P ROJECT M ANAGEMENT, PMI A PPROACH (PMP) P ROJECT T IME AND S CHEDULE M ANAGEMENT Sayed Ahmed BSc. Eng. in CSc. & Eng. (BUET, Bangladesh) MSc. in CSc. (University of Manitoba, Canada) Just E.T.C for Business, Education, Technology, and Entertainment Solutions Resources: Book: PMP in Depth by Dr. Paul Sanghera Book: The PMP Exam, How to Pass on Your First Try By Andy Crowe Project Management Lessons in Undergraduate Study Work Experience

R EFERENCES & R ESOURCES Book: PMP in Depth by Dr. Paul Sanghera Read on 2007 Book: The PMP Exam, How to Pass on Your First Try by Andy Crowe Read on 2007 A Project Management lessons in undergraduate study Articles from the Internet Work Experience 2

L EARNING O BJECTIVES 3

O UR S ERVICES 4

P ROJECT T IME M ANAGEMENT P ROCESS 1. Define Activities Required 2. Sequence Activities 3. Estimate Resources for the Activities 4. Calculate Duration of the Activities 5. Develop Schedule 6. Control Schedule 5

P ROJECT T IME M ANAGEMENT P ROCESS Process: Define Activities Required List all the activities functionalities modules components That you want to develop When the project scope is defined use it to decompose the work into activity list Work breakdown structure will be useful at this stage List what modules, components the project will handle 6

P ROJECT T IME M ANAGEMENT P ROCESS Process: Define Activities Required List all the functionalities/activities that are required for each of the modules/components For each activity define properties assumptions quality requirements and output requirements Input : Define Activities Required Project scope statement Work breakdown structure Output : Define Activities Required Project activities [activity list] Activity attributes milestone list requested changes 7

P ROJECT T IME M ANAGEMENT P ROCESS Process: Define Activities Required Tools Decomposition Decompose work into smaller activities. Project team or the functional manager may be of good use here Templates The Company may have them other project may have them and some standards like IEEE may define some templates Rolling Wave Planning Many later aspects of the project may not be understood at the beginning Hence, initially decompose as much as possible and later with the progress, improve the decomposition Expert Judgment Take help of other experts in the field Project team or the functional manager may be of good use here 8

P ROJECT T IME M ANAGEMENT P ROCESS Process: Sequence Activities Find the order/sequence of the activities Some activities may be dependent on the completion of another activity – find them Some modules may be dependent on the completion of another module – find them Sometimes, it may be the case some activities/modules are not strictly dependent on another activity but may be preferable to start after another activity/module [Best Practice] Find them In this step, you need to find the sequence and then create a project network diagram Note module refers to a complete unit/component where each module may have many activities 9

P ROJECT T IME M ANAGEMENT P ROCESS Process: Sequence Activities Input Mostly from the first step Project scope statement Activity list Activity Attributes Milestone List Approved change requests 10

P ROJECT T IME M ANAGEMENT P ROCESS Process: Sequence Activities Tools Precedence Diagram Method (PDM) Activities are represented by the nodes where arrows represent the dependencies that exist between the activities Arrow Diagramming Method (ADM) Activities are represented using arrows where nodes represent the connection points We can create dummy activities with dotted arrows [not possible in PDM] 11

P ROJECT T IME M ANAGEMENT P ROCESS Process: Sequence Activities Tools Graphical Evaluative Review Technique (GERT): Like the PDM diagrams. Additionally, you can show dependencies among activities. Also, you can represent repeated processes. Network Templates: Sub networks of another project in the organization may be useful. Dependency Determination: like mandatory dependencies [you can not break the dependency] discretionary dependencies [best practices, the dependency is not strict], and external dependencies [out of the scope of the project]. Apply leads and lags: 12

P ROJECT T IME M ANAGEMENT P ROCESS Process: Sequence Activities Output Project schedule network diagram 13

P ROJECT T IME M ANAGEMENT P ROCESS Process: Estimate Resources for the Activities 3rd: Then you need to identify the resource requirements of each activity Process: Calculate Duration of the Activities 4th: Estimate duration for each activity It may be experience based practical examples based another completed project based mathematical analysis based Process: Develop Schedule 5th: Develop the schedule Project sequencing and time estimating will directly affect this Several projects may require the same resource Hence, the schedule should check when the resource is available and schedule accordingly Process: Control Schedule 6th: Monitor how the schedule is performing 14

P ROJECT S CHEDULE D EVELOPMENT In this phase, the following are determined Project duration Project finish date Schedules of the activities Input to the Phase Activity List Activity Attributes Project Schedule Network Diagrams Activity Duration Activity Resource Requirements Resource Calendars 15

P ROJECT S CHEDULE D EVELOPMENT Tools Critical Path Model (CPM) CPM is extensively used to determine the project duration CPM method also helps to identify how much individual activities can slip without affecting the total duration of the project Crashing and Fast tracking Crashing tries to add more resources into the project to ensure that the project will be finished on time or early. [Note: Fred's theory: adding resources to an already delayed project will/may increase the delay] Fast tracking tries to run multiple activities in parallel to ensure that the project will be finished on time or early Resource Leveling Apply the resource availability [and quantity] to the project duration It may increase the project duration when sufficient resource [in quantity or at the right time] is not available. 16

P ROJECT S CHEDULE D EVELOPMENT Critical Chain Method It is almost similar to the Critical Path Method Critical path method uses a concept called float CPM first calculates the total duration and then calculates float [ HOW MUCH IT CAN SLIP ] FOR EACH ACTIVITY CPM ensures that no activity exceeds its float In Critical Chain Method LATEST POSSIBLE START AND LATEST POSSIBLE FINISH DATES ARE DETERMINED FOR EACH ACTIVITY A FTERWARDS, BUFFERS ARE ADDED BETWEEN ACTIVITIES T HE GOAL IS NEVER TRY TO EXCEED THE BUFFER Company Calendar C OMPANY C ALENDARS MAY BE USED TO CHECK THE COMPANY HOLIDAYS, OR EVENTS that may affect the project duration/schedule Adjusting leads and lags 17

S TEPS IN CPM M ODEL Using CPM Model [steps] 1. CPM uses the arrow diagram method [activities and duration on arrows, nodes as connectors] to represent project activities and duration. 2. After building the diagram find the critical path [the path that takes the longest time from start to finish considering all alternatives] 3. Calculate float how much an activity can slip without affecting the critical path. 4. Calculate Early start The earliest date an activity can start considering the dependencies 5. Calculate Early finish Early start date + duration –

S TEPS IN CPM M ODEL 6. Calculate Late Start: What is the last date an activity can start considering the dependencies 7. Calculate Late Finish: Late start date + duration – 1 8. Calculate Free Float: Amount of time an activity can be delayed without affecting the dependent activities' early start date 9. Calculate Negative Float: Occurs when an activity's start date occurs before a preceding activity's finish date When you have calculated all the values the values will help greatly in the schedule control 19