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PMP/CAPM Prep Workshop Time PMP/CAPM Prep Workshop1.

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Presentation on theme: "PMP/CAPM Prep Workshop Time PMP/CAPM Prep Workshop1."— Presentation transcript:

1 PMP/CAPM Prep Workshop Time PMP/CAPM Prep Workshop1

2 Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 2 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

3 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 3 Tonight’s Topic Project Time Management Reference Material – Chapter 6PMBOK 5th Edition – Chapter 6PMP Exam Prep 8 th Edition

4 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 4 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.

5 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 5 WBS in Chart and Tabular Form

6 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 6 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.

7 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 7 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.

8 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 8 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

9 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 9 Table 3-1. Project Management Process Groups and Knowledge Area Mapping

10 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 10 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

11 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 11 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.

12 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 12 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.. InputsTools and TechOutputs Enterprise Environmental Factors Scope Baseline Organizational process assets Decomposition Templates Rolling Wave Planning Expert Judgment Activity List Activity Attributes Milestone List

13 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 13 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.

14 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 14 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

15 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 15 Activity Sequencing

16 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 16 Activity Sequencing Definition Identifying and documenting dependencies among schedule activities. InputsTools and TechOutputs 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

17 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 17 Goal Take the activities and sequence them into how the work will be performed Develop a Network Diagram which shows just dependencies

18 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 18 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

19 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 19 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

20 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 20 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

21 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 21 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).

22 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 22 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.

23 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 23 Activity on Node – Precedence Diagramming Method Start Task A Task D Task B Task C Task E Task F End Boxes represent tasks and arrows show dependencies Task C can’t start before task B and D finish Dummies not allowed

24 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 24 Types of Relationships in PDM

25 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 25 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)

26 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 26 Estimate Activity Resources

27 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 27 Activity Resource Estimation Definition GOAL: Estimating the type and quantities of resource required to perform each schedule activity InputsTools and TechOutputs 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

28 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 28 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

29 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 29 Estimate Activity Durations

30 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 30 Activity Duration Estimation Definition Estimating the number of work periods that will be needed to complete individual schedule activities InputsTools and TechOutputs 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

31 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 31 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.

32 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 32 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.

33 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 33 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

34 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 34 Develop Schedule

35 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 35 Schedule Development Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. InputsTools and TechOutputs 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

36 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 36 Goal Project schedule development is an iterative process that determines planned start and finish dates for project activities.

37 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 37 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)

38 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 38 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)

39 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 39 Schedule Network Analysis PERT Critical Path Method Schedule Compression What-If Scenario Analysis Resource Leveling

40 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 40 PERT Memorize the Formulas FormulaStandard DeviationVariance (P+4M+O) 6 (P-O) 6 P-O 6

41 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 41 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

42 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 42 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

43 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 43 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

44 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 44 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

45 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 45 Float is an asset Extremely Useful Allows you to focus your management on the project Helps team members juggle multiple projects and priorities

46 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 46 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

47 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 47 Drawing a Network using CPM Draw the node and insert boxes in each corner as shown below: Duration ESEF Float LSLF

48 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 48 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

49 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 49 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

50 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 50 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

51 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 51 Fast Tracking Doing Critical Path Activities in Parallel Results in Rework Increases Risk Increased Communication

52 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 52 Crashing Add Resources to Tasks on the Critical Path Costs More Adds Ambiguity Will Need to Train New Resources

53 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 53 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

54 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 54 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

55 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 55 Control Schedule

56 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 56 Schedule Control Controlling changes to the project schedule. InputsTools and TechOutputs 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

57 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 57 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

58 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 58 Progress Reporting How Much Work has been done? Percent Complete – 50/50 Rule – 20/80 Rule – 0/100 Rule

59 PMP/CAPM Prep Workshop Contains Confidential information which may not be disclosed with out express written authorization from PMI-CIC. 59 Time Management – Final Thoughts Questions will focus on the following – PERT – Network Diagramming – CPM – Reporting – Interactions with other processes


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