PMP Training Project Time Management Part 3

PMI Project Management

Professional (PMP)® Workshop

Project Time Management

Part 3

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Inputs: Develop Schedule

The major outputs of all the time management planning

processes are inputs to developing the schedule

All the planning effort for time management comes together in

this process


Tools & technique: Develop Schedule

Critical path method is about determining planned start and

finish dates for an activity. We use the duration and the logical

relationships to derive the start and finish dates

Earliest finish date is dependent on its duration and its earliest

start date

Earliest start of the second activity is dependent on the earliest

finish of the previous activity

Forward pass involves calculating the earliest start and finish

dates for the activities in a network



When determining the Early start and early finish dates

(forward pass), leads and lags between activities should be

accounted for. Lag between 2 activities is indicated by a

positive symbol

A lead between two activities indicates that there is an

acceleration of the second activity to start before the

completion of first activity. Lead between 2 activities is

indicated by a negative symbol



When we have larger numbers it becomes tedious to calculate

the early start and finish dates of activities

Formulae for forward pass:

ES of 1st activity = 1

EF of any activity = ES + Duration – 1

ES of next activity = EF of previous activity + 1



Backward pass is used to calculate the Late start and Late

finish dates of activities in a network

The amount of flexibility available can be known by

calculating the earliest and latest dates of an activity

Scenario 1: If the Latest finish date of the last activity is not

known then Latest finish date of the last activity is the same as

the Earliest finish date of that activity

Scenario 2: Latest finish date of the last activity is known and

is different than Earliest finish data of that activity

Latest start date of an activity is based on the Latest finish date

and the duration of the activity



The time that the start of an activity can be delayed without

delaying the project end date is called Total Float Total float of

an activity = LS-ES OR LF-EF

The total float is applied to all the activities in a path. If one

activity consumes the complete float then the other activities on

the path will not have any more float

Free float is the flexibility between two activities

Free float = ES (successor ) – ES - Duration



Characteristics of critical path:

1. Duration of the total project can be obtained by adding the

duration of the activities on critical path

2. Activities with longest duration

3. Usually Zero total float

4. There can be multiple critical paths

5. When there are any changes, a new critical path may arise

6. Any delay in critical path will delay the overall

project

7. Free float cannot be more than total float

8. Does not consider resources



Critical path method applies resources to the critical path

Critical path gets altered when resources are applied and is

called Critical Chain

Critical chain method is done after the critical path method

Buffers (additional time to manage uncertainties) in the project

are considered in critical chain method

Buffers for individual activities are taken and placed in buffer

pool

Buffer pool is applied either at the end of the project (project

buffer) or at a place where non critical activities converge the

critical path(feeder buffer)

PM can use this buffer to deal with uncertainties



Schedule compressing is shortening the project schedule due

to constraints

Schedule compression is obtained using crashing and fast

tracking. Compression should always be performed on critical

path

Crashing is done by doing a what-if /trade-off between cost and

schedule. Best solution is one which gives greatest

compression with minimum cost



What-if analysis includes evaluating multiple scenarios to

impact the schedule

We use simulation methodology to evaluated different

scenarios. Monte Carlo simulation is most widely used

All resource may not be available at all times of project. Hence

we perform resources leveling to address the issues of having

too many resources or less resources during various times of

project


Outputs: Develop Schedule

Project schedule includes the planned start and end date for

each activity

Project schedule can be represented as Gant chart, schedule

network diagram, bar chart etc.

Approved version of project schedule is called Schedule

baseline


Introduction: Control Schedule

This process is about monitoring and controlling the project

schedule by monitoring various factors related to schedule

This process also handles the changes


Control ScheduleIn

puts • Project

management plan

• Project schedule

• Work performance data

• Project calendars

• Schedule data

• Organizational process assets T

ools

& T

echn

iques • Performance

reviews

• Project management software

• Resource optimization techniques

• Modeling techniques

• Leads and lags

• Schedule compression

• Scheduling tool

Outp

uts • Work

performance information

• Schedule forecasts

• Change requests

• Project management plan updates

• Project documents updates

• Organizational process assets updates


Tools: Control Schedule

Performance reviews is reporting to stakeholders on the actual

start and finish dates and the percentage completion of various

activities

Variance analysis compares the estimated start and finish dates

with the actual start and finish dates. This helps in identifying

the variance and investigating reasons for variation


Outputs: Control Schedule

PMP updates include changes to the schedule baseline to

accommodate the approved change requests

When a change related to schedule is approved, the PMP

should be updated



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PMP Training Project Time Management Part 3

Education