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Kathy Shwalbe Chapter 6 Summary
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Chapter 6 Summary of KATHY SCHWALBE INFORMATION TECHNOLOGY PROJECT MANAGEMENT 8e
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CHAPTER 6: PROJECT TIME MANAGEMENTTHE IMPORTANCE OF PROJECT SCHEDULES
Seven main processes are involved in project time management:
1. Planning schedule management involves determining the policies, procedures, and
documentation that will be used for planning, executing, and controlling the project
schedule. The main output of this process is a schedule management plan.
2. Defining activities involves identifying the specific activities that the project team members
and stakeholders must perform to produce the project deliverables. An activity or task is an
element of work normally found on the work breakdown structure (WBS) that has expected
duration, cost, and resource requirements. The main outputs of this process are an activity
list, activity attributes, a milestone list, and project management plan updates.
3. Sequencing activities involves identifying and documenting the relationships between
project activities. The main outputs of this process include project schedule network
diagrams and project documents updates.
4. Estimating activity resources involves estimating how many resources— people, equipment,
and materials—a project team should use to perform project activities. The main outputs of
this process are activity resource requirements, a resource breakdown structure, and project
documents updates.
5. Estimating activity durations involves estimating the number of work periods that are
needed to complete individual activities. Outputs include activity duration estimates and
project documents updates.
6. Developing the schedule involves analyzing activity sequences, activity resource estimates,
and activity duration estimates to create the project schedule. Outputs include a schedule
baseline, project schedule, schedule data, project calendars, project management plan
updates, and project documents updates.
7. Controlling the schedule involves controlling and managing changes to the project schedule.
Outputs include work performance information, schedule forecasts, change requests,
project management plan updates, project document updates, and organizational process
assets updates.
, PLANNING SCHEDULE MANAGEMENT
The first step in project time management is planning how the schedule will be managed throughout
the life of the project.
In general, a schedule management plan includes the following information:
Project schedule model development
Level of accuracy and units of measure
Level of accuracy and units of measure
Control thresholds
Rules of performance measurement
Reporting formats
Process descriptions
DEFINING ACTIVITIES
Defining activities involves identifying the specific actions that will produce the project deliverables
in enough detail to determine resource and schedule estimates. The project team reviews the
schedule management plan, scope baseline, enterprise environmental factors, and organizational
process assets to begin defining activities. Outputs of this process include an activity list, activity
attributes, a milestone list, and project management plan updates.
The activity list is a tabulation of activities to be included on a project schedule. The list should
include the activity name, an activity identifier or number, and a brief description of the activity. The
activity attributes provide schedule-related information about each activity, such as predecessors,
successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates,
and assumptions related to the activity. The activity list and activity attributes should agree with the
WBS and WBS dictionary. A milestone on a project is a significant event that normally has no
duration. It often takes several activities and a lot of work to complete a milestone, but the
milestone itself is a marker to help in identifying necessary activities
The goal of defining activities is to ensure that the project team completely understands all the work
it must do as part of the project scope so they can start scheduling the work.
SEQUENCING ACTIVITIES
Inputs to the activity sequencing process include the schedule management plan, activity list and
attributes, project scope statement, milestone list, and organizational process assets. The
sequencing process involves evaluating the reasons for dependencies and the different types of
dependencies.
Dependencies
A dependency or relationship pertains to the sequencing of project activities or tasks.
There are three basic reasons for identifying dependencies among project activities:
1. Mandatory dependencies are inherent in the nature of the work being performed on a
project. They are sometimes referred to as hard logic.
2. Discretionary dependencies are defined by the project team.
3. External dependencies involve relationships between project and non-project activities.
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