PMP/CAPM Prep Workshop Time

PMP/CAPM Prep Workshop Time

PMP/CAPM Prep Workshop
Course Objectives The class will Prepare you to take the PMP Exam Cover the required classroom training hours The class will not Make you an expert on Project Management Make you an expert Project Manager Serve as your only reference for the exam Now that we are through with the logistics, lets find out why you are here. Read slide PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Tonight’s Topic Project Time Management
Reference Material Chapter 6 PMBOK 5th Edition Chapter 6 PMP Exam Prep 8th Edition Is project time management This is the first chapter in my studying where I started to get it. This one is really easy to map to your job and to your life. A couple of the references are … PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Scope Baseline The approved project scope statement and its associated WBS and WBS dictionary form the scope baseline. Performance in meeting project scope goals is based on the scope baseline. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

WBS in Chart and Tabular Form
The WBS is deliverable oriented. This does not mean that only customer deliverable are included in the WBS, all deliverables are included. There is no fixed format , WBS created by two different people in the same team would be different. WBS is foundation of the project. This means almost everything that occurs in the planning process after the creation of the WBS is directly related to WBS. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Work Packages A work package is a task at the lowest level of the WBS. It represents the level of work that the project manager monitors and controls. This is level where project manager can realistically estimate. And this is the level at which project manager would monitor and control. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Work Packages You can think of work packages in terms of accountability and reporting. If a project has a relatively short time frame and requires weekly progress reports, a work package might represent work completed in one week or less. If a project has a very long time frame and requires quarterly progress reports, a work package might represent work completed in one month or more. A work package might also be the procurement of a specific product or products, such as an item purchased from an outside source. This is level where project manager can realistically estimate. And this is the level at which project manager would monitor and control. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Time Management Definition
Time Management includes the processes required to accomplish timely completion of the project. The Project Time Management process includes the following Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Control Schedule PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Table 3-1. Project Management Process Groups and Knowledge Area Mapping PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

General Information Mostly Used in the Planning Effort The main documents produced activity list and attributes a milestone list a network diagram the activity resource requirements the activity duration estimates a project schedule Don’t Think About Software Some general information about the Time Management chapter… Most of the processes occur in the planning effort. Schedule Management Plan – although listed in other chapters, the schedule management plan is part of the scheduling and planning process The schedule management plan provides: - Schedule Baseline for measuring against during the controlling phase Performance measures How Schedule variances will be managed ID of schedule change control procedures. Rita says it is the 2nd hardest knowledge area of the test. In today’s environment a lot of this is automated by software; but PMBOK wants you to be the software. When you are studying make sure you know how to diagram, the philosophy behind diagramming, and how to read the diagrams. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Schedule Management Plan
Schedule management baseline to measure against Identification of performance measure Decide how schedule variance will be managed. Identification of schedule change control procedures. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Definition Ensure that project team members have a complete understanding of all the work they must do as part of the project scope so that they can start scheduling the work. . Inputs Tools and Tech Outputs Enterprise Environmental Factors Scope Baseline Organizational process assets Decomposition Templates Rolling Wave Planning Expert Judgment Activity List Activity Attributes Milestone List PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Goal Take the Work Packages developed in the WBS and break them down further (decompose) in order to reach the activity level. Activity: A level small enough to estimate, schedule, monitor, and manage. Get the activities ready to be sequenced. If the real world, some project managers skip activity definition because They may already have our WBS broken down to the activity . They may find it too hard to create network diagrams at this level. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Def Summary and Tips
Don’t take Activity Definition Lightly Remember the main outputs: Activity List, Activity Attributes, Milestone List, and Requested Changes Rolling wave planning Remember that activity definition comes after the WBS is developed Read info on slides For PMI use the idea of Top down planning – WBS comes first. You can do bottom up planning where you develop the activities and then develop a WBS, but for the exam use the Top down planning. Rolling Wave Planning:- you may initially find it better to not plan at the lowest level in advance until the work has begun and it is more clean to plan the the lower levels. But that should not become excuse to not plan at the lower levels. Summarize Acti. Def. Any questions about Activity Def? PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Sequencing PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Sequencing Definition
Identifying and documenting dependencies among schedule activities. Inputs Tools and Tech Outputs Project Scope Statement Activity List Activity Attributes Milestone List Organizational Process Assets Precedence Diagramming Method (PDM) Dependency Determination Schedule Network Templates Applying Leads and Lags Project Schedule Network Diagrams Project document updates PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Goal Take the activities and sequence them into how the work will be performed Develop a Network Diagram which shows just dependencies PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Sequencing Keys to activity sequencing What is the sequence? Identify all dependencies Sequencing can be performed with software For the test forget about software Some key things to remember about Act. Seq Key to activity sequencing is finding out the dependencies. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Types of Dependencies Mandatory Dependencies (hard logic) Inherent in the nature of the work being done Discretionary Dependency (preferred or soft logic) Based on experience, desire, or preferences External Dependency Based on the needs and desires of parties outside of the project PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Network Diagrams Network Diagrams in the pure form show just dependencies Sometimes referred to as Network Logic Diagrams Shows how tasks will flow from the Start to the End of a Project PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

