in3026 module 3 - project time management

7/21/2019 IN3026 Module 3 - Project Time Management

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Management -CAPM

IN2026

Module 3

Project Time

ManagementITESM Campus Sonora Norte.



Content – Module 3

► 3. Project Time Management ̶ 3.1 Project Time Management Process

defnition.

̶ 3.2 cti!ities" secuence" acti!it# durationestimating" $ogic dependences and Projectde!e$opment.

̶ 3.3 Program T#pes" %antt diagram.

̶ 3.& cti!ities secuencing too$s and tec'ni(ues. ̶ 3.) Sc'edu$e de!e$opment too$s and

tec'ni(ues.



• Project Time Management inc$udes t'e processesre(uired to ensure time$# comp$etion o* t'e project.

• Its major processes are+ – Actiity !e"nition,identi*#ing t'e specifc acti!ities t'at

must -e per*ormed to produce t'e !arious projectde$i!era-$es.

– Actiity Se#uencing,identi*#ing and documentinginteracti!it# dependencies.

– Actiity !uration $stimating,estimating t'e num-ero* or/ periods 'ic' i$$ -e needed to comp$eteindi!idua$ acti!ities.

– Sc%edule !eelo&ment,ana$#0ing acti!it# se(uences"acti!it# durations" and resource re(uirements to create t'eproject sc'edu$e.

– Sc%edule Control,contro$$ing c'anges to t'e project

Conce&ts !e"nitions



'(Actiity !e"nition – cti!it# defnition in!o$!es identi*#ing and

documenting t'e specifc acti!ities t'at

must -e per*ormed in order to producet'e de$i!era-$es and su-de$i!era-$esidentifed in t'e or/ -rea/donstructure.

Project Time Management



– Imp$icit in t'is process is t'e need to defne t'e

acti!ities suc' t'at t'e project o-jecti!es i$$ -e

met.




– Inputs to cti!it# efnition+

i) *or+ ,rea+don Structure)• T'e or/ -rea/don structure is t'e primar# input to acti!it#

defnition.

ii) Sco&e Statement)• T'e project justifcation and t'e project o-jecti!es contained in

t'e scope statement must -e considered ep$icit$# during

acti!it# defnition.

iii) .istorical In/ormation)•

4istorica$ in*ormation 5'at acti!ities ere actua$$# re(uired onpre!ious" simi$ar projects6 s'ou$d -e considered in defning

project acti!ities.

i) Constraints)• Constraints are *actors t'at i$$ $imit t'e project management

team7s options.

) Assum&tions)




– Too$s and Tec'ni(ues *or cti!it#

efnitioni) !ecom&osition)

• ecomposition in!o$!es su-di!iding project e$ements into

sma$$er" more managea-$e components in order to pro!ide

-etter management contro$.

• T'e major di9erence -eteen decomposition 'ere and in Scope

efnition is t'at t'e fna$ outputs 'ere are descri-ed as

acti!ities 5actions steps6 rat'er t'an as de$i!era-$es 5tangi-$e

items6.• In some app$ication areas" t'e :;S and t'e acti!it# $ist are

de!e$oped concurrent$#.

ii) Tem&lates)• n acti!it# $ist" or a portion o* an acti!it# $ist *rom a pre!ious

project" is o*ten usa-$e as a temp$ate *or a ne project.• In addition" t'e acti!it# $ist *or a :;S e$ement *rom t'e current




– <utputs *rom cti!it# efnition+

i) Actiity ist)• T'e acti!it# $ist must inc$ude a$$ acti!ities 'ic' i$$ -e

per*ormed on t'e project.

•

It s'ou$d -e organi0ed as an etension to t'e :;S to 'e$pensure t'at it is comp$ete and t'at it does not inc$ude an#

acti!ities 'ic' are not re(uired as part o* t'e project scope.

• s it' t'e :;S" t'e acti!it# $ist s'ou$d inc$ude descriptions o*

eac' acti!it# to ensure t'at t'e project team mem-ers i$$

understand 'o t'e or/ is to -e done.




ii) Su&&orting !etail)• Supporting detai$ *or t'e acti!it# $ist s'ou$d -e documented and

organi0ed as needed to *aci$itate its use -# ot'er project

management processes.

