Vous êtes sur la page 1sur 101

Process

6.1 Define Activities

Tricks of the Trade (RMC)

Inputs (PMBOK)
1. Scope Baseline 2. Enterprise Environmental Factors 3. Organizational Process Assets

Inputs (RMC)

Tools & Techniques (PMBOK) Tools & Techniques (RMC)


1. Decomposition 2. Rolling Wave Planning 3. Templates 4. Expert Judgment

nvironmental Factors al Process Assets

Outputs (PMBOK)
1. Activity List 2. Activity Attributes 3. Milestone List

Outputs (RMC)

Process

Tricks of the Trade (RMC)

Inputs (PMBOK)
1. Activity List 2. Activity Attributes 3. Milestone List 4. Project Scope statement 5. Organizational Process Assets

6.2 Sequence Activities

Inputs (RMC)

Tools & Techniques (PMBOK) Tools & Techniques (RMC)


1. Precedence Diagramming Method (PDM) 2. Dependency Determination 3. Applying Leads and Lags 4. Schedule Network Templates

e statement al Process Assets

Outputs (PMBOK)

Outputs (RMC)

1. Project Schedule Network Diagrams 2. Project Document Updates

Process

Tricks of the Trade (RMC)

Inputs (PMBOK)
1. Activity List 2. Activity Attributes 3. Resource Calendars 4. project Scope Statement 5. Organizational Process Assets

6.3 Estimate Activity Resources

Inputs (RMC)

Tools & Techniques (PMBOK) Tools & Techniques (RMC)


1. Expert Judgement 2. Alternatives Analysis 3. Published Estimsting Data 4. Bottom-Up Estimating 5. Project Management Software

e Statement al Process Assets

Outputs (PMBOK)

Outputs (RMC)

1. Activity Resource Requirements 2. Resource Breakdown Structure 3. Project Documents Updates

Process

Tricks of the Trade (RMC)

Inputs (PMBOK)
1. Activity List 2. Activity Attributes 3. Activity Resource Requirements 4. Resource Calendars 5. Project Scope Statement 6. Enterprise Environmental Factors 7. Organizational Process Assets

6.4 Estimate Activity Durations

Inputs (RMC)

Tools & Techniques (PMBOK) Tools & Techniques (RMC)


1. Expert Judgement 2. Analogous Estimating 3. Parametric Estimating 4. Three-Point Estimates 5. Reserve Analysis

urce Requirements

e Statement nvironmental Factors al Process Assets

Outputs (PMBOK)
1. Activity Duration Estimates 2. Project Document Updates

Outputs (RMC)

Process
6.5 Develop Schedule

Tricks of the Trade (RMC)

Inputs (PMBOK)
1. Activity List 2. Activity Attributes 3. Project Schedule Network Diagrams 4. Activity Resource Requirements 5. Resource Calendars 6. Activity Duration estimates 7. Project Scope Statement 8. Enterprise Environmental Factors 9. Organizational Process Assets

Inputs (RMC)

Tools & Techniques (PMBOK) Tools & Techniques (RMC)


1. Schedule Network Analysis 2. Critical Path Method 3. Critical Chain Method 4. Resource Leveling 5. What-If Scenario Analysis 6. Applying Leads and Lags 7. Schedule Compression 8. Scheduling Tools

dule Network Diagrams urce Requirements

ion estimates e Statement nvironmental Factors al Process Assets

Outputs (PMBOK)
1. Project Schedule 2. Schedule Baseline 3. Schedule Data 4. Project Document Updates

Outputs (RMC)

Process

Tricks of the Trade (RMC)

Inputs (PMBOK)
1. Project Management Plan 2. Project Schedule 3. Work Performance Information 4. Organizational Process Assets

6.6 Control Schedule

Inputs (RMC)

Tools & Techniques (PMBOK) Tools & Techniques (RMC)


1. Performance Reviews 2. Variance Analysis 3. Project Management Software 4. Resource Leveling 5. What-If Scenario Analysis 6. Adjusting Leads and Lags 7. Schedule Compression 8. Scheduling Tools

gement Plan

mance Information al Process Assets

Outputs (PMBOK)

Outputs (RMC)

1. Work Performance Measuremenmts 2. Organizational Process Assets Updates 3. Change Requests 4. Project Management Plan Updates 5. Project Document Updates

Process
6.1 Define Activities

Inputs (PMBOK)

Tools & Techniques (PMBOK)

1. Scope Baseline 1. Decomposition 2. Enterprise Environmental Factors 2. Rolling Wave Planning 3. Organizational Process Assets 3. Templates 4. Expert Judgment

Process

Inputs (PMBOK)

Tools & Techniques (PMBOK)

