PMC Module 2 -2013- by Jacob REB.pdf

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This flow chart represents the “essential” steps in project planning to attain a Performance Measurement Baseline (PMB). Although the primary focus of this chart is on planning Scope, Cost andSchedule, the information on this slide is not intended to preclude the other PMBOK ® bodies of knowledge, everyone of which must be considered as well — Risk, Quality, Human Resources, Communications, Procurement and Integration.

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Copyright © 2000 Performance Management

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Copyright © 2000 Performance Management Associates Inc

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Perceive each WP as a small, manageable, interrelated “chunk ”of work, with its own triple constraints, Performance (including Scope, Quality), Cost and Time. This slide captures the concept that WP’s are the integrated “building blocks” that satisfy the main triple constraints of the project itself.As we will further elaborate, there must be a one-to-one correspondence, whereby each WP is represented by a specific activity in the project schedule.

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CHECKLIST

1. Has a Work Package or Control Account Manager been assigned who is responsible and accountable for its completion?2. Is the Work Statement described in clear and unambiguous language?3. Is the Deliverable described in clear and unambiguous language?4. Is there an estimate for the Duration of the work to be done?5. Are all Resources (labor or material) identified and allocated at the right time to get the get the work done?6. Is there a Cost Estimate established for each resource (labor or material), including the Expenditure Rate over the estimated duration?7. Are Earned Value Metrics applicable? If yes, what type of measurement method selected?8. Are all the Predecessor Work Packages and their respective precedence relationships established so as to determine when work can commence?9. Are all the Successor Work Packages and their respective precedence relationships established?10. Do all the Successor Work Package or Account Managers fully understand the nature of the deliverables from this Work Package?11. Are there any Special Requirements or Conditions required to implement this Work Package? For example:

• Availability of specific capital equipment or facilities?• Software/hardware tools for design and engineering analysis?• Specific individuals required to support completion of the WP? • Other requirements?

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This slide shows how budgets are rolled up from the lowest to the highest level in the WBS. During project execution, the actual costs and the earned value incurred at the WP level are rolled up as well. We will demonstrate this later in exercises.

Note that each WBS element has its own unique identifier. These identifiers are called the Code of Accounts. See PMBOK® Guide Glossary.

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These are two different representations of a network diagram. Because of easy availability of software AOA is rarely used today.See Figure 6‐7 in the PMBOK® Guide.

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• The "Forward Pass" calculates the early start of each activity based on the preceding logic and then calculates the early finish of each activity by adding the duration of the activity to the activity's early start.• Next, the early start of the next activity or activities is established based on the associated logic and previously calculated date information. Any "lead or lag" information would also effect these calculations.• The calculation process continues through the network until all the early start and early finish dates for all activities have been calculated.• At the conclusion of this, you will know what is the total length of the project.

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• We will then apply this algorithm to each task for network A and we should e able to determine the total length of this project.• What result did you get? The answer is 29.

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• The "Forward Pass" calculates the early start of each activity based on the preceding logic and then calculates the early finish of each activity by adding the duration of the activity to the activity's early start.• Next, the early start of the next activity or activities is established based on the associated logic and previously calculated date information. Any "lead or lag" information would also effect these calculations.• The calculation process continues through the network until all the early start and early finish dates for all activities have been calculated.• At the conclusion of this, you will know what is the total length of the project.


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• The "Backward Pass" process calculates the late finish of each activity based on the reverse logic.• The late start of each activity is calculated by subtracting the duration of the activity from the activity's late finish.• Next, the late finish of the preceding activity or activities is established based on the reverse logic.• The "Backward Pass" process continues back through the network until all the late finish and late start dates for all activities have been calculated.• What you will find is that some activities will have the same early and late start and finish dates, but most will be different We'll address how to use this information shortly.


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• This is the algorithm you use to calculate the late finish and late start dates.• We’ll apply on the next chart.


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• Here is network A with the forward pass complete. How did you do? We are now ready to do the backward pass. • We'll only do a couple of activities here.• Starting with 014, Project complete, we assume the late finish date to be the same as the early finish date, the end of day 29. Per the formula on our last chart, the late start date for this would then be, 29 ‐ 0 + 1 = 30. How can the start date be 30 when the end date is 29? This is a product of the fact that this isn't an activity, it is a milestone and therefore its duration is zero. Remember that start dates whether they are early or late are always the beginning of the performance period. Therefore, this 30 is the beginning of day 30, which in reality is the same as the end of day 29.• Let's do one more activity. How about K? Based on the logic, if Project Complete is the beginning of day 30 (the same as end of day 29), then the latest Activity K may finish without delaying the project is the end of day 29. Therefore its late start date is 26 (29 ‐ 4 + 1 = 26). Notice that the late dates are different than the early dates.• Go ahead and finish the calculations.

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• So why are these early and late dates calculated?• First, knowing these dates provides you with management information about options for the timing of different activities.• Second, it yields the information needed to calculate float.• Finally, it identifies our critical path.


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• Float is known by various names (e.g. leeway, slack, safety)• MS Project refers to it as slack, but the most common appellation is float.• There is more than one kind of float.• Let's first address "total float." • It is the amount of time the finish of an activity may be delayed without causing the project to be delayed. In this case it is 13 days. Whether activity A finishes on day 4, day 17 or somewhere in between, it will have no effect on when the project completes.

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• The other form of float is called "free float"• This is the amount of time an activity may be delayed before it has an impact on a subsequent activity. It is calculated by determining the difference between an activity's early finish date and the early start date of the subsequent activity's early start date. When an activity has multiple successor activities, the free float is calculated based upon the subsequent activity that is scheduled to start the soonest.• In this case activity D may only be delayed 6 days before it will cause activity H to start later than its early start date.• It may appear that the free float is 7 days since the early finish of D is day 7 and the early start of H is day 14. Once again, however, we have to take into consideration that D concludes at the end of day 7 and H starts at the beginning of day 14. Thus, there actually are only 6 days of free float.• This activity actually has 13 days of Total Float, thus if it slipped 7 days it would impact the start date of activity H, but it would not cause the project to be delayed.


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