How to Construct Network Diagrams
In the Activity On Arrow (AOA) approach, or the arrow diagramming method (ADM), activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities only show finish-to-start dependencies (most common type of dependency). PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

How to Construct Network Diagrams
Activity On Node(AON) or the precedence diagramming method (PDM) is a network diagramming technique in which boxes represent activities. These are more widely used as they can show all dependency types. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity on Node – Precedence Diagramming Method
Task A Task B Task C End Start Start Task F Task D Task E Boxes represent tasks and arrows show dependencies Task C can’t start before task B and D finish Dummies not allowed PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Types of Relationships in PDM
AP: Finish to Start: Successor can’t start unless the Activity (Predecessor) has finished. The current wording suggests (although slightly) that the activity finish date is somehow constrained to finish before the successor can start. It seems to say that the successor is the driver. Start to Start should read: Successor can not start unless Predecessor has started. Isolated, they will be scheduled to start at the same time. Finish to Finish: technically, looking at dates, they will be scheduled to finish at the same time, from a tools perspective, the successor can finish no earlier than the finish of the predecessor. Start to Finish: this is the backward scheduling condition: the successor is the task that occurs earlier in time than the predecessor. It can be worded as “the finish date of the successor is determined (and driven back) by the start of the predecessor” Here, predecessor and successor refer to driving tasks, not to sequencing in time. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Sequencing – Key Terms
Milestones – significant events in a project schedule Leads – start an activity before the predecessor activity is completed (code before design complete) Lag – inserted waiting time between activities (waiting for paint to dry) Requested Changes - network diagrams sometimes expose requested changes Graphical Evaluation and Review Technique (GERT) – a network diagram drawing method that allows loops – (design and test) Some Key Terms to understand related to activity sequencing. Additional Milestones can be imposed by the project manager to to help control the projects. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Estimate Activity Resources
PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Resource Estimation Definition
GOAL: Estimating the type and quantities of resource required to perform each schedule activity Inputs Tools and Tech Outputs Enterprise Environmental Factors Organizational Process Assets Activity List Activity Attributes Resource Calendars Expert Judgment Alternatives Analysis Published Estimating Data Project Management Software Bottom-Up Estimating Activity Resource Requirements Resource Breakdown Structure (RBS) Project document updates PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Resource Estimating
Resources are people, equipment, materials Resources must be planned and coordinated to avoid resources being assigned to other work Consider developing a Resource Breakdown Structure (RBS) – hierarchical structure of the identified resources by resource category Crashing and fast-tracking which we will cover later PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Estimate Activity Durations
PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Duration Estimation Definition
Estimating the number of work periods that will be needed to complete individual schedule activities Inputs Tools and Tech Outputs Enterprise Environmental Factors Organizational Process Assets Project Scope Statement Activity List Activity Attributes Activity resource requirements Resource Calendars Expert Judgment Analogous Estimating Parametric Estimating Three-Point Estimating Reserve Analysis Activity Duration Estimates Project document updates PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Goal Once the type and quantity of resources needs are determined, the amount of work effort to complete the schedule activity needs to be estimated. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Duration Estimating
One-Time Estimate Analogous Estimate Parametric Estimation Regression Estimation Learning Curve Heuristics Three-Point Estimates Reserve Analysis Always have the people doing the work provide the estimates. One time estimating – One estimate per activity is received – based on expert opinion and historical data. Analogous estimating – form of expert judgement; PMI focuses on this estimating being being the overall estimate for the project given to the Manager from sponsorship. Parametric Estimating – is used if you do not have detailed information on which to base time estimates. Uses a mathematical model to calculate projected times for an activity based on historical records from previous projects and other information. Two types – Regression Analysis and Learning Curve. - Regression Analysis – diagram tracks two variables to see if they are related and creates a mathematical formula to use in future parametric estimating. Learning Curve – The 100th room painted will take less time than the first room because of improved efficiency. Heuristics – Rule of thumb. 80/20 rule – meaning that 80 percent of quality problems are caused by 20 percent of potential sources of problems. Three point estimates – O, P, M you can then use formulas to figure out the average. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Activity Duration Guidelines
Evaluate one activity at a time Assume “Normal” level of labor and equipment Assume “Normal” work week Disregard contract completion date on first cut PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Develop Schedule PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Schedule Development Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. Inputs Tools and Tech Outputs Organizational process assets Project scope statement Activity list Activity attributes Project Schedule Network Diagrams Activity Resources Requirements Resource Calendars Activity Duration Estimates Enterprise Environmental Factors Schedule Network Analysis Critical Path Method Schedule Compression What if scenario analysis Resource Leveling Critical Chain Method Adjusting leads and lags Scheduling Tool Project Schedule Schedule Baseline Schedule Data Project document updates PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Goal Project schedule development is an iterative process that determines planned start and finish dates for project activities. PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