6.2 Sequence Activities 1. Activity List 1. Precedence Diagramming Method (PDM) 2. Activity Attributes 2. Dependency Determination 3. Milestone List 3. Applying Leads and Lags 4. Project Scope statement 4. Schedule Network Templates 5. Organizational Process Assets

Process

Inputs (PMBOK)

Tools & Techniques (PMBOK)

6.3 Estimate Activity Resources 1. Activity List 1. Expert Judgement 2. Activity Attributes 2. Alternatives Analysis 3. Resource Calendars 3. Published Estimsting Data 4. Project Scope Statement 4. Bottom-Up Estimating 5. Organizational Process Assets 5. Project Management Software

Process

Inputs (PMBOK)

Tools & Techniques (PMBOK)

6.4 Estimate Activity Durations 1. Activity List 1. Expert Judgement 2. Activity Attributes 2. Analogous Estimating 3. Activity Resource Requirements 3. Parametric Estimating 4. Resource Calendars 4. Three-Point Estimates 5. Project Scope Statement 5. Reserve Analysis 6. Enterprise Environmental Factors 7. Organizational Process Assets

Process
6.5 Develop Schedule

Inputs (PMBOK)

Tools & Techniques (PMBOK)

1. Activity List 1. Schedule Network Analysis 2. Activity Attributes 2. Critical Path Method 3. Project Schedule Network Diagrams 3. Critical Chain Method 4. Activity Resource Requirements 4. Resource Leveling 5. Resource Calendars 5. What-If Scenario Analysis 6. Activity Duration estimates 6. Applying Leads and Lags 7. Project Scope Statement 7. Schedule Compression 8. Enterprise Environmental Factors 8. Scheduling Tools 9. Organizational Process Assets

Process
6.6 Control Schedule

Inputs (PMBOK)

Tools & Techniques (PMBOK)

1. Project Management Plan 1. Performance Reviews 2. Project Schedule 2. Variance Analysis 3. Work Performance Information 3. Project Management Software 4. Organizational Process Assets 4. Resource Leveling

5. What-If Scenario Analysis 6. Adjusting Leads and Lags 7. Schedule Compression 8. Scheduling Tools

Outputs (PMBOK)
1. Activity List 2. Activity Attributes 3. Milestone List

Outputs (PMBOK)
1. Project Schedule Network Diagrams 2. Project Document Updates

Templates

Outputs (PMBOK)
1. Activity Resource Requirements 2. Resource Breakdown Structure 3. Project Documents Updates

nt Software

Outputs (PMBOK)
1. Activity Duration Estimates 2. Project Document Updates

Outputs (PMBOK)
1. Project Schedule 2. Schedule Baseline 3. Schedule Data 4. Project Document Updates

Outputs (PMBOK)
1. Work Performance Measuremenmts 2. Organizational Process Assets Updates 3. Change Requests 4. Project Management Plan Updates

5. Project Document Updates

6.1 Define Activities

6.2 Sequence Activities

6.3 Estimate Activity Resources

Inputs
1. Scope Baseline 1. Activity List 1. Activity List 2. Enterprise Environmental Factors 2. Activity Attributes 2. Activity Attributes 3. Organizational Process Assets3. Milestone List 3. Resource Calendars 4. Project Scope statement 4. Project Scope Statement 5. Organizational Process Assets5. Organizational Process Assets

Tools & Techniques


1. Decomposition 2. Rolling Wave Planning 3. Templates 4. Expert Judgment 1. Precedence Diagramming Method 1. Expert (PDM) Judgement 2. Dependency Determination 2. Alternatives Analysis 3. Applying Leads and Lags 3. Published Estimsting Data 4. Schedule Network Templates 4. Bottom-Up Estimating 5. Project Management Software

Outputs
1. Activity List 2. Activity Attributes 3. Milestone List 1. Project Schedule Network Diagrams 1. Activity Resource Requirements 2. Project Document Updates 2. Resource Breakdown Structure 3. Project Documents Updates

6.4 Estimate Activity Durations

6.5 Develop Schedule

6.6 Control Schedule

Inputs
1. Activity List 1. Activity List 1. Project Management Plan 2. Activity Attributes 2. Activity Attributes 2. Project Schedule 3. Activity Resource Requirements 3. Project Schedule Network Diagrams 3. Work Performance Information 4. Resource Calendars 4. Activity Resource Requirements 4. Organizational Process Assets 5. Project Scope Statement 5. Resource Calendars 6. Enterprise Environmental Factors 6. Activity Duration estimates 7. Organizational Process Assets7. Project Scope Statement 8. Enterprise Environmental Factors 9. Organizational Process Assets

