PMP Preparation Trainingch6time

1、source: pmbok guide 1996 1999 robbins-gioia, inc. 6-1pmp preparation trainingtime managementchapter 6source: pmbok guide 1996 1999 robbins-gioia, inc. 6-2time managementactivity definitionactivity sequencingactivity duration estimatingschedule developmentschedule controlprocesses required to ensure

2、the project is completed on timesource: pmbok guide 1996 1999 robbins-gioia, inc. 6-3time management6.2activitysequencing6.3activityduration estimating6.1activitydefinition6.4scheduledevelopmentplanningcontrolling6.5schedulecontrolsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-4activity definit

3、ion identify the activities that must be performed to produce the project deliverables define the activities that must be performed to meet the project objectivessource: pmbok guide 1996 1999 robbins-gioia, inc. 6-5activity definitioninputs wbs scope statement historical information constraints assu

4、mptionstools & techniques decomposition templatesoutputs activity list supporting detail wbs updatessource: pmbok guide 1996 1999 robbins-gioia, inc. 6-6inputs wbs primary input to activity definition scope statement project justification and project objectives historical information the activities

5、that were actually required on previous, similar projects constraints factors that will limit the pm teams options assumptions factors that, for planning purposes, will be considered to be true, real, or certainactivity definitionsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-7tools & technique

6、s decomposition subdividing project activities into smaller, more manageable components template an activity list from a previous project or an activity list for a wbs element from the current projectactivity definitionsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-8outputs activity list a list

7、 of all the activities that will be performed on the project and a description of each supporting detail documentation that contributes to the process, including all identified assumptions and constraints wbs updates refinements to the existing wbsactivity definitionsource: pmbok guide 1996 1999 rob

8、bins-gioia, inc. 6-9activity sequencingestablishing the activity logic and the dependencies needed to create a realistic and achievable schedule source: pmbok guide 1996 1999 robbins-gioia, inc. 6-10activity sequencinginputs activity list product description mandatory dependencies external dependenc

9、ies constraints assumptionstools & techniques precedence diagrammingmethod (pdm) arrow diagrammingmethod (adm) conditional diagrammingmethods network templatesoutputs project network diagram activity list updatessource: pmbok guide 1996 1999 robbins-gioia, inc. 6-11inputs activity list product descr

10、iption product characteristics affect activity sequencing mandatory dependencies (hard logic) determined by the qualities of work to be done discretionary dependencies (soft logic) defined by the project management team external dependencies relationships between project activities and non-project a

11、ctivities constraints assumptionsactivity sequencingsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-12tools & techniques precedence diagramming method (pdm) nodes represent activities and arrows show dependenciesactivity sequencing startfinishacdebsource: pmbok guide 1996 1999 robbins-gioia, inc

12、. 6-13activity sequencing processactivity sequencingfinish-to-start activity a must finish before activity b can startabstart-to-start activity a must start before activity b can startabsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-14activity sequencing processactivity sequencingfinish-to-fini

13、sh activity a must finish before activity b can finishab start-to-finish activity a must start before activity b can finishabsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-15tools and techniques (cont.) arrow diagramming method (adm) uses arrows to represent activities and connecting nodes to s

14、how dependenciesactivity sequencingabcdstartfinishe adm uses finish-to-start dependencies only and uses dummy activities to show logical relationshipssource: pmbok guide 1996 1999 robbins-gioia, inc. 6-16tools & techniques (cont.) conditional diagramming methods diagramming techniques such as graphi

15、cal evaluation and review technique (gert) and system dynamics models allow the depiction of non-sequential activities and conditional branches network templates can include an entire project or just a portion of it (i.e., subnets and fragnets)activity sequencingsource: pmbok guide 1996 1999 robbins

16、-gioia, inc. 6-17outputs project network diagram schematic display of projects activities and dependencies activity list updates dividing or redefining activities so that the relationships are correctly diagrammedactivity sequencingsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-18activity durat

17、ion estimatingestimating the number of work periods likely to be needed to complete each activity elapsed time (delay) work periods between the finish of one activity and the start of another activitysource: pmbok guide 1996 1999 robbins-gioia, inc. 6-19activity duration estimatingactivity duration

18、estimatinginputs activity list constraints assumptions resource requirements resource capabilities historical informationtools & techniques expert judgment analogous estimating simulationoutputs activity duration estimates basis of estimates activity list updatessource: pmbok guide 1996 1999 robbins

19、-gioia, inc. 6-20inputs activity list constraints assumptions resource requirements duration estimates are influenced by resource effort and assignments resource capabilities duration estimates are influenced by the capability of the people and the material resources assigned to them historical info

