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Page 1: Project Management CSC 310 Spring 2017 Howard Rosenthalcsc310csudhspring2017.weebly.com/uploads/2/2/7/6/... · A Guide to the Project Management Body of Knowledge (PMBOK 5TH Edition)

ProjectManagementCSC310

Spring2017HowardRosenthal

1

Page 2: Project Management CSC 310 Spring 2017 Howard Rosenthalcsc310csudhspring2017.weebly.com/uploads/2/2/7/6/... · A Guide to the Project Management Body of Knowledge (PMBOK 5TH Edition)

No?ce�  Thiscourseisbasedonandincludesmaterialfromthetext:EffectiveProjectManagement-Traditional,Agile,Extreme7THEditionAuthors:RobertK.WysockiPublisher:WileyISBN:978-1-118-72916-8,Copyright2014

�  Thecourseincludesandinterspersessomematerials,mostoftendiagrams,providedbyMr.Wysocki’sPowerPointslides,atthewebsite:www.wiley.com/go/epm7e

�  ItalsoutilizesgeneralinformationandfiguresfromthePMBOK:AGuidetotheProjectManagementBodyofKnowledge(PMBOK5THEdition)Publisher:ProjectManagementInstituteISBN:978-1-935589-67-9,Copyright2013

�  Italsoutilizes:AUser’sManualtothePMBOK®Guide—FifthEdition,Snyder,Cynthia

JohnWileyandSons,2013ISBN:978_1_118_43107_8

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LessonGoals

� UnderstandthestepsinvolvedinbuildingascheduleandcreatingnewinformationfortheWBSandWBSDictionary

�  Learnhowtodefineactivitiesforaworkpackage�  Learnhowtosequenceactivities�  Learnmethodsforestimatingresources�  Learnsomeofthetoolsusedtoestimateactivitydurations

�  Learnhowtodevelopasimpleschedule� UnderstandhowtheoutputsfromthesevariousprocessesareusedtoprogressivelyelaboratetheWBSDictionary

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ProjectManagementProcessGroupsandKnowledgeAreas

4PMBOKTable3-1

61©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

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3 - PROJECT MANAGEMENT PROCESSES

Table 3-1. Project Management Process Group and Knowledge Area Mapping

4. Project Integration Management

5. Project Scope Management

6. Project Time Management

7. Project Cost Management

8. Project Quality Management

9. Project Human Resource Management

10. Project Communications Management

11. Project Risk Management

12. Project Procurement Management

13. Project Stakeholder Management

Project Management Process Groups

Knowledge Areas Initiating Process

Group

Closing Process

Group

Monitoring and Controlling Process Group

Executing Process

Group

Planning Process Group

4.1 Develop Project Charter

13.1 Identify Stakeholders

4.2 Develop Project Management Plan

5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule

7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

8.1 Plan Quality Management

9.1 Plan Human Resource Management

10.1 Plan Communications Management

11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

12.1 Plan Procurement Management

13.2 Plan Stakeholder Management

4.3 Direct and Manage Project Work

8.2 Perform Quality Assurance

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10.2 Manage Communications

12.2 Conduct Procurements

13.3 Manage Stakeholder Engagement

4.4 Monitor and Control Project Work4.5 Perform Integrated Change Control

5.5 Validate Scope5.6 Control Scope

6.7 Control Schedule

7.4 Control Costs

8.3 Control Quality

10.3 Control Communications

11.6 Control Risks

12.3 Control Procurements

13.4 Control Stakeholder Engagement

4.6 Close Project or Phase

12.4 Close Procurements

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

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ProjectTimeManagementOverview

5PMBOKFigure6-1

143©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

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.1 Inputs .1 Project management plan .2 Project charter .3 Enterprise environmental factors .4 Organizational process assets

.2 Tools & Techniques .1 Expert judgment .2 Analytical techniques .3 Meetings

.3 Outputs .1 Schedule management plan

Project Time

Management Overview

6.1 Plan Schedule

Management

.1 Inputs .1 Schedule management plan .2 Scope baseline .3 Enterprise environmental factors .4 Organizational process assets

.2 Tools & Techniques .1 Decomposition .2 Rolling wave planning .3 Expert judgment

.3 Outputs .1 Activity list .2 Activity attributes .3 Milestone list

6.2 Define Activities

.1 Inputs .1 Schedule management plan .2 Activity list .3 Activity attributes .4 Milestone list .5 Project scope statement .6 Enterprise environmental factors .7 Organizational process assets

.2 Tools & Techniques .1 Precedence diagramming method (PDM) .2 Dependency determination .3 Leads and lags .3 Outputs .1 Project schedule network diagrams .2 Project documents updates

6.3 Sequence

Activities

.1 Inputs .1 Schedule management plan .2 Activity list .3 Activity attributes .4 Activity resource requirements .5 Resource calendars .6 Project scope statement .7 Risk register .8 Resource breakdown structure .9 Enterprise environmental factors .10 Organizational process assets

.2 Tools & Techniques .1 Expert judgment .2 Analogous estimating .3 Parametric estimating .4 Three-point estimating .5 Group decision-making techniques .6 Reserve analysis

.3 Outputs .1 Activity duration estimates .2 Project documents updates

6.5 Estimate Activity

Durations

.1 Inputs .1 Schedule management plan .2 Activity list .3 Activity attributes .4 Project schedule network diagrams .5 Activity resource requirements .6 Resource calendars .7 Activity duration estimates .8 Project scope statement .9 Risk register .10 Project staff assignments .11 Resource breakdown structure .12 Enterprise environmental factors .13 Organizational process assets

.2 Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Critical chain method .4 Resource optimization techniques .5 Modeling techniques .6 Leads and lags .7 Schedule compression .8 Scheduling tool

