PMP Chap 6 - Project Time management - Part2

By: Anand Bobade (nmbobade@gmail.com)
Plan Schedule
management
Define
Activities
Sequence
Activities
Estimate
Activity
resource
Estimate
Activity
Duration
Develop
Schedule
Control
Schedule
Planning
Monitoring &
Controlling
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
Chapter 6 :
Project Time Management
(Part 2)

6.5 Estimate Activity Duration
Estimate Activity Duration Definition
Important terms
Estimate Activity Duration : ITTO
Main activity estimation techniques
Data flow diagram
Review
Guidelines for exam questions
Self Assessment
6.1 I T&T O

6. Project Time Management
6.1 Plan Schedule management:
The process of establishing policies, procedures, &
documentation for planning, developing, managing,
executing, & 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.

6. Project Time Management
6.4: Estimate Activity resource:
Estimating the type and quantities of material, human resources,
equipment, or supplies required to perform each activity
6:5 Estimate Activity Duration:
Estimating the number of work periods needed to complete
individual activities with estimated resources
6:6 Develop Schedule:
Analysing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule model
6.7 Control Schedule:
Monitoring the status of project activities to update project
progress and manage changes to the schedule baseline to achieve
the plan.

6.5 Estimate Activity Duration-> Introduction
SME Technical Lead
Solution
Architect
Quality expert
Estimation is joint activity, respective experts has to estimate
their work. PM is responsible to aggregation.

Estimating number of work periods needed to complete
each activity with estimated resources.
It is a major input to Develop Schedule process.
Activity
Estimating Work Periods per activity With estimated resources

6.5 Estimate Activity Duration-> Important Terms
Example: Painting a house
• 20 daysEfforts
• 10 days
• With 2 resources
Duration
• 15 days
• Includes (2 weekends & 1 day holiday by resources)
Elapsed Time
Day1 Day2 Day3 Day4 Day5 Day6 Day7 Day8 Day9 Day10 Day11 Day12 Day13 Day14 Day15
Work Started
1-Jan (Sunday)
Work completed
15-Jan (Sunday)
Weekend Weekend
Resource on
Holiday

6.5 Estimate Activity Duration-> Important Terms
Efforts:
• Labour units required to complete activity.
• Expressed in Hours, Days or Weeks.
Duration (work days or work weeks):
• Total time (work periods) to complete the activities
based on the resources availability.
• Does not include holidays & waiting periods.
Elapsed Time
• Calendar time required to complete activities based on
resource availability & including holidays.

Inputs (10)
• Schedule management
plan
• Activity list
• Activity attributes
• Activity resource
requirements
• Resource calendars
• Project scope statement
• Risk register
• RBS (Resource breakdown Structure)
• EEF
• OPA
Tools &
Techniques (6)
• Expert judgment
• Analogous estimating
• Parametric estimating
• Three-point estimating
• Group decision-making
techniques
• Reserve analysis
Outputs (2)
• Activity duration
estimates
• Project documents
updates

6.5 Estimate Activity Duration -> Input
Schedule
Management
Plan
Activity list Activity
Attributes
Activity
resource req.
Resource
Calendars
Project Scope
Statement
Risk Register
Resource
breakdown
structure
EEF OPA

6.5 Estimate Activity Duration->Input->Schedule MP
Schedule
Management
plan
Estimation techniques & guidelines.
Project Schedule Model
Organizational Policies & procedure
Process Description
Establishes policies, procedures & documentation
for planning, developing, managing, executing &
controlling project schedule.

6.5 Estimate Activity Duration->Input->Activity List
Activity list
A list of all activities under each work package.
Activity ID WBS Id Name Description
501 W50 Compare Furniture brands
502 W50 Find showrooms
503 W50 Get Quotes
504 W50 Compare Quotes

6.5 Estimate Activity Duration->Input->Activity Attributes
Activity
attributes
Additional details of activities, which are useful for
estimation.
Activity description
Predecessor
activities
Successor activities
Logical relationships Leads and lags
Resource
requirements
Imposed dates Constraints Assumptions
Person responsible
Geographic area or
place
Calendar

6.5 Estimate Activity Dur.->Inputs->Activity Resource Req
Activity
Resource
Requirements
The types and quantities of resources required for
each activity in a work package.
Aggregated to determine resource estimation for
each work package.
Resource Type
Resource
Quantity
Total
Resources for
Work Package
Activity ID WBS Id Name Resource Type Quantity
601 W51 Unit Testing Developer 5
602 W51 System Testing Test Analyst 10
603 W51 Performance Testing Sr. Performance
Test Analyst
2
604 W51 Security testing Security expert 2

6.5 Estimate Activity Duration->Input->Resource Calendar
Identifies working days & shifts when each resource is
available.
Details about how long resource will be available.
Other details – Skill, Skill levels, location etc
Resource
Calendars
• Resource may be material, human resources, equipment etcRemember:

6.5 Estimate Activity Dur.->Input->Project Scope Statement
Project Scope
statement
Project scope statement provides description of the
Project scope
Major deliverables
Assumptions & Constraints
• Expect senior expert to work on the technical design due to
requirements complexity.
• Impact on estimation: Longer estimate; multiple resource
may not be able to reduce estimate proportionally.
Assumption
• Requirement has to be implemented before 1-Aug, due to
government legislation.
• Impact on estimation: Multiple resource may be added to
shorten the duration of activity.
Constraint

6.5 Estimate Activity Duration->Input->Risk Register
Risk
Register
Concerns with results of Risk analysis & response
planning.
List of Risks related to estimations & resources.

