4-5. Scope and Schedule Management

10/4/2013
Scope and
Schedule
Management
Develop Project
Management Plan
‘Project Management Plan defines

how the project is executed,
monitored and controlled, and
closed. ’
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Develop Project Management

Plan - ITTO

Plan - Inputs
 Project Charter
 Outputs from Planning Processes

 Baselines
 Subsidiary Management Plans
 Enterprise Environmental Factors
 Organizational Process Assets
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Plan – T & T
 Expert Judgment
 Facilitation Techniques
 Brainstorming
 Conflict Resolution
 Problem Solving
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Plan - Output
 Project Management Plan
 Integrates and consolidates all of the
subsidiary management plans and
baselines from the planning processes.
Project Scope Management
Include processes that ensure

that the project includes all the
work required, and only the work
required, to complete the
project successfully.
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Product vs Project Scope

 Recall: Project vs Product?
 Projectis one which is executed to create a
unique product, service or result
 Product is the outcome of the project
 Product Scope:
 Includeall the features and functions that
characterize a product, service or result
 Project Scope:
 Include the work that needs to be
accomplished to deliver a product, service or
result with specified features and functions.

 Plan Scope Management
 Documenting how the project scope will be
defined, validated and controlled.
 Collect Requirement:
 Defining and documenting stakeholders needs.
 Define Scope:
 Developing a detailed description of the
project and product.
 Create WBS:
 Subdividing project deliverables and project
work into smaller, more manageable
components.
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 Validate Scope:
 Formalizing acceptance of the completed
project deliverables
 Control Scope:
 Monitoring the status of the project and
product scope and managing changes to
the scope baseline.
Plan Scope Management

 The
process of creating a plan that
documents how the scope will be:
 Defined
 Validated and
 Controlled
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Plan Scope Management -

Inputs
 Project Management Plan
 Project Charter
Plan Scope Management –

T&T
 Expert Judgment
 Meetings
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Plan Scope Management Plan

- Output
 Scope Management Plan
 Requirements Management Plan

How requirements will be analyzed,
documented and managed throughout
the project.
 Configuration management
 Requirements Prioritization
 Traceability structure. Etc.
Collect Requirements
 The process of defining and documenting
stakeholders needs to meet the project
objectives.
 Project Requirements vs Product
Requirements
 Project requirements can include business
requirements, project management
requirements, delivery requirements etc.
 Product requirements can include
technical requirements, security
requirements, performance requirements
etc.
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 Inputs
 Project Charter
High level project requirements
and high-level product description
 Stakeholder Register
Stakeholders list to get information
from.
 Tools and Techniques
 Interviews
Mostly one to one but can be one to many
OR many to many.
 Focus Groups
 Specific set of stakeholders or Subject Matter
Experts are called to find out their expectations
and attitudes about proposed product, service
or result
 More conversational rather than one-on-one
interview.
 Guided by trained moderator.
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Tools and Techniques
 Facilitated Workshops
 Cross-functional stakeholders
 Identify and discuss cross-functional
requirements and reconcile stakeholders
differences
 Better approach for increased stakeholder
consensus and quicker issues resolution,
compared to individual session
 Group Creativity Techniques
 Brainstorming
 Idea generates another idea and so on.
 Nominal Group Technique
 Rank useful ideas for prioritization
 Delphi technique
 Questionnaires
are sent and answered by
selected groups of experts.
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 Idea/Mind mapping
 Ideas, collected from brainstorming, are represented in
diagram to help generate, classify or record information
 Affinity diagram
 Ideas are sorted into groups by similarities
 Group Decision Making Techniques
 Unanimity – Every one agrees
 Majority – More than 50% support
 Plurality – Largest block support if not 50%.
 Dictatorship – One individual make the
decision for the group.
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 Questionnaires and Surveys
 Observations – Job Shadowing
 Prototypes
Output:
 Requirements Documentation: can
include:
 Business need or opportunity
 Business and Project objectives for
traceability
 Functional Requirements (business
processes etc.)
 Non-Functional Requirements (safety,
security, performance etc.)
 Quality Requirements
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Collect Requirements: Output

Requirements Documentation:
 Acceptance Criteria
 Business rules
 Impacts to other organizational areas
 Impacts to other entities
 Support and training requirements
 Requirements assumptions and constraints
Collect Requirements: Output

 Requirement Traceability Matrix
A table that links requirements to their
origin and traces them throughout the
Project life cycle. Traces requirements to:
 Business need
 Project objectives
 Scope/WBS deliverables
 Product design
 Product development
 High-level requirements
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Define Scope
 Process of developing a detailed
description of the project and product.
 Primarilyconcerned with what is and is

not included in the project and its
deliverables.
 Risks,
assumptions and constraints are
detailed out.
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Define Scope
Define Scope – Tools &

