Project Time Management - notes

Good Evening! This is my third, fourth, fifth time delving into Project Time Management. There is so much to this chapter and to top that off, it closely parallels Project Cost Management. They go hand in hand. It is a HUGE impact if your scheduling is not done right for a project - that the costs - are also 'hugely' affected by that. For example: Because of a 6 month delay in software development by the vendor (yes, it was), it impacted out costs. If we extended implementation out by one month, it would have cost too much money - I want to say 10% more - it was a bunch. Instead, it was decided to implement and accept in the same month (30 day acceptance period) - our warranty is still in affect and the risk is somewhat minimal.

I am summarizing RITA's Chapter 6 - Schedule Management Planning tonight. It's all I can concentrate on at this time. - sharpen your pencil and get ready.

"In order to answer time management questions correctly, you need a thorough understanding of the PROCESS of scheduling a project. In the real world, we use software to help us with the network diagram. In the PMBOK exam world, you must know how to manually draw the network diagram. Anyway, the project management software available can be extremely helpful for scheduling 'what if' scenarios and status reporting functions, but it does not tell you how to manage a project. " You cannot follow software, you must make it conform to your needs".

MEMORIZE RITA's process chart - this will truly help you understand. For the Project Time Management chapter, we are dealing with very specific tasks in the Planning and the Monitoring and Controlling Process areas.

PLANNING: Determine how you will do planning (schedule) - part of the pm plans; create activity list; estimate resource requirements; estimate time and cost; determine critical path; develop schedule; iterations - go back; Finalize the "how to execute and controls' aspects of all management plans; Develop final PM plan and performance measurement baselines.

MONITORING & CONTROLLING: Measure against the performance measurement baselines; Measure according to the management plans; Determine variances and if they warrant corrective actions or a change; Recommend changes; defect repair; preventive and corective actions.

IN SUMMARY:

Time Management Process Done During

Activity Definition Planning Process group
Activity Sequencing Planning Process group
Activity resource estimating Planning Process group
Activity duration estimating Planning Process group
Schedule development Planning process group
Schedule Control Monitoring and Controlling

THINGS TO KNOW FOR THE EXAM:
1. Estimating is based on WBS (to improve accuracy)
2. Estimating should be done by the person doing the work whenever possible (Expert Judgement - Tool & Technique)
3. Historical Information from past projects (Organizational Process Assets)
4. A schedule baseline (cost, scope, quality and resource baselines) and can only be changed by approved change requests. "A baseline is a specific version of the project plan/schedule approved and accepted by the project management team"
5. The schedule should be managed to the Schedule baseline.
6. Integrated Change Control
7. Estimates are more accurate to the smaller size work components established (refer to activity list information - break down from WBS )
8. Corrective and preventive actions should be recommended when schedule problems (cost, scope, quality and resource problem ) occure
9. A PM should never just accept requirements from management, but rather analyze the needs of the project, come up with her own estimates and reconcile any differences to produce realistic objectives.
10. Plans should be revised as necessary during completion of work
11. How to get a good estimate
12 Padding is not acceptable PM practice
13. The PM must meet any agreed upon estimates
14. What to do with the estimates when received
15. How to keep the estimates realistic

REMEMBER: Incorrect PM practices will be listed as choices on the exam. Study and be clear on Project Time Management.

RITA says: You will frequently see one-time estimate per activity used on the exam,. This method is not always the best, but it is a quick way to improve your undersatnding of finding critical paths, and drawing network diagrams. Using one-time estimates also allows for a dquick calculation and proof that you understand those concepts.

TIME MANAGEMENT:

The first process is PLANNING! How will I go about planning the schedule for the project?
How will I effectively manage and control the project to the schedule baseline, and manage schedule variances?

A schedule management plan requires that the project be measured to the baseline along the way of the project....

The schedule management plan will help make the schedule estimating process faster by providing guidelines on how estimates should be made (stating that estimates must be in hours or days). During the direct and manage project exxecution process, the schedule management plan can help determine if a vaiance is over the allowable threshold. . .
The schedule management plan can also help detemine the types of reports required on the project relating to schedule....

Next STep after the SCHEDULE MANAGEMENT PLAN has been developed. . .

ACTIVITY SEQUENCING . . . Stay tuned....

