18340895
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Flashcards by kelly nascimento, updated more than 1 year ago
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| Question | Answer |
| planning process group | group of processes to define the scope total effort, establish and refine the objectives and developing the plan to reach those goals. the project plan components and project documents are created in this process group. Depending on the project nature, these components and documents might need to be reviewed and updated regularly. The same might be needed when a great change occurs. |
| Ch 6: project schedule management (Knowledge area) | Includes the required processes to manage the project's timely completion |
| project schedule management main concepts | The project schedule provides a detailed plan to represent how and when the project will deliver the products, services, and results defined in the scope. It works as a tool to communicate, manage stakeholders' expectations and as a base for performance reports. |
| project schedule management how to create a schedule | The project team defines a method to create the schedule, such as critical path or agile. After that, the activities, foreseen dates, durations, resources, dependencies, and restrictions are inputted in a scheduling tool to create the project schedule. The detailed project schedule should remain as flexible as possible so it can be adjusted and adapted as more knowledge is acquired by increasing the risks comprehension and value-added activities. |
| Example of how the schedule development methodology, scheduling tools, and project schedule management outputs interact to create the project schedule model | |
| Adaptative planning | The detailed project schedule should remain as flexible as possible so it can be adjusted and adapted as more knowledge is acquired by increasing the risks comprehension and value-added activities. |
| Emerging practices and tendencies in project schedule management | -iterative scheduling with a backlog list - on demand schedule |
| Emerging practices and tendencies in project schedule management: Iterative scheduling with a backlog | Based on adaptative life cycles, this is a practice in which the plan is constructed in successive waves. The requirements are defined as users' stories and a characteristic is developed within a defined timeframe. |
| Iterative scheduling with a backlog - When to use | When the aim is to provide incremental value to the client or when various teams can work simultaneously in different features without dependencies |
| Iterative scheduling with a backlog - Benefits | It makes changes easier throughout the life-cycle development |
| Emerging practices and tendencies in project schedule management: on demand schedule | Normally used in a Kanban system, it's based on the restrictions theory and in Lean pull systems to equalize the team's yield. To create the schedule, work is extracted from a list of pending items that must be immediately tackled as soon as resources become available. |
| on demand schedule - when to use | Used frequently in operations or maintenance environments, where the activities can be grouped and delivered by size and scope. |
| Tailoring considerations to the project schedule management processes application | - life-cycle approach: which life cycle approach enables a more detailed schedule? - resources availability: what is the relationship between resources available and productivity? - project dimension: how project complexity will impact the desired level of control? - technology support: the technology used to develop, register and store schedule info is accessible? |
| Considerations for Adaptative/Agile environments | The PM role doesn't change in this kind of environment. However, the PM must be familiar with these kinds of practices (on demand and iterative with a backlog list) to successfully apply them |
| Process: 6.1 - Plan schedule management Knowledge area: schedule management | The process to establish policies, procedures, and documents to plan, develop, manage, execute and control the project schedule |
| Plan schedule management benefits | It provides guidance and instructions on how the project schedule will be managed throughout the project. It's a process done once or more time in pre-defined points in the project. The project particularities define which components of the project management plan are applicable. |
| Plan the schedule managment inputs | - Project Charter - Project management plan (scope management plan and development approach) - EEFs -OPAs |
| Plan the schedule management Tools and Techniques | - specialized opinion - data analysis (alternative analysis) - meetings |
| Plan the schedule management Tools and Techniques: Data analysis (alternative analysis) | Used to determine which scheduling methodology should be used or how to combine several methods in the project. It can also be used to determine the level of detail required to monitor, review and update the schedule. It's important to have a balance between the level of detail to manage the project and the amount of time required to keep it up to date in each project. |
| Plan the schedule management outputs | The schedule management plan |
| Plan the schedule management output: The schedule management plan | It's a project management plan component. It can be formal or informal, detailed or generalized, based on the project needs and it includes appropriate controlling limits. |
| What the schedule management plan describes | -Tool and methodology used to create the schedule - iteration duration (when in an adaptive life-cycle) - the estimated duration accuracy level - measurement unit - how to maintain the schedule - controlling limits - performance measurement rules - format of the reports |