Techniques
 ExpertJudgment
 Product Analysis
 Includes techniques such as product
breakdown, systems analysis, requirements
analysis, systems engineering, value
engineering and value analysis.
 Alternatives identification
 Generate different approaches to execute
and perform the work of the project
 Facilitated workshops
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Define Scope- Output

 Project Scope Statement – Includes
 Project Scope Description
 Product Acceptance Criteria
 Project Deliverables
 Project Exclusions
 Project Constraints
 Project Assumptions
 Project Document Updates
Create WBS
 Process of subdividing project deliverables
and project work into smaller and more
manageable components.
 Deliverable-oriented hierarchical
decomposition of the work.
 Planned work is contained within the lowest

level WBS components called work packages
 Work package can be scheduled, cost

estimated, monitored and controlled.
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Create WBS
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WBS
Few Rules.
 WBS is created with the help of the team
 First level is completed before the project
is broken down further.
 Each level of WBS is a smaller piece of the
level above.
 The entire project is included in each of
the highest levels of the WBS.
 The WBS includes only deliverables that
are really needed.
 Deliverables not in the WBS are not part of
the project.
WBS
 Control Account
You might not want to estimate costs

down to the work package level. Rather,
you may estimate them to a higher level in
the WBS.
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WBS
Use/Benefits of WBS:
 Activity list
 Network Diagram
 Staffing
 Estimating
 Scheduling
 Budgeting
 Quality Management
 Risk Management
 Project Control (e.g. help prevent scope
creep)
Create WBS - Inputs

 Project Scope Statement
 Requirements Documentation
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Create WBS – T & T
 Decomposition
Create WBS - Output

 WBS
 WBS Dictionary
 Scope Baseline
 Project document updates
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Project Time Management -

Overview
 Includes processes to manage timely

completion of the project.
 Unrealistic Schedule – Whose fault?
Project Time Management

 Plan Schedule Management
 Define Activities
 Sequence Activities
 Estimate Activity Resources
 Estimate Activity Durations
 Develop Schedule
 Control Schedule
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Schedule Management Plan

 Identify scheduling Methodology
 Defines the rules and approaches for the
scheduling process.
 Some of the better known methodologies
include critical path method and critical
chain.
 Identifythe scheduling tool to be used.
 Sets the format and establishes criteria for
developing and controlling the project
schedule.
Schedule Management Plan

 Identifies
the performance measures to
be used on the project and to identify the
variances earlier.
 Identifies
how schedule variance will be
managed
 Identify
schedule change control
procedures.
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Define Activities
 Theprocess of identifying the specific
actions to be performed to produce the
project deliverables.
 Work packages, identified in the “Create

WBS” process, are decomposed further
into smaller components called activities.
 These
activities represent the work
necessary to complete the work
package.
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Define Activities
Define Activities - Inputs
 Scope Baseline
 Organizational Process Assets.

 Activity planning-related policies,
procedures and guidelines
 Lesson learned and activities from previous
related projects
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Define Activities – T & T

 Decomposition
 Subdividing the project work packages into
smaller, more manageable components called
activates.
 Rolling wave planning

 A form of progressive elaboration
 The work in the near term is planned in detail
 Future work is planned at a higher level of the
WBS.
Define Activities – T & T

 Templates
 Expert Judgment
 Guidance from project team members or
other experts.
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Define Activities - Output

 Activity List
 A comprehensive list that contains all
schedule activities required on the project
 Contains activity identifier and work

description related with each activity.
 Scope of work description should be in

sufficient details so that team members
understand what is required from them.

 Activity Attributes.
 Extends the description of the activity by
identifying other essential components
associated with each activity.
 Activity ID, WBS ID and Activity Name
 Activity code
 Activity description
 Predecessor activities
 Successor activities
 Logical relationships
 Leads and lags
 Resource requirements
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 Activity Attributes
 Imposed dates
 Constraintsand assumptions
 Person responsible for executing the work
 Place where the work has to be performed
 Milestone List
 Milestones are significant events within the
project schedule
 Example: a completed design or
deliverable due dates.
Sequence Activities
 Process related with identification and
documentation of relationships among
project activities.
 Except the first and last activities, every

activity is connected to at least one
predecessor and one successor.
 Lead and lag time may be applied to

have realistic project schedule.
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Sequence Activities - Inputs