Testing, Memorizing and studying

I really enjoy the study group. It provides both consistency and motivation. TIP: Get your PMBOK-3 PMP before January. Otherwise, you will be faced with preparing for PMBOK-4. AFter all this preparation, how much more do you want to put into this?

Consistency - this is a key as well. I have been so busy with a project at work, it has been very disruptive in my studying for the PMP. I can tell the difference - my motivation is waning and my memory for PMBOK is too. :)

So here we go, I'm re-committing to my studies.

The basics - Rita's Process Chart. I have a couple of the processes memorized - the others 'kind of' - so if you get bored with this - move on and post a blog of a different sort.

HAVE YOU MEMORIZED RITA's PROCESS CHART?

Test yourself. . . . . .

Initiation:

1. Select the PM = this is good time to choose who
2. Determine Company Culture and existing systems
3. Collect Processes, procedures and historical records
4. Divide project into phases
5. Identify stakeholders
6. Document business needs
7. Document project objectives
8. Document Assumptions and Constraints
9. Develop Project Charter
10. Develop Preliminary Project Scope

NOTE: Everyone should know by now the INITIATION Process pretty well, as well as the INPUTS, TOOL & TECHNIQUES, and OUTPUTS

PLANNING
1. Determine how to plan - 'project management plan'
2. Develop Project Scope
3. Determine the Team
4. Create WBS and WBS Dictionary
5. Create Activity List
6. Create Network Diagram
7. Estimate Time and Cost
8. Determine Resources
9. Determine Critical Path
10. Develop Schedule
11. Develop Budget
12. Determine Quality, Quality Control, Quality Assurance
13. Determine Roles and Responsibilites
14. Develop Communications Plan
15. Determine Risks, Risks Reponses, Risks Control
16. Iterations
17. Determine what to purchase
18. Develop Procurement documents
19. Prepare final "how to execute and monitor' pm plans
20. Create Process Improvement Plans
21. Prepare final PM plans and measurement baselines
22 Gain Formal Approval
23. Conduct Kick off meeting

Executing
1. Acquire the team
2. Execute the PM Plan
3. Complete Project work
4. Recommend changes and corrections
5. Send and Receive
6. implement changes, corrections and defect repairs
7. Chris - Continuous Improvement
8. Follows - follow Processes
9. Given - Recognition and Reward
10. Hold - Hold Progress Meeting
11. Useful - Use Issue Logs
12. Requests - Request Seller Reponses
13. Select Seller

Well - I know 50%, maybe alittle more on the EXECUTING process - STUDY - STUDY - STUDY - Note: Someone in our study group recites this before going to sleep - that's an idea!

MONITORING AND CONTROLLING

1. Measure against the baselines
2. Measure against the performance measurement baselines
3. Measure according to the management plans
4. Determine variances and if they warrant corrective action or a change
5. Scope verification
6. Configuration Management
7. Recommend changes, defect repair, preventive and corrective actions
8. Integrated Change Control
9. Approve changes, defect repair, preventive and corrective actions
10. Risk Audits
11. Manage Reserves
12. Use Issue Logs
13. Facilitate conflict resolution
14. Measure team performance
15. Report on performance
16. Create forecasts
17. Administer Contracts

The key is to Study and LOGIC this one out.

CLOSING

1. Develop Closing Procedures

2. Complete Contract Closure

3. Confirm Work is done to REquirements

4. Gain Formal Acceptance of the product

5. Final Performance Reporting

6. Index and Archive records

7. Update Lessons Learned Knowledge Base

8. Hand off completed Project

9. Release Resources

STudy STUDY STUDY and RECITE, RECITE, RECITE, RECITE

Rita's Process Chart - Memory Test

HAVE YOU MEMORIZED RITA's PROCESS CHART?

Test yourself. . . . . .

Initiation:

1. Select PM;
2. Determine Culture, Existing Systems;
3. Collect Processes, procedures and historical records;
4. Divide Project into phases;
5. identify stakeholders;
6. Document Business Needs,
7. Determine Project Objectives;
8. Document Assumptions and Constraints;
9. Develop Project Charter
10. Develop Preliminary Project Scope