| What the schedule management plan describes: iteration duration | when in an adaptive life-cycle, the iterations have a defined duration that establishes for how long the team will continuously work towards a goal. It helps minimize scope distortions and helps critical items prioritization. |
| What the schedule management plan describes: the estimated duration accuracy level | It specifies acceptable margins to estimate realistic activities duration, which can include an amount for contingencies. |
| What the schedule management plan describes: controlling limits | specifies the variation limits in the schedule performance to allow a certain level of variation before any action needs to be taken. Usually, they are % over the baseline. |
| What the schedule management plan describes: performance measurement rules or EVA (earned value analysis) rules | It can specify rules to: - 100% completion - EVA techniques to be employed - schedule performance measurement techniques used to evaluate the baseline variance magnitude |
| Process: 6.2 - Define activities Knowledge area: schedule management | It's the process to identify and document the specific actions that must be performed in order to produce the project deliverables |
| Define activities benefits | To divide the work packages into activities in order to estimate, program, execute, monitor and control project work. This process is performed throughout the project (it's not a one-time process). |
| Define activities inputs | - Project management plan (schedule management plan and scope baseline) - EEFs -OPAs |
| Remember: scope baseline | WBS + deliverables + restrictions + assumptions |
| Define activities tools and techniques | - specialized opinion - decomposition - successively waves planning - meetings |
| Define activities tools and techniques: decomposition | The technique used in the Create WBS process to divide the project scope and deliverables into smaller and easier to manage pieces. The resulting activities represent the necessary effort to complete a work package. |
| Define activities tools and techniques: successively waves planning | Iterative planning technique in which the short term work in planned in details but the long term work is planned at a high level when using an agile or predictive approach. So, the work can be defined in different levels of detail depending on where in the project life-cycle you are. Note that when using this kind of approach and techniques, the list of activities will be updated constantly throughout the project. |
| Define activities Outputs | - List of activities - Activities attributes - Milestones list - Change requests - Updates in the project management plan |
| Define activities Outputs: List of activities | It includes an ID for the activity and a description of the scope of the work of each one of them, in order to ensure that each team member knows what should be done. |
| Define activities Outputs: Activities attributes | It's a set of multiple activities components, such as activity ID, WBS ID, activity name, activity description - initially. As more knowledge is acquired, it can include: preceding and succeeding activities, logical relationships, restrictions, assumptions, type of effort, where it should be done |
| Milestones | A milestone is a significant point or event in the project. They have ZERO duration since they are a significative event. Milestones can be mandatory or not. They are mandatory when required by a contract, for example, or optional when they are based in historical information. |
| Define activities Outputs: Milestones List | The milestone list identifies all the milestones and whether if it is mandatory or not. |
| Define activities Outputs: Change requests | After the baseline was defined, the progressive elaboration (successively waves planning) of deliverables into activities may reveal additional work that wasn't part of the project initial baseline. |
| Define activities Outputs: Project plan updates | When having a change request, the components that might be impacted and will need updates schedule and costs baselines. |
| Process 6.3: Sequence activities Knowledge area: schedule management | The process to identify and document the relationship between the project activities. |
| Why sequence activities? | To convert the tasks from a list into a diagram, working as a first step to publish the schedule baseline. |
| Sequence activities benefits | to define the logical sequence in the work in order to obtain the highest level of efficiency in opposition to the restrictions. It's performed throughout the project. |
| Sequence activities inputs | - Project management plan (schedule management plan and scope baseline) - project documents (activities attributes, assumptions log and milestones list) |
| Sequence Activities Tools and Techniques | - Activity-on-node (médodo do diagrama de precedência MDP) - Dependency integration and determination - Lead and Lag time - PMIS (project management information system) |
| Sequencing appropriately | all activities, except for the first and last one, should be connected to at least one preceding and one succeeding task, with an appropriate relationship in order to create a realistic project schedule. Among the T&T used to create a realistic schedule we might have to use lead or lag time to make it even more realistic. |
| The foundation of the project schedule | The strength of the project schedule is based on the definition of the activities, deliverables, estimation of effort and durations, organizations and sequence of the work efforts. To support that, it is important for the project team to create a work breakdown structure that is arranged in a structured and sequenced manner |