Tools & Techniques


1. Expert Judgement 2. Analogous Estimating 3. Parametric Estimating 4. Three-Point Estimates 5. Reserve Analysis 1. Schedule Network Analysis 2. Critical Path Method 3. Critical Chain Method 4. Resource Leveling 5. What-If Scenario Analysis 6. Applying Leads and Lags 7. Schedule Compression 8. Scheduling Tools 1. Performance Reviews 2. Variance Analysis 3. Project Management Software 4. Resource Leveling 5. What-If Scenario Analysis 6. Adjusting Leads and Lags 7. Schedule Compression 8. Scheduling Tools

Outputs
1. Activity Duration Estimates 2. Project Document Updates 1. Project Schedule 2. Schedule Baseline 3. Schedule Data 4. Project Document Updates 1. Work Performance Measuremenmts 2. Organizational Process Assets Updates 3. Change Requests 4. Project Management Plan Updates 5. Project Document Updates

e Information ocess Assets

ent Software

e Measuremenmts ocess Assets Updates

ent Plan Updates

6.1 Define Activities 1. Scope Baseline

6.2 Sequence Activities

6.3 Estimate Activity Resources

Inputs
1. Activity List 2. Activity Attributes 3. Milestone List 4. Project Scope statement 1. Activity List 2. Activity Attributes 4. Project Scope Statement 3. Resource Calendars

2. Enterprise Environmental Factors 3. Organizational Process Assets5. Organizational Process Assets5. Organizational Process Assets 3 5 5

Tools & Techniques


4. Expert Judgment 1. Decomposition 2. Rolling Wave Planning 3. Templates 1. Expert Judgement

1. Precedence Diagramming Method (PDM) 2. Dependency Determination 3. Applying Leads and Lags 4. Schedule Network Templates 2. Alternatives Analysis 3. Published Estimsting Data 4. Bottom-Up Estimating

5. Project Management Software 5

Outputs
1. Activity List 2. Activity Attributes 3. Milestone List 1. Project Schedule Network Diagrams 1. Activity Resource Requirements 2. Resource Breakdown Structure

3 10 3,4,3

2. Project Document Updates 2 11 5,4,2

3. Project Documents Updates 3 13 5,5,3

6.4 Estimate Activity Durations

6.5 Develop Schedule

6.6 Control Schedule

Inputs
1. Activity List 2. Activity Attributes 5. Project Scope Statement 1. Activity List 2. Activity Attributes

7. Project Scope Statement 3. Project Schedule Network Diagrams 4. Resource Calendars 5. Resource Calendars 3. Activity Resource Requirements 4. Activity Resource Requirements 6. Activity Duration estimates 1. Project Management Plan 2. Project Schedule 3. Work Performance Information 6. Enterprise Environmental Factors 8. Enterprise Environmental Factors 7. Organizational Process Assets9. Organizational Process Assets4. Organizational Process Assets 7 9 4 1. Expert Judgement

Tools & Techniques

6. Applying Leads and Lags 6. Adjusting Leads and Lags 1. Schedule Network Analysis

2. Analogous Estimating 3. Parametric Estimating 4. Three-Point Estimates 5. Reserve Analysis 5. What-If Scenario Analysis 4. Resource Leveling 2. Critical Path Method 3. Critical Chain Method 7. Schedule Compression 8. Scheduling Tools 5 8 5. What-If Scenario Analysis 2. Variance Analysis 4. Resource Leveling 1. Performance Reviews

ent Software

7. Schedule Compression 8. Scheduling Tools 3. Project Management Software 8

Outputs

Requirements own Structure 1. Activity Duration Estimates 1. Project Schedule 2. Schedule Baseline 3. Schedule Data 1. Work Performance Measuremenmts 3. Change Requests 2. Organizational Process Assets Updates 4. Project Management Plan Updates 5. Project Document Updates 5 17 4,8,5

2. Project Document Updates 2 14 7,5,2

4. Project Document Updates 4 21 9,8,4

e Information

ocess Assets 33

ent Software 34

e Measuremenmts

ocess Assets Updates ent Plan Updates 19 86

Organization / Enterprise Enterprise Environmental Factors Organizational Process Assets Scope Baseline Create WBS 1. Project Scope Statement 2. Work Breakdown Structure 3. WBS Dictionary 6.1 Define Activities 1. Decomposition 2. Rolling Wave Planning 3. Templates 4. Expert Judgment Milestone List 6.2 Sequence Activities Project Scope Statement 1. Precedence Diagramming Method (PDM) 2. Dependency Determination 3. Applying Leads and Lags 4. Schedule Network Templates Project Schedule Network Diagram