• Supporting detai$ s'ou$d a$a#s inc$ude documentation o* a$$

identifed assumptions and constraints.• T'e amount o* additiona$ detai$ !aries -# app$ication area.

iii) *or+ ,rea+don Structure 1&dates)•

In using t'e :;S to identi*# 'ic' acti!ities are needed" t'eproject team ma# identi*# missing de$i!era-$es or ma#

determine t'at t'e de$i!era-$e descriptions need to -e c$arifed

or corrected.

• n# suc' updates must -e re=ected in t'e :;S and re$ated

documentation suc' as cost estimates.

• T'ese updates are o*ten ca$$ed refnements and are most $i/e$#'en t'e project in!o$!es ne or unpro!en tec'no$og#.




2(Actiity Se#uencing – cti!it# se(uencing in!o$!es identi*#ing

and documenting interacti!it#

dependencies. – cti!ities must -e se(uenced accurate$#

in order to support $ater de!e$opment o* area$istic and ac'ie!a-$e sc'edu$e.

– Se(uencing can -e per*ormed it' t'e aido* a computer 5e.g." -# using projectmanagement so*tare6 or it' manua$

tec'ni(ues.




– Manua$ tec'ni(ues are o*ten more e9ecti!e on

sma$$er projects and in t'e ear$# p'ases o*

$arger ones 'en $itt$e detai$ is a!ai$a-$e.




– Inputs to cti!it# Se(uencing+

i) Actiity ist)

ii) Product !escri&tion)• Product c'aracteristics o*ten a9ect acti!it# se(uencing 5e.g." t'e

p'#sica$ $a#out o* a p$ant to -e constructed" su-s#steminter*aces on a so*tare project6.

• :'i$e t'ese e9ects are o*ten apparent in t'e acti!it# $ist" t'e

product description s'ou$d genera$$# -e re!ieed to ensure

accurac#.

iii) Mandatory !e&endencies)• Mandator# dependencies are t'ose 'ic' are in'erent in t'e

nature o* t'e or/ -eing done.

• T'e# o*ten in!o$!e p'#sica$ $imitations 5on a construction project

it is impossi-$e to -ui$d t'e superstructure unti$ a*ter t'e

*oundation 'as -een -ui$t> on an e$ectronics project" a protot#pe

must -e -ui$t -e*ore it can -e tested6.• Mandator# dependencies are a$so ca$$ed 'ard $ogic.




i) !iscretionary !e&endencies)• iscretionar# dependencies are t'ose 'ic' are defned -# t'e

project management team.

• T'e# s'ou$d -e used it' care 5and *u$$# documented6 since t'e#

ma# $imit $ater sc'edu$ing options.

• iscretionar# dependencies are usua$$# defned -ased on/no$edge o*+

?;est practices@ it'in a particu$ar app$ication area.

Some unusua$ aspect o* t'e project 'ere a specifc

se(uence is desired e!en t'oug' t'ere are ot'er accepta-$e

se(uences.

• iscretionar# dependencies ma# a$so -e ca$$ed pre*erred $ogic"

pre*erentia$ $ogic" or so*t $ogic.




) $ternal de&endencies)• Eterna$ dependencies are t'ose t'at in!o$!e a re$ations'ip

-eteen project acti!ities and nonproject acti!ities.

• 8or eamp$e" t'e testing acti!it# in a so*tare project ma# -e

dependent on de$i!er# o* 'ardare *rom an eterna$ source" or

en!ironmenta$ 'earings ma# need to -e 'e$d -e*ore sitepreparation can -egin on a construction project.

i) Constraints)

ii) Assum&tions)




– Too$s and Tec'ni(ues *or cti!it#

Se(uencingi) Precedence !iagramming Met%od P!M()

• T'is is a met'od o* constructing a project netor/ diagram

using nodes to represent t'e acti!ities and connecting t'em

it' arros t'at s'o t'e dependencies.

• T'is tec'ni(ue is a$so ca$$ed acti!it#onnode 5<N6 and is t'e

met'od used -# most project management so*tare pac/ages.

