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Satyanarayana. G. Manager-SolutionsSatyanarayana. G. Manager-Solutions
Project Management Fundamentals Training ProgramSession 2/4
G. SatyanarayanaEnvision Enterprise SolutionsMail: [email protected]: +91 9963744407
Date: 10/07/2015Time: 16:00 to 18:00
Project Management Fundamentals Training Program Session 2 Agenda
• Plan Scope Management• Collect requirements• Define Scope• Create WBS• Validate Scope• Control Scope• Q & A
Project ScopeManagement
• Define Activities• Sequence Activities• Estimate Activity Resources• Estimate Activity Durations• Develop Schedule• Control Schedule• Q & A
Project TimeManagement
2
Satyanarayana. G. Manager-Solutions
Exam
Project ScopeManagement
Project TimeManagement
*16:00 to 16:45*16:00 to 16:45 *16:46 to 17:30*16:46 to 17:30
*17:31 to 18:00*17:31 to 18:00
Project Management Fundamentals Training Program Session 2 Agenda
• Plan Scope Management• Collect requirements• Define Scope• Create WBS• Validate Scope• Control Scope• Q & A
16:00 to 16:45
3
Satyanarayana. G. Manager-Solutions
• Plan Scope Management• Collect requirements• Define Scope• Create WBS• Validate Scope• Control Scope• Q & A
Project ScopeManagement
Plan Scope Management
•Create a plan for scope will be defined,validated and controlled.•Purpose is
•to provide broad description to master plan/projectto stakeholders• To direct the project core team
•Describes the “breadth of project”•The following areas to be covered
•Objectives of the project from the perspective ofthe contractor•Requirements: Both internal and externalstakeholders•Deliverables•Milestones•Limits and exclusions : What project does notinclude
Planningprocess
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Satyanarayana. G. Manager-Solutions
•Create a plan for scope will be defined,validated and controlled.•Purpose is
•to provide broad description to master plan/projectto stakeholders• To direct the project core team
•Describes the “breadth of project”•The following areas to be covered
•Objectives of the project from the perspective ofthe contractor•Requirements: Both internal and externalstakeholders•Deliverables•Milestones•Limits and exclusions : What project does notinclude
Plan Scope Management
PCPC
OPAOPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
INPUTS
PMPPMP
Planningprocess
5
Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
1. Scope ManagementPlan
2. Requirementmanagement plan
External SME’sExperts Judgments
Internal SME’sFacilitation Techniques
Plan Scope Management
1. Process for preparing• Project scope management• WBS• How WBS will be maintained and approved• How formal acceptance of the completed deliverables will be obtained
2. Requirement management plan• How requirement activities will be planned, tracked and reported• Requirements prioritization process• Traceability structure to reflect which requirement attributes will be
captured on the traceability matrix
1. Process for preparing• Project scope management• WBS• How WBS will be maintained and approved• How formal acceptance of the completed deliverables will be obtained
2. Requirement management plan• How requirement activities will be planned, tracked and reported• Requirements prioritization process• Traceability structure to reflect which requirement attributes will be
captured on the traceability matrix
Planningprocess
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Satyanarayana. G. Manager-Solutions
1. Process for preparing• Project scope management• WBS• How WBS will be maintained and approved• How formal acceptance of the completed deliverables will be obtained
2. Requirement management plan• How requirement activities will be planned, tracked and reported• Requirements prioritization process• Traceability structure to reflect which requirement attributes will be
captured on the traceability matrix
1. Process for preparing• Project scope management• WBS• How WBS will be maintained and approved• How formal acceptance of the completed deliverables will be obtained
2. Requirement management plan• How requirement activities will be planned, tracked and reported• Requirements prioritization process• Traceability structure to reflect which requirement attributes will be
captured on the traceability matrix
Collect Requirements
•The process of determining, documentingand managing stakeholders needs andrequirements to meet project objectives•Deriving the final requirements from varioussources defined in project charter, SMP andRMP
Planningprocess
7
Satyanarayana. G. Manager-Solutions
•The process of determining, documentingand managing stakeholders needs andrequirements to meet project objectives•Deriving the final requirements from varioussources defined in project charter, SMP andRMP
