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Chapter 6 (Plan Schedule Management (Process (T&T (Expert Judgment,…

- - - - Expert Judgment
      - Data Analysis
      - Meetings
    - - Sched mgt plan
        
        Establish criteria & activity for developing, monitoring and controlling sched
        
        Contain
        
        Schedule model development method and tools used
        
        Lvl of Accuracy
        
        Unit of Measurement
        
        Control and Variance threshold that monitor sched performance (% deviation of parameter)
        
        Reporting format & frequency
    - - (Same Old)
      - Charter
- - - - Dependency determination and integration
        
        Mandatory Dependencies
        
        Inherent in nature of work done
        
        Cannot send invitation if cards are not printed
        
        Discretionary
        
        Subjective, should be documented so reason for placement can be reviewed in the future for possible changes
        
        Paint living room before dining room
        
        External
        
        r/s between proj. and non-proj activities
        
        Wait for other wedding party to move out before decorating place
        
        Internal
        
        Precedence btwn activities in team's control
        
        Cannot test machine until assembling it
      - PMGT Info System (PMIS)
      - Precedence Diagramming Method
    - - Proj. Schedule Network Diagrams
      - Proj. Doc. Upd
    - - (Same Old)
      - Proj. Doc.
- - - - Parametric Estimating
      - Three-point estimating
        
        Formulas for tE
        
        Triangular distribution: (tO+tM+tP)/3
        
        Beta Distribution: (tO+4tM+tP)/6
        
        Standard Deviation: (tP-tO)/6
        
        PERT=Program Evaluation and Reviewing Technique
      - Analogous estimating
      - Bottom-up estimating
      - Expert Judgment
      - Data analysis
      - Decision making
      - Meeting
    - - Basis of estimates
      - Proj. doc. upd
      - Duration Estimate
    - - (Same Old)
      - Proj. Doc
- - - - Data Analysis
      - Leads and Lags
      - Resource optimization
        
        Levelling
        
        Resolve resource conflict by delaying task
        
        Smoother distribution of resource, thus resource limited sched
        
        Change original critical path, increase duration
        
        Reduce/Remove over-allocated resources
        
        Level peaks & valleys of resource to have stable use for each mth
        
        Smoothing
        
        Take resource from non-crit tasks
        
        Crit path unchanged, proj. completion not delayed
        
        Activities may delay in total/free float
        
        May not optimize all resources because they idle in floats
        
        Adjust start and finish dates of activities to adjust resource use to be less or equal to resource available
      - Schedule Compression
        
        Fast Tracking
        
        Change r/s among activities
        
        Increase risk/may need rework
        
        Activities in sequence are done in parallel
        
        Crashing
        
        Keep activities; add resources to crit paths to shorten sched
        
        Cost more
        
        Cost and sched tradeoffs analyzed to find greatest compression
        
        If budget fixed, cannot crash
      - Critical Path Method
        
        TF: Amount of time task can delay w/o delaying overall proj. duration
        
        FF: Amt of time task can delay w/o delaing EST of successor tasks
      - PMGT info system
      - Schedule Network Analysis
      - Agile release planning
    - - Schedule
      - Sched Baseline
      - Sched data
      - Proj. Calendars
      - Change Requests
      - PMGT plan upd
      - Proj. doc. upd
    - - Same Old
      - Proj. Doc.
      - Agreements
- - - - Expert Judgment
      - Rolling Wave Planning
        
        Iterative planning (Plan as you go): Plan progressively as it unfolds
        
        Short term activity: Detailed level; Future: lower detail (Higher WBS level)
      - Decomposition
        
        Divide work package into smaller components called activities
        
        Activities: Effort needed to complete work package
      - Meeting
    - - Activity List
        
        Include all activities needed for proj.
        
        Have identifier and SOW description for each activity
      - Activity Attributes
        
        Codes
        
        Description
        
        Identifier
        
        Predecessor Activities
        
        Successor activities
        
        Logical r/s
        
        Leads and Lags
        
        Resource Requirements
      - Milestone List
      - Change Requests
      - PMGT plan upd