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Project Schedule Management - Coggle Diagram
Project Schedule Management
trends
reduece processes to one
for smaller projects
defining activties
sequencing activities
estimating activity durations
developing the schedule model
consider extra activites
knowledge managment
risk management
iterative scheduling
user stories
plan for each iteration
rolling wave planning
product backlog
time-boxed durations
delivers incremental value
multiple team work
manage work dependencies
kanban
wip visualization
lean manfacturing
first avalable team member
take the assigment
assigment blacklog
similar sized tasks
tailoring processes factors
life cycle approach
resource availability
project dimensions
technology support
adaptive environments
short cycles
planning
executing
2/4 weeks
retrospective each cycle
backlog of requirements
prioritize
change is welcome
user stories
grooming
managed by product owner
role of pm
scrum master
servant leadership
theory of constraints
identify the most important constraint
improving that constraint until is no
longer a limiting fator
lean manifacturing
planning processes
create Schedule Managment Plan
inputs
project charter
pm plan
scope management plan
development approach
eef
organizational culture
organizational structure
es. schedulare risorse volontarie vs schedulare impiegati
team resource availability
physical resource availability
scheduling software
commaercial database
opa
tools and techniques
expert judgement
data analysis
meetings
outputs
schedule management plan
level of accuracy
units of measure (hours, days, weeks)
links to organizational procedures
project schedule model
development
maintaneance
use of baselines
comparison of baselines
control thresholds
when a delay become a risk
rules for performance measurements
reporting formats
subsidiary plan of pm plan
Define Activities
wbs
work packages
activities
basis for
estimating
scheduling
controlling
milestones
inputs
pm plan
schedule management plan
scope baseline
eef
opa
tools and techniques
expert judgment
decomposition
activties for each work package
8/80 rule
between 8 and 80 hours
inputs
scope baseline
wbs
wbs dictionary
work packages
eef
opa
rolling wave planning
alternate plan and execution
imminent plan work is detailed
future plan work is less detailed
phase gates planning
adaptive
sprint backlog planning
deliverables for each cycle of work
meetings
outputs
activity list
separate document
different from wbs
lists all project activities
activity identifier
work description
quick narrative
activitiy attributes
name
description
identifier
wbs identifier
leads
allows activties to overlap
negative time
lags
positive time
relashionship
dependenies to other
activities
resource requirements
imposed dates
constraints and assumptions
milestone list
milestone chart
a milestone is just a marker
no duration
change requests
pm plan updates
schedule
cost
define activities
project work
project manager work
meetings
analysis
sequence of activtities
dependencies
procurement time
events
internal
es. resources vacacy
external
known
risks
unknown
effort
Discrete Effort
activities to complete
the work
Apportioned Effort
pm activities
quality assurance
integrated change controls
communications
Level Of Evvort (LOE)
support activities
reporting
budgeting
Sequencing Project Activities
inputs
pm plan
schedule management plan
scope baseline
project documents
activity attributes
activity list
assumption log
miestone list
eef
opa
tools and techniques
precedence diagramming method
finish-to-start
start-to-start
finish-to-finish
start-to-finish
unusual
dependency determination and integration
mandatory dependencies
hard logic
buy hardware before installing software
discretionary dependencies
soft logic
piastrella e dopo piuttura
external dependencies
external constraint
vendors
inspectors
internal dependencies
hard logic
team members vacation
leads and lags
pmis
outputs
project schedule network diagram
project documents updates
activity list
activitiy attributes
assumption log
milestone list
Estimate Activity Duration
input
pm plan
scope management plan
scope baseline
project documents
activity attributes
activity list
assumption log
lessons learned register
milestone list
project team assigments
resources breakdown structure
resources calendar
resources requirements
risk register
eaf
opa
tools and techniques
expert judgment
analogous estimating
analogy between projects or activties
historical informations
top-down
pro
fast
least expensive
cons
reliable
three-point estimating
simple method
(O+ML+P)/3
triangular distribution
PERT
beta dstribution
(O+4*ML+P)/6
Program Evaluation and Review Technique
average of
Optimistic
Most Likely
Pessimistic
bottom-up estimating
most reliable
estimate each activity
work package
entire wbs
data analysis
alternative analysis
reserve analysis
decision making
determine confidence of estimating
voting
fist of five
help discussion on estimates
meetings
parametric estimating
duration
how long an activity takes
effort
billable time for labor
alghoritm
parameter for estimating
time per unit
historical data
repetitive work
se ripeto sempre lo stesso
lavoro divento piu bravo
learning curve
se utilizzo un nuovo strumento
all'inizio richiede piu tempo
output
duration estimates
range of variance
percentage of acceptable target date
basis of estimates
assumptions made
constraints
confidence level of estimate