.3 Outputs .1 Schedule baseline .2 Project schedule .3 Schedule data .4 Project calendars .5 Project management plan updates .6 Project documents updates

6.6 Develop Schedule

.1 Inputs .1 Project management plan .2 Project schedule .3 Work performance data .4 Project calendars .5 Schedule data .6 Organizational process assets

.2 Tools & Techniques .1 Performance reviews .2 Project management software .3 Resource optimization techniques .4 Modeling techniques .5 Leads and lags .6 Schedule compression .7 Scheduling tool

.3 Outputs .1 Work performance information .2 Schedule forecasts .3 Change requests .4 Project management plan updates .5 Project documents updates .6 Organizational process assets updates

6.7 Control Schedule

.1 Inputs .1 Schedule management plan .2 Activity list .3 Activity attributes .4 Resource calendars .5 Risk register .6 Activity cost estimates .7 Enterprise environmental factors .8 Organizational process assets

.2 Tools & Techniques .1 Expert judgment .2 Alternative analysis .3 Published estimating data .4 Bottom-up estimating .5 Project management software

.3 Outputs .1 Activity resource requirements .2 Resource breakdown structure .3 Project documents updates

6.4 Estimate Activity

Resources

Figure 6-1. Project Time Management Overview

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

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SchedulingOverview

6PMBOKFigure6-2

144 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

Examples of Project Schedule Presentations

Network Diagram

Bar ChartActivity List

ProjectSchedule

ScheduleModel

ProjectInformation

SchedulingMethod

SchedulingTool

Output

Generates

Project Specific Data(e.g., WBS, activities,resources, durations,

dependencies, constraints,calendars, milestones

lags, etc.)

For example,CPM

Figure 6-2. Scheduling Overview

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

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KeyOutputsofTimeManagementProcessesProcess KeyOutputs

DefineActivities ActivityList

SequenceActivities ProjectScheduleNetworkDiagrams

EstimateActivityResources ActivityresourcerequirementsResourcebreakdownstructure

EstimateActivityDurations Activitydurationestimates

DevelopSchedule ProjectscheduleProjectbaseline

ControlSchedule WorkperformancemeasuresChangerequested

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•  TimeManagementfocusesonhowandwhentheworkistobeaccomplished•  Itisdifferentfromscopingwhichfocusedonwhatwastobeaccomplished

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DefineAc?vi?es

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DefineAc?vi?es6.2DefineActivities� Theprocessofidentifyinganddocumentingthespecificactionstobeperformedtoproducetheprojectdeliverables�  Thistellsusthatactivitiesareactionorverboriented.Remember,whenweweredevelopingthescope,wewerelookingatdeliverables(nouns)intheworkbreakdownstructure(WBS)

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Inputs,ToolsandOutputsForDefineAc?vi?es

10

PMBOKFigure6-5

149©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

6

Rules of performance measurement. Earned value management (EVM) rules or other physical measurement rules of performance measurement are set. For example, the schedule management plan may specify:

○ Rules for establishing percent complete,

○ Control accounts at which management of progress and schedule will be measured,

○ Earned value measurement techniques (e.g., baselines, fixed-formula, percent complete, etc.) to be employed (for more specific information, refer to the Practice Standard for Earned Value Management) [9],

○ Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) used to assess the magnitude of variation to the original schedule baseline.

Reporting formats. The formats and frequency for the various schedule reports are defined.

Process descriptions. Descriptions of each of the schedule management processes are documented.

6.2 Define Activities

Define Activities is the process of identifying and documenting the specific actions to be performed to produce the project deliverables. The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work. The inputs, tools and techniques, and outputs of this process are depicted in Figure 6-5. Figure 6-6 depicts the data flow diagram of the process.

Inputs Tools & Techniques Outputs

.1 Schedule management plan.2 Scope baseline.3 Enterprise environmental factors.4 Organizational process assets

.1 Decomposition

.2 Rolling wave planning

.3 Expert judgment

.1 Activity list

.2 Activity attributes

.3 Milestone list

Figure 6-5. Define Activities: Inputs, Tools & Techniques, and Outputs

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

•  TheScheduleManagementPlantellsushowtoplantheschedule•  Itcontainsinformationonthelevelofdetailthatshouldbecarriedon

theschedule•  Ittellsusthetoolstouseandthestandardstofollow•  Itmayincludeconstraintsontheschedule•  Itmayalsodeterminehowrollingwaveplanningwillbeutilized

•  Howfarinadvanceareyourequiredtobuildthemoredetailedschedule

•  Thiswillimpactthedegreeofdetailthatfutureworkisdecomposedto.Forexample,theschedule

•  TheScopeBaselineincludes:•  ProjectScopeStatement(mayalsohaveprojectconstraints)•  TheWBS•  TheWBSDictionary

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FlowDiagramForDefineAc?vi?es

11PMBOKFigure6-6

150 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

C g

Project Time Management

6.2Define

Activities

6.1Plan ScheduleManagement

6.3SequenceActivities

6.5Estimate Activity

Durations

6.4Estimate Activity

Resources

6.6DevelopSchedule

e

M AA

5.4CreateWBS

Enterprise/Organization

Figure 6-6. Define Activities Data Flow Diagram

Implicit in this process are defining and planning the schedule activities such that the project objectives will be met. The Create WBS process identifies the deliverables at the lowest level in the WBS—the work package. Work packages are typically decomposed into smaller components called activities that represent the work effort required to complete the work package.

6.2.1 Define Activities: Inputs

6.2.1.1 Schedule Management Plan

Described in Section 6.1.3.1. A key input from the schedule management plan is the prescribed level of detail necessary to manage the work.