PCPC
Collect Requirements
SMPSMP
StakeholdersRegister
StakeholdersRegister
Stakeholdersmanagement
Plan
Stakeholdersmanagement
Plan
INPUTS
Planningprocess
Group creativity techniques1. Brain storming2. Nominal group techniques3. The Delphi technique4. Idea/Mind mapping5. Affinity diagramGroup decision Making
techniques1. Unanimity2. Majority3. Plurality4. Directorship
8
Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
StakeholdersRegister
Stakeholdersmanagement
Plan
Stakeholdersmanagement
Plan
•RequirementDocumentation•RTM
Questionnaires and surveysObservationsPrototypesBenchmarkingContext diagramsDocument Analysis
InterviewsFocus groupsWorkshopsGroup creativitytechniques
Group creativity techniques1. Brain storming2. Nominal group techniques3. The Delphi technique4. Idea/Mind mapping5. Affinity diagramGroup decision Making
techniques1. Unanimity2. Majority3. Plurality4. Directorship
Collect Requirements
•Requirement documentation•Description of project justification•Business and project objectives•Functional requirements•Non functional requirements•Acceptance Criteria•Business Rules•Impact on other organization areas•Support and training requirements•Assumptions and constraints
•Requirement traceability Matrix•Define how requirements are linked to•Track through the life cycle•Linking requirements to their origin
•Business / Project objectives•Product development•Test strategy and test scenarios•Product design•Product scope and deliverables
•Requirement documentation•Description of project justification•Business and project objectives•Functional requirements•Non functional requirements•Acceptance Criteria•Business Rules•Impact on other organization areas•Support and training requirements•Assumptions and constraints
•Requirement traceability Matrix•Define how requirements are linked to•Track through the life cycle•Linking requirements to their origin
•Business / Project objectives•Product development•Test strategy and test scenarios•Product design•Product scope and deliverables
Planningprocess
IDAssocIDTechnical Assumption(s)and/or Customer Need(s)
Functional Requirement
Status
Architectural/Design Document
Technical Specification
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Satyanarayana. G. Manager-Solutions
•Requirement documentation•Description of project justification•Business and project objectives•Functional requirements•Non functional requirements•Acceptance Criteria•Business Rules•Impact on other organization areas•Support and training requirements•Assumptions and constraints
•Requirement traceability Matrix•Define how requirements are linked to•Track through the life cycle•Linking requirements to their origin
•Business / Project objectives•Product development•Test strategy and test scenarios•Product design•Product scope and deliverables
•Requirement documentation•Description of project justification•Business and project objectives•Functional requirements•Non functional requirements•Acceptance Criteria•Business Rules•Impact on other organization areas•Support and training requirements•Assumptions and constraints
•Requirement traceability Matrix•Define how requirements are linked to•Track through the life cycle•Linking requirements to their origin
•Business / Project objectives•Product development•Test strategy and test scenarios•Product design•Product scope and deliverables
Technical Specification
System Component(s)
Software Module(s)
Test Case NumberTested InImplemented In
Verification
AdditionalComments
Define scope
•The process of defining a detaileddescription of the project and product•Product scope: The features and functionsthat characterizes a product, service or result•Project scope: The work the need to beaccomplished to deliver a product, service orresult with the specified features andfunctions
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•The process of defining a detaileddescription of the project and product•Product scope: The features and functionsthat characterizes a product, service or result•Project scope: The work the need to beaccomplished to deliver a product, service orresult with the specified features andfunctions
RequirementsDocumentationRequirements
Documentation
Define scope
SMPSMP
OPAOPA
INPUTS
PCPC
Monitoring& Control
11
Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPA
•Project scope statement•Project document updates
External SME’sExperts JudgmentsAlternative generation
Internal SME’sProduct analysisFacilitationworkshops(JAD, VOCand QFD)
PC
Define scope
•Project scope statement•Product acceptance criteria•Product scope description•Project deliverables•Project exclusions•Project constraints•Project assumptions
