•••••••••••••••••••••••••••••Project Planning, Scheduling, and Time Management

•••••••••••••••••••••••••••••Based on PMBOK® Guide, 5th Ed & PSS, 2nd Ed

SysComp International (Pvt.) Ltd.

Your Trainer

Suhail Iqbal

UNIT 1INTRODUCTION &

PROJECT PLANNING

PROJECT PLANNING, SCHEDULING, AND TIME

MANAGEMENT

Class: MSPM2013

COURSE CONTENTUnit / Week

TopicContact Hours

Date Activity Assignment

1 Introduction and Project Planning 3 Sep 1, 2013 Lecture/Discussion

2 Planning Processes Interaction 3 Sep 8, 2013 Lecture/Discussion  

3  Project Time Management  3 Sep 15, 2013 Lecture/Discussion  

4Schedule Management Planning

3 Sep 22, 2013 Lecture/Discussion Assignment One

5 Define and Sequence Activities 3 Sep 29, 2013 Lecture/Discussion

6 Estimate Resources and Durations 3 Oct 6, 2013 Lecture/Discussion

7 Schedule Development and Control 3 Oct 13, 2013 Lecture/Discussion

8

Schedule Model Principles and Concepts 2+1 Oct 27, 2013

Mid-term exam/Review

9 Schedule Model Management 3 Nov 3, 2013 Lecture/Discussion  Assignment Two

10 Schedule Model Creation 3 Nov 10, 2013 Lecture/Discussion

11 Schedule Model Maintenance Nov 17, 2013 Lecture/Discussion

 12 Schedule Model Analysis  3 Nov 24, 2013 Lecture/Discussion  

13 Scheduling Components 3 Dec 1, 2013 Lecture/Discussion

14 Conformance Index 3 Dec 8, 2013 Lecture/Discussion  

15 Earned Schedule 3 Dec 15, 2013 Lecture/Discussion16 Final Exam 3 Dec 22, 2013 Final exam/Review  

UNIT 1 CONTENTS

Unit Content Learning Objectives

1. Introduction and Project Planning

• Project Management• Process• Process Groups• Initiating Process Group• Planning Process Group• Executing Process Group• Monitoring & Controlling

Process Group• Closing Process Group

Understand PMI’s Perspective about Monitoring and Control as per PMBoK Guide, 4th Edition.

OVERVIEWCONTENT

• Project Management• Process• Process Groups• Initiating Process Group• Planning Process Group• Executing Process Group• Monitoring & Controlling Process Group• Closing Process Group

Course DETAILS

• MSPM (2nd Semester) Bahria University• Course: Project Planning, Scheduling and

Time Management (PPS&TM)• Session: Summer 2013• Day: Sundays• Timing: 10:00 – 13:00 and 14:00 – 17:00• Credit Hours: 3 hours /class (per week)• Pre-Requisites: Project Management Fundamentals

Course DESCRIPTION

• The course will enable participants to understand project planning in general and project scheduling in particular, explaining time management concepts as per standard defined by Project Management Institute (PMI) through PMBoK 5th edition.

• This course will also enable participants to gain practical exposure about reporting requirements and presentation skills through class discussion and project work.

Course OBJECTIVE

• The aim of this course is to equip participants with theoretical as well as practical knowledge of standard project planning practices used to develop a comprehensive Project Management Plan and enable them to make conscious decision about when and how to control the project schedule during executing phase through effective and timely reporting and presentation to relevant stakeholders.

• It will also help them to follow and set standards of good practices within their individual fields of work.

Course LEARNING OBJECTIVES

Attending this course will help participants to learn how to manage the project planning and scheduling. • LO1. This course introduces to the participants the concept of

project planning, scheduling, and planning process interactions in regard with latest research and developed standards.

• LO2. It provides participants with hands-on training to understand the project time management processes, tools and various techniques with clearly defined outputs and responsibilities.

• LO3. The course also provides in-depth understanding of Project Scheduling Model Principles, Concepts, Management, Creation, Maintenance, Analysis and Components.

• LO4. The course also highlights how project managers can use earned value to calculate earned schedule.

