Project Management Professional (PMP)

1
Project Management Professional (PMP)

• Certification Study Guide

2
PMI Certification Materials

• To assist PMI candidates for completing the PMI
  certification exam administered by the Project
  Management Institute
• Content is from A Guide To The Project
  Management Body Of Knowledge (PMBOK)
• www.pmi.org

3
Recurring Themes

• Historical Records need to collect and use for
  planning, estimating and risk
• Kickoff meetings are important
• Work Breakdown Structures
• Do not introduce benefits that are not stated in
  requirements
• Needs of all stakeholders should be taken into
  account during all projects
• Team Members must be involved in project planning
• Project Mangers must be pro-active

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Chapter 1 Introduction

• Project temporary endeavor undertaken to create
  a unique product or service
• Has a definite beginning and end and interrelated
  activities
• Programs adopt new set of objectives and continue
  to work projects cease when declared objectives
  have been attained

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Chapter 1 Introduction

• Projects are unique characteristics are
  progressively elaborated
• Progressively proceeding in steps
• Elaborated worked with care and detail
• Scope of project should remain constant even as
  characteristics are progressively elaborated

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Chapter 1 - Introduction

• Project Management the application of knowledge,
  skills, tools and techniques to project
  activities in order to meet or exceed stakeholder
  needs and expectations from a defined project
  balancing the following
• Scope, time, cost, and quality
• Stakeholders expectations
• Requirements (needs) vs. unidentified
  requirements (expectations)

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Chapter 1 - Introduction

• Programs are groups of projects managed in a
  coordinated way to obtain benefits not available
  from managing the projects individually
• Most programs have elements of ongoing operations
• Series of repetitive or cyclical undertakings
• Projects are often divided into subprojects for
  more manageability
• Often contracted out to external organizations

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Chapter 2 Project Management Context

• Project Phases are marked by the completion of a
  deliverable
• Tangible, verifiable work product
• Review of deliverables and approval/denial are
  phase exits, stage gates, or kill points
• Phases are collected into the Project Life Cycle
• Set of defined work procedures to establish
  management control

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Chapter 2 Project Management Context

• Project Life Cycle defines
• Technical work performed in each phase
• Who is involved in each phase
• Project Phases can overlap Fast Tracking
• Common Characteristics of Project Life Cycles
• Cost and Staffing levels are low at start and
  move higher towards the end
• Probability of successfully completing project is
  low at beginning, higher towards the end as
  project continues
• Stakeholder influence is high at the beginning
  and progressively lowers as project continues

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Chapter 2 Project Management Context

• Stakeholders individuals and organizations who
  are actively involved in the project
• Often have conflicting expectations and
  objectives
• In general, differences should be resolved in
  favor of the customer individual(s) or
  organization(s) that will use the outcome of the
  project
• Stakeholder management is a proactive task
• Project Mangers must determine all stakeholders
  and incorporate their needs into the project

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Chapter 2 Project Management Context

• Stakeholders are
• Project Managers
• Customers
• Performing Organizations, owners
• Sponsor
• Team
• Internal/External
• End User
• Society, citizens
• Others owner, funders, supplier, contractor

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Chapter 2 Project Management Context

• Organizational Systems Project based vs.
  Non-Project Based
• Project Based derive revenues from performing
  projects for others (consultants,
  contractors),management by projects
• Non-Project Based seldom have management
  systems designed to support project needs
  (manufacturing, financial services)

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Chapter 2 Project Management Context

• Organizational Cultures and Styles
• Entrepreneurial firms more likely to adopt highly
  participative Project Manager accept higher
  risk/reward
• Hierarchical firms less likely to adopt
  participative Project Manager take fewer risks

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Chapter 2 Project Management Context

• Organizational Structures
• Functional (classical) marked by identifiable
  superiors. Staff grouped by specialty .
  Perceived scope of project limited by function
  (Engineering, HR). Typically have part-time
  Project Manager
• Projectized Organization blend functional and
  projectized characteristics. Mix
  cross-department personnel with full-time Project
  Manger

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Chapter 2 Project Management Context

• Project Management Skills
• General Business Management (consistently
  producing results expected by stakeholders)
• Leading (establishing direction, aligning
  resources, motivating)
• Communicating (clear, unambiguous, and complete)
• Negotiating (conferring with others to reach an
  agreement)
• Problem Solving (definition and decision making)
• Distinguish causes and symptoms
• Identify viable solutions
• Influencing Organization (understanding power and
  politics)

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Chapter 2 Project Management Context