6.5 Estimate Activity Duration->Inputs-> RBS
Resource
Breakdown
Structure
Hierarchical representation of resources by category or
type.
Used for searching Resources.
Construction Project
Labor
Managers
Manager1
Manager2
Workers
Worker1
Worker2
Worker3
Material
Building
Office
setup
Equipment
Desktop
Laptop
Printer
Projector
Supplies
Printer
Cartridges
Papers
Stationary

6.5 Estimate Activity Duration -> Input -> EEF
EEF
Duration estimating databases & other reference data.
Productivity metrics.
Published commercial information.
Location of team members.

6.5 Estimate Activity Duration -> Input -> OPA
OPA
Historical duration information.
Project calendars.
Scheduling methodology.
Lessons learned.

6.5 Estimate Activity Duration ->Tools & Techniques
Expert Judgement
Analogues
estimation Parametric
estimation
Three point
estimation
Group decision
making
Reserve Analysis

6.5 Estimate Activity Duration -> T&T -> Expert Judgement
Expert
Judgement
All estimations should be done by Experts.
Expert can be internal or external.
Complex project need many experts.
Uses experience of similar projects or instinct.
SME Technical Lead
Solution Architect Quality expert

6.5 Estimate Activity Duration -> T&T
Estimation Techniques: Same in Time management & Cost management
Analogues
estimation
Parametric
estimation
Three point
estimation

6.5 Estimate Activity Duration -> T&T -> Analogues estimation
Analogues
estimation
Estimate duration of activity using historical data
from a similar activity or a project.
Uses historical information, expert judgment.
Think “analogy” – something similar
Relatively quick and low cost
It is gross value estimation approach.
Parameters used:
Duration Budget Size Weight Complexity

6.5 Estimate Activity Duration -> T&T -> Analogues estimation
Analogues
estimation
Computer Lab in School A Computer Lab in School B
Used when:
• Limited information is available.
• Similar project information
available.
• Experienced estimator.
In this scenarios - Information
available is
• Computer configurations
• Computer installation duration -
30 min
• No. of computer configured - 20
Similar

6.5 Estimate Activity Duration -> T&T -> Parametric estimation
Parametric
estimation
Algorithm is used to calculate duration based on
historical data & project parameters.
Uses statistical relationship between historical data
& other parameters.
Railroad Project Highway Project
• Accuracy of historical data.
• Sophistication & scalability of model.
• Quantifiable parameters
Can be highly
accurate
based on:
E.g., Construction
estimation software

6.5 Estimate Activity Duration->T&T->Three point estimation
Three point
estimation
Estimate duration by applying an average of optimistic, pessimistic
& most likely estimates when there is uncertainty in estimates.
This is also called as PERT techniques (Program Evaluation and
Review Technique).
• = (O + M + P) / 3Triangular Distribution
• = (O + 4M + P) / 6
Beta Distribution
(Weighted average)
What's efforts required for activity1:
Optimistic = 10 hours (coding guru)
Most likely = 12 hours (Regular prog.)
Pessimistic = 16 hours (New prog.)
Estimation Discussion meeting
• = 10+12+16 / 3
• = 12.66 hours
Triangular
• = [10 + (4X12) + 16] / 6
• = 12.33 hours
Beta

Question:
In software project, a module was estimated to take 25 hours for average
programmer as the most likely estimate. The pessimistic estimate of 35
hours may be based on the assumption for a newbie, whereas optimistic
estimate of 20 hours for a veteran programmer. Calculate the estimation
using the weighted average technique.
A. 25
B. 25.5
C. 25.83
D. 26
Weighted average
= (P + 4M + O)/6
= (20 + 4*25 + 35)/6 = 25.83 hours

Three point
estimation
• = ( P – O ) / 6Standard Deviation (SD)
Standard deviation represents the distance a given
point is from the mean. It is also called sigma, or s.
Standard
Deviation’s:
±1σ = 68.27%
±2σ = 95.45%
±3σ = 99.73%
This is really an approximation of standard deviation. SD
calculation/formula in Quality theories like Six Sigma is different.
mean, median, and
mode are all the
same.