Course METHODOLOGY

The course will follow strategies mentioned below: • Class lectures in form of presentation and

interactive discussions / participation• One session is dedicated for a seminar /

discussion related to project management by field professionals

• Practical examples and selected case studies will be shared to facilitate better learning

Course MATERIAL

• Class presentations will be shared • Time to time different key articles / documents

will be shared in soft copies

Course CLASS CONDUCT

Following guidelines should be observed during class sessions: • Turn mobile phones on silent • Avoid text / receiving calls during class • Avoid cross talking / arguments during any

question / answer • Raise hand before asking anything /

contributing anything • Observe class timings • No food / drinks allowed (except water) • Give feedback at the end of every class to make

future classes more effective

Week Chapters Session Topic Assessment %

1Chap 1&2: PMBOK 5th Edition, Chap 2: Scheduling 2nd Edition

Introduction and Project Planning N/A  

2 Chap 3: PMBOK 5th Edition Planning Processes Interaction N/A  

3 Chap 6: PMBOK 5th Edition Project Time Management N/A  

4 Chap 6: PMBOK 5th Edition Schedule Management Planning N/A  

5 Chap 6: PMBOK 5th Edition Define and Sequence Activities N/A  

6 Chap 6: PMBOK 5th Edition Estimate Resources and Durations N/A  

7 Chap 6: PMBOK 5th Edition Schedule Development and Control Mid-term  

8 Chap 2: Scheduling 2nd Edition Schedule Model Principles and Concepts N/A  

9 Chap 3: Scheduling 2nd Edition Schedule Model Management N?A  

10 Chap 3: Scheduling 2nd Edition Schedule Model Creation N/A  

11 Chap 3: Scheduling 2nd Edition Schedule Model Maintenance N/A  

12 Chap 3: Scheduling 2nd Edition Schedule Model Analysis N/A  

13 Chap 4: Scheduling 2nd Edition Scheduling Components N/A  

14 Chap 5: Scheduling 2nd Edition Conformance Index Project  15 Chap 1: EVM 2nd Edition Earned Schedule N/A  

Course PLAN

Course TEXT BOOKS

Following Text Books are recommended: • Project Management Body Of Knowledge

(PMBoK) Guide, Project Management Institute (PMI), 5th Edition, Project Management Institute (PMI), 2013.

• Project Management Institute Practice Standard of Scheduling, Second Edition, 2011.

• Project Management Institute Practice Standard of Earned Value Management, Second Edition, 2011.

Course REFERENCE BOOKS

Following Reference Books are recommended: • Project Management Institute Practice Standard

of Configuration Management, First Edition, 2007.

• Managing Successful Projects with PRINCE2: 2009.

Course MARKS DISTRIBUTION

Marks HeadTotal

FrequencyTotal

ExemptedMarks

/Frequency

Total Marks /Head

Remarks

Mid-term 1 0 30 30

Final Paper 1 0 40 40

Class Behavior, Quiz and Assignments

1 0 20 30

 Total

Marks100

Course ATTENDANCE POLICY

Following Attendance Policy will be observed:• Prompt arrival and regular attendance are

extremely important. • Not more than total of 15 minutes of absence in

any one class will be tolerated and Absence will be marked.

• University attendance policy will apply, however, it is highly recommended that all classes are attended by all students.

Course SPECIAL PEOPLE

• Students with educational and/or physical challenges are entitled to extra attention and time from the instructor.

• Therefore students are advised to notify the course instructor at the beginning of the course.

• Special arrangement may also be made on prior request based on specific challenges.

Course ACADEMIC INTEGRITY

• This course seeks to empower students for independent learning, resourcefulness, clear thinking, and perception.

• All submitted work and activities should be genuine reflections of individual achievement from which the student should derive personal satisfaction and a sense of accomplishment.

• Plagiarism and cheating subvert these goals and will be treated according to the policy stated in the Student Handbook.

• The instructor reserves the right to utilize electronic means to help prevent plagiarism.