• Socioeconomic Influences
• Standards document approved that provides
  common, repeated use, rules and guidelines
• Compliance is not mandatory
• Regulations document that identifies products,
  services or characteristics
• Compliance is mandatory
• Standards often become de facto regulations
• Internationalization
• Cultural Influences

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Chapter 2 Project Management Context

• Organization Structure Pros and Cons
• Projectized
• Efficient Organization No home
• Loyalty Lack of Professionalism
• Effective Communication Duplication of
  functions, less efficient resource usage
• Matrix
• Visible Objectives not cost effective
• PM Control More than 1 boss
• More support More complex to control
• Utilize scarce resources Tough resource
  allocation
• Information distribution Competition of
  priorities
• Coordination Policies Procedures
• Home based Potential for conflict

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Chapter 2 Project Management Context

• Functional Organization
• Specialists More emphasis on functions
• 1 supervisor No career path in PM

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Chapter 3 Project Management Processes

• Project Management requires active management of
  Project Processes
• Series of actions that achieve a result
• Project Management Processes
• Describing and organizing the work
• Product-Oriented Processes
• Specifying and creating the product

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Chapter 3 Project Management Processes

• Process Groups
• Initiating processes recognizing a project or
  phase should begin
• Planning processes devising and maintaining a
  workable plan
• Executing processes coordinating resources to
  execute the plan
• Controlling processes ensuring project
  objectives are met monitoring, correcting and
  measuring progress
• Closing processes formalized acceptance

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Chapter 3 Project Management Processes

• Process Groups are linked by the results each
  produces
• Process Groups are overlapping activities with
  various levels of intensity
• Process Group interactions cross phases
  rolling wave planning
• Provides details of work to complete current
  phase and provide preliminary description of work
  for subsequent phases
• Individual processes have inputs, tools and
  techniques, and outputs (deliverables)

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Chapter 3 Project Management Processes

• Initiating and Planning Processes
• Committing the organization to begin
• Initiation, High-level planning, Charter
• Amount of planning proportional to the scope of
  the project Core Planning
• Scope Planning written statement
• Scope Definition subdividing major deliverables
  into more manageable units
• Activity Definition determine specific tasks
  needed to produce project deliverables
• Activity Sequencing plotting dependencies

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Chapter 3 Project Management Processes

• Core Planning (continued)
• Activity Duration Estimating determine amount
  of work needed to complete the activities
• Schedule Development analyze activity
  sequences, duration, and resource requirements
• Resource Planning identify what and how many
  resources are needed to perform the activities
• Cost Estimating develop resource and total
  project costs
• Cost Budgeting allocating project estimates to
  individual work items
• Project Plan Development taking results from
  other planning processes into a collective
  document

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Chapter 3 Project Management Processes

• Planning/Facilitating Processes manage the
  interaction among the planning processes
• Quality Planning standards that are relevant to
  the project and determining how to meet standards
• Organizational Planning identify, document, and
  assigning project roles and responsibilities
• Staff Acquisition obtaining the human resources
• Communications Planning determining rules and
  reporting methods to stakeholders

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Chapter 3 Project Management Processes

• Planning/Facilitating Processes (continued)
• Risk Identification determining what is likely
  to affect the project and documenting these risks
• Risk Quantification evaluating risks and
  interactions to access the possible project
  outcomes
• Risk Response Development defining enhancement
  steps and change control measures
• Procurement Planning determining what to buy
  and when
• Solicitation Planning documenting product
  requirements and identifying possible sources

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Chapter 3 Project Management Processes

• Planning/Facilitating Processes (continued)
• Order of events
• Scope Statement
• Create Project Team
• Work Breakdown Structure
• WBS dictionary
• Finalize the team
• Network Diagram
• Estimate Time and Cost
• Critical Path
• Schedule
• Budget
• Procurement Plan
• Quality Plan
• Risk Identification, quantification and response
  development
• Change Control Plan
• Communication Plan
• Management Plan
• Final Project Plan

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Chapter 3 Project Management Processes

• Executing Processes
• Project Plan Execution performing the
  activities
• Complete Tasks/Work Packages
• Information Distribution
• Scope Verification acceptance of project scope
• Quality Assurance evaluating overall project
  performance on a regular basis meeting standards
• Team Development developing team and individual
  skill sets to enhance the project
• Progress Meetings

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Chapter 3 Project Management Processes

• Executing Processes (continued)
• Information Distribution making project
  information available in a timely manner
• Solicitation obtaining quotes, bids, proposals
  as appropriate
• Source Selection deciding on appropriate
  suppliers
• Contract Administration managing vendor
  relationships

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Chapter 3 Project Management Processes