Question:
In software project, a module was estimated to take 25 hours for average
programmer as the most likely estimate. The pessimistic estimate of 35
hours may be based on the assumption for a newbie, whereas optimistic
estimate of 20 hours for a veteran programmer. Using the weighted average
technique, you determine that there is a 95.5% probability that the module
will be completed in:
A. Between 25.83 and 28.33 hours
B. Between 23.33 and 28.33 hours
C. Between 25.83 and 30.33 hours
D. Between 20.83 and 30.33 hours

Step 1:
• Weighted average = (P + 4M + O)/6
• = (20 + 4*25 + 35)/6 = 25.83 hours
Step 2:
• Standard deviation = (P – O)/6
• = 2.5 hours
Step 3: What is the range?
• Upper end of the range equals the weighted average + (1, 2, or 3 SD)
• = weighted average + 2σ (Refer to SD 2σ values)
• = 25.83 + 2*2.5 = 30.83 hours
• Lower end of the range equals the weighted average – (1, 2, or 3 SD).
• = 25.83 – 2*2.5 hours = 20.83 hours
• The answer therefore is D

Three point
estimation Steps:
Get the total of the estimates for all activities along the critical path.
Take the variance for each activity.
Sum them up across the whole project.
Take the square root.
Variance Formula is used, if you trying to get the estimate
for the whole project.
• = SD ^ 2Activity Variance (AV)
AV is square root of sum of total activity variance.
SD for project as a whole is sum of all AV’s.

Three point
estimation
AV is square root of sum of total activity variance.
SD for project as a whole is sum of all AV’s.
4,356 + 0 + 1,089
+ 4,356 = 9,801
AV = √9801
AV= 99
Task1- If SD = 33, then 33 - 100 = -662=4,356
Task2- If SD = 100, then 100 - 100 = 02=0
Task3- If SD = 133, then 133 - 100 = 332=1,089
Task4- If SD = 166, then 166 - 100 = 662=4,356
If SD = 33, then 332 = 1,089.
If you sum those figures 1089 + 10,000 + 17,689 + 2,7556 = 56,334.
Then AV = √ 56,334 or 237.34.
The AV is not the mean. The mean would be 56,334 ÷ 4 = 14,083
The AV is also not the mean of the sum of the SD.
That would be 33 + 100 + 133 + 166 = 432 ÷ 4 = 108

6.5 Estimate Activity Duration->T&T-> Reserve Analysis
Reserve Analysis
Contingency reserves (time reserves or buffers) are
used in schedule to account schedule uncertainty.
PM has to use reserve to protect baseline & constantly
reduce or eliminate it.
Quantitative analysis like Monte Carlo can be used to
identify reserves.
Reserve can be @
Activity level
Work package
level
Can be fixed
amount
Can be % of the
estimates

6.5 Estimate Activity Duration->T&T->Group decision Making
Brainstorming: To generate and collect Multiple
ideas related to estimation.
Delphi Techniques: Structured
communication technique developed as
systematic, interactive forecasting method which
relies on a panel of experts.
Nominal group techniques: Enhances
brainstorming with a VOTING process used to
rank the most useful ideas for further
brainstorming or for prioritization
Group Decision
Making
Assessment process with multiple alternatives with
an expected outcome in the form of future actions.

6.5 Estimate Activity Duration -> Output
Activity duration
estimates
Project
Documents
update

6.5 Estimate Activity Duration->Output->Activity Duration estimates
Activity duration
estimates
• It is important to properly communicate estimates.
• Estimates should be given in range.
• State the confidence level.
Communicatin
g estimate:
Sr. No Activity Duration Description
1 Requirement Gathering 30 days
2 Development 90 days
3 System Testing 15 days
4 User acceptance Testing 20 days
5 Performance Testing 5 days
6 Handover 5 days
7 Project closure 5 days

6.5 Estimate Activity Duration->Outputs->Proj. doc. update
Project
Documents
update
• Duration estimates
• Basis of estimates
Activity
attributes
• Assumptions
• Contingencies
Risk
register

6.5 Estimate Activity Duration->Review
Estimate should be given by experts
Three estimating techniques - Analogues, Parametric & Three point
Estimation should be performed for each activity
Perform reserve analysis

6.5 Estimate Activity Duration-> Questions -1
Which one of the below is not a Three point estimation technique:
A. PERT estimation
B. Triangular Distribution
C. Beta Distribution
D. Standard Deviation
D - Standard Deviation
Both are estimation techniques (BETA distribution [also called as PERT] and Triangular
Distribution )

6.5 Estimate Activity Duration-> Questions -2
Which one of the below is not a estimation technique that is used in both Duration & Cost estimates:
A. Analogues estimation
B. Parametric estimation
C. Three point estimate
D. Aggregation
D - Aggregation
All three are estimation techniques except aggregation

By: Nemanand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions

6.6 Develop Schedule
Develop Schedule Definition
Develop Schedule : ITTO
What is PDM & schedule network diagram?
What is critical path? What is critical chain?
What is Float or Slack?
Review
Self Assessment
6.1 I T&T O

6.6 Develop Schedule -> Introduction
• Use existing Schedule model(template)
• Update with information from previous processes
(Activity, sequencing, resources, Duration etc)
Enter
• Developed Project schedule model
• Optimize schedule by Resource leveling/smoothing,
resource crashing/Fast tracking etc
Optimize

Analysing activity sequences, durations, resource
requirements & schedule constraints to create project
schedule model.
Activity
sequences
Activity
Durations
Resource
Requirements
Schedule
Constraints
To create Project Schedule
Analyze
It generates schedule model with planned dates for completing
project activities.

