Module four by Regis University

Module Four

6.0 Project Schedule Management

“The processes required to manage the timely completion of the project.” (PMBOK® Guide 2017 , Glossary)

6.0 Project Schedule Management Learning Outcomes • Review key concepts in the Agile approach • Discuss Project Time Management ITTOs • Use network based schedules • Use the critical path method on a schedule network • Describe the various resources of a project • Discuss project compression

6.0 Project Schedule Management Knowledge Area Time

Initiating Planning 6.1 6.2 6.3 6.4 6.5

Executing Monitoring and Control 6.7

Name the seven processes in the Project Time knowledge area.

Closing

6.0 Project Schedule Management Key Concepts • A plan that represents how and when a project will deliver the deliverables. • Team selects Critical Path, Agile, or Hybrid? • Detailed schedule should remain flexible to adjust for knowledge gain, value added activities, increased understanding of the risks.

6.0 Project Schedule Management Key Concepts

6.0 Project Schedule Management Key Concepts - Trends • Iterative scheduling with a backlog • On-demand scheduling • Tailoring considerations; • • • •

Life cycle approach Resource availability Project dimensions Technology support

A Project manager needs to be familiar with the adaptive approaches tools and techniques in order to be successful with such approach.

6.1 Plan Schedule Management Knowledge Area: Time Process Group: Planning “Process of identifying the specific actions to be performed to produce the project deliverables.” PMBOK® Guide 2017, Glossary

6.1 Plan Schedule management

ITTOs

Fill out the ITTOs below and check your answers in the PMBOKÂŽ Guide 2017, pg. 174

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

6.1.1-4 Plan Schedule Management

Inputs

• Project Charter (4.1.3.1) • Project Management Plan (4.2.3.1) • Scope baseline • Other scheduling related cost, risk, and communication decisions

• EEFs • • • • •

Organizational culture Resource availability Software Work authorization systems Published commercial information

• OPAs • Historical information, scheduling policies, templates, change control procedures

6.1.2.1-3 Plan Schedule Management T&T • Expert Judgment • Data Analysis • • • • •

Scheduling methodology Scheduling tools Estimating methods PM software Formats

• Meetings

6.1.3.1 Plan Schedule Management Outputs Schedule Management Plan • • • • • • •

Project schedule model development Level of accuracy Units of measure Organizational procedures links Project schedule model maintenance Control thresholds Rules of performance measurements • % complete • EVM • SPI, SV

• Reporting formats; formats and frequency • Schedule management process descriptions Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 181-182.

6.2 Define Activities Knowledge Area: Time Process Group: Planning “Process of identifying the specific actions to be performed to produce the project deliverables.” PMBOK® Guide 2017, Glossary

6.2 Define Activities ITTOs Fill out the ITTOs below and check your answers in the PMBOKÂ® Guide 2017, pg. 183

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

6.2.1-4 Define Activities Inputs 1. Project management plan 1. 2.

Schedule management plan (6.1.3.1) Scope Baseline (5.4.3.1)

2. Enterprise Environmental factors (2.1.5) – Project Management Information System (PMIS) • Cultures • published commercial info 3.

Organizational Process Assets (2.1.4) • •

lessons learned -- historical information from previous projects Existing formal and informal activity planning-related policies, procedures, and guidelines. Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 184.

6.2.2.1,3,4 Define Activities T&T • Expert Judgment • Team members, stakeholders, consultants, etc.

• Rolling Wave Planning (Technique): “It is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail and future work is planned at a higher level.” •

PMBOK® Guide 2017, Glossary

• MEETINGS

6.2.2.2 Define Activities T&T Decomposition (5.4.2.2)

Activity : “Component of work performed during the course of the project.” PMBOK® Guide 2017, Glossary

• • • •

Activities durations are reliably estimated Identify and analyze activities (rather than deliverables in Create WBS) Align schedule with management requirements A work package contains many activities

6.2.3.1 Define Activity Outputs Activity List

It is a component of the project management plan. “A documented tabulation of all schedule activities that show the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.” PMBOK® Guide 2017, Glossary

6.2.3.2-5 Define Activity Outputs 2. Activity Attributes •

Refer to the specific components that make up an activity such as activity unique ID, name, WBS code, description, predecessors, successors, resources, etc.