Planning
1. Determine how to do Planning - document for PM plan
2. Develop Project Scope
3. Determine Team
4. Create WBS, Create WBS Dictionary
5. Create Activity List
6. Create Network Diagram
7. Estimate Resource Requirements
8. Estimate Time and Cost
9. Determine critical path
10. Develop Schedule
11. Estimate Budget
12. Determine quality standards, processes and metrics
13. Define Roles and Responsibilities
14. Develop Communications requirements
15. Develop Risk plan, Risk Identification, Risk Analysis, Risk response
16 Iterations
17. Determine Purchases
18 Prepare Procurement documents
19. Finalize How to execute and control aspects of all mgmt plans
20. Create Process Improvement Plan
21. Develop Final PM plan and performance measurement baselines
22. Get formal approval
23 Kick off meeting

Executing
1. Acquire team
2. Execute the PM plan
3. Work to produce product scope/ Complete product work
4. Recommend changes and corrective actions
5. Send and receive information
6. Implement approved changes, defect repair, preventive/corrective actions
7. Continuous Improvement
8. follow processes
9. Team building
10. Give recognition and awards
11. Hold progress meetings
12. Use work authorization System
13. Request Seller Bids
14. Select Sellers

Monitoring and Controlling

Measure against the performance measurement baselines
Measure according to the management plans
Determine variances and if they warrant corrective action or a change
Scope verification
Configuration Management
Recommend changes, defect repair, preventive and corrective actions
Integrated Change Control
Approve changes, defect repair, preventive and corrective actions
Risk Audits
Manage Reserves
Use Issue Logs
Facilitate conflict resolution
Measure team performance
Report on performance
Create forecasts
Administer Contracts

CLOSING
Develop Closing procedures
Complete Contract Closure
Confirm work is done to requirements
Gain formal acceptance of the produce
Final performance reporting
Index and Archive records
Update lessons learned knowledge base
Hand off completed product
Release Resources

PMBOK Chapt 4 - Project Integration Mgmt

Being ambitious, I want to summarize Chapt 4 - Project Integration management. This can all be attributed to Chapter 4 of the PMBOK 3 review guide, page 79 - I adlib (ed) trying to make sense of the integration management process flow - it is very logical and I maintain that an understanding is much better unless you have sometype of photographic memory!

Taken from PMBOK directly: "The Project Integration Management Knwolede ARea includes the processes and activities needed to identify, define, combine, unify and coordinate the various processes and project managemnt activies within the Project Management Process Groups.

ARe you asking yourself what this means? My take on it we have 5 process areas, 9 knowledge areas, 44 activities - how does this all work together? More specifically - this could fit into an overall process of Integration as follows:

4.1 Develop Project Charter
4.2 Developo Preliminary project Scope Statement
4.3 Develop Projec tManagement Plan
4.4 Direct and Manage Projec tExecution
4.5 Montior and Control projec tWork
4.6 Integrated Change Control
4.7 Close Project

Doesn't this make sense? The trickier part in understanding this, thinking logically, is knowing what the Inputs, Tools and Techniques, and the Outpust of 4.1 thru 4.7 are. It is all very logical if you think about it. Review the chart beginning on page 79 of the PMBOK - 3. Do you see that the output of one is the input of the next?

For example, after developing the Project Charter (Output) - are you ready to develop the Preliminary Project Scope STatement? O.K. that was too obvious. How about Develop Project Management plan and Direct and Manage Project Execution?

Think logically - what information do you need? For the Project charter, you need certain information - is their a contract? What about the Project SOW? Enterprise Environmental Factors (You need to know what the organization is like and what they have!) Organizational Process Assets - let's hope they have lessons learned - remember - that is like gold! Then there are the processes and procedures to gather and study.

That's right, we are now in Tools & TEchniques, what's that all about? Some information about Tools & Techniquest - you need to know and become familiar with the Project Selection Methods (Benefit Measurement methods: comparative approaches: scoring models, benefit contribution, economic models) and (Mathematical models that use linear, nonlinear, dynamic, integer, or multi-objective programming algorithms). The rest is again, pretty logical - what method of Project Management mehodology are you using and where are you going to store the information - what automated system of PM tools are you going to use? (PMIS)? Read Chapter four and study the inputs, tools and techniquest, and outputs. It reads like a flowchart - and works the same way.

Outputs of Project Charter- well, that one is obvious.

What do you need to develop the preliminary Project Scope STatement? Obivously the Project Charter and the Project Statement of Work. Again, there is Enterprise Environmental Factors (EEF) and Organizational Process Assets (OPA) - which reminds me - do you know OPM3 is? It's pmi-ism and PMI's Maturity Model (that's all you really need to know - how mature is an organization in their Project Management methods?