 Activity List
 Milestone List
Sequence Activities – T & T

 Precedence Diagramming Method
 Used for constructing a project schedule
network diagram
 In this method, nodes (boxes) are used to
represent activities.
 Arrows represent activity dependencies.
Activity A Activity B
 This technique is also called Activity-on-

Node (AON)
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Precedence Diagramming
Method
Types of Dependencies
 Finish-to-Start
 An activity must finish before the successor
can start (most common case)
 E.g. Must finish digging a hole before you
can start the next activity of planting a tree.
 Finish-to-Finish
 An activity must finish before the successor
activity can finish
 E.g. You must finish testing before you can
finish documentation.
Method
 Start-to-start (SS)
 An activity must start before the successor
can start.
 Example: Once designing started, wait for
three weeks lag in order to have enough
design completed to start coding.
 Start-to-Finish (SF)
 An activity must start before the successor
can finish.
 This is the rarely used situation.
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Method
Types of Dependencies
 Mandatory Dependency
 Discretionary dependency
 External Dependency
Method
Leads and Lags
 Leadallows an acceleration of the

successor activity
 Example:Technical review can be started

two weeks prior to scheduled work
package completion date. This is
represented as finish-to-start with a 2-
week lead.
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Method
Lead and Lag
 Lag directs a delay in the successor

activity.
 Example: Once designing started, wait for

three weeks lag in order to have enough
design completed to start coding. This is
represented as start-to-start relationship with a
3 weeks lag.
Sequence Activities – T & T

 Schedule Network Templates
 Accelerate the preparation of networks of
project activities.
 Include entire project or portion of the
project.
 Partial templates are also called
Subnetwork.
 Subnetwork templates are useful for
identical deliverables.
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Sequence Activities: Output

 Project Schedule Network Diagram
 Represents Project Schedule activities and
the logical relationships i.e. dependencies
among them.

 May include but not limited to:
 Activitylists
 Activityattributes
 Risk Register
Estimation rules and guidelines

 Should be based on WBS to improve
accuracy
 Improves when historical information from the
past projects is used.
 Should be done by a person doing the work
of the activity whenever possible to improve
accuracy
 Baselines are not changed unless there are
approved change requests
 A project manager should never just accept
constraints from management but analyze
the situation and come up with realistic
estimates
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Estimation rules and guidelines

 Project manager should periodically
recalculate Estimate to Complete in order
to make sure that the project is so far on
time and enough funds are available.
 Project manager must meet any agreed-
upon estimates
 Estimate must be kept realistic through
the life of the project through re-
estimation and periodic reviews.
Estimate Activity Resources
The process of estimating the

quantities and type of people,
material, equipment and/or supplies
needed to perform each activity.
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Estimate Activity Resources -

Inputs
 Activity List
 Resource Calendars
 Provide information regarding resources
availability during planned activity periods.
 Specify when and how long identified
project resources will be available during
the project.
 Includes attributes such as resource
experience, skill level, resource geographic
location and their availability.

Inputs
 Organization Process Assets
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Estimate Activity Resources –

T&T
 Expert Judgment
 Alternative Analysis
 Analysis of alternative methods of
accomplishment.
 Example: different sizes or types of machines
 Levels of resource capability or skills
 Different tools (hand-made vs automated)
 Make or Buy Decisions

T&T
 Published Estimates Data
 Published updated production rates and
units costs of resources, provided by
different companies.
 Bottom-Up Estimation
 Activity work is decomposed.
 Resource needs are estimated
 Estimates are aggregated.
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T&T
 Project Management Software

 Use of resource breakdown structures,
resource availability, resource rates and
resource calendars assist and optimizes
resource utilization

Outputs
 Activity Resource Requirements
 Describes the types and quantities of

resources required for each activity in a
work package.
 Resource Requirements Documentation
include basis for estimate for each
resource, assumptions, availability and
quantities.
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Outputs
 Resource Breakdown Structure
 Hierarchical structure of the identified resources

by resource category and resource type.
 Useful for organizing and reporting project
schedule data with resource utilization
information.

