PMP: Module 3 - Time

Project Management Professional

Time Management

Vincent McKeown PMP, MBA

2

Project Management Process Table 5 Process Groups

Initiation, Planning, Executing, Monitoring & Controlling, and Closing

10 Knowledge Areas Integration, Scope, Time, Cost, Quality, Human

Resources, Communication, Risk, Procurement, and Stakeholder.

47 Total Processes Processes are categorized by Process Group and

Knowledge Area.

3

Project Management Process Table

Initiation

Planning

Executing

Monitoring & Controlling

Closing

Integration 1 1 1 2 1

Scope 4 2

Time 6 1

Cost 3 1

Quality 1 1 1

Human Resources

1 3 1

Communications

1 1

Risk 5 1

Procurement 1 1 1 1

Stakeholder 1 1 1 1

4

Time ManagementInitiation Planning Executing Monitoring

& Controlling

Closing

Plan Schedule Management

Control Schedule

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

5

Time ManagementPlan Schedule Management Process

All knowledge areas consist of a plan on how that knowledge area is to be developed.

This process creates the Schedule Management Plan.

Key inputs to this process are the Project Management Plan, Project Charter, Enterprise Environmental Factors, and Organizational Process Assets. Same inputs as in the Scope Management Plan.

A Project Manager will use Expert Judgment, Analytical Techniques, and Meetings to develop the Schedule Management Plan.

Planning – Plan Schedule Management

6

Time ManagementSchedule Management Plan

Establishes policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Provides guidance and direction on how the project

schedule will be managed throughout the project.


7


Time Management

Project Management Plan

Project Charter

Organizational Process Assets

Schedule Management Plan

Expert Judgment

Meetings

Inputs Outputs

Tools

Plan Scope Management

ProcessEnterprise Environmental Factors

Analytical Techniques

8


& Controlling

Closing


Control Schedule

Define Activities

Sequence Activities



Develop Schedule

9

Time ManagementDefine Activities Process

Focus on the activities that are required to create the deliverables for the project.

This process creates the Milestone List and the Activity List.

Key inputs to this process are the Schedule Management Plan, Scope Baseline, Enterprise Environmental Factors, and Organizational Process Assets.

A Project Manager will use Decomposition, Expert Judgment, and Rolling Wave Planning to develop the Milestone List and Activity List.

Planning – Define Activities

10

Time ManagementActivity List

Describes what needs to be done in the project. Activities are commonly referred to as tasks. Activities should be broken down to durations

between 4 and 80 hours.


11

Time ManagementMilestone List

States the milestones of the project. Milestones are reference points of the project. Milestones are entered as 0 hours.


12


Time Management


Scope Baseline


Activity List

Milestone List

Expert Judgment

Decomposition

Inputs Outputs

Tools

Define Activities Process

Enterprise Environmental Factors

Rolling Wave

13


& Controlling

Closing


Control Schedule

Define Activities

Sequence Activities



Develop Schedule

14

Time ManagementSequence Activities Process

Focus on placing the activities in order. This process creates the Project Schedule Network

Diagrams. Key inputs to this process are the Schedule

Management Plan, Activity List, Milestone List, Activity Attributes, Enterprise Environmental Factors, and Organizational Process Assets.

A Project Manager will use Precedence Diagramming Method, Dependency Determination, and Leads and Lags to develop the Project Schedule Network Diagrams.

Planning – Sequence Activities

15


Time Management


Activity List


Project Schedule Network Diagrams

Precedence Diagramming Method

Dependency Determination

Inputs Outputs

Tools

Define Activities Process


Leads and Lags

Milestone List

16

Time ManagementPrecedence Diagramming Method


A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

17

Time ManagementDependencies

When sequencing, dependencies will determine the order of activities. Mandatory Discretionary Internal External


18

Time ManagementPredecessors:

Predecessors are used to help with sequencing activities. Determines when the following activity will occur. Finish to Start Finish to Finish Start to Start Start to Finish


19

Time ManagementPredecessors


A

B

4

1

Design Dog House

Purchase Material

Start

Start Finish

Finish

20

Time ManagementPredecessor:Finish to Start


A

B

4

1

Design Dog House

Purchase Material

Start

Start Finish

Finish

21

Time ManagementPredecessor:Finish to Finish


A

B

4

1

Design Dog House

Purchase Material

Start

Start Finish

Finish

22

Time ManagementPredecessor:Start to Start


A

B

4

1

Design Dog House

Purchase Material

Start

Start Finish

Finish

23

Time ManagementPredecessor:Start to Finish


A

B

4

1

Design Dog House

Purchase Material

Start

Start Finish

Finish

24

Time Management


Leads and Lags: Leads can start before an activity is complete.