The Outputs of Project Scope Statement? Obvious.

Inputs to Develop Project Management Plan:

What was that output from the Project Scope Statement?
Project Management Processes (you might just need to memorize this one)
Then our old friends again, EEF and OPA - noted in all initiation, most of Planning development processes.

Tools & TEchniques in developing Project Management Plan: Project management methodology; PMIS, Expert Judgement (Me :) ) - had to make you smile.

OUTPUTS: What planning process are we in? Develop Project Management Plan? Oh yeah, output = The Project Management Plan

Direct and Manage Project Execution:
Sorry but some of this is re-reading, becoming familiar - try not to worry about memorizing - but here it is:
Inputs: Project Mangement Plan; Approved correction/preventive actions; Approved Change requests: Approved defect repair; Validated defect repair and Administrative closure procedure.

TOOLS & TECHNIQUES: Projec tManagement Methodology; PMIS

OUTPUTS: (from the inputs): Deliverables (the results); Requested changes; Implemented change requests; Implement corrective and preventive actions; implemented defect repair and Work Performance information. Key into this - Outputs are inputs to the next process. This is the general rule of thumb and it is important how the process flows - it logically inter-relates and once you realize this - it is an 'ah hah' moment.

Monitor and Control Project Work:
This is the part that gets interesting: Measuring, Forecasting - think about what is happening at this level.

Inputs: Project Management Plan, Work Performance Information and Rejected Change Requests. (remember that you are monitoring and controlling project work - are you working according to the plan)?

Tools & TEchniques: Project Management Methodology, PMIS, Earned value technique (are you getting your money's worth??) and Expert Judgement.

Outputs: Recommended corrective action (there is a problem - off centered, and you need to do something to get the project back inline)
Recommended Preventive Actions (things you do to make sure that the project doesn't get off track - insurance)

Forecasts; Recommended defect repair and requested changes.

INTEGRATED CHANGE CONTROL (I can only hope that you are following the chart on page 79 in PMOBK 3 Guide). IT's the only way you will understand this - and READ, READ, READ - you will get it then!

Inputs: Project Management Plan; REquested Changes Work Performance Informaton; Recommended Preventive and Corrective actions; Recommended defect repair; DELIVERABLES.

Note the Recommended actions and the deliverables - then of course, a change is based on some reason - to measure the impact - Work Performance Information (Measurements have to be provided!)

Tools and TEchniques: Project management methodology; PMIS and Expert judgement. (This one was easy)

OUTPUTS: APPROVED and REJECTED Change requests. Project Mangement Plan; Project scope statement ; Approved coreective and preventive actions; approved defect repair and validated defective repairs; DELIVERABLES.

CLOSE PROJECT:
Inputs: Project Management Plan, Contract Documentation; EEF, OPA , Work performance information (how on budget and on time were you?) and DELIVERABLES (Of course!).
Tools & TEchniques: Project Management Methodology; PMIS: Expert Judgement
OUTPUTS: Adminstrative Closure Procedures, Contract Closure Procedures, Final Product, SErvice or result and OPA UPDATES (Like LEssons LEarned?- yeah, right) :)

Rita Mulcahey's Chapter 3

This chapter is the most laborious. I'm still memorizing Rita's process chart. Once memorized, I can do at least 1/2 those lists. Initiating processes always includes as inputs - Enterprise Environmental factors and Organizational Process Assets. Read, and re-read this chapter. Why not, do the exercises - alittle at a time.

I received a couple of e-mails today from a PMP person. She understood my concern over taking the test. I'm really not a certification - exam taker. Seriously disabled with too many Senior moments - I'm somewhat concerned. Well to my surprised - I'm not the only one out there like this. More importantly - my stubborness translating into determineness is what will get me through this. I found it a confidence booster and gave me more motivation to 'git-r-done'. What a great PMP = and a motivator. Note: What are you doing to motivate your workplace?

Keep pushing forward, and reasoning will take over instead of memorizing.

Preliminary Project Scope

For some reason, those of us who have been utilizing the practice PMP tests, our study group has challenges with the preliminary project scope. Below is the official definition along with a detailed description of the 14 components. Don't let it throw you when the question lists alot of details about the 'preliminary project scope'. It's true that in the initiation phase, the 14 components are detailed in the project scope and 'refined' in the Planning process. FYI: (Courtesy of Anticlue.com)


Developing the Preliminary Project Scope
The preliminary Project Scope statement documents product requirements, project boundaries, methods of acceptance, and high-level scope control. As scope is defined a shared understanding among the stakeholders and project management team occurs, and it is further defined by the projects boundaries. This process of reviewing and analyzing project scope is commonly referred to as the Scope Definition process.