•Project documents updates•Requirements traceability matrix•Requirements documentation•Stakeholders register
•Project scope statement•Product acceptance criteria•Product scope description•Project deliverables•Project exclusions•Project constraints•Project assumptions
•Project documents updates•Requirements traceability matrix•Requirements documentation•Stakeholders register
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•Project scope statement•Product acceptance criteria•Product scope description•Project deliverables•Project exclusions•Project constraints•Project assumptions
•Project documents updates•Requirements traceability matrix•Requirements documentation•Stakeholders register
•Project scope statement•Product acceptance criteria•Product scope description•Project deliverables•Project exclusions•Project constraints•Project assumptions
•Project documents updates•Requirements traceability matrix•Requirements documentation•Stakeholders register
Create WBS
•The process of sub dividing the project deliverables•Making project work into smaller, more manageablecomponents•WBS is the final deliverable•WBS will prevent work from slipping through thecracks•WBS is a complete project scope•WBS can be a phase or deliverable•Generally it is phase wise but leads to deliverables•A deliverable oriented grouping of project componentsthat organizes and defines the total scope of the project•The least item is work package/deliverable in WBS•Work outside the WBS is outside the scope of theproject•WBS is used to communicate with customer onprogress•8/80 rules preferred
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•The process of sub dividing the project deliverables•Making project work into smaller, more manageablecomponents•WBS is the final deliverable•WBS will prevent work from slipping through thecracks•WBS is a complete project scope•WBS can be a phase or deliverable•Generally it is phase wise but leads to deliverables•A deliverable oriented grouping of project componentsthat organizes and defines the total scope of the project•The least item is work package/deliverable in WBS•Work outside the WBS is outside the scope of theproject•WBS is used to communicate with customer onprogress•8/80 rules preferred
RequirementsdocumentationRequirements
documentation
Create WBS
SMPSMP
OPAOPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
INPUTS
Projectscope
statement
Projectscope
statement
PlanningProcess
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Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
•Scope baseline•Project Document update
External SME’sExperts JudgmentsDecomposition
Internal SME’s
Create WBS
•Scope baseline•Components of project management plan•Description of project scope, major deliverables, assumptions and constraints•Deliverable oriented hierarchical decomposing•Control accounts are established for work packages•Code of accounts are assigned to WBS•WBS dictionary is created
•Contact information•Acceptance criteria•Quality requirements•Cost estimates•Resource and skills required•Schedule milestones•Description of work•Code of account
•Project requirements documentation updates
•Scope baseline•Components of project management plan•Description of project scope, major deliverables, assumptions and constraints•Deliverable oriented hierarchical decomposing•Control accounts are established for work packages•Code of accounts are assigned to WBS•WBS dictionary is created
•Contact information•Acceptance criteria•Quality requirements•Cost estimates•Resource and skills required•Schedule milestones•Description of work•Code of account
•Project requirements documentation updates
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•Scope baseline•Components of project management plan•Description of project scope, major deliverables, assumptions and constraints•Deliverable oriented hierarchical decomposing•Control accounts are established for work packages•Code of accounts are assigned to WBS•WBS dictionary is created
•Contact information•Acceptance criteria•Quality requirements•Cost estimates•Resource and skills required•Schedule milestones•Description of work•Code of account
•Project requirements documentation updates
•Scope baseline•Components of project management plan•Description of project scope, major deliverables, assumptions and constraints•Deliverable oriented hierarchical decomposing•Control accounts are established for work packages•Code of accounts are assigned to WBS•WBS dictionary is created
•Contact information•Acceptance criteria•Quality requirements•Cost estimates•Resource and skills required•Schedule milestones•Description of work•Code of account