Organizational Process Assets

Activity List Activity Attribute Project Document Updates

Organizational Process Assets

6.3 Estimate Activity Resources

Project Scope Statement

1. Expert Judgement Activity List 2. Alternatives Analysis Activity Attributes 3. Published Estimsting Data Resource Breakdown S 4. Bottom-Up Estimating 5. Project Management Software Project Document Upd

Acquire Project Team

Activity Resource Requirements Enterprise Environmental Factors Organizational Process Assets 6.4 Estimate Activity Durations 1. Expert Judgement 2. Analogous Estimating 3. Parametric Estimating 4. Three-Point Estimates 5. Reserve Analysis Activity List Activity Attributes Project Document Updates

Project Scope Statement Resource Calendars

Conduct Procurements

Activity Duration Estimates Enterprise Environmental Factors Organizational Process Assets 6.5 Develop Schedule 1. Schedule Network Analysis 2. Critical Path Method 3. Critical Chain Method 4. Resource Leveling 5. What-If Scenario Analysis 6. Applying Leads and Lags 7. Schedule Compression 8. Scheduling Tools Project Schedule 1. Schedule Baseline 6.6 Control Schedule Project Management Plan 1. Performance Reviews 2. Variance Analysis 3. Project Management Software Schedule Data

Project Scope Statement

Activity List Activity Attributes Project Document Updates

Organizational Process Assets Develop Project Management Plan

Proj Doc

8. Scheduling Tools Organizational Process Assets Develop Project Management Plan Project Schedule 1. Schedule Baseline 6.6 Control Schedule Project Management Plan 1. Performance Reviews 2. Variance Analysis 3. Project Management Software 4. Resource Leveling 5. What-If Scenario Analysis 6. Adjusting Leads and Lags 7. Schedule Compression 8. Scheduling Tools

Updates

Schedule Data

Proj Doc Upd

Work Performance Information Direct and Execute Project Work

od (PDM) on s tes

t Schedule rk Diagram

Activity List Activity Attributes Project Document Updates

ces Activity List Activity Attributes

ta

Resource Breakdown Structure ware Project Document Updates

ents

ns Activity List Activity Attributes Project Document Updates

es

is Activity List Activity Attributes Project Document Updates

s s

Schedule Data

ware

Project Document

Updates

Schedule Data

ware

Project Document Updates

s s

Techniques
50/50 Rule Adjusting Leads and Lags Alternatives Analysis Analogous Estimating Applying Leads and Lags Bar Charts Bottom-Up Estimating Critical Chain Method Critical Path Critical Path Method Decomposition Dependency Determination Expert Judgment Flow Charts GERT Heuristics Leads and Lags Milestone Chart Milestones Monte Carlo Analysis Near-Critical Path One-Time Estimate Padding Parametric Estimating Performance Reviews PERT Precedence Diagramming Method (PDM) Project Management Software Published Estimsting Data Reserve Analysis Resource Breakdown Structure Resource Leveling Rolling Wave Planning Schedule Compression Schedule Model Schedule Network Analysis Schedule Network Templates Scheduling Tools Templates Three-Point Estimates Variance Analysis What-If Scenario Analysis

1
1.1 1.2 1.3 1.4

Introduction

The Schedule Development Process

Why Scheduling? 2.1 Overview 2.2 Purpose 2.2.1 Applicability 2.3 2.4
2.4.1

Schedule Development Process Overview 3.1 The Scheduling Method 3.2 Critical Path Method 3.3 The Scheduling Tool 3.3.1 The Schedule Model 3.3.1.1
Schedule Risk Analysis Process

2.5 2.6

The Project Schedule Maintenance

3.3.1.2 3.3.1.3 3.3.1.4 3.3.1.5 3.3.1.6 3.3.1.7 3.3.2 3.3.2.1 3.3.2.2 3.3.2.3 3.3.2.4 3.3.2.5 3.3.2.6 3.3.2.7 3.3.2.8

Schedule Model Best Practices Overview 4


Purpose of the Schedule Model 4.1 Designing the Scheduling Model 4.1.1 Elements of Developing a Good Schedule 4.1.2

Scheduling Components

How to Use the Components List5.1 Component Name 5.2


Required or Optional Use Manual or Calculated Data Format Behavior Good Practices Conditional Notes/Associated Component Definition

Developing The Scheduling Framework 4.1.3 Determining How the Schedule Model Will be Developed 4.1.4 Understand the Full Scope of the Project 4.1.5 Identify the Project and Schedule - Project Schedule ID 4.1.6 Establish Project Calendars and Work Periods 4.1.7 Establish the Optimum Project Update Cycle 4.1.8 Designing an Effective Activity Coding Structure 4.2 Components:Categorized List Determining Resource Planning Requirements 4.3 Components: Alphabetized List Determining the Baseline Schedule Define Milestones Design the Project's Activities Design the Project's Logic Determining the Duration for Each Activity Analyzing the Schedule Output Approving the Schedule Baselining the Schedule Maintaining the Schedule