• In PM" fnis'tostart is t'e most common$# used t#pe o*

$ogica$ re$ations'ip.




ii) Arro !iagramming Met%od A!M()• T'is is a met'od o* constructing a project netor/ diagram

using arros to represent t'e acti!ities and connecting t'em at

nodes to s'o t'e dependencies.

• T'is tec'ni(ue is a$so ca$$ed acti!it#onarro 5<6 and"

a$t'oug' $ess pre!a$ent t'an PM" is sti$$ t'e tec'ni(ue o*c'oice in some app$ication areas.

• M uses on$# fnis'tostart dependencies and ma# re(uire t'e

use o* dumm# acti!ities to defne a$$ $ogica$ re$ations'ips

correct$#.




iii) Conditional !iagramming Met%ods)• iagramming tec'ni(ues suc' as %EAT 5%rap'ica$ E!a$uation and

Ae!ie Tec'ni(ue6 and S#stem #namics mode$s a$$o *or non

se(uentia$ acti!ities suc' as $oops 5e.g." a test t'at must -e

repeated more t'an once6 or conditiona$ -ranc'es 5e.g." a design

update t'at is on$# needed i* t'e inspection detects errors6.• Neit'er PM nor M a$$o $oops or conditiona$ -ranc'es.

i) Netor+ Tem&lates)• Standardi0ed netor/s can -e used to epedite t'e preparation

o* project netor/ diagrams.

• T'e# can inc$ude an entire project or on$# a portion o* it.

• Portions o* a netor/ are o*ten re*erred to as su-nets or *ragnets.

• Su-nets are especia$$# use*u$ 'ere a project inc$udes se!era$

identica$ or near$# identica$ *eatures suc' as =oors on a 'ig'rise

oBce -ui$ding" c$inica$ tria$s on a p'armaceutica$ researc'

project" or program modu$es on a so*tare project.




– <utputs *rom cti!it# Se(uencing+

i) Project Netor+ !iagram)• project netor/ diagram is a sc'ematic disp$a# o* t'e

project7s acti!ities and t'e $ogica$ re$ations'ips 5dependencies6

among t'em.

• project netor/ diagram ma# -e produced manua$$# or on a

computer.

• It ma# inc$ude *u$$ project detai$s or 'a!e one or more summar#

acti!ities 5'ammoc/s6.

• T'e diagram s'ou$d -e accompanied -# a summar# narrati!e

t'at descri-es t'e -asic se(uencing approac'.• n# unusua$ se(uences s'ou$d -e *u$$# descri-ed.

• T'e project netor/ diagram is o*ten incorrect$# ca$$ed a PEAT

c'art 5*or Program E!a$uation and Ae!ie Tec'ni(ue6.

• PEAT c'art is a specifc t#pe o* project netor/ diagram t'at

is se$dom used toda#.




ii) Actiity ist 1&dates)• In muc' t'e same manner t'at t'e acti!it# defnition

process ma# generate updates to t'e :;S" preparation

o* t'e project netor/ diagram ma# re!ea$ instances

'ere an acti!it# must -e di!ided or ot'erise

redefned in order o diagram t'e correct $ogica$

re$ations'ips.




3(Actiity !uration $stimating

–cti!it# duration estimating in!o$!es assessing t'e num-er o*or/ periods needed to comp$ete eac' identifed acti!it#.

– T'e person or group on t'e project team 'o is most *ami$iarit' t'e nature o* a specifc acti!it# s'ou$d ma/e" or at $eastappro!e" t'e estimate.

–Estimating t'e num-er o* or/ periods re(uired to comp$etean acti!it# i$$ o*ten re(uire consideration o* e$apsed time.

–8or eamp$e" i* ?concrete curing@ i$$ re(uire *our da#s o*e$apsed time" it ma# re(uire *rom to to *our or/ periods-ased on 5a6 'ic' da# o* t'e ee/ it -egins on and 5-6'et'er or not ee/end da#s are treated as or/ periods.




– <!era$$ project duration ma# a$so -eestimated using t'e too$s and tec'ni(uespresented 'ere" -ut it is more proper$#

ca$cu$ated as t'e output o* sc'edu$ede!e$opment.