3. Milestones list •

Significant points in time: phases, stages, or progress level

4. Change requests 5. Project management plan updates • •

Schedule baseline Cost baseline

6.3 Sequence Activities Knowledge Area: Time Process Group: Planning

“Process of identifying, documenting, and sequencing logical relationships among the project activities.” PMBOK® Guide 2017, Glossary

6.3 Sequence Activities ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOKÂ® Guide 2013, pg. 187

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

6.3.1-4 Sequence Activity Inputs

1. Project management plan Schedule management plan (6.1.3.1) Scope baseline

• •

Project documents Activity attributes (6.2.3.2) Activity list (6.2.3.1) Assumption log Milestone list (6.1.3.3)

• • • •

EEFs 

Regulations, standards, scheduling tools, work authorization systems

Organizational Process Assets 

Project files from corporate knowledge base or from a PMO

6.3.2.1-3 Sequence Activities T&T 1. Precedence Diagramming Method (PDM) • •

Used in CPM Software packages

2. Dependency Determination and integration •

Mandatory, discretionary, external, internal

3. Leads and lags (6.2.2.3)

6.3.2.1 Sequence Activities T&T Precedence Diagramming Method (PDM)

• Logical Relationships:

Successor

Predecessor • Finish to Start: The start of the successor (B) activity depends on the completion of the predecessor (A) activity. • Finish to Finish: The conclusion of the successor activity depends on the completion of the predecessor (A) activity. • Start to Start: The starting of the successor (B) activity depends on the start of the predecessor (A) activity. • Start to Finish: The completion of the successor (B)activity depends on the start of the predecessor(A) activity . Successor

6.3.2.1 Precedence Diagramming Method (PDM) F-S

Finish to Start

6.3.2.1 Precedence Diagramming Method (PDM) F-F Finish to Finish

6.3.2.1 Precedence Diagramming Method (PDM) S-S Start to Start

6.3.2.1 Precedence Diagramming Method (PDM) S-F Start to Finish A

6.3.2.2 Sequence Activities T&T Dependency Determination • Mandatory (hard logic) • Contractual or inherent in the nature of work

• Discretionary • Based on best practices • Can create arbitrary total float values and limit later scheduling options • When fast tacking is utilized, these dependencies must be reevaluated

• External • Relationship between project and non-project activities • Outside the team’s control

• Internal

6.3.2.3 Sequence Activities T&T Applying Leads and Lags Lag â&#x20AC;&#x201D; Inserted waiting time between tasks Lead â&#x20AC;&#x201D; An overlap between tasks that have a dependency

10 days

3 days

Directs a delay in successor activity

Allows acceleration of the successor activity

6.3 Sequence Activities Exercise I Create a PDM diagram. Task

Dependency

Task

Dependency

Task

Dependency

---

F, G

---

C, D

K,I

6.3.3.1 Sequence Activities Project Schedule Network Diagrams

Outputs

6.3.3.2 Sequence Activities Outputs Project Document Updates

• • • •

Activity Attributes (6.2.3.2) Activity lists (6.2.3.1) Assumption log (4.1.3.2) Milestone list (6.2.3.3)

6.4 Estimate Activity Durations Knowledge Area: Time Process Group: Planning “Process of estimating the number of work periods needed to complete individual activities with estimated resources.” PMBOK® Guide 2017 , Glossary

6.4 Estimate Activity Durations ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOKÂ® Guide, 2017 pg. 195

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

6.4.1.1-4 Estimate Activity Durations Inputs 1. Project management plan • Schedule management plan (6.1.3.1) • Scope baseline

Project documents • • • • • • • • • •

Activity attributes (6.2.3.2) Activity list (6.2.3.1) Assumption log Lessons learned register Milestone list Project team assignments Resource Breakdown Structure (6.4.3.2) Resource calendars (6.4.1.4) Activity resource requirements (6.4.3.1) Risk register (11.2.3.1)

3. Enterprise environmental factors 4. Organizational process assets • Project calendars, historical duration information, Scheduling methodology, lessons learned Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 198-199.

6.4.2.1-8 Estimate Activity Durations T&T 1. Expert judgment •

Historical information, whether to combine methods of estimating

2. Analogous estimating •

Top-down, actual durations from similar activities

3. Parametric estimating •

Mathematical model using historical data and other variables for activity parameters – cost, duration, budget, etc.

4. Three-point estimating –-> 3 -Times PERT •

Three types of estimates: pessimistic, most likely, and optimistic

5. Bottom-up estimating 6. Data analysis – Alternatives and Reserve analysis •

A percentage of the estimated time is set aside as a buffer (contingency reserve)

7. Decision-Making Techniques 8. Meetings Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 200-203.

6.4.2.4 Estimate Activity Durations T&T PERT Technique • • • •

PERT is a technique Three time estimates – weighted average Used when there is uncertainty with the individual activity estimates R&D Programs

38 6.4.2.4 Estimate Activity Durations T&T PERT Technique (cont.)