Conformance Index

Appx D

Conformance Scoring

Conformance Overview Conformance Assessment Process

d Component

Category

Components: Categorized List

Components: Alphabetized List


Activity Actual Duration Activity Actual Finish Date Activity Actual Start Date Activity Baseline Duration Activity Baseline Finish Date Activity Baseline Start Date Activity Calendar Activity Code Activity Cost Component Activity Cost Estimate Activity Cumulative Probability Risk Distribution Activity Duration Percent Complete Activity Early Finish Date Activity Early Start Date Activity Effort Activity ID Activity Label Activity Late Finish Date Activity Late Start Date Activity Most Likely Duration Activity Optimistic Duration Activity Original Duration Activity Pessimistic Duration Activity Physical Percent Complete Activity Remaining Duration Activity Resource Leveled Finish Date Activity Resource Leveled Start Date Activity Risk Criticality Index Activity Scope Definition Activity Target Duration Activity Target Finish Date Activity Target Start Date Activity Total Duration As Late As Possible As Soon As Possible Assigned Quantity Baseline Data Date Critical Path Custom Field Data Date Date Variance Driving Resources Duration Variance Earned Value

Calendar Activity Calendar Calendar Project Calendar Calendar Resource Calendar Constraint As Late As Possible Constraint As Soon As Possible Constraint Expected Finish Constraint Finish Not Earlier Than Constraint Finish Not Later Than Constraint Finish On Constraint Mandatory Finish Date Constraint Mandatory Start Date Constraint Project Start Constraint Constraint Project Finish Constraint Constraint Start Not Earlier Than Constraint Start Not Later Than Constraint Start On Duration Activity Actual Duration Duration Activity Baseline Duration Duration Activity Original Duration Duration Activity Remaining Duration Duration Activity Target Duration Duration Activity Total Duration Duration Imposed Project Duration Duration Project Actual Duration Duration Project Baseline Duration Duration Project Original Duration Duration Project Remaining Duration Duration Project Target Duration Duration Project Total Duration Finish Date Activity Actual Finish Date Finish Date Activity Baseline Finish Date Finish Date Activity Early Finish Date Finish Date Activity Late Finish Date Finish Date Activity Resource Leveled Finish Date Finish Date Activity Target Finish Date Finish Date Project Actual Finish Date Finish Date Project Baseline Finish Date Finish Date Project Early Finish Date Finish Date Project Late Finish Date Finish Date Project Resource Leveled Finish Date Finish Date Project Target Finish Date Float Free Float Float Total Float Percent Complete Activity Duration Percent Complete

Percent Complete Activity Physical Percent Complete Percent Complete Project Duration Percent Complete Percent Complete Project Physical Percent Complete Relationship Finish to Finish Relationship Finish to Start Relationship Start to Finish Relationship Start to Start Resource Driving Resources Resource Resource Assignment Resource Resorce Availability Resource Resource Description Resource Resource ID Resource Resource Lag Resource Resource Leveling Resource Resource Library/Dictionary Resource Resource Rates/Prices Resource Resource Type Schedule Risk Activity Cumulative Probability Risk Distribution Schedule Risk Activity Most Likely Duration Schedule Risk Activity Optimistic Duration Schedule Risk Activity Pessimistic Duration Schedule Risk Activity Risk Criticality Index Start Date Activity Actual Start Date Start Date Activity Baseline Start Date Start Date Activity Early Start Date Start Date Activity Late Start Date Start Date Activity Resource Leveled Start Date Start Date Activity Target Start Date Start Date Project Actual Start Date Start Date Project Baseline Start Date Start Date Project Early Start Date Start Date Project Late Start Date Start Date Project Resource Leveled Start Date Start Date Project Target Start Date Variance Date Variance Variance Duration Variance Miscellaneous Activity Code Miscellaneous Activity Cost Component Miscellaneous Activity Cost Estimate Miscellaneous Activity Effort Miscellaneous Activity ID Miscellaneous Activity Label Miscellaneous Activity Scope Definition Miscellaneous Assigned Quantity Miscellaneous Baseline Data Date Miscellaneous Critical Path Miscellaneous Custom Field