– Inputs to cti!it# uration Estimating+

i) Actiity ist)

ii) Constraints)

iii) Assum&tions)

i) 4esource 4e#uirements• T'e duration o* most acti!ities i$$ -e signifcant$# in=uenced -#

t'e resources assigned to t'em.

• 8or eamp$e" to peop$e or/ing toget'er ma# -e a-$e to

comp$ete a design acti!it# in 'a$* t'e time it ta/es eit'er o* t'em

indi!idua$$#" 'i$e a person or/ing 'a$*time on an acti!it# i$$genera$$# ta/e at $east tice as muc' time as t'e same person

or/ing *u$$time6.

• :'i$e t'ese e9ects are o*ten apparent in t'e acti!it# $ist" t'e

product description s'ou$d genera$$# -e re!ieed to ensure

accurac#.




) 4esource Ca&a5ilities)• T'e duration o* most acti!ities i$$ -e signifcant$# in=uenced -#

t'e capa-i$ities o* t'e 'umans and materia$ resources assigned

to t'em.

• 8or eamp$e" i* -ot' are assigned *u$$time" a senior sta9 mem-er

can genera$$# -e epected to comp$ete a gi!en acti!it# in $esstime t'an a junior sta9 mem-er.

i) .istorical In/ormation)• 4istorica$ in*ormation on t'e $i/e$# durations o* man# categories

o* acti!ities is o*ten a!ai$a-$e *rom one or more o* t'e *o$$oing

sources+

Project f$es

Commercia$ duration estimating data-ases

Project team /no$edge




– Too$s and Tec'ni(ues *or cti!it# uration

Estimatingi) $&ert udgement)

• urations are o*ten diBcu$t to estimate -ecause o* t'e num-er o*

*actors 'ic' can in=uence t'em 5e.g." resource $e!e$s" resource

producti!it#6.

• Epert judgment guided -# 'istorica$ in*ormation s'ou$d -e used

'ene!er possi-$e.

• I* suc' epertise is not a!ai$a-$e" t'e estimates are in'erent$#

uncertain and ris/#.ii) Analogous $stimating)

• na$ogous estimating" a$so ca$$ed topdon estimating" means

using t'e actua$ duration o* a pre!ious" simi$ar acti!it# as t'e -asis

*or estimating t'e duration o* a *uture acti!it#. It is *re(uent$# used

to estimate project duration 'en t'ere is a $imited amount o*

detai$ed in*ormation a-out t'e project 5e.g." in t'e ear$# p'ases6.




iii) Simulation)• Simu$ation in!o$!es ca$cu$ating mu$tip$e durations it' di9erent

sets o* assumptions.

• T'e most common is Monte Car$o na$#sis in 'ic' a

distri-ution o* pro-a-$e resu$ts is defned *or eac' acti!it# andused to ca$cu$ate a distri-ution o* pro-a-$e resu$ts *or t'e tota$

project.




– <utputs *rom cti!it# uration Estimating+

i) Actiity !uration $stimates)• cti!it# duration estimates are (uantitati!e assessments o* t'e

$i/e$# num-er o* or/ periods t'at i$$ -e re(uired to comp$ete

an acti!it#.

• cti!it# duration estimates s'ou$d a$a#s inc$ude some

indication o* t'e range o* possi-$e resu$ts.

• 8or eamp$e+

2 ee/s 2 da#s to indicate t'at t'e acti!it# i$$ ta/e at

$east D da#s and no more t'an 12.

1) percent pro-a-i$it# o* eceeding 3 ee/s to indicate a'ig' pro-a-i$it#,D) percent,t'at t'e acti!it# i$$ ta/e 3

ee/s or $ess..

ii) ,asis o/ estimates)• ssumptions made in de!e$oping t'e estimates must -e

documented.iii) Actiity ist u&dates)




7( Sc%edule !eelo&ment

–Sc'edu$e de!e$opment means determining start

and fnis' dates *or project acti!ities. – I* t'e start and fnis' dates are not rea$istic" t'e

project is un$i/e$# to -e fnis'ed as sc'edu$ed.