| Dependencies between tasks | Dependencies depict the relationship of the preceding tasks to the succeeding tasks. Tasks can have multiple preceding and succeeding tasks. |
| Sequence Activities Tools and Techniques: Activity-on-node (médodo do diagrama de precedência MDP) | Precedence diagramming method which uses boxes to denote schedule activities. These various boxes or “nodes” are connected from beginning to end with arrows to depict a logical progression of the dependencies between the activities in the schedule. Each node is coded with a letter or number correlated to an activity in the project schedule. An activity-on-node diagram can be used to provide a visual representation of the network logic of an entire project schedule. |
| Activity-on-node (médodo do diagrama de precedência MDP) example | |
| Activity-on-node types of dependencies/logical relations | - Finish to Start (FTS) - Finish to Finish (FTF) - Start to Start (STS) -Start to Finish (STF) |
| Activity-on-node types of dependencies/logical relations: Finish to Start (FTS) | the initiation of work on a succeeding schedule work activity is entirely dependent on the formal conclusion of work on a particular activity that directly precedes it |
| Activity-on-node types of dependencies/logical relations: Finish to Finish (FTF) | Logical Relationship in which a Successor Activity cannot finish until a Predecessor Activity has finished. the Finish of a Successor Activity is Dependent on Finish of the Predecessor Activity. Most Project Management Authors treat the above definition of FF Relationship as standard. However, some Scheduling Software treats FF Relationship slightly differently. They treat FF Relationship as “Must Finish Together” Relationship. So, if one of the activities Starts other is Automatically Started. |
| Activity-on-node types of dependencies/logical relations: Start to Start (STS) | a logical relationship that states that for one activity to begin, another must also be underway. |
| Activity-on-node types of dependencies/logical relations: Start to Finish (STF) | a successor task cannot finish until the predecessor task has started |
| Logical relationships examples: FTS: you must pour the milk into the mug before warming it FTF: writing a document before editing it. STS: initiation of one project depends upon when another project is begun. STF: the implementation of a new system must start before the old one can be turned off. | |
| Important to know about logical relationships | Two activities may have two different logical relationships at the same time, although it's not recommended. So a choice should be made about the relationship that best fit the project needs. Isn't recommended, also, to have closed cycles in logical relationships. |
| Most x Least used types of logical relations in project management | Most: Finish to start Least: Star to Finish Tasks can have multiple preceding and succeeding tasks. |
| Sequence Activities Tools and Techniques: Dependency integration and determination | Dependencies depict the relationship of the preceding tasks to the succeeding tasks and can be characterized by four attributes: - mandatory - discretionary - internal - external. |
| Dependencies attributes: Mandatory (Hard logic) | Mandatory dependency refers to a relationship that is inherent in the nature of work. This means that the tasks are contractually required therefore no other tasks should be implemented until the needs of the mandatory tasks are satisfied. It is often utilized when project activities have physical or contractual limitations. The project team has the freedom to determine which dependencies are mandatory and this must not be confused with schedule restrictions. |
| Dependencies attributes: discretionary (Soft Logic) | Dependencies established based on best practices when there are other possible sequences but one is more desirable. These kinds of dependencies reflect how project teams anticipate the work to be completed. This type of dependency allows the project team to optimize the flow of the work through the project life cycle. Simply put, activities can happen at the same time as another group of activities. Project managers utilize this dependency to create a “float” on the schedule. |
| Dependencies attributes: external | The external dependency is defined as the relationship between project activities and non-project activities. Such dependency involves things that are beyond the control of the project team but should be reflected in the project schedule. |
| Dependencies attributes: internal | Precedence relationship between project tasks under the control of the project team. |
| Sequence Activities Tools and Techniques: Lead and Lag time | The former is referred to as the acceleration of the successor activity. This means that the second task can commence in parallel with the first task. Lead compresses the combined duration of the two running activities. The latter, on the other hand, is the delay of the successor activity and it is the time that needs to pass before the next task can commence. This means that one task should be completed first before the other begins. The time in between is considered the lag. That meaning: When the first activity is still active and the second activity is being commenced, this is called lead which is basically the overlap between the two activities. Lag time, on the other hand, is when there is a delay period that occurs before starting the second activity (provided that the first activity is already completed). |
| Sequence Activities Tools and Techniques: How to use Lead and Lag time | The project management team define the dependencies which might require a lead or lag time, aiming to precisely define the logical relationship between them but their use mustn't replace the schedule logic. Besides that, the estimated durations don't include lead nor lag times. The activities and the assumptions related to them must be well defined and documented. |