• Controlling Processes needed to regularly
  measure project performance and to adjust project
  plan
• Take preventive actions in anticipation of
  possible problems
• Change Control coordinating changes across the
  entire project plan
• Scope Change Control controlling scope creep
• Schedule Control adjusting time and project
  schedule of activities

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Chapter 3 Project Management Processes

• Controlling Processes (continued)
• Cost Control managing project budget
• Quality Control monitoring standards and
  specific project results eliminating causes of
  unsatisfactory performance
• Performance Reporting status, forecasting, and
  progress reporting schedule
• Risk Response Control responding to changes in
  risk during the duration of the project

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Chapter 3 Project Management Processes

• Closing Processes
• Administrative Closure generating necessary
  information to formally recognize phase or
  project completion
• Contract Close-out completion and delivery of
  project deliverables and resolving open issues
• Procurement Audits
• Product Verification
• Formal Acceptance
• Lessons Learned
• Update Records
• Archive Records
• Release Team

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Chapter 3 Project Management Processes

• Overall Processes
• Influencing the organization
• Leading
• Problem Solving
• Negotiating
• Communicating
• Meetings

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Chapter 3 Project Management Processes

• Project Selection Techniques
• Comparative Approach (similar projects)
• Benefit measurement method
• Constrained Optimization (mathematical approach)
• Key aspect of scope verification is customer
  acceptance
• Only 26 of projects succeed

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Chapter 4 Project Integration Management

• Project Integration Management
• Ensures that the project processes are properly
  coordinated
• Tradeoffs between competing objectives and
  alternatives in order to meet stakeholder
  approval
• Project Plan Development
• Project Plan Execution
• Overall Change Control
• These processes may occur repeatedly over the
  project duration
• Historical Records are needed to perform project
  management well, they are inputs to continuous
  improvement
• Files
• Lessons Learned
• Actual Costs
• Time Estimates
• WBS
• Benchmarks
• Risks

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Chapter 4 Project Integration Management

• Project Plan Development
• Uses outputs from other planning processes to
  create consistent document to guide project
  execution and control
• Iterated several times
• Documents planning assumptions
• Documents planning decisions that are chosen
• Facilitates communication
• Defines key management reviews
• Provides a baseline to track progress measurement
  and project control

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Chapter 4 Project Integration Management

• Project Plan Development Inputs
• Other planning outputs primarily the planning
  process outputs (WBS, base documents, application
  area inputs)
• Historical information verify assumptions,
  records of past project performance
• Organizational policies quality management,
  personnel administration, Financial controls
• Constraints factors that limit performance,
  contractual provisions, budget
• Assumptions risk factors

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Chapter 4 Project Integration Management

• Tools Techniques for Plan Development
• Project Planning Methodology any structured
  approach (software, templates, forms, start-up
  meetings
• Stakeholder Skills Knowledge tap into plan
  development use expertise for reasonableness
• PMIS Out of the box approach to support all
  project aspects through closure

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Chapter 4 Project Integration Management

• Project Plan Development Outputs
• Project Plan is a collection that changes over
  time as more information about the project
  becomes available
• Baseline will change only in response to approved
  scope change
• Project Plan includes some or all of the
  following
• Project Charter
• Project Management approach or strategy
• Scope statement
• Work Breakdown Structure (WBS)
• Budget, schedule, risks
• Key Staff, Major Milestones
• Change Control Plan, Management and
  Communications Plan

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Chapter 4 Project Integration Management

• Project Plan Components (continued)
• Cost Estimates, scheduled start dates and
  responsibility assignments
• Performance measurement baselines
• Major milestones and target dates
• Required Staff
• Risks, constraints and assumptions
• Subsidiary management plans (scope, schedule)
• Open Issues
• Pending Decisions

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Chapter 4 Project Integration Management

• Supporting Details to the Project Plan
• Outputs from planning processes
• Technical documentation
• Business requirements, specifications, and
  designs
• Relevant standards
• Additional information not previously known

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Chapter 4 Project Integration Management

• Project Plan Execution
• Primary process for carrying out the project plan
• Most costly aspect of project management
• Direction of organizational resources and
  interfaces

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Chapter 4 Project Integration Management

• Project Plan Execution Inputs
• Project Plan
• Supporting Detail
• Organizational Policies
• Corrective Action anything to bring expected
  performance in line with the project plan

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Chapter 4 Project Integration Management

• Tools Techniques for Plan Execution
• General Management Skills
• Product Skills and Knowledge defined as part of
  planning, provided by staffing
• Work Authorization System formal procedure for
  sanctioning work to ensure completion written
  or verbal authorization
• Status review meetings regular exchanges of
  information
• Project Management Information System
• Organizational Procedures

