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Page 1: PMP/CAPM Prep Workshop Time PMP/CAPM Prep Workshop1.

PMP/CAPM Prep Workshop 1

PMP/CAPM Prep WorkshopTime

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PMP/CAPM Prep WorkshopContains Confidential information which may not be disclosed

with out express written authorization from PMI-CIC.

Course Objectives• The class will– Prepare you to take the PMP Exam– Cover the required classroom training hours

• The class will not – Make you an expert on Project Management – Make you an expert Project Manager – Serve as your only reference for the exam

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Tonight’s TopicProject Time Management

• Reference Material– Chapter 6 PMBOK 5th Edition – Chapter 6 PMP Exam Prep 8th Edition

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Scope Baseline

• The approved project scope statement and its associated WBS and WBS dictionary form the scope baseline.

• Performance in meeting project scope goals is based on the scope baseline.

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WBS in Chart and Tabular Form

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Work Packages

A work package is a task at the lowest level of the WBS.

It represents the level of work that the project manager monitors and controls.

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Work Packages

• You can think of work packages in terms of accountability and reporting.– If a project has a relatively short time frame and requires

weekly progress reports, a work package might represent work completed in one week or less.

– If a project has a very long time frame and requires quarterly progress reports, a work package might represent work completed in one month or more.

– A work package might also be the procurement of a specific product or products, such as an item purchased from an outside source.

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Time Management DefinitionTime Management includes the processes required to accomplish timely completion of the project. The Project Time Management process includes the following– Define Activities– Sequence Activities– Estimate Activity Resources– Estimate Activity Duration– Develop Schedule– Control Schedule

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Table 3-1. Project Management Process Groups and Knowledge Area Mapping

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General Information • Mostly Used in the Planning Effort• The main documents produced– activity list and attributes – a milestone list – a network diagram– the activity resource requirements– the activity duration estimates– a project schedule

• Don’t Think About Software

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Schedule Management Plan

• Schedule management baseline to measure against

• Identification of performance measure• Decide how schedule variance will be

managed.• Identification of schedule change control

procedures.

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Activity DefinitionEnsure that project team members have a complete understanding of all the work they must do as part of the project scope so that they can start scheduling the work..

Inputs Tools and Tech Outputs

Enterprise Environmental FactorsScope BaselineOrganizational process assets

DecompositionTemplatesRolling Wave PlanningExpert Judgment

Activity ListActivity AttributesMilestone List

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Goal

• Take the Work Packages developed in the WBS and break them down further (decompose) in order to reach the activity level.

• Activity: A level small enough to estimate, schedule, monitor, and manage.

• Get the activities ready to be sequenced.

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Activity Def Summary and Tips

• Don’t take Activity Definition Lightly• Remember the main outputs: Activity List,

Activity Attributes, Milestone List, and Requested Changes

• Rolling wave planning• Remember that activity definition comes after

the WBS is developed

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Activity Sequencing

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Activity Sequencing Definition

Identifying and documenting dependencies among schedule activities.

Inputs Tools and Tech OutputsProject Scope StatementActivity ListActivity AttributesMilestone ListOrganizational Process Assets

Precedence Diagramming Method (PDM)Dependency DeterminationSchedule Network TemplatesApplying Leads and Lags

Project Schedule Network DiagramsProject document updates

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Goal

• Take the activities and sequence them into how the work will be performed

• Develop a Network Diagram which shows just dependencies

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Activity Sequencing

• Keys to activity sequencing– What is the sequence?– Identify all dependencies

• Sequencing can be performed with software– For the test forget about software

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Types of Dependencies

• Mandatory Dependencies (hard logic)– Inherent in the nature of the work being done

• Discretionary Dependency (preferred or soft logic)– Based on experience, desire, or preferences

• External Dependency– Based on the needs and desires of parties outside

of the project

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Network Diagrams

• Network Diagrams in the pure form show just dependencies

• Sometimes referred to as Network Logic Diagrams

• Shows how tasks will flow from the Start to the End of a Project

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How to Construct Network Diagrams

In the Activity On Arrow (AOA) approach, or the arrow diagramming method (ADM), activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities

only show finish-to-start dependencies (most common type of dependency).

