4. • Time Management
Plan Schedule management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
5. • 6.1 Plan Schedule Management
the process of establishing the policies, procedures,
and documentation for planning, developing,
managing, executing, and controlling the project
schedule.
it provides guidance and direction on how the project
schedule will be managed throughout the project
6. • Schedule Management Plan
Project schedule model development
The scheduling methodology and the scheduling tool to be used
Units of measure.
Each unit used in measurements (such as staff hours, staff days...)
Level of accuracy.
The acceptable range used in determining realistic activity duration
Control thresholds.
variation to be allowed before some action needs to be taken
Rules of performance measurement
Reporting formats.
The formats and frequency for the various schedule reports are
defined.
7. 6.1 Plan Schedule Management
1. Project
management plan
1. Expert judgment
1. Schedule
Management Plan
2. Project Charter
2. Analytical
Technique
3. E.E.F
3. Meetings
4. O.P.A
8. • 6.2 Define Activities
the process of identifying and documenting the specific
actions to be performed to produce the project deliverables
to break down work packages into activities that provide
a basis for estimating, scheduling, executing, monitoring,
and controlling the project work
12. • 6.2 Define Activities
Activity List
The activity list is a comprehensive list that includes all
schedule activities required on the project.
Activity Attributes
Activity attributes extend the description of the activity by
identifying the multiple components associated with each
activity.
Milestone List
A milestone is a significant point or
event in a project
13. 6.2 Define Activities
1. Schedule
management plan
1. Expert judgment
1. Activity List
2. Scope Baseline 2. Decomposition
2. Activity
Attributes
3. E.E.F
3. Rolling Wave
Planning 3. Milestone List
4. O.P.A
14. • 6.3 Sequence Activities
the process of identifying and documenting relationships
among the project activities.
it defines the logical sequence of work to obtain the
greatest efficiency given all project constraints.
15. How to make the sequence ??
Precedence Diagramming Method (PDM)
Finish-to-Start (FS)
Finish-to-Finish (FF)
Start-to-Start (SS)
Start-to-Finish(SF)
16. Types of Dependencies
Mandatory Dependency(Hard Logic)
Discretionary Dependency(Preferred-Soft Logic)
External Dependency
Internal Dependency
Leads & Lags
Lead : overlapping between activities
Lags : waiting time between activities
19. • 6.4 Estimate Activity Resources
the process of estimating the type and quantities of
material, human resources, equipment, or supplies
required to perform each activity
It identifies the type, quantity, and characteristics of
resources required to complete the activity
20. • Actions:
Understand activities and their needs of resources.
Review historical information and organization polices.
Check availability of resources.
Identify skills needed in resources.
Review cost estimates and make alternative analysis.
Review resources calendar.
Quantify resources requirements for each activity.
Create a resource breakdown structure (RBS).
22. 6.4 Estimate Activity Resources
1. Schedule management
plan
1. Expert Judgment
1. Activity Resource
Requirements
2. Activity List 2. Alternative Analysis
2. Resource
Breakdown Structure
3. Activity Attributes
3. Published
Estimating Data
3. Project Documents
Updates
4. Resources Calendar
4. Bottom up
Estimating
5. Risk Register
5. Project Management
Software
6. Activity Cost
Estimates
6. E.E.F
7. O.P.A
23. • 6.5 Estimate Activity Durations
the process of estimating the number of work periods
needed to complete individual activities with estimated
resources.
it provides the amount of time each activity will take to
complete.
24. •Tools:
One point estimating
coming from one source depending on expert or
historical information.
Analogous Estimating
using historical data from a similar activity or project
to forecast for estimating our activities and used for
limited amount of information.
25. •Tools:
Parametric Estimating
uses a statistical relationship between historical data
and other variables to calculate activity duration.
1) Regression Analysis (Scatter Diagram)
2) Learning Curve
depend on improvement of performance
3) Heuristics
depend on accepted rules or best practice
26. •Tools:
• Three Point Estimating (optimistic, pessimistic, most likely)
Triangular Distribution
( simple Average )
Beta Distribution
( weighted Average )
29. • 6.6 Develop Schedule
the process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to
create the project schedule model.
We entering schedule activities, durations, resources,
resource availabilities, and logical relationships into the
scheduling tool
31. Critical Path Method (CPM)
method used to estimate the minimum project
duration and determine the amount of scheduling
flexibility on the schedule model.
Critical Path
the sequence of activities that represents the longest
path through a project, which determines the shortest
possible project duration.
33. Critical path Benefits:
Determine how long the project will take
Helps the PM to focus his effort on critical activities
Helps the PM to assign the best resources to critical path
Shows the activities which have float to help PM
whenever have change.
Helps to manage resources throughout the project
34. Float (slack):
Free Float:
the time an activity can be delayed without delaying
Early start of Successor.
Total Float:
the time an activity can be delayed without delaying
project end date.
Project Float:
the time the project can be delayed without delaying
another project.
37. Schedule Compression
Fast Tracking
By making activities on critical path in parallel not in
sequence. (discretionary dependency)
this technique will increase Risk
Crashing
by adding or adjusting resources to activities to
compress the schedule.
this technique will increase costs and may increase risk
39. Critical Chain Method
method that allows the project team to place buffers
on any project schedule path to account for limited
resources and project uncertainties
40. Resource Leveling
when a resource has been assigned to two or more
activities during the same time period we reallocate
this resources to be at constant level.
41. Modeling Techniques
What if Scenario
the process of evaluating scenarios in order to predict
their effect, positively or negatively, on project objectives.
Simulation
calculating multiple project durations with different sets
of activity assumptions, usually using probability
distributions (Monte Carlo analysis)
42. Project Schedule
Network diagram.
showing dependencies
between activities each others.
Milestone Chart
to show a summary status
to top management or key stakeholders.
Bar chart (Gant chart)
to show progress between
project team
45. • 6.7 Control Schedule
the process of monitoring the status of project activities
to update project progress and manage changes to the
schedule baseline to achieve the plan.
it provides the means to recognize deviation from the
plan and take corrective and preventive actions.
46. Actions:
Determining the current status of the project schedule,
Influencing the factors that create schedule changes,
Determining if the project schedule has changed,
Managing the actual changes as they occur.
Reprioritizing the remaining work plan
Take a preventive or corrective action by creating change
requests.
47. 6.7 Control Schedule
1. Project management plan 1. Performance reviews
1. Work performance
information
2. Project schedule
2. Project management
software
2. Schedule forecasts
3. Work performance data
3. Resource optimization
techniques
3. Change requests
4. Project calendars 4. Modeling techniques
4. Project management
plan
updates
5. Schedule data 5. Leads and lags
5. Project documents
updates
6. O.P.A 6. Schedule compression 6. O.P.A. Updates
7. Scheduling tool