Project Management

Workshop Series (PRJ-1D) All materials contained herein are the sole property of Certified Success

Unauthorized use is strictly prohibited without express written consent

Keeping on Schedule

Tools and Techniques for Tracking Progress

For a copy of the presentation email me at jackcookhotmailcom

1D3

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

When prompted to type on the screen click the T

on the toolbar then click on the screen to type

When prompted to use the

pointer click the right arrow

When prompted to use the check mark

click the dropdown next to the white box

then click the check mark

WebEx Orientation (1 of 2)

1D4

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All Rights Reserved

PRJ ndash 1D Version 11

To raise your hand

during the presentation

click the hand icon

If you have a question

during the presentation

use the chat window to

contact me

WebEx Orientation (2 of 2)

1D5

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All Rights Reserved

PRJ ndash 1D Version 11

1D6

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All Rights Reserved

PRJ ndash 1D Version 11

Jack Cook

PhD CFPIM CSCP CPSM CSQE MBB

consultant professor speaker and author

jackcookhotmailcom

5854147334

Areas of

Expertise

(alphabetically)

bull Information Technology (IT)

bull Lean Six Sigma (LSS)

bull Operations Management (OM)

bull Project Management (PM)

bull Supply Chain Management (SCM)

bull Masterrsquos Certificate in Project Management

bull Masterrsquos Certificate in Program Management

Certification

Instructor

bull Project Management Institute (PMI) PMP amp CAPM

bull American Society for Quality (ASQ) SSGB amp SSBB

bull Association for Operations Mgt (APICS) CSCP amp CPIM

bull Institute for Supply Management (ISM) CPSM

1D7

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

Future Webinars

Title Session 1 Session 2

Getting Started

What Makes Project Management Unique

11 am ndash noon

(227)

3 ndash 4 pm

(313)

Project Management Fundamentals

Understanding the Path Ahead

3 ndash 4 pm

(41)

11 am ndash noon

(417)

Properly Scoping Projects

An Important Step for Ensuring Success

3 ndash 4 pm

(410)

11 am ndash noon

(424)

Keeping on Schedule

Tools and Techniques for Tracking Progress

11 am ndash noon

(51)

3 ndash 4 pm

(58)

Motivating Leading and Influencing Others

Communicating Expectations amp Creating Buy-In

3 ndash 4 pm

(515)

11 am ndash noon

(529)

Communication Fundamentals

A Critical Skill for All Project Managers

11 am ndash noon

(612)

3 ndash 4 pm

(626)

At the end yoursquore going to be asked what are the key messages of this webinar

So think about your answer as we go through the material

1D8

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

Importance of project

schedules

Planning schedule

management

Defining activities

Sequencing activities

Estimating activity

resources

Estimating activity

durations

Developing the schedule

Controlling the schedule

Project Time Management

1D9

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All Rights Reserved

PRJ ndash 1D Version 11

bull Delivering projects on time is challenging

bull Scheduling issues are a main source of conflict

bull Time is the variable with the least amount of flexibility

bull Project time management ndash the processes required to

ensure timely completion of a project

The Importance of Project Schedules

1D10

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All Rights Reserved

PRJ ndash 1D Version 11

Planning Processes Outputs

Plan Schedule management plan

Define

activities

Activity list activity attributes milestone list project

management plan updates

Sequence

activities

Project schedule network diagrams project documents

updates

Estimate

activity resources

Activity resource requirements resource breakdown

structure project documents updates

Estimate

activity durations Activity duration estimates project documents updates

Develop

schedule

Schedule baseline project schedule schedule data

project calendars project management plan updates

project documents updates

Project Time Management (1 of 2)

Project Start Project Finish

1D11

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All Rights Reserved

PRJ ndash 1D Version 11

Monitoring amp Controlling

Processes Outputs

Control

schedule

bull Work performance information

bull Schedule forecasts

bull Change requests

bull Project management plan updates

bull Project documents updates

bull Organizational process assets updates

Project Time Management (2 of 2)