•Project requirements documentation updates
Validate Scope
•The process of formalizing acceptance of thecompleted deliverables•For internal projects, signoff done by internalsponsor•For external, signoff done by customer•Validate scope is done in all phases of theproject•Deliverables that are completed and checkedfor completeness through control qualityprocess should be sent to validate scopeprocess•Degree of compliance with requirementsmust be mentioned
Monitoring&
Control
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Satyanarayana. G. Manager-Solutions
•The process of formalizing acceptance of thecompleted deliverables•For internal projects, signoff done by internalsponsor•For external, signoff done by customer•Validate scope is done in all phases of theproject•Deliverables that are completed and checkedfor completeness through control qualityprocess should be sent to validate scopeprocess•Degree of compliance with requirementsmust be mentioned
RTMRTM
Validate Scope
PMPPMP
VerifiedDeliverables
VerifiedDeliverablesRequirements
documentationRequirements
documentation
INPUTS
Monitoring&
Control
Workperformance
Data
Workperformance
Data
Severity of nonconformities
Degree ofcompliance
17
Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
VerifiedDeliverablesRequirements
documentation
•Accepted deliverables•CR’s
Group decision makingtechniques
Inspection
Validate Scope
•Accepted deliverables which are meeting the acceptance criteria•Receiving change requests with reason for change•Defects identified•Information about the work progress•Updates in the project status•Updates in the product documentation
•Accepted deliverables which are meeting the acceptance criteria•Receiving change requests with reason for change•Defects identified•Information about the work progress•Updates in the project status•Updates in the product documentation
Monitoring&
Control
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Satyanarayana. G. Manager-Solutions
•Accepted deliverables which are meeting the acceptance criteria•Receiving change requests with reason for change•Defects identified•Information about the work progress•Updates in the project status•Updates in the product documentation
•Accepted deliverables which are meeting the acceptance criteria•Receiving change requests with reason for change•Defects identified•Information about the work progress•Updates in the project status•Updates in the product documentation
Control Scope
•The process of monitoring the status of theproject and product scope and managing thechanges to the scope baseline
Monitoring&
Control
19
Satyanarayana. G. Manager-Solutions
•The process of monitoring the status of theproject and product scope and managing thechanges to the scope baseline
RTMRTM
Control Scope
PMPPMP
OPAOPARequirementsdocumentationRequirements
documentation
INPUTS
Monitoring&
Control
Workperformance
Data
Workperformance
Data •Compare scopebaseline with actualwork•Analyze if anydifference•Determine themagnitude andcause of variance•Decide acorrection andprevention action
20
Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPARequirementsdocumentation
•Work performanceInformation•Change requests
Variance AnalysisVariance Analysis
•Compare scopebaseline with actualwork•Analyze if anydifference•Determine themagnitude andcause of variance•Decide acorrection andprevention action
Validate Scope
•Work performance information•Planned vs actual technical performance•Scope performance measurements
•Change requests•Change to scope baselines•Changes to PMP•Preventive and corrective actions
•Defects repair•Scope baseline updates•Cost and schedule baseline update•Project documents updates•OPA updates
•Lessons learned from scope control•Corrective and preventive actions•Cause of variance
•Work performance information•Planned vs actual technical performance•Scope performance measurements
•Change requests•Change to scope baselines•Changes to PMP•Preventive and corrective actions
•Defects repair•Scope baseline updates•Cost and schedule baseline update•Project documents updates•OPA updates
•Lessons learned from scope control•Corrective and preventive actions•Cause of variance
Monitoring&
Control
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Satyanarayana. G. Manager-Solutions
•Work performance information•Planned vs actual technical performance•Scope performance measurements
•Change requests•Change to scope baselines•Changes to PMP•Preventive and corrective actions
•Defects repair•Scope baseline updates•Cost and schedule baseline update•Project documents updates•OPA updates
•Lessons learned from scope control•Corrective and preventive actions•Cause of variance