Lags require a delay before an activity can start.

A

B

4

1

Mon Tue Wed Thu Fri Sat

A A A A

B

Mon Tue Wed Thu Fri Sat

A A A A

B

A

B

1

4

25


& Controlling

Closing


Control Schedule

Define Activities

Sequence Activities



Develop Schedule

26

Time ManagementSequence Activities Process

Focus on resources for the project. Material Personnel Equipment

This process creates the Activity Resources Requirements and the Resource Breakdown Structure.

Key inputs to this process are the Schedule Management Plan, Activity List, Resource Calendars, Risk Register, Activity Cost Estimates, Activity Attributes, Enterprise Environmental Factors, and Organizational Process Assets.

A Project Manager will use Expert Judgment, Alternative Analysis, Published Estimating Data, Bottom-Up estimating, and Project Management Software to develop the Activity Resource Requirements and Resource Breakdown Structure.

Planning – Estimating Activity Resources

27

Time ManagementResource Breakdown Structure

A display that is a breakdown by resource type across an organization.

1Project Resources

1.1People

1.1.1Project

Managers

1.1.2Engineer

s

1.1.3Systems Analyst

1.1.3.1Audio Visual

1.1.3.2Radio

1.1.3.3IT

1.1.4Producti

on

1,2Material

1.3Equipment


28

Time ManagementActivity Resource Requirements

Identifies the resources required for the project based on the activities.

Resources include; Personnel Equipment Infrastructure


29

Time Management


Activity List


Activity Resource Requirements

Resource Breakdown Structure

Expert Judgment

Alternative Analysis

Inputs Outputs

Tools

Estimate Activity

Resources

Enterprise Environmental Factors Published Estimating Data


Resource Calendars

Risk Register

Activity Cost Estimates

Activity Attributes

Bottom-Up Estimating

Project Management Software

30

Time ManagementEstimating Methods

Analogous (Top-down) Bottom-up Parametric Computerized (Monte Carlo) PERT


31


Analogous Usually an estimate based on something similar. Also known as Top-Down Advantages

Can be created quickly Disadvantages

Lacks details


32


Bottom Up Created from activities. Advantages

A lot of detail and accuracy Disadvantages

Very time consuming Team can pad time (Parkinson’s Law)

Parkinson’s Law – Work expands to consume the time schedule for it’s completion.


33


Parametric Based on an existing parameter. Can use Industry Standards Advantages

Can be done both quickly and accurate


34


Computerized (Monte Carlo) Computerized tool that simulates project outcomes.

Can results in Time, Cost, or number of resources needed. Also known as Top-Down Advantages

Very accurate Disadvantages

Very time consuming to setup


35


Program Evaluation Review Technique (PERT) Uses pessimistic, optimistic, and most likely estimates

(O + P + (4 * M))6


36


& Controlling

Closing


Control Schedule

Define Activities

Sequence Activities



Develop Schedule

37

Time ManagementEstimate Activities Durations Process

Focus on estimating the hours for each activity then summing them for a high level estimate.

This process creates the Activity Duration Estimates. Key inputs to this process are the Schedule Management

Plan, Activity List, Activity Resource Requirements, Resource Calendars, Risk Register, Resource Breakdown Structure, Project Scope Statement, Activity Attributes, Enterprise Environmental Factors, and Organizational Process Assets.

A Project Manager will use Expert Judgment, Analogous Estimating, Parametric Estimating, Three-Point Estimating, Group Decision Making Techniques, and Reserve Analysis to develop the Activity Duration Estimates.

Planning – Estimating Activity Durations

38

Time ManagementActivity Duration Estimates

Identifies the duration of the activities with plus and minus ranges.

Activity “A” – 4 days +/- 2 days. Range is 2 to 6 days.


