1. Centro de Estudos e Sistemas Avançados do Recife PMBOK - Chapter 6 Project Time Management

2. Contents n Introduction to Project Time Management n Activity Definition n Activity Sequencing n Activity Duration Estimating n Schedule Development n Schedule Control n Glossary

3. Introduction to Project Time Management n Includes the processes required to ensure timely completion of the project. n The major processes in developing the project time schedule are: – Activity Definition – Activity Sequencing – Activity Duraton Estimating – Schedule Development – Schedule Control

4. Activity Definition n Activity Definition – Identifying and documenting the specific activities that must be performed to produce the various project derivables and subderivables identified in the WBS n Inputs to Activity Definition 1. Work Breakdown structure 2. Scope statement 3. Historical information 4. Constrants 5. Assumptions 6. Expert judgment n Tools and Techniques for Activity Definition 1. Decomposition 2. Templates

5. Activity Definition (cont.) n Outputs from Activity Definition 1. Activity list 2. Supporting detail 3. Work breakdown structure update

6. Activity Sequencing n Definition – Identifying and documenting interactivity logical relationships. n Inputs to Activity Sequencing 1. Activity list 2. Product description 3. Mandatory dependencies 4. Discretionary dependencies 5. External dependencies 6. Milestones n Tools and Techniques for Activity Sequencing 1. Precedence diagramming method (PDM) (fig 6-2) 2. Arrow diagramming method (ADM) (fig 6-3) 3. Conditional diagramming methods 4. Network templates

7. Activity Sequencing (cont.) n Outputs from Activity Sequencing 1. Project network diagrams (fig 6-2 and fig 6-3) 2. Activity list updates

8. Activity Duration Estimating n Definition – Taking information on the project scope and resources and then developing durations for input to schedules n Inputs to Activity Duration Estimating 1. Activity list 2. Constraints 3. Assumptions 4. Resource requirements 5. Resource capabilities 6. Historical information 7. Identified risks

9. Activity Duration Estimating(cont.) n Tools and Techniques for Activity Duration Estimating 1. Expert judgment 2. Analogous estimating 3. Quantitatively based durations 4. Reserve time (contingency) n Outputs from Activity Duration Estimating 1. Activity duration estimates 2. Basis of estimates 3. Activity list updates

10. Schedule Development n Definition – Determining start and finish dates for project activities n Inputs to Schedule Development 1. Project network diagrams 2. Activity duration estimates 3. Resource requirements 4. Resource poll description 5. Calendars 6. Constraints 7. Assumptions 8. Leads and lags 9. Risk management plan 10. Activity atributes

11. Schedule Development (cont.) n Tools and Techniques for Schedule Development 1. Mathematical analysis  Critical Path Method (CPM)  Graphical Evaluation and Review Technique (GERT)  Program Evaluation and Review Technique (PERT) (fig 6-4) 2. Duration compression 3. Simulation 4. Resource leveling heuristics 5. Project management software 6. Coding structure

12. Schedule Development (cont.) n Outputs from Schedule Development 1. Project Schedule  Project network diagrams with date information added (fig 6-5)  Bar Charts or Gantt charts (fig 6-6)  Milestone charts (fig 6-7) 2. Supporting detail 3. Schedule management plan 4. Resource requirement updates

13. Schedule Control n Definition – Controlling changes to the project schedule n Inputs to Schedule Control 1. Project schedule 2. Performance reports 3. Change requests 4. Schedule management plan n Tools and Techniques for Scope Change Control 1. Schedule change control system 2. Performance measurement 3. Additional planning 4. Project management software 5. Variance analysis

14. Schedule Control (cont.) n Outputs from Scope Change Control 1. Schedule updates 2. Corrective action 3. Lessons learned

15. Glossary n Decomposition = Refinements n Mandatory dependencies = Hard logic n Discretionary dependencies =Preferred logic, Preferential logic, soft Logic n Milestones n Precedence diagraming method (PDM) n Activity-on-node (AON) n Arrow diagraming method (ADM) n Activity-on-arrow (AOA) n Critical Path Method (CPM) n Grafical Evaluation and Review Technique (GERT) n Program Evalutation and Revew Technique (PERT) n Top-down estimating n Reserve, contigency or buffer n Schedule baseline n Revisions

16. Centro de Estudos e Sistemas Avançados do Recife PMBOK - Chapter 6 Project Time Management