•Work performance information•Planned vs actual technical performance•Scope performance measurements
•Change requests•Change to scope baselines•Changes to PMP•Preventive and corrective actions
•Defects repair•Scope baseline updates•Cost and schedule baseline update•Project documents updates•OPA updates
•Lessons learned from scope control•Corrective and preventive actions•Cause of variance
Project Management Fundamentals Training Program Session 2 Agenda
• Define Activities• Sequence Activities• Estimate Activity Resources• Estimate Activity Durations• Develop Schedule• Control Schedule• Q & A
16:46 to 17:30
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Satyanarayana. G. Manager-Solutions
• Define Activities• Sequence Activities• Estimate Activity Resources• Estimate Activity Durations• Develop Schedule• Control Schedule• Q & A
Project TimeManagement
Plan Schedule Management
•The process of establishing the policies,procedures and documentation for planning,developing, managing, executing and controllingthe project schedule
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•The process of establishing the policies,procedures and documentation for planning,developing, managing, executing and controllingthe project schedule
Plan Schedule Management
PMPPMP
OPAOPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
INPUTS
PCPC
PlanningProcess
•Schedulingmethodology•Scheduling toolsandtechniques(CPM,PERT)•Estimatingapproach•Formats•PMIS
25
Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
•Schedule management plan
Experts JudgmentsAnalytical techniques
Meetings
•Schedulingmethodology•Scheduling toolsandtechniques(CPM,PERT)•Estimatingapproach•Formats•PMIS
Plan schedule Management
•Process description•Reporting formats•Rules for performance Measurements•Control thresholds•Project schedule Modele maintenance•Organization process links•Unit of measurements•Level of accuracy
•Process description•Reporting formats•Rules for performance Measurements•Control thresholds•Project schedule Modele maintenance•Organization process links•Unit of measurements•Level of accuracy
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•Process description•Reporting formats•Rules for performance Measurements•Control thresholds•Project schedule Modele maintenance•Organization process links•Unit of measurements•Level of accuracy
•Process description•Reporting formats•Rules for performance Measurements•Control thresholds•Project schedule Modele maintenance•Organization process links•Unit of measurements•Level of accuracy
Define activities
•The process of identifying and documenting thespecific actions to be performed to produce theproject deliverables•Subdivides work packages into smaller activities•Form of progressive elaboration•Work in near term is planned in detail•Future work is planned at higher level
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•The process of identifying and documenting thespecific actions to be performed to produce theproject deliverables•Subdivides work packages into smaller activities•Form of progressive elaboration•Work in near term is planned in detail•Future work is planned at higher level
Define activities
SMPSMP
OPAOPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
INPUTS
Scopebaseline
Scopebaseline
PlanningProcess
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Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
•Activities list
Experts JudgmentsDecompositionRolling wave planning
Define activities
•List of all activities on the project•Activities identifies•Activity Attributes with description of activity
•ID,WBSID, Activity name•Description•Predecessors and successor•Relationships, leads and lags•Resource requirements•Constraints dates•Assumptions
•Milestone list with point in the life of the project(significant event). It does nothave duration•Decision points, signoffs, Go-on go, phase exit
•List of all activities on the project•Activities identifies•Activity Attributes with description of activity
•ID,WBSID, Activity name•Description•Predecessors and successor•Relationships, leads and lags•Resource requirements•Constraints dates•Assumptions
•Milestone list with point in the life of the project(significant event). It does nothave duration•Decision points, signoffs, Go-on go, phase exit
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•List of all activities on the project•Activities identifies•Activity Attributes with description of activity
•ID,WBSID, Activity name•Description•Predecessors and successor•Relationships, leads and lags•Resource requirements•Constraints dates•Assumptions