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

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ToolsandTechniquesForDefineAc?vi?es(1)�  Decomposition

�  Decompositionisatechniqueusedfordividingandsubdividingtheprojectscopeandprojectdeliverablesintosmaller,moremanageableparts

�  EachworkpackagewithintheWBSisdecomposedintotheactivitiesrequiredtoproducetheworkpackagedeliverables.Involvingteammembersinthedecompositioncanleadtobetterandmoreaccurateresults.

�  Activitiesrepresenttheeffortneededtocompleteaworkpackage.

�  ThisisthesametechniqueasusedtodefinetheWBS,howevertheDefineActivitiesprocessdefinesthefinaloutputsasactivitiesratherthandeliverables

�  Theactivitylist,WBS,andWBSdictionarycanbedevelopedeithersequentiallyorconcurrently,withtheWBSandWBSdictionaryasthebasisfordevelopmentofthefinalactivitylist.

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ToolsandTechniquesForDefineAc?vi?es(2)�  RollingWavePlanning

�  Rollingwaveplanningisaniterativeplanningtechniqueinwhichtheworktobeaccomplishedintheneartermisplannedindetail,whiletheworkinthefutureisplannedatahigherlevel.

�  Itisaformofprogressiveelaboration.�  Workcanexistatvariouslevelsofdetaildependingonwhereitisinthe

projectlifecycle.�  Duringearlystrategicplanning,wheninformationislessdefined,work

packagesmaybedecomposedtotheknownlevelofdetail.�  Asmoreisknownabouttheupcomingeventsinthenearterm,workpackagescanbe

decomposedintoactivities�  TheScheduleManagementPlandefineshowfarinadvanceyoumustplanout

detailedactivities�  Rollingwaveplanningisspecificallyappliedasatechniquebecauseonlarge

projectsitisimpossibletoidentifyalltheactivitiesneededseveralyearsinthefuture.�  Thisisanexampleofhowplanninggoesonthroughouttheproject,notjustatthe

beginning.�  ExpertJudgment

�  Projectteammembersorotherexperts,whoareexperiencedandskilledindevelopingdetailedprojectscopestatements,theWBS,andprojectschedules,canprovideexpertiseindefiningactivities.

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WhatIsAnAc?vityList(1)� Theactivitylistisacomprehensivelistthatincludesallscheduleactivitiesrequiredontheproject�  Theactivitylistalsoincludestheactivityidentifierandascopeofworkdescriptionforeachactivityinsufficientdetailtoensurethatprojectteammembersunderstandwhatworkisrequiredtobecompleted

�  Eachactivityshouldhaveauniquetitlethatdescribesitsplaceintheschedule,evenifthatactivitytitleisdisplayedoutsidethecontextoftheprojectschedule

� Astheteamdefinestheactivitiestheyoftenidentifynewrequirements,risks,costs,andotherinformationthatrequiresprojectmanagementplanupdates.

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WhatIsAnAc?vityList(2)� Attributesofeachindividualactivityinclude:

�  Activityidentifierorcode�  Activityname�  Activitydescription�  Predecessorandsuccessoractivities�  Logicalrelationships�  Leadsandlags�  Imposeddates�  Constraints�  Assumptions�  Requiredresourcesandskilllevels�  Geographyorlocationofperformance�  Typeofeffort

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SampleAc?vityListForWBSElements

16

ConfigureNewHardware

JoinDomain BurnInHardware InstallSecuritySoftware

ValidateConfiguration

PurchaseSecureWebCertificate

LoadandConfigure

OperatingSystem

The Work Package

The Activities

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SampleAc?vityListForWBSElements

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AnAc?vityListTemplate

18

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ACTIVITY ATTRIBUTES TEMPLATE

Activity attributes are details of project activities which are used to help project planning andscheduling. These details are necessary because they allow the project team not only to understandthe work requirements associated with each project activity, but also to consider how activities mayimpact one another and affect the overall project. Activity attributes may be captured and loggedeither manually via a standard form or template or they may be entered into project and schedulingsoftware.

Some of the details included in the activity attributes are: activity ID, name, and description; WBSID; predecessor and successor activities and relationships; resource and logistical requirements;constraints; assumptions; location of activity work to be performed; and who is responsible forperforming the work. It is also important to note that the information contained in the activityattributes must be consistent with the activity list.

Activity Attributes

Project: Date:

Activity ID: This informationcomes from the project activitylist.

Activity: This is the name ofthe activity from the projectactivity list.

WBS No: This identifies wherethis activity can be found in theWBS.

Activity Description: This information includes a detailed description of the work to be performedfor this activity and should be consistent with what is provided in the project activity list.

Activity Responsibility: Thissection lists who is responsiblefor executing the workassociated with this activity.

Resources and Skill Sets Required: This section describes theresources needed to perform the work. For human resources thissection should included necessary skill sets and skill levelsrequired to complete the work.

Activity Predecessors: Thissection lists other activitieswhich must occur before thisactivity.

Predecessor Scheduling: Thisdescribes if the predecessor hasa start-start, start-finish or othertype of scheduling relationship.

Predecessor Dependency: Thissection describes anydependencies on predecessoractivities like lead times, lagtimes or other requirements.

Activity Successors: Thissection lists other activitieswhich must occur after thisactivity.

Successor Scheduling: Thisdescribes if the successor has astart-start, start-finish or othertype of scheduling relationship.

Successor Dependency: Thissection describes anydependencies on successoractivities such as lead times, lagtimes or other requirements.

Type of Effort: This section describes if the work for this activity is a level of effort, fixed effort,fixed duration, apportioned effort or other type of work.