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Chapter 4 Project Integration Management

• Project Plan Execution Outputs
• Work results the outcome of activities
  performed is fed into the performance reporting
  process
• Change Requests expand/shrink project scope,
  modify costs and schedule estimates

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Chapter 4 Project Integration Management

• Overall Change Control
• Influencing factors that create change to ensure
  beneficial results ensure that change is
  beneficial
• Determining that change has occurred
• Managing actual changes as they occur
• Evaluate impact of change
• Meet with team to discuss alternatives
• Meet with management to present decision
• Change control requires
• Maintaining integrity of performance measurement
  baselines (project plan)
• Ensuring changes to scope are accurately recorded
• Coordinating changes across knowledge areas
  (scheduling, risk, cost, quality, etc.)
• Determine all factors that control change and
  pro-actively preventing the occurrence evaluate
  the impact of change

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Chapter 4 Project Integration Management

• Inputs to Change Control
• Project Plan baseline performance
• Performance Reports issue tracking, risk
  management
• Change Requests orally or written, externally
  or internally initiates, legally mandated or
  optional

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Chapter 4 Project Integration Management

• Change Control Tools Techniques
• All Changes must be evaluated before a decision
  can be reached
• Change Control System collection of formal
  procedures, paperwork, tracking systems, approval
  levels
• Change Control Board decision making authority
• Configuration Management documented procedure
  to apply technical and administrative direction
• ID and document functional and physical
  characteristics
• Control changes to these characteristics
• Record and report change and implementation
  status
• Audit items and system to verify requirements

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Chapter 4 Project Integration Management

• Change Control Tools Techniques
• Performance Measurement earned value, plan
  variance analysis
• Additional Planning revised cost estimates,
  modify activity sequences, plan adjustments
• Project Management Information System
• Change Control System may have
• Change Control Plan
• Change Control Board
• Change Control Procedures, Corrective Action
  plans
• Performance Statistics, Reports, Change forms
• Specification reviews, Demonstrations, Testing,
  Meetings
• Configuration Management

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Chapter 4 Project Integration Management

• Change Control Outputs
• Project Plan Updates
• Corrective Actions
• Lessons Learned variance causes and reasoning
  documented for historical purposes

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Chapter 4 Project Integration Management

• Configuration Management
• Rigorous Change Management as it relates to scope
• Subset of the change control system
• Work Authorization System
• Controls gold plating defines what task is/is
  not
• Meetings
• Most are inefficient keep minutes
• Status can be determined without meeting

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Chapter 4 Project Integration Management

• Lessons Learned
• Project is not complete until a Lessons Learned
  is completed
• What have we done, how can we do it better
• Technical Aspects of the project
• Project Management (WBS, plans, etc.)
• Overall Management (communications, leadership)
• Best to have whole team complete and made
  available
• Also called Post Mortem

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Chapter 4 Project Integration Management

• Integration is a result of need for communication
  within a project
• Primary responsibility to decide what changes are
  necessary is Management
• Project Managers must pro-actively define and
  solve problems before reporting to superiors

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Chapter 5 Project Scope Management

• Project Scope Management
• Processes required to ensure that the project
  includes all, and only, work required
• Defining what is/is not included in the project
• Project scope work that must be done measured
  against project plan
• Product scope features and functions included
  in the product or service measured against
  requirements

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Chapter 5 Project Scope Management

• Initiation process of formally recognizing that
  a new project exists, or an existing project
  continue to next phase
• Involves feasibility study, preliminary plan, or
  equivalent analysis
• Authorized as a result of
• Market Demand
• Business Need
• Customer Request
• Technological Advance
• Legal Requirement

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Chapter 5 Project Scope Management

• Initiation Inputs
• Product Description characteristics of the
  product/service that the project was to create
• Less detail in early phases, more comprehensive
  in latter
• Relationship between product/service and business
  need
• Should support later project planning
• Initial product description is usually provided
  by the buyer
• Strategic Plan supportive of the organization's
  goals

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Chapter 5 Project Scope Management

• Initiation Inputs (continued)
• Project Selection Criteria defined in terms of
  the product and covers range of management
  concerns (finance, market)
• Historical Information results of previous
  project decisions and performance should be
  considered

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Chapter 5 Project Scope Management

• Tools Techniques for Initiation
• Project Selection Methods
• Benefit measurement models comparative
  approaches, scoring models, economic models
• Murder Boards
• Peer Review
• Scoring Models
• Economic Models
• Benefits compared to costs
• Constrained operation models programming
  mathematical
• Linear Programming
• Integer Programming
• Dynamic Programming
• Multi-objective programming

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Chapter 5 Project Scope Management