| lead time | Lead is the acceleration of a successor activity. In other words, the second activity can begin (and be conducted in parallel) as the first activity. Lead is only found activities with finish-to-start relationships: A must finish before B can start. In order to leverage a lead, which will compress the total combined duration of both activities, the dependency must be discretionary, meaning that there is no physical limitation on completing A before B begins. |
| Lag time | Lag is the delay of a successor activity and represents a time that must pass before the second activity can begin. There are no resources associated with a lag. Lag may be found in activities with all relationship types: finish-to-start, start-to-start, finish-to-finish, and start-to-finish. |
| Sequence Activities Outputs | - project schedule network diagram - project documents updates (activities attributes, activities list, assumptions log, milestones list |
| Sequence Activities Outputs: project schedule network diagram | The project schedule network diagram typically refers to a particular input/output mechanism that represents a particular schematic display of any and all logical relationships that may exist between the existing project schedule activities. The project schedule network diagram is always laid in a left to right display to properly reflect the chronology of all project work. |
| Path convergence | When several activities converge into one like its predecessors. That meaning: when an activity has several predecessors. It's a high-risk type of activity since it can be multiple affected. |
| Path divergence | When an activity has several successors. It's a high-risk type of activity since it can affect multiple activities. |
| Process 6.4: Estimate activity durations Knowledge area: schedule management | The process to estimate the number of work periods required to complete an activity with the estimated resources. It's elaborated progressively and considers the quality and availability of input data. The inputs to estimate duration are originated by the person/group in the project team who most familiar to with the job/activity nature. |
| Estimate activity durations benefits | To provide the required amount of time to complete each activity and it's performed throughout the project. |
| Estimate activity durations inputs | - Project management plan (schedule management plan and scope baseline) - Project documents (activitites atributes, list of activities, assumptions log, lessons' learned log, milestone list, project team designation (RACI matrix), resource breakdown structure (RBS), resource calendar, |
| Influencing factor to estimate activity duration | - project scope - type of resource skills and abilities - the estimated amount of resources - resource calendar - schedule restrictions - type of effort - network diagram technique used |
| The calculation to estimate the duration | amount of effort required vs. the number of available resources. In many cases, the number and proficiency of the resources might impact the duration but this isn't a linear relation. Sometimes, the intrinsic nature of the job will require a predetermined time to be concluded, independently of the number of resources available (ex: you can't give birth to a child faster by putting 2 mothers together). |
| Other influencing duration factors | - the Law of Diminishing Returns - # of resources _ technology enhancements - team motivation |
| influencing duration factors: the Law of Diminishing Returns | Increase in process productivity is not directly proportional to the increase of people in the team. That happens because there is a limited number of ways to increase work parallelism (sometimes there is not a way to divide the tasks that are being held in more tasks), and because each additional worker may actually harm the team’s organization. |
| the Law of Diminishing Returns in words and image When a new person enters the team, the following results may be noticed: The team may actually need more capacity and, therefore, the throughput will increase a lot and the return on the investment will be fast reached — increasing returns. The team can still absorb an extra person, but the throughput gained with the addition is low, resulting on long term returns — decreasing returns. The team is saturated and the new teammate makes everyone compete for tasks and invest extra time to coordinate the activities, which causes a decrease in the team’s throughput — negative returns. | |
| influencing duration factors: team motivation | The PM must be aware of the student syndrome and Parkinson law, when people procrastinate to do work and when they prolong it until it fills all the time estimated to complete it, respectively. |
| Estimate activity durations tools and techniques | - specialized opinion - Analogous Estimation - Parametric Estimation - PERT Method (estimativa de 3 pontos) - Bottom-up estimation - data analysis - decision making - meetings |
| Estimate activity durations tools and techniques: Analogous Estimation | Duration is estimated based on historical data from similar activities/projects. It's used to estimate project duration when the information about it is limited. Compared to other techniques, it's less time consuming but, also, less precise. |
| Estimate activity durations tools and techniques: Parametric Estimation | An algorithm is used to calculate duration based on historical data. Duration is estimated by multiplying the amount of work x budgeted effort to perform the work. This technique provided a high level of precision and can be used in combination with other techniques. |