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How to Construct Network Diagrams

Activity On Node(AON) or the precedence diagramming method (PDM) is a network diagramming technique in which boxes represent activities.

These are more widely used as they can show all dependency types.

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Activity on Node – Precedence Diagramming Method

StartStart

Task A

Task D

Task B Task C

Task E Task F

End

• Boxes represent tasks and arrows show dependencies

• Task C can’t start before task B and D finish• Dummies not allowed

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Types of Relationships in PDM

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Activity Sequencing – Key Terms

• Milestones – significant events in a project schedule• Leads – start an activity before the predecessor

activity is completed (code before design complete)• Lag – inserted waiting time between activities

(waiting for paint to dry)• Requested Changes - network diagrams sometimes

expose requested changes• Graphical Evaluation and Review Technique (GERT)

– a network diagram drawing method that allows loops – (design and test)

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Estimate Activity Resources

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Activity Resource Estimation Definition

GOAL: Estimating the type and quantities of resource required to perform each schedule activity

Inputs Tools and Tech OutputsEnterprise Environmental FactorsOrganizational Process AssetsActivity ListActivity AttributesResource Calendars

Expert JudgmentAlternatives AnalysisPublished Estimating DataProject Management SoftwareBottom-Up Estimating

Activity Resource RequirementsResource Breakdown Structure (RBS)Project document updates

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Activity Resource Estimating • Resources are people, equipment, materials• Resources must be planned and coordinated

to avoid resources being assigned to other work

• Consider developing a Resource Breakdown Structure (RBS) – hierarchical structure of the identified resources by resource category

• Crashing and fast-tracking which we will cover later

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Estimate Activity Durations

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Activity Duration Estimation Definition

Estimating the number of work periods that will be needed to complete individual schedule activities

Inputs Tools and Tech OutputsEnterprise Environmental FactorsOrganizational Process AssetsProject Scope StatementActivity ListActivity AttributesActivity resource requirementsResource Calendars

Expert JudgmentAnalogous EstimatingParametric EstimatingThree-Point EstimatingReserve Analysis

Activity Duration EstimatesProject document updates

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Goal

Once the type and quantity of resources needs are determined, the amount of work effort to complete the schedule activity needs to be estimated.

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Activity Duration Estimating

• One-Time Estimate• Analogous Estimate• Parametric Estimation

– Regression Estimation– Learning Curve

• Heuristics• Three-Point Estimates• Reserve Analysis

Always have the people doing the work provide the estimates.

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Activity Duration Guidelines

• Evaluate one activity at a time

• Assume “Normal” level of labor and equipment

• Assume “Normal” work week

• Disregard contract completion date on first cut

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Develop Schedule

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Schedule DevelopmentAnalyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.

Inputs Tools and Tech OutputsOrganizational process assetsProject scope statementActivity listActivity attributesProject Schedule Network DiagramsActivity Resources RequirementsResource CalendarsActivity Duration EstimatesEnterprise Environmental Factors

Schedule Network AnalysisCritical Path MethodSchedule CompressionWhat if scenario analysisResource LevelingCritical Chain MethodAdjusting leads and lagsScheduling Tool

Project ScheduleSchedule BaselineSchedule DataProject document updates

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Goal

Project schedule development is an iterative process that determines planned start and finish dates for project activities.

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What do you need to develop a Schedule ?

• An understanding of the work required on the project (Project Scope Statement)

• Defined Activities (WBS, WBS Dictionary, and Activity List

• The Order of How the Work will be done (Sequence Activities)

• An Estimate of the Resources Needed (Estimate Activity Resources)

• An Estimate of the Duration of Each Activity (Estimate Activity Duration)

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Other important facts

• Things to Remember– Work with Stakeholders Priorities– Look for Alternative ways to Complete the Work– Look for Impacts on Other Projects– Meet with Managers to Negotiate Resources– Give the Team a Chance to Approve the Final

Schedule– Compress the Schedule (Crashing and Fast

Tracking)