PERT Activity Calculation

t(e) = a + 4m + b 6

a = Most Optimistic (MO) m = Most Likely (ML) b = Most Pessimistic (MP) t(e) = Estimated Time (PERT Weighted Average)

6.4.2.4 Estimate Activity Durations T&T PERT Technique (cont.)

Probability Distribution

PSD=

bâ&#x20AC;&#x201C;a 6

68% within a 1SD = te + or - 1PSD 95% within a 2SD = te + or - 2PSD 99.7% within a 3SD = te + or - 3PSD

a = Most Optimistic (MO) m = Most Likely (ML) b = Most Pessimistic (MP) PSD= PERT Standard Deviation

6.4.2.4 Estimate Activity Durations T&T PERT Technique (cont.) - Probability Distribution

68.26% within a 1SD = te + or - 1PSD 95.44% within a 2SD = te + or - 2PSD 99.73% within a 3SD = te + or - 3PSD

Standard Deviation Diagram Standard deviation diagram, based an original graph by Jeremy Kemp, in 2005-02-09

6.4.2.4 Estimate Activity Durations T&T PERT - Exercise

Run a 42.2 km marathon Time Estimate

Duration

Optimistic

3 hours

Most Likely

4 hours

Pessimistic

6 hours

1. Calculate Estimated time (TE). 2. What are the PERT estimates range within a 68% probability or confidence level?

6.4.2.4 Estimate Activity Durations

T&T

PERT â&#x20AC;&#x201C; Exercise II Activity

Pessimistic

Most Likely

Optimistic

1. Calculate TEs 2. What are the PERT estimates ranges within a 68% and a 95% probabilities?

6.4.3.1-3 Estimate Activity Durations Outputs 1. Activity duration estimates Range of possible results or percent of probability • 90% confidence level  high probability that the activity will take 3 weeks or less • 5 weeks +/- 4 days  activity will take at least 21 days and no more than 29 days (1W=5 business days)

2. Basis of estimates 3. Project Documents Updates • Activity attributes • Assumptions log: skill levels, availability • Lessons learned register

6.5 Develop Schedule Knowledge Area: Time Process Group: Planning “Iterative process of analyzing activity sequences, durations, resource requirements, and time constraints to create the project schedule.” PMBOK® Guide 2017, Glossary

6.5 Develop Schedule ITTOs Exercise Fill out the ITTOs below and check your answers in the PMBOKÂ® Guide 2017, pg. 205

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

6.5.1.1-2 Develop Schedule Inputs 1. Project management plan 1. Schedule management plan (6.1.3.1) 2. Scope baseline 2. Project documents 1. Activity attributes (6.2.3.2) 2. Activity list (6.2.3.1) 3. Assumption log 4. Bases of estimates 5. Activity duration estimates (6.5.3.1) 6. Lessons learned register 7. Project schedule network diagrams (6.3.3.1) 8. Project team assignments 9. Resource calendars (9.2.3.2) (12.2.3.3) 10. Activity resource requirements (6.4.3.1) 11. Risk register (11.2.3.1) Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOKÂŽ Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 207-208.

6.5.1.3-5 Develop Schedule Inputs 3. Agreements (12.2.3.2) 4. EEFs 5. OPAs

6.5.2.1-8 Develop Schedule T&T 1. Schedule network analysis 2. Critical path method 3. Resource Optimization Techniques: Resource Leveling, Resource Smoothing 4. Data analysis: What-if scenario analysis, Simulation 5. Leads & Lags 6. Schedule Compression (crashing, fast-tracking) 7. Schedule tools (PM software) 8. Agile release planning

6.5.2.1 Develop Schedule T& T Network Schedule Analysis

• Network Schedule Analysis • • • • •

Techniques that generate the project schedule CPM PERT GERT: Signal flow graph theory, probabilistic networks, CPM, and decision trees. Critical Chain Method

6.5.2.2 Develop Schedule T&T CPM • Longest duration path • Earliest completion of the project

CPM Calculations • Forward Pass Early Start and Early Finish • Backward Pass  Late Start and Late Finish

6.5.2.2 Develop Schedule T&T CPM (cont.) ES DUR EF Task LS Float LF

• • • •

EF = ES + DUR LS = LF – DUR Float = LF – EF Float = LS – ES

6.5.2.2 CPM Demo Determine EFs, LSs, floats, and the CP

6.5.2.2 Develop Schedule

T&T

CPM (cont.) •Float (Slack) •Total Float •Free Float •Float > 0 available time •Float = 0  activity on the critical path •Float < 0  ? •What is the difference between lag and slack????

6.5.2.2 Develop Schedule T&T CPM - Exercise Task

Duration

Dependency

B,C

F,G,J

â&#x20AC;˘ Calculate ES, LS, EF, and LF for each task â&#x20AC;˘ Find the critical path

6.5.2.4 Develop Schedule T&T Data analysis â&#x20AC;˘ What if scenario Analysis â&#x20AC;˘ Monte Carlo Analysis A distribution of durations is defined for each activity ď&#x192; Calculate a distribution of possible outcomes for the total project

What are the advantages and disadvantages of modeling simulation?