Location of Activity: This section describes where the work for this activity will be performed.

Activity Assumptions: This section lists all assumptions associated with this activity. Theseshould also be included in the project's assumption log.

Activity Constraints: This section describes activity constraints such as firm milestone dates,resource constraints or any other identified constraints which may impact this activity.

Example with Sample Data:

Activity Attributes

Project: DataNet Software Installation Date: 03/01/20xx

Activity ID: 0031 Activity: Install DataNetSoftware on Human ResourcesComputers

WBS No: 3.1.1

Activity Description: This activity requires the installation of DataNet software on 8 workstationsbelonging to the Human Resources Department.

Activity Responsibility: JohnBrown will be responsible forperforming the work for thisactivity.

Resources and Skill Sets Required: This activity requires basiccomputer network skills and access to designated workstations.No additional skill sets or resources are required.

Activity Predecessors: Beforethis activity can begininstallation of DataNet softwareon the Operations Groupworkstations must becompleted.

Predecessor Scheduling: Thisactivity must start once thepredecessor is complete:Finish-Start Relationship.

Predecessor Dependency:There is no lead or lag timerequirement with thepredecessor activity.

Activity Successors:Installation of DataNet onExecutive Managementworkstations will beginimmediately upon completionof this activity.

Successor Scheduling: Oncethis activity is complete theinstallation on ExecutiveManagement workstations willbegin: Finish-Start relationship.

Successor Dependency: Thereis no lead or lag time betweenthis activity and its successor.

Gantt Chart Template

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WhatIsMilestone�  Amilestoneisasignificantpointoreventinaproject,program,orportfolio.

�  Amilestonelistidentifiesallthekeymilestonesintheproject.Itcaninclude:�  Thestartandendofeachlife-cyclephase�  Thecompletionofkeydeliverables�  Passingcertainbenchmarksortests�  Obtainingasignoff.

�  Insomecasesmilestonesarerequired,eithercontractuallyorbyregulations.�  Somecustomersrequireasignoffforeachmajordeliverables

�  Achievingthatsignoffisakeymilestone�  Otherexamplescouldinclude:

�  Gettinganoccupancypermitforaconstructionproject�  Completionoftherequirementsdefinitionphase�  Completingakeytest

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SequenceAc?vi?es

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SequenceAc?vi?es6.3SequenceActivities� Theprocessofidentifyinganddocumentingrelationshipsamongtheprojectactivities

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Inputs,ToolsandOutputsForSequenceAc?vi?es

22

PMBOKFigure6-7

153©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

6

6.2.3.2 Activity Attributes

Activities, distinct from milestones, have durations, during which the work of that activity is performed, and may have resources and costs associated with that work. Activity attributes extend the description of the activity by identifying the multiple components associated with each activity. The components for each activity evolve over time. During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6.3.2.3), resource requirements, imposed dates, constraints, and assumptions. Activity attributes can be used to identify the person responsible for executing the work, geographic area, or place where the work has to be performed, the project calendar the activity is assigned to, and activity type such as level of effort (often abbreviated as LOE), discrete effort, and apportioned effort. Activity attributes are used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports. The number of attributes varies by application area.

6.2.3.3 Milestone List

A milestone is a significant point or event in a project. A milestone list is a list identifying all project milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based upon historical information. Milestones are similar to regular schedule activities, with the same structure and attributes, but they have zero duration because milestones represent a moment in time.

6.3 Sequence Activities

Sequence Activities is the process of identifying and documenting relationships among the project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints. The inputs, tools and techniques, and outputs of this process are depicted in Figure 6-7. Figure 6-8 depicts the data flow diagram of the process.

Inputs Tools & Techniques Outputs

.1 Schedule management plan.2 Activity list.3 Activity attributes.4 Milestone list.5 Project scope statement.6 Enterprise environmental factors.7 Organizational process assets

.1 Precedence diagramming method (PDM).2 Dependency determination.3 Leads and lags

.1 Project schedule network diagrams.2 Project documents updates

Figure 6-7. Sequence Activities: Inputs, Tools & Techniques, and Outputs

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

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FlowDiagramForSequenceAc?vi?es

23PMBOKFigure6-8

154 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

Project Time Management

6.3SequenceActivities

6.2Define

Activities

6.1Plan ScheduleManagement

6.6DevelopSchedule

A

P

P

ProjectDocuments

5.3DefineScope

Enterprise/Organization

Figure 6-8. Sequence Activities Data Flow Diagram

Every activity and milestone except the first and last should be connected to at least one predecessor with a finish-to-start or start-to-start logical relationship and at least one successor with a finish-to-start or finish-to-finish logical relationship. Logical relationships should be designed to create a realistic project schedule. It may be necessary to use lead or lag time between activities to support a realistic and achievable project schedule. Sequencing can be performed by using project management software or by using manual or automated techniques.

6.3.1 Sequence Activities: Inputs

6.3.1.1 Schedule Management Plan

Described in Section 6.1.3.1. The schedule management plan identifies the scheduling method and tool to be used for the project, which will guide how the activities may be sequenced.

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

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ToolsandTechniquesForSequenceAc?vi?es–PrecedenceDiagrammingMethod(1)� PrecedenceDiagrammingMethod

�  Theprecedencediagrammingmethod(PDM)isatechniqueusedforconstructingaschedulemodelinwhichactivitiesarerepresentedbynodesandaregraphicallylinkedbyoneormorelogicalrelationshipstoshowthesequenceinwhichtheactivitiesaretobeperformed

�  Activity-on-node(AON)isonemethodofrepresentingaprecedencediagramandisthemethodusedbymostprojectmanagementsoftwarepackages.

