Lecture 7_PM4P_Time Mgmt

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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

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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

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Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-

PROJECT TIME

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INITIATING

PLANNING

EXECUTING

MON & CON

CLOSING

Define

Activities

Sequence

Activities

Estimate

Activity

Resources

Estimate

Activity

Resources

Develop

Schedule

Control

Schedule

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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

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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

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Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-

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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

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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

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SEQUENCE ACTIVITIES

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Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-

SEQUENCE ACTIVITIES

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SEQUENCE ACTIVITIES

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SEQUENCE ACTIVITIES

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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

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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?

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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

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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

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Engr Lt Col (R) Areeb Ahmad : M.Sc, PMP-

ESTIMATE ACTIVITY DURATIONS

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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

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DEVELOP SCHEDULE – CRITICAL PATH

2 5

3

4 6

1 8

2

4

A

B

C

E

F

G

H

I

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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

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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)

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DEVELOP SCHEDULE

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Inputs

1. Project

management plan

2. Project schedule

3. Work performance

information

4. Organizational

process assets

Tools &

Techniques

1. Performance

reviews

2. Variance analysis

3. Project management

software

4. Resource levelling

5. What-if scenario

analysis

6. Applying leads and

lags

7. Schedule

compression

8. Scheduling tools

Outputs

1. Work performance

measurements

2. OPA updates

3. Change requests

4. Project

management plan

updates

5. Project document

updates

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Figure

Updating...

References

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