Inputs (13)
• Schedule management plan
• Activity list
• Activity attributes
• Project schedule network
diagram
• Activity resource
requirements
• Resource calendars
• Activity duration estimates
• Project scope statement
• Risk register
• Project staff assignments
• RBS
• EEF & OPA
Tools &
Techniques(8)
• Schedule network
analysis
• Critical path method
• Critical chain
method
• Resource
optimization
techniques
• Modelling
techniques
• Leads and lags
• Schedule
compression
• Scheduling tool
Outputs (6)
• Schedule baseline
• Project schedule
• Schedule data
• Project calendars
• Project management
plan updates
updates

6.6 Develop Schedule -> Input
Schedule
Manag. plan
Activity list
Activity
Attributes
Proj. Schedule
Network
diagram
Activity
resource req.
Resource
Calendars
Activity
Duration
Estimates
Proj. scope
Statement
Risk Register
Project Staff
assignment
Resource
breakdown
structure
EEF & OPA

6.6 Develop Schedule -> Input -> All
Schedule Management Plan:
• Scheduling method
• Tool to be used & Schedule model etc
Activity list:
• List of all activities to be included in the schedule model.
Activity Attributes:
• Detailed activity information that will be helpful to develop
schedule.
Project Schedule Network diagram:
• Graphically shows activity dependencies.
• Shows predecessors and successors.

Activity resource requirement:
• Resource type & quantity.
Resource Calendars:
• Holidays, resource vacations, resource availability.
Activity Duration Estimates:
• Work periods required to complete each activity.
Project scope Statement:
• Milestones
• Assumptions & Constraints.

Risk Register:
• Schedule, estimation & resources related risks.
Project Staff assignment:
• Resource allocations & commitment to specific activities.
Resource breakdown structure:
• Resource category, helpful for finding resources used during
resource analysis & Reporting
EEF:
• Communication channel details, Scheduling tool
OPA:
• Schedule methodology

6.6 Develop Schedule->Tools & Techniques
Schedule network
Analysis
Critical Path
method Critical chain
method
Resource
optimization
Technique
Modeling
Technique
Leads & Lag Schedule
Compression
Scheduling tool

6.6 Develop Schedule->T&T->Schedule Network Analysis
Schedule network
Analysis
Various analytical techniques are used to perform
Schedule Network Analysis & optimize schedule.
Critical path method Critical chain method
What-if analysis Resource optimization

Schedule network
Analysis
Activity Activity Description Duration (days) Predecessor
A Collect Requirement 50 -
B System Design 25 A
C Build Module 1 40 B
D Build Module 2 50 C
E Build Module 3 10 B
F Build Module 4 15 E
G Build Module 5 30 B
H System Testing 25 D,F,G
Lets create Project schedule network diagram
based on below activities:

Creatig a Project Schedule Network diagram:
Collect
Requirements
(A - 50days)
Start
System
Design
(B - 20d)
Build module 1
(C - 40 day)
Build module 2
(D - 50 day)
Build
module 3
(E - 10 day)
Build module 5
(G - 30 day)
Testing
(H-25 days)
Build
module 4
(F - 15 day)
End
• = A->B->C->D->H = 50+20+40+50+25 = 185Path1
• = A->B->E->F->H = 50+20+10+15+25 = 120Path2
• = A->B->G->H = 50+20+30 = 100Path3

6.6 Develop Schedule->T&T-> Schedule network Analysis
Critical Path:
• Sequence of activities that represents longest path
through the project.
Critical path is the shortest possible project duration.
Collect
Req.(50d)
Start
System
Design(20d)
Build module 1
(40 day)
Build module 2
(50 day)
Testing
(25 day)
End
All below
activities are on
critical path
Any delay to
activity on critical
path will delay
project

6.6 Develop Schedule->T&T->Critical Path Method
Critical Path
method
Calculates Early start, Early finish, Late start & Late
finish dates.
Performing a forward & backward pass analysis
through the schedule network.
Does not consider resource limitations.
• Defines how long non-critical activities can be delayed without
delaying project
Slack (Float)
Method used to estimate minimum project duration
Determine amount of scheduling flexibility (Float) on the
logical network paths.