•Milestone list with point in the life of the project(significant event). It does nothave duration•Decision points, signoffs, Go-on go, phase exit
•List of all activities on the project•Activities identifies•Activity Attributes with description of activity
•ID,WBSID, Activity name•Description•Predecessors and successor•Relationships, leads and lags•Resource requirements•Constraints dates•Assumptions
•Milestone list with point in the life of the project(significant event). It does nothave duration•Decision points, signoffs, Go-on go, phase exit
Sequence activities
•The process of identifying and documentingrelationship among the project activities•Using techniques like PDM/AON for constructing aproject schedule network•Precedence Diagramming Method/Activity onNode•Using produced using software's•Used to display activity dependencies(hard logic,outside and discretionary dependencies•PDM’s like FTS, FTF, STS and STF•FTS : Most commonly used method•STF: least commonly used method
PlanningProcess
30
Satyanarayana. G. Manager-Solutions
•The process of identifying and documentingrelationship among the project activities•Using techniques like PDM/AON for constructing aproject schedule network•Precedence Diagramming Method/Activity onNode•Using produced using software's•Used to display activity dependencies(hard logic,outside and discretionary dependencies•PDM’s like FTS, FTF, STS and STF•FTS : Most commonly used method•STF: least commonly used method
Sequence activities
SMPSMP
OPAOPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
INPUTS
Activity ListActivity List
PlanningProcess
MilestoneList
MilestoneList
Projectscope
Statement
Projectscope
Statement
Leads: accelerationof successoractivityLag: Delay insuccessor activity
31
Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
•Project scheduling NetworkDiagrams•Project Documents updates
Leads and LagsPDMDependencyDetermination
Leads: accelerationof successoractivityLag: Delay insuccessor activity
Sequence activities
•Displays activity dependencies•This is most done through software•Updates activity list•Updates risk register•Updates activity attributes
•Displays activity dependencies•This is most done through software•Updates activity list•Updates risk register•Updates activity attributes
PlanningProcess
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Satyanarayana. G. Manager-Solutions
Estimate Activity Resources
• The process of estimating the type and quantitiesof materials, human resources, equipments orsupplies to perform each activity•Materials / equipments: Make / Buy/rent/lease•Resources : internal/external•Mostly used bottom-up method•Commonly done using software•Estimating activity duration : number of workperiods
PlanningProcess
33
Satyanarayana. G. Manager-Solutions
• The process of estimating the type and quantitiesof materials, human resources, equipments orsupplies to perform each activity•Materials / equipments: Make / Buy/rent/lease•Resources : internal/external•Mostly used bottom-up method•Commonly done using software•Estimating activity duration : number of workperiods
Estimate Activity Resources
SMPSMP
OPAOPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
INPUTS
ProjectScope
statement &Activity List
ProjectScope
statement &Activity List
PlanningProcess
ActivityResource
Requirements
ActivityResource
RequirementsResourceCalendarResourceCalendar
34
Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
•Activity resourcerequirements
Bottom-up estimatesPMIS
Expert JudgmentAlternative analysisPublished estimateddata
Estimate Activity Resources
•Activity Resource Requirements•List of resources required for each activity•Type and quantities required for each activity•Resources are then aggregated to work package levels•Documentation on the resource estimation and utilization
•Resource Breakdown Structure•Graphical hierarchy of resource structure•Breakdown by resource category and type•Includes proficiency and grade
•Project document updates
•Activity Resource Requirements•List of resources required for each activity•Type and quantities required for each activity•Resources are then aggregated to work package levels•Documentation on the resource estimation and utilization
•Resource Breakdown Structure•Graphical hierarchy of resource structure•Breakdown by resource category and type•Includes proficiency and grade
•Project document updates
PlanningProcess
35
Satyanarayana. G. Manager-Solutions
•Activity Resource Requirements•List of resources required for each activity•Type and quantities required for each activity•Resources are then aggregated to work package levels•Documentation on the resource estimation and utilization
