Planning Process Group: Schedule Management PDF

PLANNING PROCESS GROUP: Schedule management  Planning and knowledge areas KNOWLEDGE AREAS PLANNING PROCESS GROUP 4. Project PlanningIntegration...

PLANNING PROCESS GROUP: Schedule management  Planning and knowledge areas KNOWLEDGE AREAS PLANNING PROCESS GROUP 4. Project PlanningIntegration Develop project management management plan 5. Project scope Plan scope management management Collect requirements Define scope Define WBS 6. Project Schedule Plan schedule Management management Define activities Sequence activities Estimate activities duarations K AU N O T E C H N O LO G I J O S U N I V E R S I T E TA S Develop schedule  Planning and knowledge areas KNOWLEDGE AREAS PLANNING PROCESS GROUP 7. Project cost management Plan cost management Estimate cost Determine budget 8. Project quality Plan quality management management 9. Project resource Plan resource management management Estimate activity resources 10. Project communication Plan comunications management management K AU N O T E C H N O LO G I J O S U N I V E R S I T E TA S Project time management. True or False? 1. Milestones are easy to achieve and are always achieved through one main activity? FALS E 2. After defining project activities, the next step in project time management is developing the schedule? FALS E 3. A Tracking Gantt chart is based on the percentage of work completed for project tasks or the actual start and finish dates? TRU E 4 PLANNING. Project schedule management Identification of Schedule Definition of interdepende Management Scheduling activities ncies Plan between activities K AU N O T E C H N O LO G I J O S U N I V E R S I T E TA S  Project schedule management processes 1. Plan schedule management – establishing the policies, procedures, and documentation for planning, developing, managing, executing and controlling project schedule 2. Define activities – identifying and documenting specific actions to be performed to produce project deliverables. 3. Sequence activities – identifying and documenting relationships among the project activities. 4. Estimate activity durations – estimating the number of work period needed to complete individual activities with the estimated resources. 5. Develop schedule – analyzing activity sequences, durations resource requirements and schedule constraints to create the project schedule model. 6. Control schedule – monitoring the status of the project to update the project schedule and manage changes. K AU N O T E C H N O LO G I J O S U N I V E R S I T E TA S  Project duration analysis Once the dependence of the activities and the duration of them have been established, the following questions can be answered: What is the total duration of the project? Which activities/work packages determine the duration of the whole project? Which activities/work packages need to be reduced to reduce the duration of the whole project? Which activities/work packages have time to spare? When do we need to start and finish specific activity/work package to complete the project on time? K AU N O T E C H N O LO G I J O S U N I V E R S I T E TA S  Critical path method (CPM) (1) A critical path method (CPM) is used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model. A critical path is the sequence of project activities that represents the longest path through a project, which determines the shortest possible project duration. Float/slack, is the amount of time an activity, network path, or project can be delayed from the early start without changing the completion date of the project. K AU N O T E C H N O LO G I J O S U N I V E R S I T E TA S  Critical path method (CPM) (2) Earliest start time (ES): This is the earliest time that a task can be started in your project. You cannot determine this without first knowing if there are any preceding tasks. Latest start time (LS): This is the very last minute in which you can start a task before it threatens to upset your project schedule. Earliest finish time (EF): The earliest an activity can be completed, based on its duration and its earliest start time. Latest finish time (LF): The latest an activity can be completed, based on its duration and its latest start time K AU N O T E C H N O LO G I J O S U N I V E R S I T E TA S Step 6. Critical path diagram  The critical path is the longest path of the network diagram.  The activities in the critical path have an effect on the deadline of the project.  If an activity of this path is delayed, the project will be delayed. © KTU 2023 10  Critical Path Method Example  Consider that your project has 8 activities with durations and dependencies as indicated in the table. You have to draw a network chart and determine the critical path. Activity Immediate Duration, predecessors days A - 10 B A 20 C B 5 D C 10 E A 15 F A 15 G C, F 5 H D, E, G 20 © KTU 2023 11 Solution (1). Network chart TAS TAS KF KG TAS TAS TAS TAS TAS KA KB KC KD KH TAS KE © KTU 2023 12  Solution (2). Results of the forward pass E E Note: D ESG =Max (EFF, EFC) S F ES = Earliest Start TASK ID D = Duration =35 EF = Earliest Finish 1 1 2 3 4 5 0 5 5 5 0 TASK F TASK G EF =ES + D 1 1 1 2 3 3 3 3 1 4 4 2 6 0 5 0 0 0 0 0 0 5 5 0 5 5 0 5 TASK A TASK B TASK C TASK D TASK H 1 1 2 0 5 5 TASK E ttps://www.smartsheet.com/content/critical-path-templates © KTU 2023 13 Solution (3). Results of backward pass E E ES = Earliest Start D S F D = Duration TASK ID EF = Earliest Finish L L LS = Latest Start 1 1 2 3 4 F 5 S F LF = Latest Finish 0 5 5 5 0 TASK F TASK G F = Float 2 1 4 4 4 5 5 5 0 0 5 1 1 1 2 3 3 3 3 1 4 4 2 6 0 5 0 0 0 0 0 0 5 5 0 5 5 0 5 TASK A TASK B TASK C TASK D TASK H 1 1 3 3 3 3 4 4 2 6 0 0 0 5 0 0 0 0 0 5 5 5 5 0 5 Note: 1 1 2 LS =LF- LFA =Min (LSE,LSB, LSF) 0 5 5 D =10 TASK E 3 2 4 0 0 5 © KTU 2023 14 Solution (4). Critical path E E ES = Earliest Start D S F D = Duration TASK ID EF = Earliest Finish L L LS = Latest Start 1 1 2 3 4 F 5 S F LF = Latest Finish 0 5 5 5 0 F = Float TASK F TASK G 2 1 4 4 4 5 5 5 0 0 5 1 1 1 2 3 3 3 3 1 4 4 2 6 0 5 0 0 0 0 0 0 5 5 0 5 5 0 5 TASK A TASK B TASK C TASK D TASK H 1 1 3 3 3 3 4 4 6 0 0 0 0 0 0 0 0 0 0 5 5 5 5 5 1 1 2 0 5 5 TASK E 3 2 4 0 0 5 © KTU 2023 15 PLANNING. Project schedule management Project schedule monitoring (Gantt’ diagram) A Gantt chart is a type of bar chart, developed by Henry Gantt, that illustrates a project schedule. K AU N O T E C H N O LO G I J O S U N I V E R S I T E TA S A project milestone is a management tool that is used to delineate a point in a project schedule. Gantt chart A bar chart format; Allows to check progress with a quick glance: Visual display of the whole project; Timelines and deadlines of all tasks; Relationships and dependencies between the various activities; Milestones; Project phases. 18 PLANNING. Project schedule management Project milestones: to identify key events during the project period; to track and evaluate project progress. to identify the beginning or end of work packages or phases. start of project, end of project  start / end of installation  approval, commencement of enforcement  submission, takeover, opening ceremony  acceptance act  decisions to take / not follow up  payments and other contractual dates…........... K AU N O T E C H N O LO G I J O S U N I V E R S I T E TA S