Project Start Project Finish

1D12

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All Rights Reserved

PRJ ndash 1D Version 11

Schedule management

plan

Activity list

Activity attributes

Activity resource

requirements

Resource calendars

Project scope

statement

Risk register

Resource breakdown structure

Enterprise environmental

factors

Organizational process assets

Have you ever used any of the following

1D13

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All Rights Reserved

PRJ ndash 1D Version 11

bull Main output is a schedule management plan

bull Level of detail varies

ndash Informal and broad

ndash Formal and detailed

bull Used for planning executing and controlling the

project schedule

bull Consists of policies procedures and documentation

Planning Schedule Management

1D14

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All Rights Reserved

PRJ ndash 1D Version 11

bull Important to describe activities in more detail

bull Must specify enough detail to determine resource and

schedule estimates

bull Main outputs

ndash Activity list

ndash Activity attributes

ndash Milestone list

ndash Project management plan updates

Defining Activities and Tasks

1D15

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All Rights Reserved

PRJ ndash 1D Version 11

Both should be in agreement with the

WBS and WBS dictionary

Defining Activities

Activity List Attributes

1D16

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All Rights Reserved

PRJ ndash 1D Version 11

Dependencyrelationship ndash pertains to the

sequencing of project activities or tasks

Sequencing Activities ndash Dependencies

Dependency Definition

Mandatory Inherent in the nature of the

work being performed on a project

Discretionary Defined by the project team

External Involve relationships between

project and non-project activities

1D17

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All Rights Reserved

PRJ ndash 1D Version 11

Activity-on-Arrow (AOA)

Note Assume all durations are in days A=1 means Activity A has a duration of 1 day