•Resource Breakdown Structure•Graphical hierarchy of resource structure•Breakdown by resource category and type•Includes proficiency and grade
•Project document updates
•Activity Resource Requirements•List of resources required for each activity•Type and quantities required for each activity•Resources are then aggregated to work package levels•Documentation on the resource estimation and utilization
•Resource Breakdown Structure•Graphical hierarchy of resource structure•Breakdown by resource category and type•Includes proficiency and grade
•Project document updates
Estimate Activity Duration
• The process of estimating the number of workperiods needed to complete individual activitieswith estimated resources•Can be calculated based on percentage ofestimated duration•Fixed work period•Quantities Analysis
PlanningProcess
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Satyanarayana. G. Manager-Solutions
• The process of estimating the number of workperiods needed to complete individual activitieswith estimated resources•Can be calculated based on percentage ofestimated duration•Fixed work period•Quantities Analysis
Estimate Activity Duration
SMPSMP
OPAOPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
INPUTS
ProjectScope
statement &Activity List
ProjectScope
statement &Activity List
PlanningProcess
ActivityResource
Requirements
ActivityResource
RequirementsResourceCalendarResourceCalendar
•Based optimistic,Most likely andpessimistic•Activity ExpectedDuration(P+4M+O)/6•Activity Standardduration (P-O)/6•Activity variance(P-O/6)2
RiskRegister
RiskRegister
Activity List&
Attributes
Activity List&
Attributes
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Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
•Activity duration estimate
Three point Estimate(Programevaluation & ReviewTechnique)Group discussion makingtechniqueReserve Analysis
Expert JudgmentAnalogous estimatingParametricestimating(regressionAnalysis and learningcurve)
•Based optimistic,Most likely andpessimistic•Activity ExpectedDuration(P+4M+O)/6•Activity Standardduration (P-O)/6•Activity variance(P-O/6)2
Estimate Activity Duration
•Activity duration estimation•Estimate for each activity•Indicates a range of possible results
•Project document updates•Activity attributes•Assumptions made during estimates
• Standard deviation tells you how unsure the estimate is
•Activity duration estimation•Estimate for each activity•Indicates a range of possible results
•Project document updates•Activity attributes•Assumptions made during estimates
• Standard deviation tells you how unsure the estimate is
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•Activity duration estimation•Estimate for each activity•Indicates a range of possible results
•Project document updates•Activity attributes•Assumptions made during estimates
• Standard deviation tells you how unsure the estimate is
•Activity duration estimation•Estimate for each activity•Indicates a range of possible results
•Project document updates•Activity attributes•Assumptions made during estimates
• Standard deviation tells you how unsure the estimate is
Develop schedule
•The process of analyzing sequence, duration,resource requirements and schedule constraints tocreate the project schedule model•Used constraints like
•Start no earlier than•Finish no earlier than•Start no later than•Finish no later than•Must start on•Must finish on
•Uses schedule network Analysis•Float of an activity determined Determining theamount of time the activity can be delayed beforeit delays the critical path
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•The process of analyzing sequence, duration,resource requirements and schedule constraints tocreate the project schedule model•Used constraints like
•Start no earlier than•Finish no earlier than•Start no later than•Finish no later than•Must start on•Must finish on
•Uses schedule network Analysis•Float of an activity determined Determining theamount of time the activity can be delayed beforeit delays the critical path
Develop schedule
SMPSMP
OPAOPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
INPUTS
ProjectScope
statement
ProjectScope
statement
PlanningProcess
Projectschedulenetworkdiagram
Projectschedulenetworkdiagram
Resourcebreakdownstructure
Resourcebreakdownstructure
RiskRegister
RiskRegister
Activity List&
Attributes
Activity List&
AttributesProject
Staffassignments
ProjectStaff
assignments
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Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPAEnterpriseEnvironmental
Factors
EnterpriseEnvironmental
Factors
•Schedule baseline
Schedule network diagramCritical patch chainModeling techniquesSchedule compression(fasttracking/crashing)