| Estimate activity durations tools and techniques: PERT Method | Calculates the approximate duration, considering the risk and uncertainty around the estimate. -Most Likely (ML): duration based on a realistic estimate, given the resources available, their productivity, availability to start the work, etc - Optimistic (O): duration based on the best case scenario - Pessimistic (P): duration based on the worst case scenario The expected duration can be calculated by using data from the 3 scenarios |
| PERT Method formula | Expected duration = (ML+O+P)/3 |
| Estimate activity durations tools and techniques: Bottom-up estimation | The sum of the estimates in the lower level of the WBS. |
| Estimate activity durations tools and techniques: Data analysis | - Alternative analysis - contingency reserve analysis: can be a % of the estimated duration or a fixed number of working periods and can be applied to tasks individually or aggregated. When risks are mitigated or more knowledge is acquired, the contingencies can be used, reduced or eliminated. The contingency should be documented in the schedule documents. |
| Estimate activity durations outputs | - durations estimates - estimations basis - updates in the project documents |
| Estimate activity durations outputs: duration estimates | Quantitative evaluation of the number of work periods required to complete a task, not including any wait time. It can include, though, a range for the results. ex:: 2w +- 2d -> that means the activity can take from 8 to 10 days (if you consider a business week) |
| Estimate activity durations outputs: estimations basis | additional details about the basis supporting the estimates. It should include: - assumptions made when estimating - estimates ranges - level of confidence in the final estimate - risks influencing the estimates - restrictions |
| Estimate activity durations outputs: updates in the project documents | - activities attributes (because the duration becomes an activity attribute) - assumptions log - lessons learned |
| Process 6.5: Develop schedule Knowledge area: schedule management | it's the process to analyze the sequence of activities, durations, resource requirements, and restrictions to create the schedule model in which the project will be executed, monitored and controlled. |
| Develop schedule benefits | To create a schedule with planned start and due dates for each project activity. It's an iterative process since it's defined upon the best info available at the time. |
| Key steps to define schedule | - Milestones definition - identification of the activities in sequence - estimate duration - review of the schedule based on resources schedules and other demands. |
| Develop schedule inputs | - project management plan (schedule management plan and scope baseline) - activities attributes - activities log - assumptions log - estimate basis - duration estimates - lessons learned - milestones log - project schedule network diagram - resource allocation - resource requirements - risks log - agreements - EFFs - OPAs |
| Develop schedule tools and techniques | - project schedule network analysis - critical path - resource optimization - data analysis - lag and lead time - schedule compression - PMIS (project management information system) - Agile planning |
| Develop schedule tools and techniques: project schedule network analysis | It implies many other techniques such as the critical path, resource optimization and etc. It includes the evaluation to add schedule reserves to reduce the probability of schedule deviation when several paths converge or diverge from a single point and the review of the activities in the critical path to check if they are high risk or high lead time. It's an iterative process, employed until a feasible version of the schedule is created and used to set the baseline. |
| Develop schedule tools and techniques: Critical path | It's used to estimate the minimum project duration and to determine the flexibility among the paths in the schedule. It calculates the earliest start and finishing dates possible for all tasks in order to identify the longest path in the schedule, which will represent the earliest finish possible for the project. It is commonly used in conjunction with the program evaluation and review technique (PERT). The critical path usually has minimum or no total float. |
| Total float (or just float) | is the amount of time an activity can be delayed without delaying the project completion date. On a critical path, the total float is zero. Total float is often known as the slack. |
| How to calculate the total float | Late Start date – Early Start date or Late Finish date – Early Finish date |
| free float | Free float is the amount of time an activity can be delayed without delaying the Early Start of its successor activity. |
| How to calculate the free float | Early Start of next Activity – Early Finish of current Activity. if two activities are converging to a single activity, only one of these two activities may have a free float. |
| Important about the critical path technique | The resulting early start and finish dates aren't the project schedule per se but an indication of the time frame in which the activities can be executed. |
| Develop schedule tools and techniques: Critical path uses | This technique is used to calculate the critical path and the amount of free float or flexibility within the paths in the project schedule model |
| Combining the develop schedule critical path technique with the estimate duration PERT technique | Critical paths can have a positive, negative or non-total float if implemented with the PERT sequencing technique, depending on the restrictions applied to it. |
| Develop schedule tools and techniques: resource optimization | 2 techniques that are used to adjust the implementation and completion dates of project activities to adjust the planned resource used and the resource availability: Resource leveling and Resource smoothing: |
