Project Management Certificate Program Defining Project Schedule

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Project Management Certificate ProgramDefining
Project Schedule

• Supplemental Slides

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Resource Breakdown Structure
Time Management Resource Estimating

• A catalogue of the resources available for
  assignment to project activities
• Used to link Work Packages in the Work Breakdown
  Structure to organizational components performing
  project work
• Shows
• Where resources are located
• How much might be available

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Example - RBS
Time Management Resource Estimating
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Scheduling Terms
Time Management Resource Estimating

• Duration
• The number of work periods scheduled for task
  performance (days, weeks, etc)
• Effort
• The amount of work required for task completion
• E.g. staff-hours, person-days, etc
• Resource Intensity
• Effort divided by Duration
• Example four workers at a time to complete the
  scheduled task
• Rate Quantity per unit time (dollars/hour)

Note Effort rarely equals Duration
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Activity Duration Estimating
Time Management Duration Estimating

• Estimating the number of work periods needed to
  complete all activities.
• Factors
• Resource requirements
• Resource capabilities
• Resource availability
• Methods
• Analogous estimates
• Parametric estimates
• Three point estimates (PERT)

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Basis for Duration Estimates
Time Management Duration Estimating

• Duration includes the actual amount of time
  worked on a task elapsed time
• Effort in the number of work hours required to
  complete a task
• Consider the following
• resource capability, availability cost
• elapsed time
• alternatives

Note Effort rarely equals Duration
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PERT
Time Management Duration Estimating

• Program Evaluation Review Technique (PERT)
• Similar to Critical Path Method (CPM)
• Based on precedence network
• Used to account for uncertainty in activity
  duration estimates

O 4M P 6
Expected Activity Duration (D)

• Optimistic (O)

• Most Likely (M)

• Pessimistic (P)

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Resource Leveling
Time Management The Schedule

• Reducing workload to normal levels.
• Approaches
• Modify the schedule by manually redefining,
  moving, or otherwise changing task definitions,
  durations, and/or relationships.
• Use resource leveling capabilities in software
  packages.

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Project Schedule
Time Management The Schedule
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Resource Loading
Time Management The Schedule
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Project Workload
Time Management The Schedule
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Resource Leveling
Time Management The Schedule
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Resource Leveling
Time Management The Schedule
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Resource Leveling
Time Management The Schedule
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Schedule Compression
Time Management The Schedule

• Resource leveling usually results in schedule
  extension.
• Schedule compression can be used both to level
  workload and to compress schedule
• Techniques
• Fast Tracking
• Crashing
• Reduce Project Scope

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Fast Tracking
Time Management The Schedule

• Revise the precedence network to convert
  sequential tasks into parallel tasks.
• Change precedence relationships to overlap task
  execution.

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Crashing
Time Management The Schedule

• Three approaches to reducing project schedule
  duration
• Reduce project scope by eliminating tasks or
  reducing task durations.
• Work overtime and accept additional costs.
• Allocate additional resources in a way that
  minimizes additional costs.

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Project Management Certificate ProgramDefining
Project ScheduleCritical Path

• Supplemental Materials

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Critical Path
Project Schedule Critical Path

• The sequence of schedule activities that
  determines the duration of the project
• In other words .
• the longest path through the activity network
• the path with zero slack (float)
• earliest completion date for a project
• monitor it closely take corrective action

Note Critical Path can change over time
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Key Terms
Project Schedule Critical Path

• Forward Pass defines the earliest date each
  activity can start and finish, thereby
  determining project duration
• Backward Pass defines the latest date each
  activity can start and finish without delaying
  project completion

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More Terms
Project Schedule Critical Path

• Total Slack (Float) amount of time an activity
  can be delayed without delaying project
  completion
• Free Slack (Float) amount of time an activity
  may be delayed without delaying the completion of
  another activity

Note Float Slack
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Precedence Diagramming Method (PDM)
Project Schedule Critical Path
Forward Pass - Add Start End dates Duration
Activity on Node diagram (AON)
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Precedence Diagramming Method (PDM)
Project Schedule Critical Path
Determine Earliest Finish Date
12/27
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Precedence Diagramming Method (PDM)
Project Schedule Critical Path
Backward Pass ? Late Start Finish Dates
12/27
Next Step Calculate Slack (Float)
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Precedence Diagramming Method (PDM)
Project Schedule Critical Path
Calculate Slack (Float) Difference between Early
Late Start Dates
12/27
Critical Path Zero (0) Slack
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Critical Path Zero Slack/Float
Project Schedule Critical Path
12/01 7 12/07
12/26 2 12/27
12/12 12 12/23
12/08 4 12/11
Task A
Task B
Task C
Task D
12/01 0 12/07
12/10 2 12/13
12/14 2 12/25
12/26 0 12/27
12/27
12/08 12 12/19
12/20 6 12/25
Task I
Task J
Start
Finish
12/20 0 12/26
12/08 0 12/19
12/01 10 12/10
12/11 4 12/14
12/20 3 12/22
12/15 5 12/19
Task E
Task F
Task G
Task H
12/25 5 12/27
12/20 5 12/24
12/16 5 12/19
12/06 5 12/15
ES DUR EF
Task
LS FLT LF