• Tools Techniques for Initiation
• Project Selection Methods
• Decision models generalized and sophisticated
  techniques
• Expert judgment
• Business Units with specialized skills
• Consultant
• Professional and Technical Associations
• Industry Groups
• Delphi Technique obtain expert opinions on
  technical issues, scope of work and risks
• Keep experts identities anonymous
• Build consensus

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Chapter 5 Project Scope Management

• Outputs from Initiation
• Project Charter formally recognizes project,
  created by senior manager, includes
• Business need/Business Case
• Product description title
• Signed contract
• Project Manager Identification Authority level
• Senior Management approval
• Projects Goals and Objectives -
• Constraints factors that limit project
  management teams options
• Assumptions factors that are considered true
  for planning purposes. Involve a degree of risk

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Chapter 5 Project Scope Management

• Scope Planning process of developing a written
  statement as basis for future decisions
• Criteria to determine if the project or phase is
  successful
• Scope Planning Inputs
• Product description
• Project Charter
• Constraints
• Assumptions

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Chapter 5 Project Scope Management

• Scope Planning Tools Techniques
• Product Analysis - - developing a better
  understanding of the product of the project
• Cost/Benefit Analysis estimating
  tangible/intangible costs and returns of various
  project alternatives and using financial measures
  (R.O.I.) to assess desirability
• Alternatives Identification generate different
  approaches to the project brainstorming
• Expert Judgment

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Chapter 5 Project Scope Management

• Scope Planning Outputs
• Scope Statement documented basis for making
  project decisions and confirming understanding
  among stakeholders. Includes
• Project justification business need, evaluating
  future trade-offs
• Project Product summary of project description
• Project Deliverables list of summary of
  delivery items marking completion of the project
• Project Objectives quantifiable criteria met
  for success. Addresses cost, schedule and metrics
  unqualified objectives indicate high risk
  (customer satisfaction)

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Chapter 5 Project Scope Management

• Scope Planning Outputs (continued)
• Supporting detail includes documentation of all
  assumptions and constraints
• Scope Management Plan how project scope is
  managed, change control procedure, expected
  stability, change identification and
  classification
• Control what is/is not in the project prevents
  delivering extra benefits to the customer that
  were not specified/required

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Chapter 5 Project Scope Management

• Scope Definition subdividing major deliverables
  into smaller, manageable components
• Improve accuracy of cost, time, and resource
  estimates
• Define a baseline for performance measurement
• Clear responsibility assignments
• Critical to project success reduces risk of
  higher cost, redundancy, time delays, and poor
  productivity
• Defines what you are doing WBS is the tool

65
Chapter 5 Project Scope Management

• Scope Definition Inputs
• Scope Statement
• Constraints consider contractual provisions
• Assumptions
• Other Planning Outputs
• Historical Information

66
Chapter 5 Project Scope Management

• Scope Definition Tools Techniques
• Work Breakdown Structure templates from
  previous projects
• Decomposition subdividing major deliverables
  into manageable components
• Major elements project deliverables and project
  management approach
• Decide cost and duration estimates are
  appropriate at level of detail
• Constituent elements tangible verifiable
  results to enable performance management, how the
  work will be accomplished
• Verify correctness of decomposition
• All items necessary and sufficient?
• Clearly and completely defined?
• Appropriately scheduled, budgeted, assigned?

67
Chapter 5 Project Scope Management

• Scope Definition Outputs
• Work Breakdown Structure (WBS) a
  deliverable-oriented grouping of project
  assignments that organizes and defines the scope
  of the project
• Each descending level represents further detail
  smaller and more manageable pieces
• Each item is assigned a unique identifier
  collectively known as code of accounts
• Work element descriptions included in a WBS
  dictionary (work, schedule and planning
  information)
• Other formats
• Contractual WBS seller provides the buyer
• Organizational (OBS) work elements to specific
  org. units
• Resource (RBS) work elements to individuals
• Bill of Materials (BOM) hierarchical view of
  physical resources
• Project (PBS) similar to WBS

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Chapter 5 Project Scope Management

• Scope Definition Outputs
• Work Breakdown Structure (WBS)
• First Level is commonly the same at the Project
  Life Cycle (requirements, design, coding,
  testing, conversion and operation)
• First level is completed before the project is
  broken down further
• Each level of the WBS is a smaller segment of
  level above
• Work toward the project deliverables
• Break down project into tasks that
• Are realistically and confidently estimable
• Cannot be logically divided further
• Can be completed quickly (under 80 hours rule of
  thumb)
• Have a meaningful conclusion and deliverable
• Can be completed without interruption
• Provides foundation for all project planning and
  control