ES
(Early Start)
Duration EF
(Early Finish)
Activity
LS
(Late Start)
Total Float LF
(Late Finish)
Early Start (ES)EF of
immediately
preceding
activity + 1
(ES+Duration)-1
(LS+Duration)-1
Latest activity
can start
without
delaying project

ES
Duration
(50 days)
EF
Collect Requirement (A)
LS Total Float LF
ES
Duration
(20 days)
EF
System Design (B)
LS Total Float LF
Start End
Calculate ES, EF, LS, LF using Forward & Backward pass:

ES Duration
(50 days)
EF
Collect Requirement (A)
LS Total Float
(0)
LF
Early Start (ES)
ES Duration
(20 days)
EF
System Design (B)
LS Total Float
(0)
LF
Start
First activity
start on day1
ES = 1
EF=(1+50)-1 = 50
Forward Pass
Backward Pass
ES = 50 +1 = 51 EF = (51+20)-1 = 70
LS = (70-20)+1 = 51LF = 51 -1 = 50LS = (50-50)+1 = 1
1 50 51 70
7051501

51 20 70
System Design (B)
51 0 70
40
Build – Module1(C)
50
Build – Module2(D)
25
Testing(H)
10
Build – Module3(E)
15
Build – Module4(F)
30
Build – Module4(G)
Lets calculate ES, EF, LS, LF for remaining activities:

51 20 70
System Design (B)
51 70
40
Build–Module1(C)
50
25
Testing(H)
10
Build – Module3 (E)
15
30
Select
largest no
71
71
71
110
100
80
111
81 95
160 161 185

51 20 70
System Design (B)
51
71 40 110
Build–Module1(C)
111 50 160
161 25 185
Testing(H)
71 10 80
81 15 95
71 30 100
Select
smallest no
185161
160
160
160
146
111
145
110
136
71
131
70

51 20 70
System Design (B)
51 70
71 40 110
Build–Module1(C)
71 110
111 50 160
111 160
161 25 185
Testing(H)
161 185
71 10 80
136 145
81 15 95
146 160
71 30 100
131 160
• FF = Earliest ES of next Activity – ES of current
Activity – Duration of current activity
Amount of time activity can be delayed
Without delaying next activity.
Slack or Float are same. Total Float TF = LF - EF Total Float TF = LS - ES
65 65
TF = 136 - 71
= 65
60
0 0 0 0
TF =
51-51
= 0
TF of activities
on critical path
are Zero
FF for Activity F
161-81-15 = 65

• Total amount of time
activity can be delayed
Without delaying Project
finish date.
• TF= Late Start– Early Start
• TF= Late Finish– Early Finish
Total Float
• Amount of time activity can
be delayed Without
delaying next activity.
• FF = Earliest ES of next
Activity – ES of current
Activity – Duration of
current activity
Free Float
Critical Path
method
Difference between Total & Free float:

6.6 Develop Schedule->Questions
The following is a small section taken from a large network diagram of CRM project
schedule, which of the statements is true?
A) Task 1 has a free float of 3 days
B) Task 2 has a free float of 6 days
C) Task 3 has a free float of 9 days
D) Task 4 has a free float of 5 days.
Answer : Calculate TF for all Tasks: Task1 = 2, Task 2 = 8, Task 3 = 2 & Task 4 = 2
FF for Task1: ES of next – ES of current – Duration of current => 7 – 1 - 6 = 0
FF for Task2: ES of next – ES of current – Duration of current => 17-7-4 = 6
FF for Task3: ES of next – ES of current – Duration of current => 17-7-10 = 0
FF for Task4: ES of next – ES of current – Duration of current => ???? -17-8 = Can’t calculate
Hence Answer is B) Task 2 has a free float of 6 days
1 6 days 6
Task1
3 8
7 4 days 10
Task2
15 18
17 8 days 24
Task4
19 26
7 10 days 16
Task 3
9 18
FF = 0 FF = 6
FF = 0
2 8
2
2

6.6 Develop Schedule->T&T->Critical Chain Method
Critical chain
method
Two types:
Feeding Buffer Project Buffer
Placing buffers on any project schedule path to account
for limited resources & project uncertainties.
It considers effects of resource allocation, optimization,
levelling.

6.6 Develop Schedule->T&T->Critical Chain Method
• Placed at point where a chain of activities are not on critical chain.
• Feeds into the critical chain.
Feeding
buffers
• Single buffer.
• Placed at the end of the critical chain.
• Protect slippage along the critical chain.
Project
buffer
Feeding
Buffer
Feeding
Buffer
Project
Buffer

6.6 Develop Schedule->T&T-> Resource optimization
Resource Levelling:
• Start and finish dates are adjusted based
on resource constraints.
• Goal is to balance demand for resources
with the available supply.
Resource Smoothing:
• Adjusts schedule activities.
• Ensure requirements for resources do not
exceed certain predefined resource limits.
• May not be able to optimize all resources.
How to allocate resources in a way to bring
maximum output.
Resource
optimization
Technique

6.6 Develop Schedule->T&T-> Resource optimization
Resource Smoothing:
• Critical path is not changed & completion date is same
• Activities may be delayed within their free & total float.
Resource Levelling:
• Notice Change in Duration (Critical path changed)
• Timelines extended to adjust resource constraint