risks
project ducuments updates
activity attributes
assumption log
lessons learned register
estimates considerations
law of diminishing returns
advances in technologies
faster equiment
learning curve
student syndrome
Develop Schedule
duration of the project
when resources are needed
logical relashionships between activities
input
pm plan
schedule management plan
scope baseline
project documents
activity attributes
activity list
assumption log
basis of estimates
duration estimates
lessons learned register
milestone list
project scheudle network diagram
project team assigments
resource calendars
resource requirements
risk register
agreements
eef
opa
tools and techniques
schedule network analysis
finding float
free float
activity permitted delay without delayiing
early start of any successor
total float
activity permitted delay without
delaying project completition
project float
project permitted delay without
passing customer expected date completition
two steps method
forward pass
calculate Earlier Finish
starting from first activity with ES=1
ES+du-1=EF
for the successors:
ES=max(Earlier Finish of predecessors)
backward pass
caluclate Late Start starting from
last activity with Late Finish=Earlier Finish
LF-du+1=LS
for the predecessors
LS=min(Late start of successors)-1
find Free Float for eatch activity
Float = LF-EF
Float Path
is not equal to the sum of all activity floats
total duration of the path mast not execced crtitical path
float path is simply the difference between critical
path duration and path duration.
critical path method
find all possibile paths from start to end
of network diagram
sum all estimated durations
critical path is the one with the max duration
resource optiomization
data analysis
what-if scenario analysis
compute different outcomes
es. min/avg/max
three points estimation
check feasiblity of project schedule
siulation
monte carlo analysis
leads and lags
schedule compression
crashing
add people
law diminishing return
increase costs
fast tracking
overlaps project phases
increase risk
if we find errors in first phase
influnce the second phase started
resource leveling (heuristics)
limit labor in time period
all activities
es max 40 hours per week
extends project schedule
resource smoothing
limit labor in time period
exept
for activities in
critical path
pmis
agile release planning
3/6 months
product vision
drives product roadmap
releases needed to reach the product
release plan
for each release interations needed to get the release done
iteration plan
for each iteration
schedule feature development
for each feature define a list of tasks
task is estimated in hours
prioritize features
deliver user stories
each feature is related to a
user story
estimated in story points
output
schedule baseline
project schedule
schedule data
project calendars
change requests
pm plan updates
schedule managament plan
cost baseline
project documents updates
activity attributes
assumption log
duration estimates
lessons learned register
resource requirements
risk register
consieder project constraints
constraints
doing the work
when
how
profit opportunity
market window
weather forecasts
government requirements
industry
regulations
best practices
guidelines
time frames
es. delivery of materials
start/finish constraints
must
no earlier then
no later then
assumptions
soprattutto quando
affronto un nuovo
lavoro
risks
uncertain event
knows
unknows
affects
completition
costs
time
forza maggiore
nautal disaster
labor
es. nobody will quit the project
effort
senior estimates
junior estimates
Reserve Time
management reserve
time or money
pool of time / money
when activites take longer
schedule uncertainty
contingency reserve
money
risk events
reserve analysis
estimated duration for accepted risks
known-unknown
defined as
percentage of activity duration
fixed number
reserve time during the project
beginning of the project
contingency is needed
high risk of delay
end of the project
less risk
contingency can be reduced
monitor and control
processes
Control Schedule
integrated change control
check immediately effects
on approvated changes
cost
scope
all the others
schedule change control
reconsider schdule reserves
aggredisci il problema
immdiatamente
measure project performance
open tasks
finisched tasks
delayed tasks
analyse variance
corrective actions
lessons learned
inputs
pm plan
schedule management plan
schedule baseline
performance measurement baseline
project documents
lessons learned register
project caendars
project schedule
resource calendar
schedule data
work performance data
opa
tools and techniques
data analysis
earned value analisys
iteration burn down chart
performance reviews
trend analysis
variance analysis
what-if scenario analysis
critical path method
pmis
resource optimization
leads and lags
schedule compression
outputs
work performance infromation
schedule forecasts
change requests
pm plan updates
schedule management plan
schedule baseline
cost base line
performance measurement baseline
project documents updates
assumption log
basis of estimates
lessons learned register
project schedule
resource calendars
risk register
schedule data
agile schedule control
per iteration
changes control
on deliverables
produced
validated
accepted
has project schedule changed
whole product vision
performances
compare total amount of work
delivered against estimated
retrospectives
analysis of last iteration
reprioritizing remaining work
