(1)(2)(3)(4)(5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15)(16)(17)(18)(19)(20)(21)(22)(23)(24)(25)(26)(27)(28)(29)(30)(31)(32)(33)(34)(35)(36)(37)(38)(39)(40)(41)(42)(43)(44)(45)(46)(47)(48)(49)
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
•
Project Charter
is not part of any change
management plan, once issued it is not
changed, but amendments are made in
Project Management Plan through
CHANGE REQUESTS
•
Control Account
is a management control
point where scope, cost and schedule are
integrated and compared to the earned value
for performance measurement
•
Scope Verification
is primarily concerned
with correctness of the deliverable WHILE
•
Quality Control
is primarily concerned
with correctness of the deliverables and
meeting the quality requirements specified for
the deliverables
•
Project scope statement
•
The WBS
is derived from project scope
statement and created by project
manager and project team
•
Uncontrollable changes
are often referred
as Project Scope Creep
•
Scope Verification
is primarily concerned
with correctness of the deliverable WHILE
•
Change Request
may result into
CORRECTIVE or PREVENTIVE actions or DEFECT
REPAIR
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
PROJECT TIME
INITIATING
PLANNING
EXECUTING
MON & CON
CLOSING
•
Define
Activities
•
Sequence
Activities
•
Estimate
Activity
Resources
•
Estimate
Activity
Resources
•
Develop
Schedule
•
Control
Schedule
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
•
The process required to mange timely completion
of the project
•
Project time management start with planning by
the project management team
•
In small projects defining and sequencing
activities, estimating activity resources and
duration, developing schedule are viewed as a
single process
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Inputs
1. Scope Baseline
2. Enterprise
environmental
factors
3. Organizational
process assets
Tools &
Techniques
1. Decompositions
2. Rolling wave
planning
3. Templates
4. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Inputs
1. Activity list
2. Activity attributes
3. Milestone list
4. Project scope
statement
5. Organizational
process assets
Tools &
Techniques
1. Dependency
determination
2. Applying leads
and lags
3. Precedence
diagramming
methods(PDM)
4. Schedule network
templates
Outputs
1. Project schedule
network diagrams
2. Project document
updates
SEQUENCE ACTIVITIES
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
SEQUENCE ACTIVITIES
Dependency Determination (Predecessors)
Types of dependencies are
:
•
Mandatory Predecessors (hard logic)
•
Inherent in the nature of work being done or
required by contract
•
E.g …Design before developing or
construction before paint
•
Discretionary Predecessors (preferred,
preferential, or soft logic)
•
Define base on knowledge
•
Can be changed if needed
•
Important when shortening or re-seq the
project
•
External Predecessors
SEQUENCE ACTIVITIES
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
SEQUENCE ACTIVITIES
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
SEQUENCE ACTIVITIES
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
SEQUENCE ACTIVITIES
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Inputs
1. Activity list
2. Activity attributes
3. Resource
calendars
4. Enterprise
environmental
factors
5. Organizational
process assets
Tools &
Techniques
1. Expert judgment
2. Alternative analysis
3. Published
estimating data
4. Project
management
software
5. Bottom-up
estimating
Outputs
1. Activity resource
requirements
2. Resource
breakdown
structure
3. Project document
updates
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
ESTIMATE ACTIVITY RESOURCES
Resource are allocated in
functional or some matrixed org
then how to plan Resources with
these tools?
Are consultants and contractors
part of this resource est?
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
ESTIMATE ACTIVITY DURATIONS
Challanges
•
Number of resources
•
Work period /timings
•
Multiple shifts
•
Resource allocation
•
Resource type
•
Risk factors
•
Multi-tasking
•
Funding limits
PARKINSON’S LAW
Inputs
1. Activity list
2. Activity attributes
3. Activity resource
requirements
4. Resource calendars
5. Project scope
statement
6. Enterprise
environmental factors
7. Organizational
process assets
Tools &
Techniques
1. Expert judgment
2. Analogous
estimating
3. Parametric
estimating
4. Three-point
estimates
5. Reserve analysis
Outputs
1. Activity duration
estimates
2. Project document
updates
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
ESTIMATE ACTIVITY DURATIONS
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Inputs
1. Activity list
2. Activity attributes
3. Project schedule
network diagram
4. Activity resource
requirements
5. Resource
calendars
6. Activity duration
estimates
7. Project scope
statement
8. EEFs
9. OPAs
Tools &
Techniques
1. Schedule network
analysis
2. Critical path
method
3. Critical chain
method
4. Resource leveling
5. What-if scenario
analysis
6. Applying leads and
lags
7. Schedule
compression
8. Scheduling tools
Outputs
1. Project schedule
2. Schedule baseline
3. Schedule data
4. Project document
updates
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
DEVELOP SCHEDULE – CRITICAL PATH
2 5
3
4 6
1 8
2
4
A
B
C
E
F
G
H
I
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
DEVELOP SCHEDULE – CRITICAL PATH
There are three types of float :
FREE FLOAT
=
ES of Pred Acti – (ES of Acti-inQ + Duration of Acti-inQ)
TOTAL FLOAT = Dur of CP– Dur of network containing Acti-inQ
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
DEVELOP SCHEDULE
SCHEDULE COMPRESSION
Fast Tracking
: Allowing activities to
occur in parallel that would normally
have been done sequentially.
(33% Rule)
Crashing
:Adding more resources to
the activity.
(directly proportion)
DEVELOP SCHEDULE
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-