6.6 Develop Schedule->T&T-> Modeling Technique
Modeling
Technique
What-If Scenario Analysis:
• Evaluating scenarios to predict their effect on
schedule.
• Achieved by performing Network analysis.
• Used to assess feasibility of project schedule
under adverse conditions.
• Used in contingency & response planning.
Enter schedule
in Scheduling
tool
Enter various
scenarios
Simulate•Scenario1
•Scenario4
•Scenario3
•Scenario2

Randomly
choose
parameters
Risk 1
Risk 2
Constraints -
Resource
Constraints -
Milestone
Simulation (Monte Carlo):
• Monte Carlo is simulation technique.
• It calculate multiple project durations with
different sets of activity assumptions.
• Uses probability distributions constructed
from 3 Point estimates to account for
uncertainty.
Modeling
Technique
Develop the
analysis
Model
Generate
Multiple
options

Business Requirement
(BRS)
System Requirement
(SRS)
Sign Contract
Team On-
board
Lead
1 week
Lag
3 week
Lead: It is amount of time where
successor activity can be advanced w.r.t.
predecessor activity.
Lag: It is amount of time whereby a
successor activity will be delayed w.r.t. a
Leads & lags
(BRS – 4 weeks)
System Requirement
(SRS – 4 weeks)
W1 W2 W3 W4 W5 W6 W7 W8 W1 W2 W3 W4 W5 W6 W7 W8
Sign Contract
Team On-
board

6.6 Develop Schedule->T&T-> Schedule Compression
Schedule
Compression
Reduce schedule duration without reducing project
scope.
Adhere to schedule constraints, imposed dates, or
other schedule objectives.
Crashing Fast tracking

Crashing:
Shorten schedule duration for least cost by adding
resources.
Fast tracking:
Activities done in sequence are performed in parallel for
at least some portion of their duration.
BRS (1 BA) SRS (1 SA)
Design Testing
Design
Testing
W1 W2 W3 W4 W5 W6 W7 W8
Crashed
by adding
resources
W1 W2 W3 W4 W5 W6 W7 W8
Fast tracked by
executing
activities in
parallel

Difference between Crashing & Fast tracking
• Adding resources.
• Increases cost.
• Works with activity on
critical path.
Crashing:
• May result in rework.
• Increase Risk.
• Assign activity with
negative float.
Fast tracking:

6.6 Develop Schedule->T&T->Scheduling Tool
Scheduling tool
It contain schedule model & expedite scheduling process.
It generate start and finish dates based on the inputs of
activities, resources, activity durations etc.

6.6 Develop Schedule -> Output
Schedule
baseline
Project Schedule Schedule Data
Project
Calendars
PMP updates Project
Documents
update

6.6 Develop Schedule->Output-> Schedule Baseline
Schedule
baseline
The approved version of a schedule model that can be
changed only through formal change control procedures.
It is approved by stakeholders as the schedule baseline
Approved baseline dates are compared to the actual to
determine variance.
The schedule baseline is a component of the project
management plan.

6.6 Develop Schedule->Output-> Project Schedule
Project Schedule
Presents linked activities with planned dates, durations,
milestones, & resources in the form of Presentation.
It is not completed until resources are assigned
Should be completed along with PM plan
Schedule may be summary or in detail
Presented in Graphical formats - Below three forms
Milestone Chart Bar Chart or Gantt Chart Schedule network Diagram

Milestone Chart

Bar chart or Gantt Chart

Project Schedule Network Diagram

6.6 Develop Schedule->Output-> Schedule Data
Schedule Data
Resource requirements by time period - Resource
histogram.
Scheduling of contingency reserves.
Supporting data generated during preparation of the
schedule.
Milestones
Schedule
activities
Activity
attributes
Assumptions Constraints.
Alternative
schedules
Best-case or
worst-case
Not resource-
leveled or
resource-
leveled
With or
without
imposed dates

6.6 Develop Schedule -> Output-> Project Calendars
Project Calendars
A calendar that identifies working days and
shifts that are available for scheduled activities.
Identify available work days
Marked holidays
Multiple Project calendars may be used
Get updated throughout the project
May identify need of maintaining resource calendars

6.6 Develop Schedule -> Output -> PMP Updates
PMP updates
• If any change is identify in project
schedule management
Update Schedule
Management plan
• Scope changes
• Resources assigned to activities
Update Schedule
baselines

6.6 Develop Schedule -> Output-> Project Documents update
Project
Documents
update
• Duration estimates
• Basis of estimates
Activity
attributes
• New recourse
Activity
Resource
requirements
• Assumptions
• Contingencies
Risk register
• Changes to CalendarCalendars

6.6 Develop Schedule -> Review
How to develop schedule & its inputs
Schedule network Analysis
Critical Path method (Total & Free float)
Critical chain method (Feeding Buffer & Project Buffer)
Resource optimization Technique (Resource levelling, Smoothing)
Modeling Technique (What if analysis, Simulations)
Schedule Compression (Crashing & Fast Tracking)
Scheduling tool
Project schedule (Presentation, Bar or Gantt chart, Milestone chart, Project Schedule Network
Diagram)