20、rmation project files commercial duration estimating databases project team knowledgeactivity duration estimatingsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-21tools & techniques expert judgment used with historical information analogous estimates (top-down estimating) uses duration of a prev

21、ious, similar activity as the basis for the of estimate of a future activity simulation (monte carlo) calculation of multiple durations with differing assumptionsactivity duration estimatingsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-22outputs duration estimates quantitative assessments of t

22、he likely number of work periods required to complete an activity basis of estimate documentation of the assumptions used for developing the estimates activity list updates activity duration estimatingsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-23schedule developmentdetermining the start and

23、 finish dates of project activities if start and finish dates are not realistic, the project is unlikely to be finished on schedulesource: pmbok guide 1996 1999 robbins-gioia, inc. 6-24activity duration estimatingschedule developmentinputs project network diagram activity duration estimates resource

24、 requirements resource-pool description calendars constraints assumptions leads and lagstools & techniques mathematical analysis duration compression simulation resource-leveling heuristics project management softwareoutputs project schedule supporting detail schedule management plan resource-requir

25、ement updatessource: pmbok guide 1996 1999 robbins-gioia, inc. 6-25inputs project network diagram duration estimates resource requirements resource pool description of the available resources and the times they are available to work on the project calendars identify periods when work is allowed proj

26、ect calendars: affect all resources resource calendars: affect specific resources or categories of resourcesschedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-26inputs constraints imposed dates key events or milestones assumptions leads and lags dependencies that require lead or

27、 lag values to accurately define the relationshipschedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-27tools & techniques mathematical analysis calculating theoretical early and late start and finish dates for all activities critical path method (cpm) calculates a single, determi

28、nistic early and late start and finish date for each activity, to be used to determine which activities must be completed on time to avoid impacting the finish date of the project graphical evaluation and review technique (gert) allows for loops in the relationships between activities and for the co

29、nditional and probabilistic treatment of relationshipsschedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-28tools & techniques (cont.) mathematical analysis (cont.) duration compression looks for ways to shorten the schedule without changing the project scope simulation resource-

30、leveling heuristics (resource-based method) changing the schedule to accommodate resources pm software used to assist schedule development and to display schedule-development outputsschedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-29tools & techniques (con.) mathematical analy

31、sis (cont.) program evaluation and review technique (pert) uses sequential network logic and a weighted-average duration estimate to calculate duration. uses the probability of an estimates accuracy.schedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-30pert calculations pert prog

32、ram evaluation and review technique expected time = (low + 4*medium + high) / 6 standard deviation = (high low) / 6schedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-31pert exampleevening commuteoptimistic time = 15 minutesmost likely time = 30 minutespessimistic time = 60 minut

33、eswhat is the expected time?schedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-32outputs project schedule includes planned start and expected finish dates for each activity supporting detail documentation of all identified assumptions and constraints schedule management plan def

34、ines how changes to the schedule will be managed resource requirement updates updates based on the results of resource leveling and on updates to activity listsschedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-33network calculationcalculationsforward pass determine early start

35、and early finish datesbackward pass determine late start and late finish dates and float0abcde5510105start date 6/16/1 6/56/6 6/156/6 6/106/16 6/256/26 6/30finish date 6/306/26 6/306/16 6/256/6 6/156/1 6/56/11 6/155000schedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-34 total f

36、loat (slack) amount of time an activity can be delayed and the project finish date not be effected free float amount of time an activity can be delayed and the early start of the follow-on activity not be effected basic terminologyschedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc.

37、 6-35gantt charts bar chart displays activity start and end dates, as well as expected durations milestone chart displays scheduled start or completion of major deliverables combination chart displays events and activities as a function of timeschedule developmentsource: pmbok guide 1996 1999 robbin

38、s-gioia, inc. 6-36typical gantt charttimeactivitytask atask btask ctask djunejulyaugsepoctnovschedule developmentsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-37schedule control influencing factors that cause schedule changes determining that the schedule has changed and managing the changesso

39、urce: pmbok guide 1996 1999 robbins-gioia, inc. 6-38schedule controlinputs project schedule performance reports change requests schedule management plantools & techniques schedule change control system performance measurements additional planning project management softwareoutputs schedule updates c

40、orrective action lessons learnedsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-39inputs project schedule the approved project schedule is called the schedule baseline; provides the basis for measuring and reporting schedule performance performance reports provide information on schedule perform

41、ance, such as which planned dates have been met and which have not change requests occur in many forms schedule management planschedule controlsource: pmbok guide 1996 1999 robbins-gioia, inc. 6-40tools & techniques schedule change control system defines the procedure for changing the project schedule progress measurement (earned value) assessment of schedule variations to determine whether they require corrective actions additional planning prospective changes may require new or revised activity duration estimates, modified activity sequen