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Schedule Network Analysis

• PERT• Critical Path Method• Schedule Compression• What-If Scenario Analysis• Resource Leveling

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PERT

Memorize the Formulas

Formula Standard Deviation Variance

(P+4M+O) 6

(P-O) 6

P-O 6

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Critical Path Method (CPM)

• Determines the longest path in the Network Diagram

• Determines the earliest and latest an activity can start and the latest it can be completed

• Method requires an understanding of – Critical Path– Near Critical Path – Float or Slack

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Critical Path

• Helps prove how long the project will take• Helps the Project Manager determine where best to

focus their Project Management efforts• Helps determine if an issue needs immediate

attention• Provides a vehicle to compress the schedule during

project planning and whenever there are changes• Provides a vehicle to determine which activities have

float and can therefore be delayed without delaying the project

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Near Critical Path

• The path close in duration to the critical path• Something that shortens the Critical Path

could Lengthen the Near Critical Path and actually change the Near Critical Path to the Critical Path

• Manage to both the Critical Path and the Near Critical Path to ensure the project isn’t delayed

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Float or Slack

• Must be able to calculate it manually• Total Float – amount of time an activity can be

Delayed without delaying the project• Free Float – amount of time an activity can be

Delayed without delaying the early start date of a successor

• Project Float – amount of time a project can be delayed without delaying the externally imposed deadline committed to by the Project Sponsor

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Float is an asset

• Extremely Useful

• Allows you to focus your management on the project

• Helps team members juggle multiple projects and priorities

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Using CPM

• You Must Determine the Earliest and Latest an activity can start and the latest each activity can be finished

• Remember the formula for Float or Slack:– LS – ES– LF – EF

• Early figures found by calculating from the Beginning to End – Forward Pass

• Late figures found by calculating from the End to the Beginning - Backward Pass

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Drawing a Network using CPM

• Draw the node and insert boxes in each corner as shown below:

Duration

ES EF

Float

LS LF

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Forward Pass

• First Node in a Network Diagram has an Early start of 0

• Work through the Network Diagram and the Critical Path from Start Until End

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More on Critical Path

• There can be more than one critical path

• Multiple critical paths increase risk

• Critical Path can change

• Should have Zero Float

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Schedule Compression

• Done during planning or Integrated Change Control– Is desired completion date attainable?– Helps define impacts to Time, Cost, Scope, and Risk– Compress the schedule without changing Scope

• Techniques– Fast Tracking– Crashing

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Fast Tracking

• Doing Critical Path Activities in Parallel• Results in Rework• Increases Risk• Increased Communication

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Crashing

• Add Resources to Tasks on the Critical Path• Costs More• Adds Ambiguity• Will Need to Train New Resources

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Other Scheduling Tools

• What-If Scenario – What if Things Change• Monte Carlo Analysis – Computer Simulates

the Outcome of a Project using Pessimistic, Optimistic, and Most Likely

• Resource Leveling – Used to Produce a Resource Limited Schedule

• Critical Chain Method – Both Activity and Resource Dependencies

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Reporting Schedule

• Milestone Charts – Show major events and are used for management review

• Project Schedule – Shows the activities and sequence (Microsoft Project or Primavera Schedule)

• Gantt Charts – Progress reporting and control

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Control Schedule

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Schedule Control

Controlling changes to the project schedule.

Inputs Tools and Tech OutputsProject Management PlanProject ScheduleWork performance informationOrganizational Process Assets

Performance ReviewsVariance AnalysisProject management softwareResource LevelingWhat-if scenario analysisAdjusting leads and lagsSchedule compressionScheduling tool

Work Performance measurementsOrganizational process assetsChange requestsProject management Plan UpdatesProject document updates

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What is Schedule Control?

• Measures how the project is doing• Implement corrective and preventive action• Make sure the baseline is met or if a need to

re-baseline exists• Variances analyzed and reported

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Progress Reporting

• How Much Work has been done?• Percent Complete– 50/50 Rule– 20/80 Rule– 0/100 Rule

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Time Management – Final Thoughts

• Questions will focus on the following– PERT– Network Diagramming– CPM– Reporting– Interactions with other processes