6.7 Control Schedule
Control Schedule Definition
Control Schedule & Integrated change Control
Control Schedule : ITTO
What is performance review?
What are schedule forecast?
Data flow diagram
Review
Self Assessment
6.1 I T&T O

• The current status of the project scheduleDetermine
• If the project schedule has changedMonitor
• The factors that create schedule changesInfluence
• The actual changes as they occur & minimize RisksManaging

If any agile approach is utilized, control schedule is concerned with
below:
Determining current status of project schedule by comparing total amount of work
delivered & accepted against estimates of work completed for elapsed time cycle
Conducting retrospective reviews (scheduled reviews to record lessons learned) for
correcting processes and improving, if required
Reprioritizing the remaining work plan (backlog)
Determining the rate at which the deliverables are produced, validated, and
accepted (velocity) in given time per iteration
Determining that the project schedule has changed
Managing the actual changes as they occur.

6.7 Control Schedule-> Definition
Monitoring the status of project activities to update project
progress & manage changes to schedule baseline to achieve plan.
Monitoring status
of Project activities
Update
project
progress
Manage schedule
baseline changes
It provides the means to recognize the deviation from the plan, &
take corrective & preventive actions & thus minimize the risk.

Inputs (6)
plan
• Project schedule
• Work performance data
• Project calendars
• Schedule data
• Organizational process
assets
Tools & Techniques
(7)
• Performance reviews
software
• Resource optimization
techniques
• Modelling techniques
• Leads and lags
• Schedule compression
• Scheduling tool
Outputs (6)
• Work performance
information
• Schedule forecasts
• Change requests
plan updates
updates
• Organizational
process assets
updates

6.7 Control Schedule -> Input
PM Plan Project Schedule Work
performance
Data
Project
Calendars
Schedule Data OPA

6.7 Control Schedule -> Input ->PMP
PM Plan
• How to manage Schedule
• How to control Schedule
Schedule
Management
Plan
• Planned & actual dates
• Used for comparisons
Schedule
baselines

6.7 Control Schedule -> Input->Project Schedule
Project Schedule
Presents linked activities with planned dates, durations,
milestones, & resources in the form of Presentation.
Having most recent data is key to control the schedule
Latest version of the document
Latest activity details (start & completed activity dates)

6.7 Control Schedule -> Input->WPD
Work
performance
Data
It is the raw data of the project’s status.
Actual cost Actual duration
The raw observations & measurements identified
during execution of activities.

6.7 Control Schedule -> Input-> Project Calendars
Identify available work days
Marked holidays
Multiple Project calendars may be used
Get updated throughout the project
May identify need of maintaining resource calendars
Project Calendars

6.7 Control Schedule -> Input -> Schedule data
Schedule Data
All information which are useful to control schedule activities.
It is constantly reviewed & updated.
List of
activities &
attributes
Milestones Assumptions Constraints

6.7 Control Schedule -> Input ->OPA
OPA
Schedule control related organizational policies
Schedule control tools
Monitoring & reporting methods used in organization

6.7 Control Schedule->Tools & Techniques
Performance review
Project Management
Software
Resource optimization
Technique
Modeling Technique
Leads & Lag
Schedule
Compression Scheduling tool

6.7 Control Schedule->T&T->Performance Review
Performance review
It measure, compare, & analyze schedule performance
E.g., Actual start & finish dates, % complete & remaining duration for
work in progress.
Determine any Deviation from the plan
Help take corrective & preventive action
Trend Analysis Earn Value
Management
Critical chain
method
Critical path
method

Trend Analysis
• Examines project performance over time
• Determine whether performance is improving or deteriorating.
Pattern
Trend
Valuable for understanding current performance & for comparison to future
performance goals.
Detect Trends in work performance data

Earn value management
• Schedule & Cost performance measurements
• As per PMI this is best technique to measure project performance.
Percentage complete method:
• Comparing planned activity dates against actual dates.
• Identify variances between baseline & actuals
• Difficult to estimate & may not provide actual picture
Schedule performance measurements (SV & SPI)
• Schedule variance (SV)
• Schedule performance index (SPI)
• Assess the magnitude of variation to baseline.
Activity start : 1-Jan
Status: Not started(0%)
Status: 6- Jan (In progress)
(40% completed)
Activity complete: 15-Jan
Status : Completed (100%)

Critical path Method
• Comparing progress along critical path can help
determine schedule status.
• The variance on critical path will have a direct
impact on the project end date.
Critical chain method:
• Comparing amount of buffer remaining to amount
of buffer needed to protect delivery dates.
• Difference between buffer needed & buffer
remaining can determine whether corrective action
is required or not.