There are four inputs into the process of developing a preliminary project scope. They are:
1. Project Charter - This is the document that formally authorizes a project.
2. Statement of Work (SOW) - The SOW is a narrative description of products or services to be supplied by the project. It often indicates a business need, product requirements, and the strategic alignment with the performing organization.
3. Enterprise environmental factors – The Enterprise environmental factors are conditions within and outside an organization, from any or all of the organizations involved in the project, that may have an effect on the project outcome. Such factors include a company's structure and resources, and market and industry conditions.
4. Organizational process assets – Organizational Process Assets are resources, procedures, or processes, from any or all of the organizations involved in the project, that influence the process or outcome of a project. Organizational process assets include plans, policies, procedures, and guidelines.

The preliminary Project Scope Statement defines the project and establishes what must be accomplished at a high level. Commonly there are tools and techniques exploited by the project team to create the preliminary Project Scope Statement. These tools and techniques are:
1. A project management methodology - A set of guidelines or principles that can be tailored and applied to a specific situation. This methodology aids a project team in the development of the preliminary Project Scope Statement. For example, the system development life cycle methodology is often used to in IT projects.
2. A project management information system (PMIS) - A PMIS provides tools, including document management and collaboration tools, that can help project managers control project information and aid in the development and publication of the preliminary Project Scope Statement.
3. Expert judgment - The exercising of skills or knowledge gained from previous experience to make decisions on the project at hand. It is applied to technical and management details to be included in the preliminary Project Scope Statement. Am example of expert judgement is the project teams inclusion of patient census and patient days report for the design of a hospital registration reporting system.

Once you have it the preliminary Project Scope Statement content typically includes 14 components – give our take a few as one traverses industries.
1. Project and product objectives - Project objectives are the measurable success criteria of the project. Product objectives are the desired characteristics of the product, service, or result that the project was undertaken to create.
2. Product or service requirements and characteristics - These are conditions or capabilities that must be met or possessed by a system, product, service, result, or component to satisfy a contract, a standard, a specification, or other formally imposed documents.
3. Project boundaries - Project boundaries explicitly define what's included in and excluded from the project.
4. Project requirements and deliverables - Project requirements describe the conditions or capabilities that must be met or possessed by the project deliverables to satisfy stakeholder expectations. Project deliverables include the outputs of the project and auxiliary results, such as reports and documentation.
5. Product acceptance criteria - Product acceptance criteria include performance requirements and essential conditions that must be met before project deliverables are accepted.
6. Project constraints - A constraint is a state, quality, or sense of being restricted to a given course of action or inaction. It is an applicable restriction or limitation, internal or external to the project, that will affect the performance of the project or a process.
7. Project assumptions - Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration. Assumptions affect all aspects of project planning.
8. The initial project organization – the project organization consists of the project team members, project stakeholders, and performing organization.
9. The initial defined risks – Risks are possible events or conditions that would have a significant effect on the project outcome if they were to occur. Some risks, when matched with their possible outcomes, could lead to time and cost overruns.
10. Schedule milestones – Milestones are key events in the project schedule that may affect the project timeline. Schedule milestones also indicate the completion of a major deliverable. An example is the completion of a design prototype.
11. Initial work breakdown structure - A WBS is a hierarchical chart that shows the breakdown of a project's activities and deliverables. The initial WBS should consist of a "bare bones" outline of activities and deliverables.
12. The order-of-magnitude cost estimate – The order-of-magnitude cost estimate is one way to estimate the project's cost. It is an estimate that is made without detailed data.
13. Project configuration management requirements – Configuration Management requirements describe the degree to which configuration management and change control will be implemented on the project.
14. Approval requirements – Approval requirements outline approval processes and procedures that can be put in place by any stakeholder. Approval requirements can be applied to project objectives, deliverables, and work.

The Preliminary Project Scope Statement provides a guideline for project decision and assures a shared knowledge of project scope among stakeholders has occurred.
Project managers will continue to refine project scope as the project continues, but they need to develop a preliminary version to establish project scope for progressing through the initial project phases.