Estimate at Completion (EAC) Estimate to Complete (ETC) Expected Finish Finish Not Earlier Than Finish Not Later Than Finish On Finish to Finish Finish to Start Free Float Imposed Project Duration Lag Lead Level Mandatory Finish Date Mandatory Start Date Milestone Presentation Project Actual Duration Project Actual Finish Date Project Actual Start Date Project Baseline Duration Project Baseline Finish Date Project Baseline Start Date Project calendar Project Control Account Project Cost Component Project Cost Estimate Project Description Project Duration Percent Complete Project Early Finish Date Project Early Start Date Project Finish Constraint Project Late Finish Date Project Late Start Date Project Manager Project Name Project Original Duration Project Physical Percent Complete Project Remaining Duration Project Resource Leveled Finish Date Project Resource Leveled Start Date Project Schedule ID Project Start Constraint Project Target Duration Project Target Finish Date Project Target Start Date Project Total Duration

Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous

Data Date Earned Value Estimate at Completion (EAC) Estimate to Complete (ETC) Lag Lead Level Milestone Presentation Project Control Account Project Cost Component Project Cost Estimate Project Description Project Manager Project Name Project Schedule ID Project Version Summary Activity Unit of Measure Update Cycle WBS Element ID

Project Version Resorce Availability Resource Assignment Resource Calendar Resource Description Resource ID Resource Lag Resource Leveling Resource Library/Dictionary Resource Rates/Prices Resource Type Start Not Earlier Than Start Not Later Than Start On Start to Finish Start to Start Summary Activity Total Float Unit of Measure Update Cycle WBS Element ID

Category
Duration Finish Date Start Date Duration Finish Date Start Date Calendar Miscellaneous Miscellaneous Miscellaneous Schedule Risk Percent Complete Finish Date Start Date Miscellaneous Miscellaneous Miscellaneous Finish Date Start Date Schedule Risk Schedule Risk Duration Schedule Risk Percent Complete Duration Finish Date Start Date Schedule Risk Miscellaneous Duration Finish Date Start Date Duration Constraint Constraint Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Variance Resource Variance Miscellaneous

Miscellaneous Miscellaneous Constraint Constraint Constraint Constraint Relationship Relationship Float Duration Miscellaneous Miscellaneous Miscellaneous Constraint Constraint Miscellaneous Miscellaneous Duration Finish Date Start Date Duration Finish Date Start Date Calendar Miscellaneous Miscellaneous Miscellaneous Miscellaneous Percent Complete Finish Date Start Date Constraint Finish Date Start Date Miscellaneous Miscellaneous Duration Percent Complete Duration Finish Date Start Date Miscellaneous Constraint Duration Finish Date Start Date Duration

Miscellaneous Resource Resource Calendar Resource Resource Resource Resource Resource Resource Resource Constraint Constraint Constraint Relationship Relationship Miscellaneous Float Miscellaneous Miscellaneous Miscellaneous

General Order of Implementation


Pre-Development

Component
WBS Element ID Activity ID Project Name Project Schedule ID Project Version Activity Calendar Project Calendar Resource Calendar Data Date Milestone Project Start Constraint Activity Label Unit of Measure Activity Original Duration Activity Remaining Duration Activity Actual Duration Activity Total Duration Activity Baseline Duration Activity Target Duration Project Original Duration Project Remaining Duration Project Actual Duration Project Total Duration Project Baseline Duration Project Target Duration Imposed Project Duration Finish to Start Start to Start Finish to Finish Start to Finish Activity Early Start Date Activity Late Start Date Activity Baseline Start Date Activity Target Start Date Activity Actual Start Date Activity Resource Leveled Start Date Project Early Start Date Project Late Start Date Project Baseline Start Date Project Target Start Date Project Actual Start Date Project Resource Leveled Start Date Activity Early Finish Date Activity Late Finish Date

Sub-Element Required
Miscellaneous Miscellaneous Miscellaneous Miscellaneous Miscellaneous Calendar Calendar Calendar Miscellaneous Miscellaneous Constraint Miscellaneous Miscellaneous Duration Duration Duration Duration Duration Duration Duration Duration Duration Duration Duration Duration Duration Relationship Relationship Relationship Relationship Start Date Start Date Start Date Start Date Start Date Start Date Start Date Start Date Start Date Start Date Start Date Start Date Start Date Start Date 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Development