69
Chapter 5 Project Scope Management

• Scope Definition Outputs
• Work Breakdown Structure (WBS) - Benefits
• Prevent work slippage
• Project team understands how their tasks fit into
  the overall project and their impact upon the
  project
• Facilitates communication and cooperation between
  project team and stakeholders
• Helps prevent changes
• Focuses team experience into what needs to be
  done results in higher quality
• Basis and proof for estimating staff, cost and
  time
• Gets team buy-in, role identification
• Graphical picture of the project hierarchy
• Identifies all tasks, project foundation

70
Chapter 5 Project Scope Management

• WBS phrases
• Graphical hierarchy of the project
• Identifies all tasks
• Foundation of the project
• Very important
• Forces thought of all aspects of the project
• Can be re-used for other projects

71
Chapter 5 Project Scope Management

• Scope Definition Outputs
• Work Breakdown Structure (WBS) Dictionary
• Designed to control what work is done and when
• Also known as a task description
• Puts boundary on what is included in a task and
  what is not included

72
Chapter 5 Project Scope Management

• Scope Verification Inputs
• Work results partially/completed deliverables,
  costs to date
• Product documentation description available for
  review (requirements)
• Scope Verification Tools Techniques
• Inspection measuring, examining, testing to
  determine if results conform to requirements
• Scope Verification Outputs
• Formal acceptance documentation identifying
  client and stakeholder approval, customer
  acceptance of efforts

73
Chapter 5 Project Scope Management

• Scope Change Control
• Influencing factors to ensure that changes are
  beneficial
• Determining scope change has occurred
• Managing changes when they occur
• Thoroughly integrated with other control processes

74
Chapter 5 Project Scope Management

• Scope Change Control Inputs
• Work Breakdown Structure
• Performance Reports- issues reported
• Change Requests expansion/shrink of scope
  derived from
• External events (government regulations)
• Scope definition errors of product or project
• Value adding change new technology
• Scope Management Plan

75
Chapter 5 Project Scope Management

• Scope Change Control Tools Techniques
• Scope Change Control System defines procedures
  how scope change can occur
• All paperwork, tracking systems, approval levels
• Integrated with overall change control procedures
• Performance Measurement determine what is
  causing variances and corrective actions
• Additional Planning

76
Chapter 5 Project Scope Management

• Scope Change Control Outputs
• Scope Changes fed back through planning
  processes, revised WBS
• Corrective Actions
• Lessons Learned cause and reasoning for
  variances documented for historical purposes

77
Chapter 5 Project Scope Management

• Management By Objectives (MBO)
• Philosophy that has 3 steps
• Establish unambiguous and realistic objectives
• Periodically evaluate if objectives are being met
• Take corrective action
• Project Manager must know that if project is not
  aligned or support corporate objectives, the
  project is likely to lose resources, assistance
  and attention.
• MBO only works if management supports it

78
Chapter 6 Project Time Management

• Project Time Management
• Processes required to ensure timely completion of
  the project
• No consensus concerning differences between
  activities and tasks
• Activities seen as composed of tasks most common
  usage
• Other disciplines have tasks composed of
  activities

79
Chapter 6 Project Time Management

• Activity Definition identifying and documenting
  specific activities to produce project
  deliverables identified in the WBS
• Must be defined to meet the project objectives

80
Chapter 6 Project Time Management

• Activity Definition Inputs
• WBS primary input
• Scope Statement project justification project
  objectives
• Historical Information
• Constraints
• Assumptions

81
Chapter 6 Project Time Management

• Activity Definition Tools Techniques
• Decomposition outputs are expressed as
  activities rather than deliverables
• Templates reuse from previous projects

82
Chapter 6 Project Time Management

• Activity Definition Outputs
• Activity List all to be performed extension to
  the WBS and includes description to ensure team
  members understand work to be performed
• Supporting Detail organized as needed and
  include all assumptions and constraints
• WBS Updates identify missing deliverables and
  clarify deliverable descriptions. WBS updates
  often called refinements more likely using new
  technologies in project

83
Chapter 6 Project Time Management

• Activity Sequencing identifying and documenting
  interactive dependencies among activities.
  Support later development of a realistic schedule
• Project Management software often used

84
Chapter 6 Project Time Management

• Activity Sequencing Inputs
• Activity List
• Product Description product characteristics
  often affect activity sequencing
• Mandatory Sequencing physical limitations, hard
  logic, prototypes needed inherent in nature of
  work being done
• Discretionary Dependencies defined by project
  management team best practices or unusual
  aspects of project soft logic, preferred logic,
  preferential logic
• External Dependencies relationship between
  project activities and non-project activities
  (company policies, procurement, etc.)
• Constraints
• Assumptions