 May include but not limited to:
 Activity List
Estimate Activity Durations
Process of approximating the number of

work periods needed to complete
individual activities with estimated
resources.
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Estimate Activity Durations -

Inputs
 Activity list
 Organization Process Assets
Estimate Activity Durations

 Padding
 A pad is extra time or cost added to an
estimate because the estimator does not
have enough information.
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Estimation Techniques
 One-Point Estimate
 The estimator submits one estimate per
activity.
 What is wrong with One-Point Estimate?
 Force people into padding.
 Hides information about risks and
uncertainties from project manager
 Lose buy-in to the project management
process.
 Makes the estimator untruthful if the work
completed earlier than estimated
 Analogous Estimating
 Uses historical information and expert
judgment to estimate the future work.
 Normally used when less information is
available.
 Parametric Estimating
 Uses statistical relationship between
historical data and other variables (line of
codes, square footage etc.) to estimate
duration.
 Quantitative Estimations e.g. number of
labor hours per wall.
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 Heuristics
 Rule of Thumb
 Three Points Estimate
 Reserve Analysis
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Estimate Activity Durations -

Output
 Activity Duration Estimates
Develop Schedule
“The process of analyzing activity

sequences, durations, resource
requirements and schedule constraints to
create the project schedule”
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Develop Schedule
 Difference b/w time estimates and a
schedule
 Estimates are duration-based
 Schedule is calendar-based
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Develop Schedule - Inputs

 Activity List
 Project Schedule Network Diagrams
Develop Schedule - Inputs

 Activity Duration Estimates
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Develop Schedule : T & T

 Schedule Network Analysis
 Critical Path Method
 Critical Chain Method
 Resource Leveling
Develop Schedule : T & T

 What-if Scenario Analysis
 Applying Leads and Lags
 Schedule Compression
 Crashing
 Fast Tracking
 Scheduling Tool
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Schedule Network Analysis

 Critical Path Method
 Critical Path
 Near-Critical Path
 Float (Slack)
 Total Float – an activity can be delayed
without delaying project end date
 Free float – an activity can be delayed
without delaying successor start date
 Project Float – Project can be delayed
without delaying externally imposed project
completion date or date committed by
project manager

 Objective: Try to compress the schedule
without changing project scope
 Fast Tracking
 Doing critical path activities in parallel
 Resultsin rework
 Increases risk
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 Crashing
 Cost and schedule trade-offs
 Compress the schedule with least incremental
cost
 Crashing usually always results in increased
cost.
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Develop Schedule
Option How to Achieve it
Schedule Compression
Option How to Achieve it
Re-estimate Review risks
Execute activities H and C in Fast track
parallel
Add resources to activity G Crash
Cut activity H Reduce scope
Hire consultants to assist on Crash
activity G, H or C
Cut time Lower quality standards
Say NO. ( the project must have Stand your ground
33 months)
More work with same resources Work overtime
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Schedule Compression
So which option is best?
Fast track
Crash
Reduce Scope
Cut quality

 What-if scenario analysis
 Monte Carlo Analysis

 Simulate
outcome of project using three-point
estimates
 Probability of completing the project on any
specific day and/or cost
 Probability of any activity actually on critical
path.
 Overall Project Risk.
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 Resource Leveling
 Critical Chain Method
Develop Schedule - Outputs
 Project Schedule
 Schedule Baseline
 Schedule Data
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THANKYOU
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4-5. Scope and Schedule Management

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10/4/2013

‘Project Management Plan defines

Develop Project Management

Develop Project Management

 Outputs from Planning Processes

 Enterprise Environmental Factors

 Organizational Process Assets

Develop Project Management

Develop Project Management

Project Scope Management

Include processes that ensure

Product vs Project Scope

Project Scope Management

Project Scope Management

Plan Scope Management

Plan Scope Management -

 Enterprise Environmental Factors

 Organizational Process Assets

Plan Scope Management –

Plan Scope Management Plan

 Requirements Management Plan

 Observations – Job Shadowing

Collect Requirements: Output

Collect Requirements: Output

 Primarilyconcerned with what is and is

Define Scope – Tools &

Define Scope- Output

 Project Document Updates

 Planned work is contained within the lowest

 Work package can be scheduled, cost

You might not want to estimate costs

Create WBS - Inputs

 Organizational Process Assets

Create WBS – T & T

Create WBS - Output

 Project document updates

Project Time Management -

 Includes processes to manage timely

 Unrealistic Schedule – Whose fault?

Project Time Management

 Estimate Activity Resources

 Estimate Activity Durations

Schedule Management Plan

Schedule Management Plan

 Work packages, identified in the “Create

Define Activities - Inputs

 Enterprise Environmental Factors

 Organizational Process Assets.

Define Activities – T & T

 Rolling wave planning

Define Activities – T & T

Define Activities - Output

 Contains activity identifier and work

 Scope of work description should be in

Define Activities - Output

Define Activities - Output

 Except the first and last activities, every

 Lead and lag time may be applied to

Sequence Activities - Inputs

 Project Scope Statement

Sequence Activities – T & T

 This technique is also called Activity-on-

 Leadallows an acceleration of the

 Example:Technical review can be started