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Project Management Certificate Program Defining Project Schedule

Project Management Certificate Program Defining Project Schedule. Supplemental Slides. Time Management Resource Estimating. Resource Breakdown Structure. A catalogue of the resources available for assignment to project activities

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Project Management Certificate Program Defining Project Schedule

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  1. Project Management Certificate ProgramDefining Project Schedule Supplemental Slides

  2. Time Management Resource Estimating Resource Breakdown Structure • 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

  3. Company Department Department Department Department Department • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill • Position/Skill Time Management Resource Estimating Example - RBS

  4. Time Management Resource Estimating Scheduling Terms • 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

  5. Time Management Duration Estimating Activity 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)

  6. Time Management Duration Estimating Basis for Duration Estimates • 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

  7. Time Management Duration Estimating PERT • 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)

  8. Time Management The Schedule Resource Leveling • 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.

  9. Time Management The Schedule Project Schedule

  10. Time Management The Schedule Resource Loading

  11. Time Management The Schedule Project Workload

  12. Time Management The Schedule Resource Leveling

  13. Time Management The Schedule Resource Leveling

  14. Time Management The Schedule Resource Leveling

  15. Time Management The Schedule Schedule Compression • 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

  16. Time Management The Schedule Fast Tracking • Revise the precedence network to convert sequential tasks into parallel tasks. • Change precedence relationships to overlap task execution.

  17. Time Management The Schedule Crashing • 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.

  18. Project Management Certificate ProgramDefining Project ScheduleCritical Path Supplemental Materials

  19. Project Schedule Critical Path 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

  20. Project Schedule Critical Path Key Terms • Forward Pass – defines the earliest dateeach activity can start and finish, thereby determining project duration • Backward Pass – defines the latest dateeach activity can start and finish without delaying project completion

  21. Project Schedule Critical Path More Terms • 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

  22. 12/01 7 12/07 12/08 4 12/11 12/12 12 12/23 12/24 2 12/25 Task A Task B Task C Task D 12/08 12 12/19 12/20 6 12/25 Task I Task J Start Finish 12/01 10 12/10 12/11 4 12/14 12/15 5 12/19 12/20 3 12/22 Task E Task F Task G Task H ES DUR EF Task Project Schedule Critical Path Precedence Diagramming Method (PDM) Forward Pass - Add Start & End dates + Duration Activity on Node diagram (AON)

  23. 12/26 2 12/27 12/01 7 12/07 12/08 4 12/11 12/12 12 12/23 12/24 2 12/25 Task A Task B Task C Task D 12/08 12 12/19 12/20 6 12/25 Task I Task J Start Finish 12/01 10 12/10 12/11 4 12/14 12/15 5 12/19 12/20 3 12/22 Task E Task F Task G Task H ES DUR EF Task Project Schedule Critical Path Precedence Diagramming Method (PDM) Determine Earliest Finish Date 12/27

  24. 12/01 7 12/07 12/08 4 12/11 12/12 12 12/23 12/26 2 12/27 Task A Task B Task C Task D 12/01 12/07 12/10 12/13 12/14 12/25 12/26 12/27 12/08 12 12/19 12/20 6 12/25 Task I Task J Start Finish 12/08 12/19 12/20 12/25 12/01 10 12/10 12/11 4 12/14 12/15 5 12/19 12/20 3 12/22 Task E Task F Task G Task H 12/06 12/15 12/16 12/19 12/20 12/24 12/25 12/27 ES DUR EF Task LS LF Project Schedule Critical Path Precedence Diagramming Method (PDM) Backward Pass  Late Start & Finish Dates 12/27 Next Step: Calculate Slack (Float)

  25. 12/01 7 12/07 12/08 4 12/11 12/12 12 12/23 12/26 2 12/27 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 12/08 12 12/19 12/20 6 12/25 Task I Task J Start Finish 12/08 0 12/19 12/20 0 12/25 12/01 10 12/10 12/11 4 12/14 12/15 5 12/19 12/20 3 12/22 Task E Task F Task G Task H 12/06 5 12/15 12/16 5 12/19 12/20 5 12/24 12/25 5 12/27 ES DUR EF Task LS FLT LF Project Schedule Critical Path Precedence Diagramming Method (PDM) Calculate Slack (Float) Difference between Early & Late Start Dates 12/27 Critical Path = Zero (0) Slack

  26. Project Schedule Critical Path Critical Path – Zero Slack/Float 12/01 7 12/07 12/08 4 12/11 12/12 12 12/23 12/26 2 12/27 Task A TaskB 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 12/08 0 12/19 12/20 0 12/26 12/01 10 12/10 12/11 4 12/14 12/15 5 12/19 12/20 3 12/22 Task E Task F Task G TaskH 12/06 5 12/15 12/16 5 12/19 12/20 5 12/24 12/25 5 12/27 ES DUR EF Task LS FLT LF

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