A4

Design Dog House

39

Time Management


Activity List


Activity Duration Estimate

Expert Judgment

Alternative Analysis

Inputs Outputs

Tools

Estimate Activity Duration


Published Estimating Data


Resource Calendars

Risk Register

Project Scope Statement

Activity Attributes

Bottom-Up Estimating

Project Management Software

Activity Resource Requirements

40


& Controlling

Closing


Control Schedule

Define Activities

Sequence Activities



Develop Schedule

41

Time ManagementDevelop Schedule

This process reviews the resource needs, sequence activities, and estimating activity durations to develop the schedule. This process brings together the activity list, the work breakdown structure, the start and finish dates, and sequence activities.

This process creates the Schedule baseline, Project Schedule, and Project Calendars.

Key inputs to this process are the Schedule Management Plan, Activity List, Network Diagrams, Activity Resource Requirements, Resource Calendars, Risk Register, Resource Breakdown Structure, Project Scope Statement, Activity Attributes, Project Staff Assignments, Enterprise Environmental Factors, and Organizational Process Assets.

A Project Manager will use Schedule Network Analysis, Critical Path Method, Critical Chain Method, Resource Optimization Techniques, Modeling Techniques, Leads and Lags, Schedule Compression, and Scheduling Tool.

Planning – Develop Schedule

42

Time ManagementSchedule Baseline

The planned timeline for the project execution. Baseline dates


43

Time ManagementProject Schedule

Integrated lists the activities, start and finish dates, resources, and sequencing.

Format can include; Milestone charts Bar charts Project Schedule Network Diagrams


44

Time ManagementProject Calendars

Shows scheduled resource usage and availability.


45

Time ManagementCalculating the Critical Path

A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

1

Start on Day 1

Forward Pass


46


A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

1

Forward Pass

4

1+4-1

5

5

+1

+1


47


A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

1

Forward Pass

4

5

5

5

6

5+1-1

5+2-1

+1

+1

7

Go with the High Number


48



A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

1

Forward Pass

4

5

5

5

6

7 7

8

8 8

11

7+1-1

8+4-1

8+1-1

12+2-112 13

49


A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

1

Forward Pass

4

5

5

5

6

7 7

8

8 8

11

7+1-1

8+4-1

8+1-1

12+2-112 13


50


A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

1

Backward Pass

4

5

5

5

6

7 7

8

8 8

11

12 13

1312

-1

-1

11

11


51


A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

1

Backward Pass

4

5

5

5

6

7 7

8

8 8

11

12 13

1312

-1

-1

11

11

11

8

7 7

6

65

6

41

Lower Number wins!

Lower Number wins!

4-4+1

6-2+1

7-1+1

11-1+1

11-4+16-1+1


52


A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

1

Calculating Slack

4

5

5

5

6

7 7

8

8 8

11

12 13

1312

11

11

11

8

7 7

6

65

6

41

6-5=1

11-8=3


53



A

FC

E

D

B

G4

1

2

1

4

1

2

Design Dog House

Purchase Material

Dig Foundation

Pour Concrete

Build Dog House

Install Fencing

Train Dog

1

Critical Path

4

5

5

5

6

7 7

8

8 8

11

12 13

1312

11

11

11

8

7 7

6

65

6

41

54


& Controlling

Closing


Control Schedule

Define Activities

Sequence Activities



Develop Schedule

55

Time ManagementControl Schedule

This process is for the control and management of changes to the schedule.

This process creates Work Performance Information, Schedule Forecasts, and Change Requests.

Key inputs to this process are the Project Management Plan, Project Schedule, Work Performance Data, Project Calendars, schedule Data, and Organizational Process Assets.

A Project Manager will use Performance Reviews, Project Management Software, Resource Optimization Techniques, Modeling Techniques, Leads and Lags, Schedule Compression, and Scheduling Tools to perform this process.

Monitoring & Controlling – Control Schedule

56

Time ManagementWork Performance Information

Information that helps to determine current schedule metrics compared to planned schedule metrics.

This is the information that helps with determining Earned Value


57

Time ManagementSchedule Forecast

Anticipated situations and incidents that will likely occur in the future based off of current information.


58

Time ManagementChange Requests

A variance in schedule after an analysis will result in a change request.

Changes that have been requested, but not yet formally approved.


PMP: Module 3 - Time

Business

scope management plan

project schedule

time management activity

activities process focus

project manager

activities sequence

activity resources

process groups initiation