Project Time Management Flashcards
develop schedule process
the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule module.
key benefit is that it generates planned dates for completing project activities.
inputs, tools & techniques, and outputs of develop schedule process
Inputs:
* Schedule management plan
* Activity list
* Activity attributes
* Project schedule network diagrams
* Activity resource requirements
* Resource calendars
* Activity duration estimates
* Project scope statement
* Risk register
* Project staff assignments
* Resource breakdown structure
* Enterprise environmental factors
* Organizational process assets
Tools and Techniques:
* Schedule network analysis
* CPM
* CCM
* Resource optimization techniques
* Modeling techniques
* Lead and lags
* Schedule compression
* Scheduling tool
Outputs:
* Schedule baseline
* Project schedule
* Schedule data
* Project calendars
* Project management plan updates
* Project documents updates
Schedule Network Analysis
The technique of identifying early and late start dates, as well as early and late finish dates, for the uncompleted portions of project schedule activities.
Schedule network analysis includes the following techniques:
- Critical Path – The sequence of activities that represents the longest path through the project, which determines the shortest possible duration.
- CPM (Critical Path Method) – A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule module.
- CCM (Critical Chain Method) – A schedule method that allows the project team to place buffers on any limited resources and project uncertainties.
- Note the major difference between CPM and CCM: CPM is focused on the tasks (it is a task based model), and CCM focuses on the resources (it is a resource based model).
Critical Path Method
In order to determine the project’s critical path, it is necessary to perform a forward pass and a backward pass through the network. The forward pass will identify the early-start and early finish times, and the backward pass will identify the late-start and late-finish times.
- Forward Pass - A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.
- Backward Pass - A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date
- Early Start (ES) – the earliest date the activity can start
- Early Finish (EF) - the earliest date the activity can finish
- Late Finish (LF) - Latest date that the activity can finish without causing a delay to the project completion date.
- Late Start (LS) - Latest date that the activity can start without causing a delay to the project completion date.
A useful way of describing the critical path is as a continuous string(s) of critical activities in the schedule between the Start and Finish of the project. The sum of the activity durations in the Critical Path is equal to the Project’s Duration; therefore, a delay to any Critical Activity will result in a delay to the Project Completion Date.
Note that CPM does not take into account any resource limitations.
Performing the forwards and backwards pass is easier using a 0.
Free Float
The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.
Total Float
The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.
Critical Activity
Any activity in the schedule that does not possess any float; Total Float=0
Critical Chain Method
a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses statistically determined buffers at specific points on the schedule path to account for limited resources and project uncertainties. The resource constrained critical path is known as the critical chain.
attempts to address two major project management goals: completing projects more quickly and funneling more project through the organization without adding resources. To reduce project cycle time and deliver projects more quickly, the critical chain focuses on the longest sequence of activities through the project and considers the logical and resource dependencies within a project.
What commonly causes a project to slip? The unavailability of “critical” resources.
Components of using the CCM:
- Build a critical path network diagram.
- Apply resources and then identify the resource-limited schedule that may have an altered critical path.
- Identify the “drum resource” that is the root cause of the resource-constrained critical path.
- Identify the resource-constrained critical path as the critical chain.
- Add buffers that are non-work schedule activities to manage uncertainty
- Determine the size of the buffer based on uncertainty in duration of the chain of dependent activities
- Plan for the latest possible start and finish dates and focus on managing buffer durations
Resource Optimization Techniques
A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.
Modeling Techniques: There are several types of modeling techniques that can be used to help develop the schedule, including:
What-if scenarios analysis – The process of evaluating scenarios in order to predict their effect on project objectives.
Simulation – Uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulations use computer models and estimates of risk, usually expressed as a probability distribution of possible costs or durations at a detailed work level, and are typically performed using Monte Carlo analysis.
Monte Carlo simulation - A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole.
Schedule Compression
Crashing – A technique used to shorten the schedule duration for the least incremental cost by adding resources.
Crashing:
* Adding resources
* Overtime
Fast Tracking - a schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
Fast-Tracking:
* Discretionary dependencies
* Soft Logic
Fast-tracking and crashing both bypass best practices to accelerate the schedule. Therefore, both option introduce additional risk into the project.
Reserve
A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier(e.g., management reserve, contingency reserve) to provide further detail on what types of risks are meant to be mitigated.
Develop Schedule Outputs
A milestone chart, bar chart, or network diagram can be very effective in displaying the project schedule. A graphical approach is typically easy to read and understand.
Project documentation updates as a result of the develop schedule process include:
* Activity resource requirements
* Activity attributes
* Calendar
* Risk register