– T'e sc'edu$e de!e$opment process must o*ten

-e iterated 5a$ong it' t'e processes t'atpro!ide inputs" especia$$# duration estimatingand cost estimating6 prior to determination o*t'e project sc'edu$e.




–Sc'edu$e de!e$opment inputs" too$s"and outputs+




– Inputs to Sc'edu$e e!e$opment+

i) Project Netor+ !iagram)

ii) Actiity !uration $stimates)

iii) 4esource 4e#uirements)

i) 4esource Pool !escri&tion• no$edge o* 'at resources i$$ -e a!ai$a-$e at 'at times and

in 'at patterns is necessar# *or sc'edu$e de!e$opment.

• 8or eamp$e" s'ared resources can -e especia$$# diBcu$t to

sc'edu$e since t'eir a!ai$a-i$it# ma# -e 'ig'$# !aria-$e.

• T'e amount o* detai$ and t'e $e!e$ o* specifcit# in t'e resourcepoo$ description i$$ !ar#.

• 8or eamp$e" *or pre$iminar# sc'edu$e de!e$opment o* a

consu$ting project one need on$# /no t'at to consu$tants i$$

-e a!ai$a-$e in a particu$ar time*rame.

• T'e fna$ sc'edu$e *or t'e same project" 'oe!er" must identi*#

'ic' specifc consu$tants i$$ -e a!ai$a-$e..




) Calendars• Project and resource ca$endars identi*# periods 'en or/ is

a$$oed.

• Project ca$endars a9ect a$$ resources 5e.g." some projects i$$

or/ on$# during norma$ -usiness 'ours 'i$e ot'ers i$$ or/ a

*u$$ t'ree s'i*ts6.• Aesource ca$endars a9ect a specifc resource or categor# o*

resources 5e.g." a project team mem-er ma# -e on !acation or in

a training program> a $a-or contract ma# $imit certain or/ers to

certain da#s o* t'e ee/6.

i) Constraints• T'ere are to major categories o* constraints during sc'edu$e

de!e$opment+

Im&osed dates) Comp$etion o* de$i!era-$es -# a specifed

date ma# -e re(uired -# t'e project sponsor" customers" or

ot'er eterna$ *actors .

8ey eents or major milestones. Comp$etion o*de$i!era-$es in specifc dates are re(uested -# t'e project




– Too$s and Tec'ni(ues *or Sc'edu$e

e!e$opmenti) Mat%ematical Analysis)

• Mat'ematica$ ana$#sis in!o$!es ca$cu$ating t'eoretica$ ear$# and

$ate start and fnis' dates *or a$$ project acti!ities it'out regard *or

an# resource poo$ $imitations.

• T'e resu$ting dates are not t'e sc'edu$e" -ut rat'er indicate t'e

time periods it'in 'ic' t'e acti!it# s'ou$d -e sc'edu$ed gi!en

resource $imits and ot'er /non constraints.

•

T'e most ide$# /non mat'ematica$ ana$#sis tec'ni(ues are+ Critica$ Pat' Met'od 5CPM6,ca$cu$ates a sing$e" deterministic

ear$# and $ate start and fnis' date *or eac' acti!it# -ased on

specifed" se(uentia$ netor/ $ogic and a sing$e duration

estimate. T'e *ocus o* CPM is on ca$cu$ating =oat in order to

determine 'ic' acti!ities 'a!e t'e $east sc'edu$ing =ei-i$it#.

T'e under$#ing CPM a$gorit'ms are o*ten used in ot'er t#pes o*mat'ematica$ ana$#sis.




%rap'ica$ E!a$uation and Ae!ie Tec'ni(ue 5%EAT6,a$$os *or

pro-a-i$istic treatment o* -ot' netor/ $ogic and acti!it#

duration estimates 5i.e." some acti!ities ma# not -e per*ormed

at a$$" some ma# -e per*ormed on$# in part" and ot'ers ma# -e

per*ormed more t'an once6.