� Twobasicdefinitionsregardingprecedence�  Apredecessoractivityisanactivitythatlogicallycomesbeforeadependentactivityinaschedule

�  Asuccessoractivityisadependentactivitythatlogicallycomesafteranotheractivityinaschedule

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ToolsandTechniquesForSequenceAc?vi?es–PrecedenceDiagrammingMethod(2)�  PDMincludesfourtypesofdependenciesorlogicalrelationshipsasdefinedbelow:�  Finish-to-start(FS)isalogicalrelationshipinwhichasuccessor

activitycannotstartuntilapredecessoractivityhasfinished.�  Example:Theawardsceremony(successor)cannotstartuntiltherace

(predecessor)hasfinished.�  Finish-to-finish(FF)isalogicalrelationshipinwhichasuccessor

activitycannotfinishuntilapredecessoractivityhasfinished.�  Example:Writingadocument(predecessor)isrequiredtofinishbefore

editingthedocument(successor)canfinish.�  Start-to-start(SS)isalogicalrelationshipinwhichasuccessor

activitycannotstartuntilapredecessoractivityhasstarted.�  Example:Levelconcrete(successor)cannotbeginuntilpourfoundation

(predecessor)begins.�  Start-to-finish(SF)isalogicalrelationshipinwhichasuccessor

activitycannotfinishuntilapredecessoractivityhasstarted.�  Example:Thefirstsecurityguardshift(successor)cannotfinishuntil

thesecondsecurityguardshift(predecessor)starts.25

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ToolsandTechniquesForSequenceAc?vi?es–PrecedenceDiagrammingMethod(3)

26

PMBOKFigure6-9

157©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

6

In PDM, finish-to-start is the most commonly used type of precedence relationship. The start-to-finish relationship is very rarely used but is included to present a complete list of the PDM relationship types.

Activity A Activity B

Activity A Activity A

Activity B Activity B

Activity A Activity B

Finish to Start (FS)

Start to Finish (SF)

Start to Start (SS) Finish to Finish (FF)

Figure 6-9. Precedence Diagramming Method (PDM) Relationship Types

6.3.2.2 Dependency Determination

Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.

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ToolsandTechniquesForSequenceAc?vi?es–DependencyDetermina?on(1)� Dependenciesmaybecharacterizedbythefollowingattributes:mandatoryordiscretionary,internalorexternal

� Dependencyhasfourattributes,buttwocanbeapplicableatthesametimeinfollowingways:� Mandatoryexternaldependencies� Mandatoryinternaldependencies� Discretionaryexternaldependencies� Discretionaryinternaldependencies.

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ToolsandTechniquesForSequenceAc?vi?es–DependencyDetermina?on(2)� MandatoryDependencies

�  Mandatorydependenciesarethosethatarelegallyorcontractuallyrequiredorinherentinthenatureofthework

�  Mandatorydependenciesarealsosometimesreferredtoashardlogicorharddependencies.

�  Technicaldependenciesmaynotbemandatory�  Theprojectteamdetermineswhichdependenciesaremandatory

duringtheprocessofsequencingtheactivities�  Mandatorydependenciesshouldnotbeconfusedwithassigningscheduleconstraintsintheschedulingtool.

�  Examplesofmandatorydependencies�  Theyofteninvolvephysicallimitations,suchasonaconstructionproject,whereitisimpossibletoerectthesuperstructureuntilafterthefoundationhasbeenbuilt

�  Anelectronicsproject,whereaprototypehastobebuiltbeforeitcanbetested

�  Youcan’teditcontentuntilithasbeenwritten28

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ToolsandTechniquesForSequenceAc?vi?es–DependencyDetermina?on(3)�  DiscretionaryDependencies

�  Discretionarydependenciesareestablishedbasedonknowledgeofbestpracticeswithinaparticularapplicationareaorsomeunusualaspectoftheprojectwhereaspecificsequenceisdesired,eventhoughtheremaybeotheracceptablesequences.

�  Discretionarydependenciesshouldbefullydocumentedsincetheycancreatearbitrarytotalfloatvaluesandcanlimitlaterschedulingoptions�  Freefloatistheamountoftimethatascheduleactivitycanbedelayedwithout

delayingtheearlystartdateofanysuccessororviolatingascheduleconstraint�  Totalfloatistheamountoftimethatascheduleactivitycanbedelayedor

extendedfromitsearlystartdatewithoutdelayingtheprojectfinishdateorviolatingascheduleconstraint.

�  Whenfasttrackingtechniquesareemployed,thesediscretionarydependenciesshouldbereviewedandconsideredformodificationorremoval–inotherwordsseeifmorethingscanbedoneinparallel

�  Theprojectteamdetermineswhichdependenciesarediscretionaryduringtheprocessofsequencingtheactivities.

�  Discretionarydependenciesaresometimesreferredtoaspreferredlogic,preferentiallogic,orsoftlogic.

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ToolsandTechniquesForSequenceAc?vi?es–DependencyDetermina?on(4)�  Externaldependencies

�  Externaldependenciesinvolvearelationshipbetweenprojectactivitiesandnon-projectactivities

�  Thesedependenciesareusuallyoutsidetheprojectteam’scontrol.

�  Theprojectmanagementteamdetermineswhichdependenciesareexternalduringtheprocessofsequencingtheactivities

�  Examplesofexternaldependencies�  Thetestingactivityinasoftwareprojectmaybedependentonthedeliveryofhardwarefromanexternalsource

�  Governmentalenvironmentalhearingsmayneedtobeheldbeforesitepreparationcanbeginonaconstructionproject.

