Cost Estimationg process input: Scope Statement WBS WBS Dictionary Project Management Plan Organization Process Assets Enterprise Environmental Factors tools: Bottom-up estimating Analogous estimating Project management software Parametric estimating Determine Resource Cost Rates Vendor Bid Analysis Reserve Analysis Cost of Quality output: Activity cost estimates Activity cost estimates supporting detail Updates to the cost management plan Requested changes(scope,schedule,risk) 2. Cost Budgeting process input: Activiy Cost Estimate Cost Estimate Suporting Detail Project Management Plan Cost Management Plan Project Scope Statement Contract Resource Calendar Schedule Work Breakdown Structure WBS Dictionary tools: cost aggregation(from activity estimates to control accounts on WBS) come up with reserves Use parametric estimation Funding Limit Reconciliation output: The Cost Baseline Figure out funding requirements(how and when spend money) Update cost plan 3. Cost Control process input: The Cost Baseline Project funding requirements Work Performance Information Performance reports Approved Change Requests Project Management Plan tools: Cost change control system Project management software Performance measurement analysis Variance analysis Project performance reviews Forecasting Earned Value Techniques: BAC(Budget At Completion) PV(Planned Value) PV = BAC * (Planned/Complete) ----as per schedule EV(Earned Value), measures how much work that is been done EV = BAC * (Actual/Complete) SPI(Schedule Performance Index) SPI = EV/PV if SPI>1, ahead of schedule; otherwise, behind schedule. SV(Schedule Variance) SV = EV - PV Actual Cost(how much you've spend) CPI(Cost Performance Index) ---whether you're over or under budget, or within budget or not CPI = EV / AC CV(Cost Variance) --- how much above or below your budget you are CV = EV - AC EAC(Estimate At Completion) ---predict the total cost of the project EAC = BAC/CPI ETC(Estimate to Complete) --- how much more money you'll need ETC = EAC - AC VAC(Variance at Completion) --- predicts the variance when the project is done VAC = BAC - EAC page380
Schedule Development Process It is the core of time management. it's the process where you put it all together. input: Resource Calendar/Network Diagram/Activity List/Activity Attributes/Activity Duration Estimates /Activity Resource Requirements/Project Management Plan/Organizational Process Assets/ Scope Statement output: schedule development The Critial Path is the longest duration of activities list(from start to end) About Activity node(apart from duration), also includes: ES(Early Start): the early start of the first activity in a path is one. the early start of an activity is the early finish of the previous activity plus one EF(Early Finish): the early finish of an activity is its ES plus its duration minus one LS(late start): start with the critical path and take a backward pass through the path. move backwards through the path, filling in the LS by subtracting the duration from the LF and add one. LF(late finish): start by filling in the LF of the last activity in each path which is the same as the EF of the last activity in the crital path. the LF for each activity is the LS of the next one on the paht minus one. tools&techniques: a. Monte Carlo Analysis b. Schedule Model(PM software ) c. critical chain method( resource dependencies) d. resource leveling e. applying calendarsf. adjusting leads and lags output:a. scheduleb. milestone listc. schedule baselined. updates and requested changes
Time Management Time Management is all about breaking the work down into activities, so you can put them in order and come up with estimates for each of them. 1. Activity Definition process divide the work package(from WBS) into activities that can be estimated. tools and techniques: Decomposiiton,Templates(previous project),Expert Judgment, Planning Component(placeholder for unknow) output: Activity List, Activity Attributes(order,predeccessor,successor,resource,time constraints), Milestone List(checkpoints) Requested Changes 2. Activity Sequencing: tools&techniques:Precedence Diagramming Method(PDM), also called Activity on Node(AON), follow finish-to-start predecessorArrow Diagramming Method(ADM) predecessor method includes: Finish to Start(FS), Start to Start(SS): activity begins at the same time Finish to Finish(FF): activity finishs at the same time output: network diagram 3. Activity Resource Estimation process input: a. Resource Availabilityb. Activity Listc. Activity Attributesd. Enterprise Environment Factors/Organizational Process Assets/Project Management Plan tools&techniques:a. expert judgmentb. alternatives analysisc. published estimating datad. project management software(e.g. Microsoft Project)e. bottom-up estimating output: resource requirements resource calendar 4. Activity Duration Estimating input: a. resource requirements b. resource calendar c. activity list d. activity attributes e. project scope statement f. organizational process assets/enterprise environmental factors/project management plan tools&techniques:a. expert judgementb. analogous estimatingc. parametric estimatingd. three-point estimatesf. reserve analysis output: activity duration estimates
Scope management means figuring out what's out of scope, not just what's part of scope. five scope management processes: 1. scope planning output: scope management plan 2. scope definition output:scope statement scope definition tools&techniques:stakeholder analysis,product ayalysis,alternatives idenfication,expert judgment 3. create WBS(Work Breakdown Structure) Project is broken down by phase or deliverable. A WBS can be structued any way it make sense to you and your project team. Work package is a unit of work in the WBS. The WBS dictionary is a description of each work package listed in the WBS. tools&techniques: decomposition and templates&forms of similar past project output: work breakdown structure, WBS dictionary, scope baseline,updates to the scope statement, updates to the scope management plan, change requests 4. scope change It describes how specific approved changes are used to update the project documents 5. scope verification to gain formal acceptance of the project deliverables from the sponsor and stakeholders tools: inspection
PMBOK(Project Management Body of Knowledge)PMBOK Guide divides into 44 processes that fall into 5 process groups. 5 process groups are: Initiating: Develop Project Charter,Develop Preliminary Scope Statement Plannig:Develop Project Management Plan,Risk Identification,Quality Planning,Activity Duration Estimation Executing: Direct and Manage Project Work,Information Distribution Monitoring&Controlling: Scope Control,Monitor and Control Project Work,Schedule Control Closing: Close Project 9 knowledage areas Risk Quality Scope Procurement: Defining contracts and choosing a contractor to do work for the project Communication Time Integration Cost Human Resource Functional Organization/Matrix Organization/Projectized Organization project three constraints(triple constraint):Scope,Time,Cost(note Qulitity not includes) A stakeholder is anyone who is affected by the cost,time or scope of the project. The sponsor the the person who pays for the project The Seven Integration Management processes: 1. Develop Project Charter 2. Develop Preliminary Scope Statement 3. Develop Project Management Plan 4. Direct and Manage project Execution 5. Monitor and Control Project Work 6. Integrated Change Control 7. Close Project Preliminary Scope Statement includes: 1. Project and product objectives 2. Product or Service Requirements and Characteristics 3. Product Acceptance Criteria 4. Project Boundaries 5. Project Deliverables 6. Project Constraints and Assumptions 7. Initial Project Organization 8. Initial Defined Risks 9. Schedules Milestones 10. Order of Magnitude Cost Estimate 11. Project Configuration Management Requirements 12. Approval Requirement The project management plan is a collection of other plans: 1. scope management 2. time management 3. cost management 4. quality management 5. human resource management 6. communications management 7. risk management8. procurement
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