Program E!a$uation and Ae!ie Tec'ni(ue 5PEAT6,uses

se(uentia$ netor/ $ogic and a eig'ted a!erage duration

estimate to ca$cu$ate project duration. $t'oug' t'ere are

sur*ace di9erences" PEAT di9ers *rom CPM primari$# in t'at it

uses t'e distri-ution7s mean 5epected !a$ue6 instead o* t'e

most $i/e$# estimate origina$$# used in CPM 5see 8igure FG&6.

PEAT itse$* is se$dom used toda# a$t'oug' PEAT$i/e estimates

are o*ten used in CPM ca$cu$ations..




ii) !uration Com&ression)• uration compression is a specia$ case o* mat'ematica$ ana$#sis

t'at $oo/s *or a#s to s'orten t'e project sc'edu$e it'out

c'anging t'e project scope 5e.g." to meet imposed dates or ot'er

sc'edu$e o-jecti!es6.

• uration compression inc$udes tec'ni(ues suc' as+ Cras%ing,iost and sc'edu$e tradeo9s are ana$#0ed to

determine 'o to o-tain t'e greatest amount o* compression

*or t'e $east incrementa$ cost. It doesn7t a$a#s produce a

!ia-$e a$ternati!e and o*ten resu$ts in increased cost.

9ast trac+ing,doing acti!ities in para$$e$ t'at ou$d norma$$#

-e done in se(uence 5e.g." starting to rite code on a so*tareproject -e*ore t'e design is comp$ete" or starting to -ui$d t'e

*oundation *or a petro$eum processing p$ant -e*ore t'e 2)

percent o* engineering point is reac'ed6. 8ast trac/ing o*ten

resu$ts in reor/ and usua$$# increases ris/.

iii) Simulation

i) 4esource eelin .euristics




– <utputs *rom Sc'edu$e e!e$opment+

i) Project Sc%edule)• T'e project sc'edu$e inc$udes at $east p$anned start and

epected fnis' dates *or eac' detai$ acti!it#.

• $t'oug' it can -e presented in ta-u$ar *orm" it is more o*ten

presented grap'ica$$# using one or more o* t'e *o$$oing

*ormats+

Project netor/ diagrams it' date in*ormation added.

Hsua$$# s'o -ot' t'e project $ogic and t'e project7s critica$

pat' acti!ities.

%antt c'arts" s'o acti!it# start and end dates as e$$ asepected durations" -ut do not usua$$# s'o dependencies.

T'e# are re$ati!e$# eas# to read and are *re(uent$# used in

management presentations.

Mi$estone c'arts" simi$ar to -ar c'arts" -ut identi*#ing t'e

sc'edu$ed start or comp$etion o* major de$i!era-$es and

/e# eterna$ inter*aces. Timesca$ed netor/ dia rams are a -$end o* ro ect




ii) Su&&orting !etail)• Supporting detai$ *or t'e project sc'edu$e inc$udes at $east

documentation o* a$$ identifed assumptions and constraints. T'e

amount o* additiona$ detai$ !aries -# app$ication area.

• 8or eamp$e+

<n a construction project" it i$$ most $i/e$# inc$ude suc' itemsas resource 'istograms" cas' =o projections" and order and

de$i!er# sc'edu$es.

<n an e$ectronics project" it i$$ most $i/e$# inc$ude resource

'istograms on$#.

• In*ormation *re(uent$# supp$ied as supporting detai$ inc$udes" -ut is

not $imited to+

Aesource re(uirements -# time period" o*ten in t'e *orm o* a

resource 'istogram.

$ternati!e sc'edu$es 5e.g." -est case or orst case" resource

$e!e$ed or not" it' or it'out imposed dates6.

Sc'edu$e reser!es or sc'edu$e ris/ assessments




:( Sc%edule Control

– Sc'edu$e contro$ is concerned it'+

5a6in=uencing t'e *actors 'ic' createsc'edu$e c'anges to ensure t'atc'anges are -enefcia$"

5-6determining t'at t'e sc'edu$e 'asc'anged" and

5c6managing t'e actua$ c'anges 'en andas t'e# occur.