�  Youneedanoccupancypermitbeforeyoumoveintorequiredspace,butuntilthatpermitissignedoff,youmaynotmoveintoanewspace

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ToolsandTechniquesForSequenceAc?vi?es–DependencyDetermina?on(5)�  Internaldependencies

�  Internaldependenciesinvolveaprecedencerelationshipbetweenprojectactivitiesandaregenerallyinsidetheprojectteam’scontrol

�  Theprojectmanagementteamdetermineswhichdependenciesareinternalduringtheprocessofsequencingtheactivities.

�  Examplesofinternaldependencies�  Iftheteamcannottestamachineuntiltheyassembleit,thisisaninternalmandatorydependency

�  Ifanotherprojectteamisscheduledtouseapieceofequipmentyouruseoftheequipmentisdependentontheotherteamcompletingtheirwork

�  Resourceconstraintscreateinternaldependencies.Forexample,ifAnnaisworkingontwoactivitiesatonceandshecancompleteeitheronefirst,itisdiscretionaryastowhichactivityisthepredecessorandwhichisthesuccessor

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ToolsandTechniquesForSequenceAc?vi?es–LeadsandLags(1)� Aleadistheamountoftimewherebyasuccessoractivitycanbeadvanced(startearly)withrespecttocompletionofapredecessoractivity�  Aleadallowsyoutogetaheadstartonapredecessoractivity

�  Ifasubsequentactivityrequiressomepreparationitmaybestartedbeforeaprioractivitycompletes

�  Forinstance,youmaybeabletostartaqualityreviewwhilesomeofthesoftwareisstillbeingcompleted

�  Inanotherexample,onaprojecttoconstructanewofficebuilding,thelandscapingcouldbescheduledtostarttwoweekspriortothescheduledcompletion.�  Thiswouldbeshownasafinish-to-startwithatwo-weekleadasshowninPMBoKFigure6-10

�  Leadisoftenrepresentedasanegativevalue32

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ToolsandTechniquesForSequenceAc?vi?es–LeadsandLags(1)�  Alagistheamountoftimewherebyasuccessoractivitywillbedelayedinstartingrelativetoapredecessoractivity�  Inafinish-t0-startrelationshipthisgenerallymeansthatyouhavetowaitafterthepredecessoractivityendsbeforestartingthesuccessoractivity�  Forexample,theremaybealagoftwodaysaftertarringaroad

beforeyoucanbeginpavingit�  Inastart-to-startrelationshipwithlagyoumustwaitacertainamountoftimebeforestartingthesecondactivity�  Forexample,atechnicalwritingteammaybegineditingthedraftof

alargedocument15daysaftertheybeginwritingit.�  Thiscanbeshownasastart-to-startrelationshipwitha15-daylag

asshowninPMBoKFigure6-10�  LagcanalsoberepresentedinprojectschedulenetworkdiagramsasshowninFigure6-11intherelationshipbetweenactivitiesHandI,asindicatedbythenomenclatureSS+10(start-to-startplus10dayslag)eventhoughoffsetisnotshownrelativetoatimescale

�  Lagisrepresentedwithapositivevalue33

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ToolsandTechniquesForSequenceAc?vi?es–LeadsandLags(2)

34158 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.

External dependencies. External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.

Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.

6.3.2.3 Leads and Lags

A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start two weeks prior to the scheduled punch list completion. This would be shown as a finish-to-start with a two-week lead as shown in Figure 6-10. Lead is often represented as a negative value for lag in scheduling software.

CompletePunch List

WriteDraft

LandscapeBuilding Lot

EditDraft

SS – 15 Days (Lag)FS – 2 Weeks (Lead)

Figure 6-10. Examples of Lead and Lag

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

PMBOKFigure6-10

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SequencingOutput–TheProjectScheduleNetworkDiagram(1)�  Aprojectschedulenetworkdiagramisagraphicalrepresentationofthelogicalrelationships,alsoreferredtoasdependencies,amongtheprojectscheduleactivities�  EachrelationshipiscreatedusingoneofthefourPrecedenceDiagrammingMethods,combinedwithanyleadsorlags

�  Aprojectschedulenetworkdiagramisproducedmanuallyorbyusingprojectmanagementsoftware

�  Itcanincludefullprojectdetails,orhaveoneormoresummaryactivities

�  Asummarynarrativecanaccompanythediagramanddescribethebasicapproachusedtosequencetheactivities�  Anyunusualactivitysequenceswithinthenetwork(leadsandlags)

shouldbefullydescribedwithinthenarrative.

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SequencingAc?vi?esOutput–TheProjectScheduleNetworkDiagram(2)

36

Snyder, Cynthia Stackpole. A User's Manual to the PMBOK Guide (2). Somerset, US: John Wiley & Sons, Incorporated, 2013. ProQuest ebrary. Web. 13 February 2017.Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.

Snyder, Cynthia Stackpole. A User's Manual to the PMBOK Guide (2). Somerset, US: John Wiley & Sons, Incorporated, 2013. ProQuest ebrary. Web. 13 February 2017.Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.

Snyder, Cynthia Stackpole. A User's Manual to the PMBOK Guide (2). Somerset, US: John Wiley & Sons, Incorporated, 2013. ProQuest ebrary. Web. 13 February 2017.Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.

Source:Snyder,Cynthia,AprojectManager’sBookofForms,JohnWileyandSons,2013

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SequencingOutput–TheProjectScheduleNetworkDiagram(3)

37

PMBOKFigure6-11

160 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

A B

C D E

Begin H F G End

I J

K L

FF

FS + 15

SS + 10

SS

Figure 6-11. Project Schedule Network Diagram

6.3.3.2 Project Documents Updates

Project documents that may be updated include, but are not limited to:

Activity lists,

Activity attributes,

Milestone list, and

Risk register.

