PMGT 690 Example

Planning: Time

Planning time management involves identifying all the activities required to satisfy the contractual obligations of the project, i.e. to deliver all the WBS items (deliverables) to the customer. In general practice the processes above are blended into a single effort of schedule development, but in reality, whether done formally or informally, all the above processes are completed by the project team whether they are documented as separate efforts or not. 

6.1 Plan Schedule Management

Process Definition
Planning schedule management results in creating a plan for developing, controlling and closing the project schedule.  It is important to note that the plan is about how the schedule will be managed, not the actual schedule itself.  It should clearly identify the tools that should be used, such as Microsoft Project, recommended templates, the configuration management and control processes that should be followed, reporting requirements and closure process.  

Process Assessment
A schedule management plan has never been useful for me.  My organizations usually have existing processes embedded into the culture and followed by teams.  Schedules are done in MSProject, and progress reporting is done weekly with percent complete identification. I've never seen a need for this process.

Figure 9. Create WBS: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 145. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Fence Construction Project Charter: Example of a project charter, developed in PMGT 501 for a project to build a backyard privacy fence. It is an input to the "Plan Schedule Management" process, providing summary milestones and management approval guidelines.
  2. Expert Judgment: This essay from PMGT 612 outlines tools and techniques best practices for developing a schedule management plan. 
  3. Schedule Management Plan: This schedule management plan was created specifically for this portfolio example as an output to the "Plan Schedule Management" process.  It outlines the tools, development processes, reporting, change management and closure requirements for the project schedule.
6.2 Define Activities

Process Definition
With the scope baseline completed, the first step in schedule development is to define the activities required to produce the project deliverables, as outlined in the WBS. This list of activities should result in the completion of each work package in the WBS.

Process Assessment
This first step, defining the activities required to create and deliver each WBS element is critical in the creation of a good schedule.  Making sure that activities are identified for each and every WBS element is often overlooked, with focus skewed toward product development.  Things like training, spares and support facilities are frequently neglected.

Figure 10. Define Activities: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 149. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Schedule Management Plan: This schedule management plan was created specifically for this portfolio example as an input to the "Define Activities" process.  It describes the level of detail and tools required for capturing project activities. 
  2. Expert Judgment: This paper discusses tools and techniques for using the WBS to identify activities.
  3. Fence Schedule: A schedule for a Backyard Privacy Fence project. The project schedule contains the identified activities that are outputs of the "Define Activities" process.
6.3 Sequence Activities

Process Definition
After the activities have been defined it is necessary to arrange them in the proper sequence for execution. This is done by creating logic relationships between the activities in the scheduling software program, and can also involve lead and lag times.

Process Assessment
This second step in building a schedule, sequencing the activities identified in process 6.2, helps build a better picture of how the project will be executed.  This process often results in further decomposition of activities.

Figure 11. Sequence Activities: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 153. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Schedule Management Plan: This schedule management plan was created specifically for this portfolio example as an input to the "Sequence Activities" process.  It identifies the tool in which the schedule will be built, which in turn defines how the sequencing will be done.
  2. Dependency Determination: Short essay from PMGT 501 on the Critical Path Method (CPM) and its use in the dependency determination technique, one of the two key methods for schedule development.
  3. Project Schedule Network Diagram: This homework from PMGT 614 includes a network diagram for a short project schedule, an output of linking tasks.
6.4 Estimate Activity Resources

Process Definition
After the activities have been identified and sequenced that achieve the desired project scope, the project manager must determine which resources are required for each activity. These resources can include people, equipment, material and supplies.

Process Assessment
Estimating activity resources is one of the most difficult exercises in project management.  Activities frequently take more resources than estimated, especially when it comes to labor.  Also, the resources required often change over time as activities and deliverables become more well understood.  This is one of the most pain-in-the-butt processes in project management.  Of course, it's also one of the most important.  

Figure 12. Estimate Activity Resources: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 161. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Don Funk Resource Requirements: Homework assignment from Microsoft Project 2010 Official Academic Course, Chapter 2, demonstrating resource estimating, an output of this process.
  2. Activity Resource Requirements: A list of resource requirements is one of the two primary outputs for the "Estimate Activity Resources" process. This homework assignment was to create a list of activity resource requirements for building a surfboard.
  3. Retirement Party RBS: The RBS (Resource Breakdown Structure) is one of the outputs of the "Estimate Activity Resources" process. This homework assignment created an RBS for a retirement party.
6.5 Estimate Activity Durations

Process Definition 
The availability of resources often affects how long it takes to accomplish tasks on a project. Therefore the activity durations are not estimated until after the available resources have been assigned. 

Process Assessment
As with estimating activity resources, estimating activity durations is very difficult. Activities frequently take more time than estimated, especially when it comes to labor.  Also, the duration required often changes over time as activities and deliverables become more well understood.   

Figure 13. Estimate Activity Durations: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 166. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Expert Judgment: This brief paper discusses the "Estimate Activity Durations" process and the tools and techniques used therein.
  2. Three-Point Estimating: This homework problem from PMGT 613 involves conducting PERT calculations to determine the probability of finishing a project by a certain date. PERT uses three-point estimating, a tool and technique for the "Estimate Activity Duration" process.
  3. Don Funk Music Activity Duration Estimates: This file shows estimated activity durations for the Don Funk music video project, an output of this process.
6.6 Develop Schedule

Process Definition
The schedule is the final result of the preceding processes, define activities, sequence activities, estimate resources and estimate durations.

Process Assessment
As with 4.2 Develop Project Management Plan, this isn't a process so much as a compilation of the results of the other time management processes.  Once activities have been identified and sequenced, and estimates made for resources and duration, the schedule is effectively built.   

Figure 14. Develop Schedule: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 173. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

  1. Modeling Techniques: This PMGT 501 homework assignment essay on "Schedule Development for Small Projects" overviews a simple modeling technique for developing a schedule for small projects.
  2. Fence Project Schedule: This schedule developed for PMGT 501 illustrates a simple output for the completed process.  
  3. Bicycle Schedule: This fully resourced scheduled developed as a demonstration of Monte Carlo risk assessment is an example of an output of the schedule development process.  

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