What do you need to develop a Schedule ?
An understanding of the work required on the project (Project Scope Statement) Defined Activities (WBS, WBS Dictionary, and Activity List The Order of How the Work will be done (Sequence Activities) An Estimate of the Resources Needed (Estimate Activity Resources) An Estimate of the Duration of Each Activity (Estimate Activity Duration) PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Other important facts Things to Remember Work with Stakeholders Priorities Look for Alternative ways to Complete the Work Look for Impacts on Other Projects Meet with Managers to Negotiate Resources Give the Team a Chance to Approve the Final Schedule Compress the Schedule (Crashing and Fast Tracking) PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Schedule Network Analysis
PERT Critical Path Method Schedule Compression What-If Scenario Analysis Resource Leveling PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

PERT Memorize the Formulas Formula Standard Deviation Variance (P+4M+O) 6 (P-O) P-O PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Critical Path Method (CPM)
Determines the longest path in the Network Diagram Determines the earliest and latest an activity can start and the latest it can be completed Method requires an understanding of Critical Path Near Critical Path Float or Slack PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Critical Path Helps prove how long the project will take Helps the Project Manager determine where best to focus their Project Management efforts Helps determine if an issue needs immediate attention Provides a vehicle to compress the schedule during project planning and whenever there are changes Provides a vehicle to determine which activities have float and can therefore be delayed without delaying the project PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Near Critical Path The path close in duration to the critical path Something that shortens the Critical Path could Lengthen the Near Critical Path and actually change the Near Critical Path to the Critical Path Manage to both the Critical Path and the Near Critical Path to ensure the project isn’t delayed PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Float or Slack Must be able to calculate it manually Total Float – amount of time an activity can be Delayed without delaying the project Free Float – amount of time an activity can be Delayed without delaying the early start date of a successor Project Float – amount of time a project can be delayed without delaying the externally imposed deadline committed to by the Project Sponsor PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Float is an asset Extremely Useful Allows you to focus your management on the project Helps team members juggle multiple projects and priorities PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Using CPM You Must Determine the Earliest and Latest an activity can start and the latest each activity can be finished Remember the formula for Float or Slack: LS – ES LF – EF Early figures found by calculating from the Beginning to End – Forward Pass Late figures found by calculating from the End to the Beginning - Backward Pass PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Drawing a Network using CPM
Draw the node and insert boxes in each corner as shown below: Duration ES EF Float LS LF PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Forward Pass First Node in a Network Diagram has an Early start of 0 Work through the Network Diagram and the Critical Path from Start Until End PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

More on Critical Path There can be more than one critical path Multiple critical paths increase risk Critical Path can change Should have Zero Float PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Schedule Compression Done during planning or Integrated Change Control Is desired completion date attainable? Helps define impacts to Time, Cost, Scope, and Risk Compress the schedule without changing Scope Techniques Fast Tracking Crashing PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Fast Tracking Doing Critical Path Activities in Parallel Results in Rework Increases Risk Increased Communication PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Crashing Add Resources to Tasks on the Critical Path Costs More Adds Ambiguity Will Need to Train New Resources PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Other Scheduling Tools
What-If Scenario – What if Things Change Monte Carlo Analysis – Computer Simulates the Outcome of a Project using Pessimistic, Optimistic, and Most Likely Resource Leveling – Used to Produce a Resource Limited Schedule Critical Chain Method – Both Activity and Resource Dependencies PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Reporting Schedule Milestone Charts – Show major events and are used for management review Project Schedule – Shows the activities and sequence (Microsoft Project or Primavera Schedule) Gantt Charts – Progress reporting and control PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Control Schedule PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Schedule Control Controlling changes to the project schedule. Inputs Tools and Tech Outputs Project Management Plan Project Schedule Work performance information Organizational Process Assets Performance Reviews Variance Analysis Project management software Resource Leveling What-if scenario analysis Adjusting leads and lags Schedule compression Scheduling tool Work Performance measurements Organizational process assets Change requests Project management Plan Updates Project document updates PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

What is Schedule Control?
Measures how the project is doing Implement corrective and preventive action Make sure the baseline is met or if a need to re-baseline exists Variances analyzed and reported PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Progress Reporting How Much Work has been done? Percent Complete 50/50 Rule 20/80 Rule 0/100 Rule PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

Time Management – Final Thoughts
Questions will focus on the following PERT Network Diagramming CPM Reporting Interactions with other processes PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC.

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