6.4 Estimate Activity Resources

Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity. The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates. The inputs, tools and techniques, and outputs of this process are depicted in Figure 6-12. Figure 6-13 depicts the data flow diagram of the process.

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TipsOnEs?ma?ng

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GeneralTipsOnEs?ma?ng(1)Bothactivityresourceandactivitydurationestimations,aswellascostestimatingallfollowasetofgoodestimatingprinciplesthatwedescribe.�  EstimatingshouldbebasedontheWBS�  Estimatingshouldbedonebythepersonwhowillbedoingthework

wheneverpossible�  Inexperiencedpersonnelwillneedhelp

�  Historicalcomparativedataiskeytogoodestimations�  Estimatesaremoreaccurateifsmaller-sizeworkcomponents

(activities)areestimated�  Aprojectmanagershouldneverjustacceptconstraintsfrom

management�  ThePMmustanalyzetheneedsoftheprojectandcreatehis/herown

estimatesbasedonteaminputs�  ThePMmustreconcilethecompetinginterestsandestimatesto

producereasonableestimatesthatwillmeetthestatedobjectives�  Theprojectmanagermustregularlycalculatetheestimatetocomplete

(ETC)fortheprojectandusedtheapprovedprocedurestoupdatetheestimateswhennecessary

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GeneralTipsOnEs?ma?ng(2)�  Thereareprocessesthathelpcreatethemostaccuratepossibleestimates–youshouldfollowthemostappropriateones

�  Padding(justaddingextratimeasahedge)isnotanacceptableprojectmanagementpractice�  Actualestimatestakeriskintoaccount�  Additionaltimeorfundsshouldbeaddressedbyproviding

reservesthroughtheriskmanagementprocess�  EstimatesmustbereviewedbythePMtoseeiftheyarereasonable,andtocheckforeitherpaddingorunaccountedforrisks

�  Estimatesneedtobereviewedperiodicallyinaccordancewithcompanyandpoliciesandcontractualrequirements(ataminimum)

�  Estimatescansometimesbereviseddownwardsbyreducingrisk

�  OncetheestimatesarefinalizedthePMmusttrytolivewithinthoseestimates

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GeneralTipsOnEs?ma?ng-Changes� Changesshouldberequestedwhenproblemswithschedule,cost,scope,qualityorresourcesoccur

� Plansshouldberevisedastheworkisbeingperformedoncethechangesareapproved

�  Schedule,costandscopebaselinesshouldbekeptandnotchangedwithoutgoingthroughaformalchangeprocess

� Changesareapprovedbyanintegratedchangecontrolprocess

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GeneralTipsOnEs?ma?ng–AWarning� Mostsponsorsandcustomerstendtowantaggressiveestimates�  Theywanttheprojectdoneassoonaspossible

�  Ifyouaretooaggressivewithyourestimatesyouwillstartoutbehindscheduleandneverbeabletocatchup

� Themoreaggressivetheestimate,thehighertheriskyouhaveofrunningovertheschedule,andprobablythebudgetaswell

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Es?mateAc?vityResources

43

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Es?mateAc?vityResources6.4EstimateActivityResources� EstimateActivityResourcesistheprocessofestimatingthetypeandquantitiesofmaterial,humanresources,equipment,orsuppliesrequiredtoperformeachactivity

� Thekeybenefitofthisprocessisthatitidentifiesthetype,quantity,andcharacteristicsofresourcesrequiredtocompletetheactivitywhichallowsmoreaccuratecostanddurationestimates

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Inputs,ToolsandOutputsForEs?mateAc?vityResources

45

PMBOKFigure6-12

161©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

6

Inputs Tools & Techniques Outputs

.1 Schedule management plan.2 Activity list.3 Activity attributes.4 Resource calendars.5 Risk register.6 Activity cost estimates.7 Enterprise environmental factors.8 Organizational process assets

.1 Expert judgment

.2 Alternative analysis

.3 Published estimating data

.4 Bottom-up estimating

.5 Project management software

.1 Activity resource requirements.2 Resource breakdown structure.3 Project documents updates

Figure 6-12. Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs

Project Time Management

6.4EstimateActivity

Resources

6.2Define

Activities

6.1Plan ScheduleManagement

6.6DevelopSchedule

6.5 Estimate Activity

Durations

A

A

P

A

ProjectDocuments

RA

O

12.2Conduct

Procurements

9.2Acquire

Project Team

11.2IdentifyRisks

7.2Estimate

Costs

Enterprise/Organization

12.1Plan

ProcurementManagement

9.1Plan HumanResource

Management

Figure 6-13. Estimate Activity Resources Data Flow Diagram

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

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FlowDiagramForEs?mateAc?vityResources

46PMBOKFigure6-13

161©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

6

Inputs Tools & Techniques Outputs

.1 Schedule management plan.2 Activity list.3 Activity attributes.4 Resource calendars.5 Risk register.6 Activity cost estimates.7 Enterprise environmental factors.8 Organizational process assets

.1 Expert judgment

.2 Alternative analysis

.3 Published estimating data

.4 Bottom-up estimating

.5 Project management software

.1 Activity resource requirements.2 Resource breakdown structure.3 Project documents updates

Figure 6-12. Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs

Project Time Management

6.4EstimateActivity

Resources

6.2Define

Activities

6.1Plan ScheduleManagement

6.6DevelopSchedule

6.5 Estimate Activity

Durations

A

A

P

A

ProjectDocuments

RA

O

12.2Conduct

Procurements

9.2Acquire

Project Team

11.2IdentifyRisks

7.2Estimate

Costs

Enterprise/Organization

12.1Plan

ProcurementManagement

9.1Plan HumanResource

Management

Figure 6-13. Estimate Activity Resources Data Flow Diagram

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AFewNotesOnInputsForEs?mateAc?vityResources(1)�  Someoftheinputsderivefrompreviouslydescribedactivities