1

2

3

4

5

6

7

8

A=1

B=2

C=3

D=4

E=5

F=4

G=6

I=2

H=6

J=3

Burst

Merge

Nodes

1D18

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All Rights Reserved

PRJ ndash 1D Version 11

Types of Dependencies Between Activities

Task Dependency Example Description

Finish-to-Start (FS) Task B cannot start

until task A finishes

Start-to-Start (SS) Task B cannot start

until task A starts

Finish-to-Finish (FF) Task B cannot finish

until task A finishes

Start-to-Finish (SF) Task B cannot finish

until task A starts

A

B

A

B

A

B

A

B

1D19

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All Rights Reserved

PRJ ndash 1D Version 11

bull Types of resources

ndash People

ndash Equipment

ndash Materials

bull Primary outputs

ndash Activity resource requirements

ndash Resource breakdown structure

ndash Project documents updates

Estimating Activity Resources

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All Rights Reserved

PRJ ndash 1D Version 11

Resource Breakdown Structure

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All Rights Reserved

PRJ ndash 1D Version 11

bull Difficulty of activity

bull Uniqueness of activity

bull Organizationrsquos history in doing similar activities

bull Availability and capability of people

bull Availability of materials and equipment

bull Applicable policies and procedures

bull Feasibility of outsourcing

Factors Affecting Resource Allocations

1D22

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All Rights Reserved

PRJ ndash 1D Version 11

bull Duration ndash the actual amount of time worked n an

activity plus elapsed time

bull Effort ndash the number of workdays or work hours required

to complete a task

bull Baseline dates ndash planned schedule dates for activities

bull Schedule baseline ndash entire approved planned schedule

Estimating Activity Durations

1D23

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All Rights Reserved

PRJ ndash 1D Version 11

Milestones for

closing a house

Discussion

Use the chat window to

answer this question

1D24

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All Rights Reserved

PRJ ndash 1D Version 11

SMART Criteria

Specific

Measurable

Assignable Realistic

Time-framed

Adding Milestones to Gantt Charts

1D25

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All Rights Reserved

PRJ ndash 1D Version 11

By a show of hands did formal

milestones exist on your last project

Discussion Question

1D26

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

Tools amp Techniques for Developing a Schedule

Gantt Chart Critical Path Analysis

Critical Chain Scheduling PERT Analysis

1D27

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All Rights Reserved

PRJ ndash 1D Version 11

Provide a standard format for displaying project schedule

information by listing project activities and their

corresponding start and finish dates in calendar form

Gantt Charts

1D28

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All Rights Reserved

PRJ ndash 1D Version 11

A Gantt chart that compares planned and

actual project schedule information

Tracking Gantt Chart

1D29

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All Rights Reserved

PRJ ndash 1D Version 11

bull Network diagramming technique used to predict total

project duration

bull Critical path

ndash Series of activities that determine the earliest time by

which the project can be completed

ndash Longest path through the network diagram

Critical Path Method (CPM)

1D30

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All Rights Reserved

PRJ ndash 1D Version 11

bull First develop a good network diagram

bull Estimate the duration of each activity

bull Add the durations for all activities on each path through

the network diagram

bull The longest path is the critical path

Calculating the Critical Path

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All Rights Reserved

PRJ ndash 1D Version 11

Determining the Critical Path for Project X

1

2

3

4

5

6

7

8

A=1

B=2

C=3

D=4

E=5

F=4

G=6

I=2

H=6

J=3

Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2

1D32

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

bull Although it is the longest path it represents the shortest

time required to complete the project

bull If one or more activities on the critical path take longer

than planned project completion could potentially slip

bull To prevent project slipping the project manager must

take corrective action

What Does the Critical Path Really Mean

1D33

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

Multitasking Example

Task 1 Task 2 Task 3

Task 1 completed

after 10 days

Task 2 completed

after 20 days

10 days 10 days 10 days

Without

multitasking

Task 1 Task 2 Task 3 Task 1 Task 2 Task 3

With

multitasking

Task 1 completed

after 20 days Task 2 completed

after 25 days

5 days 5 days 5 days 5 days 5 days 5 days

1D34

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

bull Theory of Constraints (TOC) ndash a management

philosophy based on the metaphor of a chain and its

weakest link

bull Method that considers limited resources when creating a

project schedule and includes buffers to protect the

project completion date

Critical Chain Scheduling

1D35

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All Rights Reserved

PRJ ndash 1D Version 11

Critical Chain Scheduling

Buffer Additional time to complete a task

Murphyrsquos law States if something can go wrong it will

Project buffer Time added before the projectrsquos due date

Feeding buffers Time added before tasks on critical chain

Parkinsonrsquos law States work expands to fill the time allowed

1D36

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All Rights Reserved

PRJ ndash 1D Version 11

Critical Chain Scheduling Example

FB

FB

FB

FB

X

X

X

Project

buffer

Critical chain

Critical chain

Critical chain

Completion

date X = tasks done by limited resources

FB = feeding buffer

1D37

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All Rights Reserved

PRJ ndash 1D Version 11

Program Evaluation and Review Technique (PERT)

(optimistic time + 4 most likely time + pessimistic time)6 =

= (8 workdays + 4 10 workdays + 24 workdays)6

= 12 workdays

Example

Formula

1D38

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All Rights Reserved

PRJ ndash 1D Version 11

bull Performance reviews

bull A schedule change control system

bull A scheduling tool andor project management software

bull Variance analysis

bull What-if scenario analysis

bull Adjusting leads and lags

bull Schedule compression

bull Resource optimization techniques

Tools amp Techniques for Controlling the Schedule

1D39

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

bull Draw network diagrams

bull Determine the critical path for a project

bull Create Gantt charts

bull Report view and filter specific time management

information

Use Software to Assist in Project Time Management

1D40

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

bull Projects should have realistic schedule goals

bull Review the draft schedule with stakeholders

bull Prepare and get approved a more detailed schedule

bull Project managers should use discipline to help meet goals

Reality Check

1D41

copy 2013 Certified Success

All Rights Reserved

PRJ ndash 1D Version 11

over

Keeping on Schedule

Tools and Techniques for Tracking Progress