85
Chapter 6 Project Time Management

• Network Diagrams
• Shows how the project tasks will flow from
  beginning to end
• Proves how long the project will take to complete
• Takes project tasks from low levels of WBS and
  placing them into their order of completion
  (beginning to end)

86
Chapter 6 Project Time Management

• Activity Sequencing Tools Techniques
• Precedence Diagramming Method (PDM)
  constructing network diagram using nodes to
  represent activities and arrows to indicate
  dependencies also called Activity On Node (AON)
• Most project management software uses
• Includes 4 types of dependencies
• Finish to Start from activity must finish
  before to activity can begin most commonly
  used
• Finish to Finish from activity must finish
  before the next may finish
• Start to Start from activity must start
  before next to activity can start
• Start to Finish task must start before next
  activity can finish
• Use caution with last 3 techniques - logical
  relationships often not consistently implemented
  with project management software

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Chapter 6 Project Time Management

• Activity Sequencing Tools Techniques
  (continued)
• Arrow Diagramming Method (ADM) uses arrows to
  represent activities and connecting at nodes to
  illustrate dependencies
• Also called Activity On Arrow (AOA)
• Only uses finish to start dependencies
• PERT and CPM only can be drawn using AOA

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Chapter 6 Project Time Management

• Activity Sequencing Tools Techniques
  (continued)
• Conditional diagramming methods
• GERT (Graphical Evaluation and Review Technique)
• System Dynamic Models
• Allow for non-sequential activities (loops) or
  conditional branches not provided by PDM or ADM
  methods

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Chapter 6 Project Time Management

• Activity Sequencing Tools Techniques
  (continued)
• Network Templates standardized networks can be
  used. Composed of subnets, or fragnets
• Subnets are several nearly identical portions of
  a network (floors on a building, clinical trials,
  program modules)
• Useful for several identical processes (clinical
  trials, programming modules).

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Chapter 6 Project Time Management

• Activity Sequencing Outputs
• Project Network Diagram schematic display of
  project activities and relationships
  (dependencies). Should be accompanied by a
  summary narrative that describes the diagram
  approach
• Activity List Updates

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Chapter 6 Project Time Management

• Activity Duration Estimating
• Involves assessing number of work periods needed
  to complete identified activities
• Requires consideration of elapsed time,
  calendars, weekends, and day of week work starts

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Chapter 6 Project Time Management

• Activity Duration Estimating Inputs
• Activity Lists
• Constraints
• Assumptions
• Resource Requirements amount of labor assigned
  to activity
• Resource Capabilities human and material
  resources, expertise
• Historical Information
• Project Files, or records of previous project
  results
• Commercial Duration Estimates useful when
  durations are not driven by actual work (approval
  periods, material resources)
• Project Team Knowledge

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Chapter 6 Project Time Management

• Activity Duration Estimating Tools Techniques
• Expert Judgment guided by historical
  information should be used whenever possible
  high risk without expertise avail.
• Simulation using different sets of assumptions
  (Monte Carlo Analysis) to drive multiple
  durations
• Analogous Estimating top down estimating
  use actual, similar, previous known durations as
  basis for future activity duration. Used when
  limited knowledge is available. Form of expert
  judgment

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Chapter 6 Project Time Management

• Activity Duration Outputs
• Activity Duration Estimates quantitative
  assessments of work periods to complete an
  activity. Should indicate a range /- of
  possible results
• Basis of Estimates all assumptions should be
  documented
• Activity List Updates

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Chapter 6 Project Time Management

• Schedule Development
• Determining start and finish dates for project
  activities
• Without realistic dates, project unlikely to be
  finished as scheduled
• Schedule development process often iterates as
  more information becomes available (process
  inputs)

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Chapter 6 Project Time Management

• Schedule Development Inputs
• Project Network Diagram
• Activity Duration Estimates
• Resource Requirements
• Resource Pool Description availability
  patterns shared resources are highly variable
• Calendars define eligible work periods
• Project Calendars affect all resources
• Resource Calendars affect specific resource
  pools or individuals

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Chapter 6 Project Time Management

• Schedule Development Inputs (continued)
• Constraints
• Imposed Dates may be required
• Key events or milestones are initially
  requested and become expected during project
• Assumptions
• Lead and Lag Time dependencies may specify time
  in order to satisfy relationship (example 2
  weeks to receive order)

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Chapter 6 Project Time Management