Course Comments and

Suggestions• Students and Instructors may contact the management if there is a need to make suggestions or comments that can help further improve the course. We would like to hear your feedback about the following:

FROM STUDENTS Course Content/ thoroughness Lecture Delivery/Supplementary

Material Facilities/Labs/Software/

Hardware Support Course alignment with learning

outcomes Any other comments/feedback

FROM INSRUCTORS Availability of teaching material Facilities/Internet/Administrative

Support Labs:

Software/Hardware/Technical support

Availability and quality of Teaching Instruments

Any other comments/feedback

COURSE CONTENTUnit / Week

TopicContact Hours

Date Activity Assignment

1 Introduction and Project Planning 3 Sep 1, 2013 Lecture/Discussion

2 Planning Processes Interaction 3 Sep 8, 2013 Lecture/Discussion  

3  Project Time Management  3 Sep 15, 2013 Lecture/Discussion  

4Schedule Management Planning

3 Sep 22, 2013 Lecture/Discussion Assignment One

5 Define and Sequence Activities 3 Sep 29, 2013 Lecture/Discussion

6 Estimate Resources and Durations 3 Oct 6, 2013 Lecture/Discussion

7 Schedule Development and Control 3 Oct 13, 2013 Lecture/Discussion

8

Schedule Model Principles and Concepts 2+1 Oct 27, 2013

Mid-term exam/Review

9 Schedule Model Management 3 Nov 3, 2013 Lecture/Discussion  Assignment Two

10 Schedule Model Creation 3 Nov 10, 2013 Lecture/Discussion

11 Schedule Model Maintenance Nov 17, 2013 Lecture/Discussion

 12 Schedule Model Analysis  3 Nov 24, 2013 Lecture/Discussion  

13 Scheduling Components 3 Dec 1, 2013 Lecture/Discussion

14 Conformance Index 3 Dec 8, 2013 Lecture/Discussion  

15 Earned Schedule 3 Dec 15, 2013 Lecture/Discussion16 Final Exam 3 Dec 22, 2013 Final exam/Review  

UNIT 1INTRODUCTION

& PROJECT PLANNING

Topic 6

PLANNING

PROJECT PLANNING Project Planning is part of project management,

which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment.

Topic 6

Harold Kerzner (2003). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (8th Ed. ed.). Wiley. ISBN 0-471-22577-0.

PLANNING

PROJECT PLANNING Project Planning is often used to organize

different areas of a project, including project plans, work loads and the management of teams and individuals.

Topic 6

"Project Planning Online". ProjectManager.com. Retrieved 2 July 2013.

PLANNING

PROJECT PLANNING Project Planning is systematic sequencing and

scheduling of the tasks comprising a project. Also called work planning.

Topic 6

www.businessdictionary.com/definition/project-planning.html retrieved Sep 01, 2013.

PLANNING

PROJECT PLANNING Project Planning is a discipline for stating how to

complete a project within a certain timeframe, usually with defined stages, and with designated resources.

One view of project planning divides the activity into:• Setting objectives (these should be measurable)• Identifying deliverables• Planning the schedule• Making supporting plans

Topic 6

http://searchcrm.techtarget.com/definition/project-planning retrieved Sep 01, 2013.

PLANNING

PLANNING PROCESS GROUP Planning Process Group consists of those

processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those

objectives. The planning processes develop the project

management plan and the project documents that will be used to carry out the project.

The complex nature of project management may require the use of repeated feedback loops for additional analysis.

Topic 6

PLANNING

PLANNING PROCESS GROUP As more project information or characteristics are

gathered and understood, additional planning will likely be required.

Significant changes occurring throughout the project life cycle trigger a need to revisit one or more of the planning processes and possibly some of the initiating processes.

This progressive detailing of the project management plan is called progressive elaboration, indicating that planning and documentation are iterative and ongoing activities.

Topic 6

PLANNING

PLANNING PROCESS GROUP The key benefit of this Process group is to delineate the

strategy and tactics as well as the course of action or path to successfully complete the project or phase.

When the Planning Process Group is well managed, it is much easier to get stakeholder buy-in and engagement.

These processes express how this will be done, setting the route to the desired objective.