6.7 Control Schedule->T&T->Project Management software
Project Management
Software
Software used for project planning, scheduling, resource
allocation, change management , communication etc.
Control costs and schedule
Baseline Comparison
SV, SPI and CV, CPI
Cash flow management
Monitor & Inform
Schedule progress
Missed milestones
Changes to Critical path
Also used for collaboration and communication.
Project
planning
Task
management
Document
sharing and
collaboration
Calendar and
contact sharing
Risk and issue
management

6.7 Control Schedule->T&T->Project Management software
Project Management
Software
Software used for project planning, scheduling, resource
allocation, change management , communication etc.
Example,
Microsoft Project

6.7 Control Schedule->T&T-> Leads & Lags
Leads & lags
Lead: It is amount of time where
successor activity can be advanced w.r.t.
Lag: It is amount of time whereby a
successor activity will be delayed w.r.t. a
(BRS)
System Requirement
(SRS)
Sign Contract
Team On-
board
Lead
1 week
Lag
3 week
(BRS – 4 weeks)
System Requirement
(SRS – 4 weeks)
W1 W2 W3 W4 W5 W6 W7 W8 W1 W2 W3 W4 W5 W6 W7 W8
Sign Contract
Team On-
board

6.7 Control Schedule->T&T-> Resource optimization
Resource
optimization
Technique
It primarily focus on how to allocate resources in a
way to bring maximum output.
Resource Levelling:
• Start and finish dates are adjusted based
on resource constraints
• Goal is to balance demand for resources
with the available supply.
Resource Smoothing:
• Adjusts activities of a schedule model
• Ensure requirements for resources on
project do not exceed certain predefined
resource limits.

6.7 Control Schedule->T&T-> Schedule Compression
Design Testing
Design
Testing
W1 W2 W3 W4 W5 W6 W7 W8
Crashed
by adding
resources
W1 W2 W3 W4 W5 W6 W7 W8
Fast tracked by
executing
activities in
parallel
Schedule
Compression
Crashing:
Shorten the schedule duration for the least
incremental cost by adding resources.
Fast tracking:
Activities or phases normally done in sequence are
performed in parallel for at least a portion of their
duration.

6.7 Control Schedule->T&T-> Modeling Technique
Modeling
Technique
What-If Scenario Analysis:
• Process of evaluating scenarios in order to
predict their effect
• This is achieved by performing Network analysis
• Used to assess the feasibility of project schedule
under adverse conditions,
• Also used in preparing contingency & response
plans.
Simulation:
• Calculating multiple project durations with
different sets of activity assumptions.
• Uses probability distributions constructed from 3
Point estimates to account for uncertainty.
• Common simulation technique is Monte Carlo

6.7 Control Schedule->T&T-> Scheduling Tool
Scheduling tool
It contain the schedule model and expedite the scheduling
process.
It generate project start and finish dates based on the inputs of
activities, network diagrams, resources and activity durations.
Can calculate floats and generate critical path.
Can create schedule baselines & preserve it.

6.7 Control Schedule -> Output
Work
Performance
Information
Schedule
Forecast
Change Request
PMP updates Project
Documents
update
OPA updates

6.7 Control Schedule->Output->WPI
Work
Performance
Information
The calculated SV and SPI for the WBS components
(Control account, work package)
Documented and communicated to stakeholders
SV
SPI

6.7 Control Schedule->Output->Schedule Forecast
Schedule
Forecast
Predictions of projects future conditions & events
Projects execution data is constantly analysed which
results in WPI.
Forecasts are updated and reissued based on WPI.
Performance
review
Trend Analysis
EVM WPI

6.7 Control Schedule->Output->Change Request
Change Request
Modifications to the project scope or project
schedule may result in change requests
Schedule
baseline
Scope baseline
Components
of PMP.

6.7 Control Schedule -> Output
PMP updates:
• Schedule baseline
• Schedule Management plan
• Cost Baseline
Project Documents update:
• Schedule Data
• Project Schedule
• Risk Register
OPA updates:
• Causes of variances
• Corrective action chosen and the reasons
• Other types of lessons learned from project schedule control

• Executing PG ->Direct
& Manage process
• Generates WPD
• Monitor & Control PG -
> All Control process
• Generate WPI
•Monitoring & Controlling
PG-> Monitor & Control
Project work
6.7 Control Schedule->Output-> WPD & WPI

6.7 Control Schedule -> Data Flow Diagram

6.7 Control Schedule -> Review
How to control schedule?
Schedule performance review?
Schedule forecast?
Schedule Compression (Crashing & Fast Tracking)
Scheduling tool

To Learn Project Management, Contact Anand Bobade (055 5932004)
•nmbobade@gmail.com
•https://ae.linkedin.com/in/anandbobade
•http://www.slideshare.net/anandbobade
•Conduct Online training, Corporate Training, evening & weekend workshops.
Free learning resources

PMP Chap 6 - Project Time management - Part2

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (20)

Ähnlich wie PMP Chap 6 - Project Time management - Part2

Ähnlich wie PMP Chap 6 - Project Time management - Part2 (20)

Mehr von Anand Bobade

Mehr von Anand Bobade (14)

Kürzlich hochgeladen

Kürzlich hochgeladen (18)

PMP Chap 6 - Project Time management - Part2