Critical Path methodResource OptimizationLeads and lagsScheduling tools
Develop schedule
•Schedule baseline•Baseline can be changed only after the changes are approved•Baseline has start and fish dates•Represents the agreed and approved dates
•Project schedule•Critical path•Project schedule network diagrams•Bar charts displaying activities and start and end dates
•Schedule data•Supporting documentation•Assumption and constraints•Delivery schedule•Cashflow projection•Resource histograms
•Project calendar•PMP updates•Project documents updates
•Schedule baseline•Baseline can be changed only after the changes are approved•Baseline has start and fish dates•Represents the agreed and approved dates
•Project schedule•Critical path•Project schedule network diagrams•Bar charts displaying activities and start and end dates
•Schedule data•Supporting documentation•Assumption and constraints•Delivery schedule•Cashflow projection•Resource histograms
•Project calendar•PMP updates•Project documents updates
PlanningProcess
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Satyanarayana. G. Manager-Solutions
•Schedule baseline•Baseline can be changed only after the changes are approved•Baseline has start and fish dates•Represents the agreed and approved dates
•Project schedule•Critical path•Project schedule network diagrams•Bar charts displaying activities and start and end dates
•Schedule data•Supporting documentation•Assumption and constraints•Delivery schedule•Cashflow projection•Resource histograms
•Project calendar•PMP updates•Project documents updates
•Schedule baseline•Baseline can be changed only after the changes are approved•Baseline has start and fish dates•Represents the agreed and approved dates
•Project schedule•Critical path•Project schedule network diagrams•Bar charts displaying activities and start and end dates
•Schedule data•Supporting documentation•Assumption and constraints•Delivery schedule•Cashflow projection•Resource histograms
•Project calendar•PMP updates•Project documents updates
Control schedule
•The process of monitoring the status of the projectactivities to update project progress and managechanges to the schedule baseline to achieve theplan
Monitoring&
controlling
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Satyanarayana. G. Manager-Solutions
•The process of monitoring the status of the projectactivities to update project progress and managechanges to the schedule baseline to achieve theplan
Control schedule
WorkPerformance
data
WorkPerformance
data
OPAOPA
INPUTS
ScheduleData
ScheduleData
Monitoring&
controlling
ProjectscheduleProject
schedule
ProjectcalendarProject
calendar
PerformanceReview
PerformanceReview
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Satyanarayana. G. Manager-Solutions
OUTPUT
Tools&
Techniques
OPA
•Schedule baseline
Leads and lagsSchedule compressionSchedule tools
Performance reviewPMISResource OptimizationtechniquesModeling techniques
Projectschedule
Control schedule
•Work performance information•SPI•SV
•Schedule forecast: estimates and predictions of conditions and events based onthe information and knowledge available at the time of forecast•Change requests: Change to schedule baseline and PMP•PMP updates:
•Schedule baseline•Schedule management plan•Cost baseline
•Project documents updates•OPA updates
•Work performance information•SPI•SV
•Schedule forecast: estimates and predictions of conditions and events based onthe information and knowledge available at the time of forecast•Change requests: Change to schedule baseline and PMP•PMP updates:
•Schedule baseline•Schedule management plan•Cost baseline
•Project documents updates•OPA updates
Monitoring&
controlling
44
Satyanarayana. G. Manager-Solutions
•Work performance information•SPI•SV
•Schedule forecast: estimates and predictions of conditions and events based onthe information and knowledge available at the time of forecast•Change requests: Change to schedule baseline and PMP•PMP updates:
•Schedule baseline•Schedule management plan•Cost baseline
•Project documents updates•OPA updates
•Work performance information•SPI•SV
•Schedule forecast: estimates and predictions of conditions and events based onthe information and knowledge available at the time of forecast•Change requests: Change to schedule baseline and PMP•PMP updates:
•Schedule baseline•Schedule management plan•Cost baseline
•Project documents updates•OPA updates
PM Fundamentals Session 2/4
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30 Questions30 Min
17:31 to 18:00
46
Satyanarayana. G. Manager-Solutions
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Keep
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