| resource optimization techniques: Resource leveling | Adjusts the start to finish dates based on the constraints of the resources. It has a goal of balancing the demand for the resources using whatever supplies available. It is used when required resources are available at certain limited times and quantities or when over-allocated. It is also used when the resource is assigned to two or more activities during the same period or if the resource usage needs to be kept at a constant level. Resource leveling often causes changes on the critical path. The available float is used to level the resources, thus the change on the critical path. |
| How to level resources | Identify the most critical tasks in the WBS and allocate the best resources for that work. By starting with the most important tasks first, the chance for successful project management is more likely. Later, check to see how many hours are available per team member for work then determine how many hours have been allocated to each person. If the number of hours allocated is above what is available they are over-allocated. If the opposite is true then there is under-allocation. Tasks should then be adjusted so that the number of required work hours are equivalent to the number of hours available. Once this has been accomplished the critical project resources have been leveled. Next, do the same with the non-critical tasks. During project management, it is important to closely monitor resource utilization as tasks are completed. It might be necessary to make adjustments in allocations so that the project continues to run efficiently. |
| resource optimization techniques: Resource smoothing: | Used to adjust the activities of the schedule model. It ensures that the requirements for the allocated resource on the project do not go beyond or exceed the pre-defined resource limits. Thus, the project’s critical path remains the same thus the completion date may not be delayed. |
| Resource smoothing application | It is used when the time constraint takes important priority in project planning. The objective of this project management tool is to complete the work or activity within the required date and, at the same time, avoiding peaks and troughs or the resource demand. |
| How to smooth resources | A smooth resource profile is usually achieved by delaying some tasks or works. This will reduce the flexibility of the schedule when it comes to dealing with delays but it is very cost effective in managing and using the resources. |
| Differences between Resource leveling and smoothing | When resource smoothing, the critical path isn't changed and the due date can't be delayed. That means: activities can only be delayed within their own total and free float. Smoothing doesn't mean leveling the resources, so they might not be configured in an optimal way. |
| Develop schedule tools and techniques: data analysis | What-if scenario analysis and simulation |
| data analysis technique: What-if scenario analysis | It's a modeling technique that evaluates different scenarios to predict their effects – both positive and negative – on the project objectives. |
| How to use the what-if scenario analysis | To compute the different scenarios, a schedule network analysis is often carried out. The outcome of the what-if scenario analysis is used to determine the feasibility of the schedule under unexpected and adverse situations. It also allows project managers to prepare contingency plans in order to overcome the impacts of unexpected situations. |
| data analysis technique: simulation | It's an analytical mathematical tool of project management that explores the impact of variances on deliverables or outcomes during a given project. A computer model assists project management by anticipating variables and estimating risk. The simulation usually provides the risk as an expression of probability. Simulation of variances allows compensatory movements in project management to defray costs or durations in estimated completion of the deliverables. |
| Simulation terms: Variance | It constitutes a wide variety of unforeseen and unexpected events that may delay or impact the timeliness of deliverables |
| Simulation applicability | usually conducted at the lowest tier of a project to assess the overall effect of a variable on the entire project as a whole. Project simulations can be used proactively to define common areas of great potential risk and incorporate appropriate checks and balances into the project management plan to mitigate those risks. They are usually computational analysis that is dependent upon repeated and random variables in order to obtain results. They are used in project management when it is generally not feasible to rely on concrete data to generate a result. |
| Most common simulation technique: Monte Carlo | A technique that generates large volumes of probable performance outcomes based on the probability distribution of the schedule and cost of individual activities. The outcome of the simulation is used to create the probability for the entire project. |
| How the Monte Carlo Simulation Technique is used | the duration of the activities is simulated to take random values with the help of a random number generator. For every simulation, a set of project completion time, as well as the probability of completion, is then calculated and stored as output. Once the simulations are done, the result will yield numerous project completion times and completion probability values. The values will then be plotted in a Histogram with an S-curve to determine the probability of the whole project. |
| Develop schedule tools and techniques: schedule compression | Technique used to create output faster without changing the actual scope of a project in order to meet the schedule restrictions. |