– Sc'edu$e contro$ inputs" too$s" and outputs+




– Inputs to Sc'edu$e Contro$+

i) Project Sc%edule)

ii) Per/ormance 4e&orts)

iii) C%ange 4e#uests)

i) Sc%edule Management Plan)




– Too$s and Tec'ni(ues *or Sc'edu$e Contro$i) Sc%edule C%ange Control System)

• sc'edu$e c'ange contro$ s#stem defnes t'e procedures -# 'ic'

t'e project sc'edu$e ma# -e c'anged. It inc$udes t'e paperor/"

trac/ing s#stems" and appro!a$ $e!e$s necessar# *or aut'ori0ing

c'anges..

ii) Per/ormance Measurement)• n important part o* sc'edu$e contro$ is to decide i* t'e sc'edu$e

!ariation re(uires correcti!e action. 8or eamp$e" a major de$a# on

a noncritica$ acti!it# ma# 'a!e $itt$e e9ect on t'e o!era$$ project

'i$e a muc' s'orter de$a# on a critica$ or nearcritica$ acti!it# ma#re(uire immediate action

iii) Additional Planning)• 8e projects run eact$# according to p$an. Prospecti!e c'anges

ma# re(uire ne or re!ised acti!it# duration estimates" modifed

acti!it# se(uences" or ana$#sis o* a$ternati!e sc'edu$es




– <utputs *rom Sc'edu$e Contro$+

i) Sc%edule u&dates)• sc'edu$e update is an# modifcation to t'e sc'edu$e

in*ormation 'ic' is used to manage t'e project.

• ppropriate sta/e'o$ders must -e notifed as needed. Sc'edu$e

updates ma# or ma# not re(uire adjustments to ot'er aspects

o* t'e o!era$$ project p$an.

• Ae!isions are a specia$ categor# o* sc'edu$e updates.

• Ae!isions are c'anges to t'e sc'edu$ed start and fnis' dates in

t'e appro!ed project sc'edu$e.

• T'ese dates are genera$$# re!ised on$# in response to scopec'anges. In some cases" sc'edu$e de$a#s ma# -e so se!ere t'at

?re-ase$ining@ is needed in order to pro!ide rea$istic data to

measure per*ormance.

ii) Correctie Action)

iii) essons earned)




4e/erences• 'ttp+.pmi.org

• 'ttp+.projectmanagementdocs.com

• 'ttp+.pmdocuments.com

• 'ttp+.-rig't'u-pm.commonitoringprojects1J3&K2projectcontro$tec'ni(uesandtips

• 'ttp+.projectsmart.co.u/earned!a$uemanagement.p'p

• 'ttp+.i0en-ridge.com

• 'ttp+.pmi.org;usinessSo$utions<PM3CaseStud#Li-rar#.asp

• 'ttps+.as'gate.compd*Samp$ePagesEssentia$so*ProjectManagement3rdIntro.pd*

• 'ttp+.m#pmps.netenm#pmps/no$edgeareasscopescopedefnition.'tm$

• 'ttps+-rainmass.comf$e22)K)2'an.pd*

• 'ttp+.so*tareresearc'.netf$eadminsrcdocsteac'ingSSJFPMPM;<F.pd*

http://www.pmi.org/

http://www.pmi.org/

http://www.projectmanagementdocs.com/

http://www.pmdocuments.com/


http://www.brighthubpm.com/monitoring-projects/103492-project-control-techniques-and-tips/


http://www.projectsmart.co.uk/earned-value-management.php

http://www.izenbridge.com/

http://www.pmi.org/Business-Solutions/OPM3-Case-Study-Library.aspx

https://www.ashgate.com/pdf/SamplePages/Essentials_of_Project_Management_3rd_Intro.pdf

http://www.mypmps.net/en/mypmps/knowledgeareas/scope/scope-definition.html

https://brainmass.com/file/225952/Khan.pdf

http://www.softwareresearch.net/fileadmin/src/docs/teaching/SS06/PM/PMBOK5.pdf

http://www.softwareresearch.net/fileadmin/src/docs/teaching/SS06/PM/PMBOK5.pdf

https://brainmass.com/file/225952/Khan.pdf

http://www.mypmps.net/en/mypmps/knowledgeareas/scope/scope-definition.html















http://www.pmi.org/

http://www.pmi.org/

in3026 module 3 - project time management

Documents