The project management plan and project documents developed as outputs from the Planning Process Group will explore all aspects of the scope, time, cost, quality, communications, human resources, risks, procurements, and stakeholder engagement.

Topic 6

PLANNING

PLANNING PROCESS GROUP Updates arising from approved changes during the

project may significantly impact parts of the project management plan and the project documents. generally during Monitoring and Controlling

processes and specifically the Direct and Manage Project Work

Process Updates to these documents provide greater precision

with respect to schedule, costs, and resource requirements to meet the defined project scope.

Topic 6

PLANNING

PLANNING PROCESS GROUP The project team seeks input and encourages

involvement from all stakeholders when planning the project and developing the project management plan and project documents.

While the act of collecting feedback and refining the documents cannot continue indefinitely, procedures set by the organization dictate when the initial planning ends.

These procedures will be affected by the nature of the project, the established project boundaries, appropriate monitoring and controlling activities, the environment in which the project will be performed.

Topic 6

PLANNING

PLANNING PROCESS GROUP Other interactions among the processes within the

Planning Process group are dependent upon the nature of the project.

For some projects, there will be little or no identifiable risks until after a significant amount of planning has been done.

At that time, the team might recognize that the cost and schedule targets are overly aggressive, thus involving considerably more risk than previously understood.

The results of the iterations are documented as updates to the project management plan or to various project documents.

Topic 6

THE INPUTSOUTPUTS FROM OTHER PROCESSES

• Communications Management Plan• Cost Management Plan• Human resource Plan• Procurement Management Plan• Process Improvement Plan• Quality Management Plan• Requirements Management Plan• Risk Management Plan• Schedule Management Plan• Scope Management Plan• Stakeholder Management Plan• Cost Baseline• Schedule Baseline• Scope Baseline• Project Management Plan Updates

UNIT 5

• Scope Management Plan• Requirements Management Plan• Scope Baseline• Schedule Management Plan• Schedule Baseline• Cost Management Plan• Cost Baseline• Quality Management Plan• Process Improvement Plan• Human Resource Plan• Communications Management Plan• Risk Management Plan• Risk Response Plan• Procurement Management Plan• Contract Management Plan• Stakeholder Management Plan

THE OUTPUTPROJECT MANAGEMENT PLAN

• Project Baselines• Scope baseline• Schedule baseline• Cost baseline

• Subsidiary Plan• Scope Management Plan• Requirements Management Plan• Schedule Management Plan• Cost Management Plan• Quality Management Plan• Process Improvement Plan• Human Resource Plan• Communications Management Plan• Risk Management Plan• Procurement Management Plan• Stakeholder Management Plan

UNIT 5

THE OUTPUTPROJECT MANAGEMENT PLAN

• May also include:• Life cycle selected for each phase• Details of the tailoring decisions by project team

• Project management processes selected• Level of implementation for each selected process• Descriptions of the tools and techniques to be used• Description of how the selected process will be used

• Descriptions of how work will be executed to accomplish project objectives• Change management plan that documents how changes will be monitored

and controlled• Configuration management plan• Description of how the integrity of project baselines will be maintained• Requirements and techniques for communication amongst stakeholders• Key management reviews for content, extent, and timing to open address

issues/pending decisions.

UNIT 5

THE DIFFERENCEUNIT 5

Chapter 6 - Overview

PROJECT TIME MANAGEMENT Project Time Management includes the

processes required to accomplish timely completion of the project.

Topic 6

6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Duration6.6 Develop Schedule6.7 Control Schedule

Chapter 6 - Contents

PROJECT TIME MANAGEMENT

Topic 6

6.1 Plan Schedule Management – The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

6.2 Define Activities – The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

6.3 Sequence Activities – The process of identifying and documenting relationships among the project activities.

Topic 6

PROCESSES

PROJECT TIME MANAGEMENT

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.

6.5 Estimate Activity Duration – The process of estimating the number of work periods needed to complete individual activities with estimated resources.

6.6 Develop Schedule – The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

6.7 Control Schedule – The process of monitoring the status of project estimates to update project progress and manage changes to the schedule baseline to achieve the plan.

Topic 6

PROCESSES

PROJECT TIME MANAGEMENT

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