| Schedule compression applicability | When there is a tangible benefit to significantly shortening the project timeline. For example: - A competitor is preparing to release a similar product or concept and your company wants to be first on the market - Anticipated changes in the economic landscape, political climate or environmental conditions are likely to derail the project unless it is completed ASAP; - A client is offering an additional monetary incentive for a rush job - Several subsequent, related projects planned which are dependent on the timely completion of the current project - Your organization is aware of the opportunity to bid on a new, highly lucrative project in the near future but doesn’t have enough resources to handle two projects simultaneously |
| schedule compression techniques: crashing | Particular variety of project schedule compression which is performed for the purposes of decreasing total period of time (also known as the total project schedule duration). Crashing is something which can be utilized to attempt to get the most value out of a project assignment. Essentially, it boils down to an attempt to get the most productivity out of the least time and expense |
| Crashing Goal | to determine the perfect balance between shortening the schedule and keeping costs low. Sometimes the tradeoff is simply too costly and the idea of schedule compression must be abandoned entirely. |
| Important to consider when crashing | Project managers should tread cautiously when the push for earlier completion date is not coming from the same people who have the authority to approve increases in cost. |
| How to crash | This involves weighing the additional costs associated with doing a rush job with the benefits of meeting the newly proposed deadline. Usually, it involves minimizing the schedule activity durations while, at the same time, increasing the assignment of resources on schedule activities. |
| schedule compression techniques: fast tracking | This approach involves completing multiple phases of a project simultaneously instead of in sequence. Just like parallel processing increases the speed of computing, having several teams working on various work packages at the same time can cut schedule times significantly. |
| fast-tracking applicability | Technique that is often implemented in crisis and/or crunch times so to speak as it involves in taking a specific schedule activity and/or work breakdown event that has been previously scheduled and/or is underway and expediting it in some way or another. |
| Risks of fast-tracking | Greater chance of errors when schedule activities are started without the detailed information that would have been available if the team had followed the original project timeline. Mistakes that require work to be redone can end up increasing the time to completion and may negate the whole purpose of the schedule compression effort. The risk management plan should be fully reviewed before fast-tracking is attempted. |
| Differences between crashing and fast-tracking | Crashing is a more costly approach while Fast-tracking is a higher risk approach. |
| Develop schedule tools and techniques: PMIS (Project Management Information System) | Software to create the schedule, allowing faster creation of the schedule model. |
| Develop schedule tools and techniques: Agile release planning | Agile release planning provides a high-level summary timeline of the release schedule (typically 3 to 6 months) based on the product roadmap and the product vision for the product’s evolution. Agile release planning also determines the number of iterations or sprints in the release and allows the product owner and team to decide how much needs to be developed and how long it will take to have a releasable product based on business goals, dependencies, and impediments. Since features represent value to the customer, the timeline provides a more easily understood project schedule as it defines which feature will be available at the end of each iteration, which is exactly the depth of information the customer is looking for. |
| Tips to make release planning effective | - Do as little planning as is necessary. - Start release planning when you realize you need it, even if it’s near the end of the release effort. - Plan using stickies on the walls. - If you must transcribe them into an online tool, do that later, after the meeting. - Don’t forget that each scrum team only commits to results for the next sprint. Everything else is merely an attempt to understand what could or should happen. - Release planning is not about committing to a list of features to be released on a certain date. - Include vendors and other third parties who are relevant and involved in your release planning meeting. - Revisit the release plan after each sprint and update it. - Don’t give in to the urge to publish a release plan as a separate document - There’s no prescribed time box for release planning because it will vary with the size of the team and the expected length of the release effort. |
| Agile release planning example | |
| Develop schedule Outputs | - schedule baseline - project schedule - gantt chart - Milestones gantt chart - network diagrams - schedule data - project calendar - change requests - updates to the project management plan (schedule plan and costs baseline) - updates to project management documents (activities attributes, assumptions log, duration estimates, lessons learned, resource requirements, risks log) |
| Develop schedule Outputs: schedule baseline | the approved version of the schedule model which can only be changed through formal change control procedures and it's used to compare the plan with the actual results. |
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