1. Project Management Fundamentals - Planning Tools 1

2. PMP Certification Training 2

3. Tools for Project Planning 3  Consistent Method/Methodology  Project Constraints  Constraint Matrix  Work Breakdown Structure  Network Diagram

4. Benefits of using a consistent method 4  Minimizes risk in executing projects  Enhances communication within organization  Increases success rate of project

5. Project Constraints – aka The Triple Constraints 5 ScopeScope ScheduleSchedule BudgetBudget

6. Project Constraints - PMBOK© Version 4 6 ScopeScope ScheduleSchedule BudgetBudget QualityQuality ResourcesResources RisksRisks

7. Constraint Matrix 7 LeastFlexibleModeratelyFlexibleMostFlexible Time Scope Cost

8. 8 LeastFlexibleModeratelyFlexibleMostFlexible Time Scope CostXX X

9. 9

10. The Work Breakdown Structure (WBS)  A WBS is a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project. 10  Work not in the WBS is outside the scope of the project.

11. WBS Definitions  WBS Level: the hierarchical location of a work element in the WBS 11 Project XYZ ResearchAnalysisDoc.Rollout Level 1 Work Package: work elements at the lowest level of the WBS assigned to individuals Parameters Definition Results Analysis Findings Automation Logistics Level 2

12. WBS Definitions  Task: work that is not included in the WBS but potentially could be a further decomposition of work by individuals responsible for the task. It is the lowest level of effort on a project 12 Project XYZ ResearchAnalysisDoc.Rollout Level 1 Parameters Definition Results Analysis Findings Automation Logistics Level 2 Develop documentation Proof documentation Automate retrieval

13. WBS Definitions  Code of Accounts: a numbering system used to uniquely identify each element of the WBS 13 1.0Hardware 1.1Define Architecture 2.0Application 2.1Design Program 3.0Services 3.1Define Data Feed 3.1.1Determine Schedule 3.1.2Define Layout 4.0Database 4.1Design Database

14. Project Management: A Required WBS Grouping  Be sure to include project management responsibilities as deliverables in the WBS  Perform this step with the project team  Not all project management deliverables are the responsibility of the project manager alone 14

15. Defining the Deliverables  The next step in defining the WBS is to identify tasks (or activities) required for the completion of each deliverable (work package)  Deliverables are typically defined as nouns  Tasks begin with a verb  Define tasks to meet project objectives  Estimate duration for each task  Activity Definition can be completed while defining deliverables or as a subsequent task 15

16. How much is enough? 16

17. The Network Diagram 17 StartFinish D E F CBA  Precedence Diagram

18. The Network Diagram  Determine the sequence in which activities occur  Knowing the sequence of when certain activities should occur will help establish your project’s critical path and final schedule estimate 18

19. The Critical Path  The critical path in a project is the series of activities on the longest path through the project.  It has no slack and is the shortest time in which a project can be delivered. 19

20. Activity Sequencing  When sequencing activities, identify any relationships between activities:  Mandatory dependencies (must happen in a specific order)  Discretionary dependencies (best practice for things to occur in a certain order)  External dependencies outside the project (other projects, etc.) 20

21. Activity Sequencing  Determine the precedence relationship for each activity: 21 Activity A Activity B Finish-to-Start (FS) relationship Activity A Activity B Start-to-Finish (SF) relationship Activity A Activity B Finish-to-Finish (FF) relationship Activity A Activity B Start-to-Start (SS) relationship

22. The Network Diagram 22  Checklist: WBS and later defined activities Sequenced activities Relationships (dependencies) defined Activity durations estimated Network diagram method selected Activities with sequence & durations mapped

23. The Network Diagram  Before determining the project’s critical path, review the Risk Assessment to determine if any new risks associated with activities, deliverables, or the project in general, have surfaced  You should also review and complete the remaining plans relevant to your project to uncover additional activities 23

24. Critical Path Definitions 24  Forward Pass: The calculation of the early start and early finish dates for the uncompleted portions of all network activities  Early Start: The earliest possible point in time for which an uncompleted activity can start based on activity sequences and schedule constraints  Early Finish: The earliest possible point in time for which an uncompleted activity can finish based on activity sequences and schedule constraints

25. Critical Path Definitions 25  Backward Pass: The calculation of the late finish date and late start dates for the uncompleted portions of all network activities  Late Start: The latest possible point in time that an activity may begin without delaying a specified milestone  Late Finish: The latest possible point in time that an activity may be completed without delaying a specified milestone

26. Critical Path Definitions 26  Float or Slack: a term used in the Precedence Diagramming Method, is the amount of time that an activity may be delayed from its early start without delaying the project’s finish date

27. Finding the Critical Path 27 Start A2B3 C7 Finish I2 H8 G1 F2 D1E6 0 0 0 225513 778 11779 91113 11 55220 10 3 99332 0 0 Task A ES LS EF LF

28. Finding the Critical Path 28 Start A2B3 C7 Finish I2 H8 G1 F2 D1E6 0 0 0 225513 778 11779 91113 11 55220 10 3 99332 0 0 Task A ES LS EF LF

29. Timing is everything 29

30. Questions, Comments, Concerns? 30