1. LECTURER: ENG.HISHAM ALI, PMP 2. Project Management Processes (47) PROCESSES GROUP 3. Project Management Processes KNOWLEDGE AREA 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 9. WBS Packages Product Analysis Product Deliverables WBS WBS WBS Activity Activity Deliverables WBS Activity Activity 10. 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 11. 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 12. 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. 13. 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) 14. 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 15. Project Schedule Network Diagram 16. 6.3 Sequence Activities 1. Schedule management plan 1. Precedence diagramming method (PDM) 1. Project Schedule Network Diagrams 2. Activity List 2. Dependency Determination 2. Project Documents Updates 3. Activity Attributes 3. Leads & Lags 4. Milestone List 5. Project Scope Statement 6. E.E.F 7. O.P.A 17. 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 18. 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). 19. Resource Breakdown Structure 20. 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 21. 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. 22. 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. 23. 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 24. Tools: Three Point Estimating (optimistic, pessimistic, most likely) Triangular Distribution ( simple Average ) Beta Distribution ( weighted Average ) 25. Tools Advantages & Disadvantages 26. 6.5 Estimate Activity Durations 1. Schedule management plan 1. Expert Judgment 1. Activity Duration Estimates 2. Activity List 2. Analogous Estimating 2. Project Documents Updates 3. Activity Attributes 3. Parametric Estimating 4. Activity Resource Requirements 4. Three Point Estimating 5. Resource Calendar 5.Group Decision Making Technique 6. Project Scope Statement 6.Reserve Analysis 7. Risk Register 8.Resource Breakdown Structure 9. E.E.F 10. O.P.A 27. 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 28. Schedule Techniques 29. 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. 30. Critical Path Method (CPM) 31. 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 32. 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. 33. Critical Path Method (CPM) 34. Critical Path Method (CPM) 35. 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 36. Critical Path Method (CPM) 37. 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 38. 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. 39. 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) 40. 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 41. 6.6 Develop Schedule 1. Schedule management plan 1. Schedule Network Analysis 1. Schedule baseline 2. Activity List 2. Critical Path Method 2. Project schedule 3. Activity Attributes 3. Critical chain method 3. Schedule data 4. Project schedule Network Diagram 4. Resource optimization techniques 4. Project calendars 5. Activity Resource Requirements 5. Modeling techniques 5. Project management plan Updates 6. Resource Calendar 6. Leads and lags 6. Project documents updates 42. 6.6 Develop Schedule 7. Activity Resource Estimate 7. Schedule compression 8. Project Scope Statement 8. Scheduling tool 9. Risk Register 10. Project staff Assignment 11.Resource Breakdown Structure 12. E.E.F 13. O.P.A 43. 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. 44. 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. 45. 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