1 1 1 1 1 1 1 1 1 1

Activity Baseline Finish Date Start Date Activity Target Finish Date Start Date Activity Actual Finish Date Start Date Activity Resource Leveled Finish DateStart Date Project Early Finish Date Start Date Project Late Finish Date Start Date Project Baseline Finish Date Start Date Project Target Finish Date Start Date Project Actual Finish Date Start Date Project Resource Leveled Finish Date Start Date Total Float Float Free Float Float Critical Path Miscellaneous Baseline Data Date Miscellaneous Maintenance and Status Reporting Activity Physical Percent Complete Percent Complete Activity Duration Percent Complete Percent Complete Project Physical Percent Complete Percent Complete Project Duration Percent Complete Percent Complete Update Cycle Miscellaneous Activity Code Miscellaneous Activity Cost Component Miscellaneous Activity Cost Estimate Miscellaneous Activity Effort Miscellaneous Activity Scope Definition Miscellaneous Assigned Quantity Miscellaneous Finish Not Earlier Than Constraint Finish Not Later Than Constraint Finish On Constraint Mandatory Finish Date Constraint Mandatory Start Date Constraint Start Not Later Than Constraint Start Not Earlier Than Constraint Start On Constraint Expected Finish Constraint Project Finish Constraint Constraint As Late As Possible Constraint As Soon As Possible Constraint Custom Field Miscellaneous Earned Value Miscellaneous Estimate at Completion (EAC) Miscellaneous Estimate to Complete (ETC) Miscellaneous Lag Miscellaneous Lead Miscellaneous Level Miscellaneous Presentation Miscellaneous Project Control Account Miscellaneous Project Cost Component Miscellaneous

1 1 1 1 1 1 1 1 1 1 1 1 1

Project Cost Estimate Miscellaneous Project Description Miscellaneous Project Manager Miscellaneous Resource Assignment Resource Resorce Availability Resource Resource Description Resource Driving Resources Resource Resource ID Resource Resource Lag Resource Resource Leveling Resource Resource Library/Dictionary Resource Resource Rates/Prices Resource Resource Type Resource Activity Risk Criticality Index Schedule Risk Activity Most Likely Duration Schedule Risk Activity Optimistic Duration Schedule Risk Activity Pessimistic Duration Schedule Risk Activity Cumulative Probability Risk Distribution Schedule Risk Summary Activity Miscellaneous Update Cycle Miscellaneous Duration Variance Variance Date Variance Variance Total Percent 41 37% Required

Optional
1

1 1

1 1

1 1 1 1 1 1

1 1

1 1

1 1

1 1

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 I I 1 1 1 1 1 1 1 1 1 1

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 70 63% Optional 111

1
1.1 1.2 1.3 1.4 1.5 1.6 1.7

Introduction

Configuration Management Planning 3


3.1 3.2 3.3 3.4

Relationship with 2.1 Other Standards Overview Purpose of the Practice 2.2 Standard Organization How to Use this Practice 2.3 Standard? Communication Human What this Practice Standard 2.3.1 is Not interfaces System interfaces Why Apply PCM? 2.3.2 Key Points 2.4 Training Audience 2.5 Configuration Management and PCM

Configuration Identification 4Configuration Change Management


Project Artifacts Structure Item Identification Taxonomy Scheme 4.1 Overview
4.2 4.3 4.4 4.5 4.6 4.7 4.8 Identification Process Control Assessment and Approval Implementation Verification and Acceptance Closure

5.1 5.2
5.2.1 5.2.2 5.2.3 5.2.4 5.2.5 5.2.6 5.2.6.1 5.2.6.2 5.2.6.3 5.2.6.4

5.3

Configuration Status Accounting and Metrics 6 Configuration Verification and Audits


Information Repository Reporting
Status Metrics Benchmarking Performance Measures Delivering Operational Statistics Providing Reports Baselines Change Requests Notifications Implementation Status

6.1 6.2 6.3


6.3.1 6.3.2 6.3.3 6.3.4

Verification Audit Verification and Audit Activities


Planning Verification and Audits Executing Verification and Audits Reporting Communicating Results of Verification and Audits

Analysis

nd Audits

ication and Audits

Category
CI Aspects in PCM

Benefits of PCM Techniques

Audience

Structuring Artifacts in PCM

CIs - selected at level significant enough to maintain control

Examples of CIs

Phases of Configuration Change Management

Definition of Terms Activity Apportioned Effort

Control Account Discrete Effort

Level of Effort (LOA) Task Work Breakdown Work Package WBS Element

Components: Categorized List

Integrity Accountability Visibility Reproducibility Coordination Formal Controllability Traceability Maintaining the integrity of CIs Communication interfaces are clearer and contain applicable information Records are available to support project or customer auditing requirements Historical information regarding deliverable Cis can be utilized through the deliverable life Integration between planning, execution, and change control help keep requirements and the end results of the pr Ensuring only approved changes are incorporated into a revised configuration item Senior Executives Project Managers Project Team Members Stakeholders Consultants in the field of Project Management Information Format Rapid Access Broad Availability Secure Access Information Recovery Information Retention Physical items Documents Forms Records Items that must meet legal requirements Items that must meet health and safety guidelines Items to be sent out to subcontractors Items that have an impact on processes or deliverables outside of the current project Items that form a large component of the project's deliverable Baseline Submit Change Request Verify Change Request Evaluate impacts Review Decision and Plan Implement Change if Approved Conclude Change Process

Effort applied to project work that is not readily divisible into discrete efforts for that work, but which is related in direct proportion to measurable discrete work efforts.