• Schedule Development Tools Techniques
• Mathematical Analysis calculating theoretical
  early/late finish and start dates without regard
  for resource pool limitations indicate time
  periods which activity should be scheduled given
  resource limits and other constraints
• Critical Path Method (CPM) single early/late
  start and finish date for all activities. Based
  on specified, sequential network and single
  duration estimate. Calculates float to determine
  flexibility
• Graphical Evaluation and Review Technique (GERT)
  probabilistic treatment of network and activity
  duration estimates
• Program Evaluation and Review Technique (PERT)-
  sequential network and weighted average duration
  to calculate project duration differs from CPM
  by using mean (expected value) instead of
  most-likely estimate in CPM

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Chapter 6 Project Time Management

• Schedule Development Tools Techniques
• Critical Path Method refers to estimating based
  on one time estimate per activity
• One time estimate per task (Most Likely)
• Emphasis on controlling cost and leaving schedule
  flexible
• Drawn using AOA diagrams
• Can have dummy task
• PERT (Program Review and Estimating Technique)
• 3 Time estimates per activity
• Optimistic
• Pessimistic
• Most Likely
• Emphasis on meeting schedule, flexibility with
  costs
• Drawn on AOA diagrams
• Can have dummy tasks

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Chapter 6 Project Time Management

• Schedule Development Tools Techniques
• Monte Carlo Analysis
• Uses a computer with PERT values and network
  diagram
• Tells
• Probability of completing a project on any
  specific day
• Probability of completing a project for any
  specific amount of cost
• Probability of any task actually being on the
  critical path
• Overall Project Risk
• Suggests that Monte Carlo simulation will create
  a project duration that is closer to reality than
  CPM or PERT

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Chapter 6 Project Time Management

• Schedule Development Tools Techniques
  (continued)
• Duration Compression look to shorten project
  schedule without affecting scope
• Crashing cost and schedule trade-offs to
  determine greatest amount of compression for
  least incremental cost often results in higher
  costs
• Fast Tracking performing activities in parallel
  that normally would be sequenced often results
  in re-work and usually increases risk
• Simulation

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Chapter 6 Project Time Management

• Schedule Development Tools Techniques
  (continued)
• Resource Leveling Heuristics leveling resources
  that apply to critical path activities a.k.a.
  resource constrained scheduling when
  limitation on quantity of available resources
  sometimes called Resource Based Method often
  increases project duration
• Project Management Software

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Chapter 6 Project Time Management

• Schedule Development Tools Techniques
  (continued)
• Project Mangers role
• Provide the team with the necessary information
  to properly estimate the task
• Complete a sanity check of the estimate
• Formulate a reserve
• Project Team should be involved determine task
  estimates
• Historical Records
• Guesses
• Actual Costs
• Benchmarks
• CPM and PERT

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Chapter 6 Project Time Management

• Schedule Development Tools Techniques
• Critical Path Method longest path through a
  network diagram and determines the earliest
  completion of the project
• Proves how long the project will take
• Indicates tasks that need most monitoring
• Almost always have no slack

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Chapter 6 Project Time Management

• Schedule Development Outputs
• Project Schedule includes planned start and
  finish dates for each activity remains
  preliminary until resources assignments are
  approved. Usually in following formats
• Project Network Diagrams (with date information
  added) show logical and critical path
  activities
• Bar or Gantt charts activity start and end
  dates, expected durations
• Milestone Charts identifies key deliverables
  and interfaces
• Time-scaled network diagrams blend of project
  network and bar charts

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Chapter 6 Project Time Management

• Schedule Development Outputs (continued)
• Supporting Detail all assumptions and
  constraints. May also include
• Resource requirement by time period (resource
  histogram)
• Alternative schedules (best/worst case)
• Schedule reserve/risk assessments
• Schedule Management Plan how updates are
  managed
• Resource requirement updates leveling and
  activity impact

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Chapter 6 Project Time Management

• Schedule Control
• Influencing factors which create schedule changes
  to ensure changes are beneficial
• Determining that schedule has changed
• Managing actual changes as they occur
• Inputs to Schedule Control
• Project Schedule baseline approved, measure
  against project performance
• Performance Reports planned dates met, issues
• Change Requests
• Schedule Management Plan

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Chapter 6 Project Time Management

• Schedule Control Tools Techniques
• Schedule Change Control System defines
  procedures for schedule changes, paperwork,
  approval, tracking systems
• Performance Measurement assess magnitude of
  variations to baseline determine if corrective
  action is needed
• Additional Planning
• Project Management Software

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Chapter 6 Project Time Management

• Schedule Control Outputs
• Schedule Updates any modifications, stakeholder
  notification
• Revisions change scheduled start and finish dates
  generally in response to scope changes.
  Re-baselining may be needed in drastic
  situations