�  ScheduleManagementPlan,ActivityListandAttributes�  ResourceCalendar

�  Identifiestheworkingdaysandshiftsonwhicheachspecificresourceisavailable

�  Informationonwhichresources(suchashumanresources,equipment,andmaterial)arepotentiallyavailableduringaplannedactivityperiod,isusedforestimatingresourceutilization

�  Resourcecalendarsspecifywhenandhowlongidentifiedprojectresourceswillbeavailableduringtheproject

�  Thisinformationmaybeattheactivityorprojectlevel�  Thisknowledgeincludesconsiderationofattributessuchas

resourceexperienceand/orskilllevel,aswellasvariousgeographicallocationsfromwhichtheresourcesoriginateandwhentheymaybeavailable

�  RiskRegister�  Includesriskeventsthatmayimpactresourceselectionand

availability

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AFewNotesOnInputsForEs?mateAc?vityResources(2)� Thereisanon-goingprogressiveelaborationoftheseestimatesasotherprocessesproceed�  EstimateCosts�  IdentifyRisks�  AcquireProjectTeam

�  Asyouunderstandthequalityoftheseresourcesitaffectsthequantityandtype

�  ConductProcurements

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KeyToolsandTechniquesForEs?mateAc?vityResources(1)�  ExpertJudgment

� Expertjudgmentisoftenrequiredtoassesstheresource-relatedinputstothisprocess

� Teammembers,subjectmatterexperts,andconsultantscanprovideexpertjudgmenttohelpdeterminethetypeandamountofmaterials,thetypesofequipment,thenecessaryskillsets,andanyothertypesofresourcesneededtocompletetheprojectwork

�  AlternativeAnalysis� Manyscheduleactivitieshavealternativemethodsofaccomplishment.� Theyincludeusingvariouslevelsofresourcecapabilityorskills,differentsizeortypeofmachines,differenttools(handversusautomated),andmake-rent-or-buydecisionsregardingtheresource�  Forexample,youcandetermineifitisbettertoapplyexpert-levelresourcesforahigherhourlyrate,andgettheworkdonequicker,orwhetherentry-levelpeopleshoulddotheworkforlesscost,andoveralongerperiodoftime.

�  PublishedEstimatingdata� Severalorganizationsroutinelypublishupdatedproductionratesandunitcostsofresourcesforanextensivearrayoflabortrades,material,andequipmentfordifferentcountriesandgeographicallocationswithincountries

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KeyToolsandTechniquesForEs?mateAc?vityResources(2)�  Bottom-upEstimating

� Bottom-upestimatingisamethodofestimatingprojectdurationorcostbyaggregatingtheestimatesofthelower-levelcomponentsoftheWBS

� Whenanactivitycannotbeestimatedwithareasonabledegreeofconfidence,theworkwithintheactivityisdecomposedintomoredetailandtheresourceneedsareestimated

� Theseestimatesarethenaggregatedintoatotalquantityforeachoftheactivity’sresources

� Activitiesmayormaynothavedependenciesbetweenthemthatcanaffecttheapplicationanduseofresource

�  Iftherearedependencies,thispatternofresourceusageisreflectedanddocumentedintheestimatedrequirementsoftheactivity

�  ProjectManagementSoftware� Projectmanagementsoftware,suchasaschedulingsoftwaretool,hasthecapabilitytohelpplan,organize,andmanageresourcepoolsanddevelopresourceestimates

� Dependingonthesophisticationofthesoftware,resourcebreakdownstructures,resourceavailability,resourcerates,andvariousresourcecalendarscanbedefinedtoassistinoptimizingresourceutilization

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OutputsOfEs?mateAc?vityResources(1)�  ActivityResourceRequirements

�  Activityresourcerequirementsidentifythetypesandquantitiesofresourcesrequiredforeachactivityinaworkpackage

�  Theserequirementsthencanbeaggregatedtodeterminetheestimatedresourcesforeachworkpackageandeachworkperiod

�  Theamountofdetailandthelevelofspecificityoftheresourcerequirementdescriptionscanvarybyapplicationarea

�  Theresourcerequirementsdocumentationforeachactivitycanincludethebasisofestimateforeachresource,aswellastheassumptionsthatweremadeindeterminingwhichtypesofresourcesareapplied,theiravailability,andwhatquantitiesareused.

�  ProjectDocumentsupdatesand/orrevisionsinclude�  Activitylist�  Activityattributes�  Resourcecalendars�  WBSDictionary

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OutputsOfEs?mateAc?vityResources(2)�  ResourceBreakdownStructure

�  Theresourcebreakdownstructureisahierarchicalrepresentationofresourcesbycategoryandtype�  Labor�  Supplies�  Tools,machinery,computers,etc.neededtoproducethesystems�  Materialsandinstalledequipmentneededfortargetsystem�  Feesandlicenses

�  BecausetheRBSlistsalltheresourcesthatrepresentthecostoftheproject,itprovidesabasisforestimatingallprojectcosts

�  TheRBSisanimportantinputtoestimatingactivitydurationsandcreatingaprojectschedule

�  Resourcetypesmayincludetheskilllevel,gradelevel,orotherinformationasappropriatetotheprojectwhendiscussingpersonnelresources

�  Theresourcebreakdownstructureisusefulfororganizingandreportingprojectscheduledatawithresourceutilizationinformation

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SampleResourceBreakdownStructure(1)

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SampleResourceBreakdownStructure(2)

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SampleResourceBreakdownStructure(3)

55