Work effort that is separate, distinct, and related to the completion of specific work breakdown structure components and deliverables, and that can be directly planned and measured bybthe activities supported. Support-type activity, which does not produce definitive end products. It is generally characterized by a uniform rate of work performance over a period of time determined byb the activities supported.

he end results of the project synchronized

Introduction
2.1 2.2

Defining the WBS


Overview Common Usage of Terms
Definition of Terms

3
3.1 3.2 3.3

1.1 Overview 1.2 Concept 1.3 Objectives

2.2.1

2.3
2.3.1 2.3.2 2.3.3 2.3.4 2.3.5 2.3.6

Concept

2.4 2.5 2.6 2.7

3.3.1 Overview 3.3.1.1 Deliverables 3.3.1.2 Design 3.3.1.3 Management 3.3.1.4 Organizational Perspective 3.3.1.5 WBS Levels 3.3.1.6 The 100% Rule 3.3.1.7 WBS for Construction of a Bicycle 3.3.1.8 Representations of the WBS 3.3.2 Summary 3.3.3

3.4 3.5

Importance of the WBS


Overview Integration with PM Processes Relationship to Other Tools
Project Management Tools Project Charter Project Scope Statement Program and Portfolio WBS RBS OBS WBS Disctionary Project Schedule Network Diagram Project Schedule Interrelationships Among PM Tools WBS Development Tools

4
4.1 4.2
4.2.1 4.2.2

Defining WBS Quality


Overview WBS Quality Principle 1

WBS Quality Sub-Principle 1 - Core Characteristics WBS Quality Sub-Principle 2 - Use-Related Character

4.3 4.4 4.5 4.6

WBS Quality Principle 2 Annotated Examples of a High-Quality WBS Problem Diagnostic Checklist Summary

WBS Integration and use by Other Standards Summary

5
5.1 5.2
5.2.1 5.2.1.1 5.2.1.2 5.2.1.3 5.2.1.4 5.2.2 5.2.2.1 5.2.2.2 5.2.2.3 5.2.2.4

Considerations While Creating a WBS


Overview Preparing a WBS
Preparation Methods Top-Down Bottom-Up WBS (Organizational) Standards WBS Templates Guidance in Choosing a Method for Preparing a WBS Top-Down Bottom-Up WBS Standards and Templates Iterations

5.3
5.3.1

General Factors to be Considered


PM Knowledge Area Considerations

5.4
5.4.1 5.4.1.1 5.4.1.2 5.4.1.3 5.4.2 5.4.3

Essential Judgment
Determining Appropriate WBS Level of Detail Scope and Work Package Details Resorce and Risks Costs and Timings Selection of the Type of WBS Element to be Included Structuring the Logic of the Decomposition

5.5
5.5.1 5.5.2

Evaluating WBS Quality


Core Characteristics Use-Related Characteristics

5.6 5.7 5.8

WBS Usage Continuum WBS for Program and Portfolio Management Summary

Introduction

Basic Elements of EVM


Planned Value Earned Value Actual Cost

3
3.1.1 3.1.2 3.1.3

1.1 Role of EVM 2.1 1.2 EVM and P Processes 2.1.1


2.1.2 2.1.3

Desciption of the Basic EVM Elements 3.1

2.2
2.2.1 2.2.2 2.2.3 2.2.4

Derivations of the Basic EVM Elements 3.2


Planned Value 3.2.1 Earned Value Measurement Techniques 3.2.2 Earned Value 3.2.3 Actual Cost 3.2.4 Putting it All Together 3.2.5 3.2.6

2.3

3.3

EVM Performance Analysis and Forecasting 4


Schedule Analysis and Forecasting
Schedule Variance Schedule Performance Index Time Estimate at Completion

4.1
4.1.1 4.1.2 4.1.3 4.1.4 4.1.5

Cost Analysis and Forecasting


Cost Variance Cost Performance Index To-Complete Performance Index Estimate at Completion Variance at Completion Estimate to Complete

4.2
4.2.1 4.2.2 4.2.3 4.2.4 4.2.5

Managemeny by Exception

Guidance for the Use of Key EVM Practices


Establish a Performance Measurement Baseline
Decompose Work Scope to a Management Level Assign Unambiguous Management Responsibility Develop Time-Phased Budget for Each Work Task Select Earned Value Management Techniques for All Tasks Maintain Integrity of Performance Measurement baseline throughout the Project

Measure and Analyse Performance Against the Baseline


Record Resource usage During Project Execution Objectively Measure the Physical Work Progress Credit Earned value According to Earned Value Techniques Analyze and Forecast Cost/Schedule Performance Report Performance Problems and/or Take Action