6.5.2.6 Develop Schedule T&T Project Compression

â&#x20AC;˘Crashing: Cost and schedule tradeoffs are analyzed to determine how to get the greatest amount of compression for the least cost : Reducing the duration of an activity to shorten the timeline by adding more resources.

â&#x20AC;˘ Fast Tracking : Performing activities usually done in sequence in parallel

57 6.5.2.7 Develop Schedule T&T Project Compression Exercise - Project Crashing Cost

Activitie s on the CP

Original Duration

Cost

Crash Cost

22,000

6,000

18,000

2,000

10,000

4,000

25,000

15,000

2,000

1,000

17,000

10,000

16,000

3,000

(weeks)

•You are asked to cut the duration of this project by four weeks. •Which critical path activities would you crash to save four weeks on the project for the least cost? •Each activity must have a minimum one week duration.

6.5.2.8 Develop Schedule T&T Agile release planning

â&#x20AC;˘Provides high level summary timeline of the release schedule (3-6 months) â&#x20AC;˘ Determines the number of iterations or sprints in the release â&#x20AC;˘Allows product owner and team to decide how much needs to be developed and long before the is a releasable product.

6.5.2.8 Develop Schedule T&T Agile release planning

6.5.3.1-3 Develop Schedule Outputs 1. Schedule Baseline- is accepted and approved by management team as the baseline plan Network diagrams – team members (Schedule baseline) 2. Project Schedule- Planned start and planned finish dates for each activity • Bar charts (Gantt) - Easy to read: management and team members • Milestone charts - Start and finish date of major deliverables– upper management • Network diagrams- Shows activities and relationships only (logic diagrams)

3. Schedule data- Resource requirements by time periods, Alternative schedules, Scheduling of contingency reserves, resource histograms, etc.

6.5.3.4-7 Develop Schedule Outputs 4. Project Calendars 5. Change requests 6. Project Management Plan Updates •

Schedule management plan

•

Cost baseline (7.3.3.1)

7. Project Documents Updates include calendar, activity attributes, assumption log, duration estimates, lessons learned register, activity resource requirements, risk register, etc.

6.6 Control Schedule Knowledge Area: Time Process Group: Monitoring and Controlling “Process of monitoring the status of the project to update project progress and managing changes to the schedule baseline.” PMBOK® Guide 2017 , Glossary

Part of the Perform Integrated Change Control process (4.5)

6.6 Control Schedule ITTOs Fill out the ITTOs below and check your answers in the PMBOKÂ® Guide 2017, pg. 222

Inputs What do you need beforehand?

Tools & Techniques How is it done?

Outputs What are the results?

6.6.1.1-4 Control Schedule Inputs 1. Project management plan - schedule mgmt. plan, schedule baseline, scope baseline, performance measurement baseline 2.Project documents • Lessons learned register • Project schedule (most recent version) • Project Calendars • Schedule Data

3. Work performance data (progress) 4. Organizational process assets –(policies, guidelines, procedures)

6.6.2.1-6 Control Schedule T&T 1. Data Analysis • EV analysis • Iteration burndown chart • Performance reviews • Trend analysis • Variance analysis • What if scenario analysis (6.6.2.5) 2. CPM 3. PM software 4. Resource optimization techniques (6.6.2.4) 5. Leads & lags 6. Schedule compression (6.6.2.7) Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 226-228.

6.6.2.1 Control Schedule T&T Iteration Burndown Chart (6.4.2.8) Chart tracks down the work that remains to be completed in the iteration backlog. Analyze the variance with respect to an ideal burndown.

6.6.3.1-5 Control Schedule Outputs 1. Work performance information

2. Schedule forecasts 3. Change requests 4. Project management plan updates – Schedule management plan, Schedule baseline, Cost baseline, Performance measurement baseline

5. Project document updates – Assumption log, basis of estimates, lessons learned register, project schedule, resource calendars, risk register, schedule data Project Management Institute , A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) - Sixth Edition, 2017 Project Management Institute, Inc. All rights reserved. Page 228-230.

6.0 Project Schedule Management Summary • Dependencies types in activity Sequencing: Mandatory, Discretionary, External • Network Diagrams -- Precedence Diagramming Method (PDM) • Critical Path Calculations; forward pass, backward pass, slack • Three-Point PERT estimation; TE, PERT SD • Project compression – Crashing, fast tracking • Project schedule and schedule baseline are key outputs from Develop Schedule

6.0 Project Schedule Management Notes • Write down your personal goals to enhance your project time management knowledge and skills • Write down any newly acquired knowledge that you might be able to apply in your workplace • Identify additional resources

• Read • PMBOK® Guide 2017, Ch.. 6 (Project Time Management) • Mulcahy, Ch.. 6 (Time Management) • Kerzner, Ch.. 12 (Network Scheduling Techniques) - optional

Tests • Rita’s practice exam – Ch.. 6