2 STARTING THE

PROJECT /
INITIATING
2 PLANNING THE
PROJECT – PART
1
 Project Management Framework – Work in project management
Buyer/ Asking organization/ Requesting organization
3 OR
Seller/ Performing organization
 Project Management Framework – Project Charter
Buyer/ Asking organization/ Requesting organization
4 OR
Seller/ Performing organization
Project
Charter*

What it does and why it’s important:

• Authorizes project
• Enables project manager to apply resources to project work
• Defines rationale and business need
• Verifies alignment with strategic goals
• Keeps everyone focused on a clear project vision

Usually created by project sponsor or project manager with

executive/stakeholder approval. Sometimes a statement of work
can serve as project charter.

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5
Project
Charter
Contents
What’s included:
• Names - project sponsor, project manager, key
stakeholders
• Project description, including preliminary requirements,
measurable objectives
• Business needs, including financial goals or milestones
• Summary schedule and milestones
• Assumptions, boundaries and constraints, including
overall risk, approval requirements and approved budget
• Information from the business case, including success and
exit criteria

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Project Charter – Sample
Project
Charter:
Example

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Project
Charter:
Example

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9

Source: https://pmstudycircle.com/project-charter/
Kickoff Meeting

Purpose Internal/Team – held after agreements are

finalized
• Establishes project context
• Give project charter overview
• Assists in team formation
• Clarify team member roles and
• Aligns team and stakeholders with project
responsibilities (may include the initial
vision
team charter)

Organizational/Public • Present results of planning efforts

• Announce project initiation • Initiate product backlog
• Share understanding of high-level vision,
• Present product roadmap
purpose and value
• Identify key stakeholders and project
manager
• Include high-level items from the project
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 Navigating Effective Stakeholder Engagement
Stakeholders

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11

Source: PMBOK Guide 7

Typical Project
Stakeholders*

• End users • Sponsors

Can you categorize these
• Customers • Business partners
stakeholders?
• Which are typically • Employees • Suppliers and contractors
project team • Organization • Government
members? Which are
• Managers • Community
not?
• Which are typically
active in project work?

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Typical Project
Stakeholders*

• End users • Sponsors

Can you categorize these
• Customers • Business partners
stakeholders?
• Which are typically • Employees • Suppliers and contractors
project team • Organization • Government
members? Which are
• Managers • Community
not?
• Which are typically
active in project work?
Positively OR Negatively

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 1. Identify Stakeholders - Internal/ External
Stakeholders

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Source: https://courses.lumenlearning.com/wm-introductiontobusiness/chapter/what-is-a-stakeholder/
 1. Identify Stakeholders - Direct/ Indirect
Stakeholders

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Source: https://beeckcenter.georgetown.edu/stakeholder-map-workshop/
 1. Identify Stakeholders – Who are they?
Stakeholders
Who are they?
• Check the business case and benefits management plan for
names
• Later, check the issue/impediments log, change log or
requirements documents to see who else is needed or named

What’s their relationship to the project?

• Interest
• Involvement
• Interdependencies
• Influence
• Potential impact on project success

Identify and engage stakeholders early to

avoid surprises later in the project!

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Stakeholders 1. Identify Stakeholders – Stakeholder Register

• Capture and record important stakeholder information

• Factor in OPAs
• Update it! Describe the evolving relationship with stakeholders
throughout the project

Contains the information necessary to execute the

stakeholder engagement plan

• Refer to stakeholder registers from previous, similar

projects for help
• Remember this is a public document, so ensure the
information presented is appropriate

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Project Management Framework – Stakeholder Register
Shawpe Lifestyle Centre (SLC) Project

The project team will develop and build a “lifestyle centre” in

the historic Oasestown district, including design and
occupancy of retail and community spaces

• Funding partner: Oasestown Municipality

• Development partner: Oases Architects
• US $7 million initial capital budget
• 36-month timeline

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 1. Identify Stakeholders – Stakeholder Register

Internal /
Name Title External Project Role Major Requirements Expectations

1 Eugene Lowe CEO Internal Sponsor Successful completion On-time completion, successful partnerships

Government partner (liaison); funding Successful completion of facility and

2 Oasestown Municipality External
contributor; owner of SLC site partnership;
Accountability

Principal, Oases Partner, designer, specialist knowledge Fluid funding and communication, design
3 Kara Black
Architects
External
(conservation building)
Clear design brief, successful partnership
autonomy

Direct strategic local partnerships for Environmental sustainability of project No damage to Oasestown conservation
4 Josie Bynoe Chair, BOD Internal
Shawpe work; "moral rights" district or environs

Lead, business High profile tenants, excellent community Organizational learning; leadership
5 Helen Grey
development
Internal Product owner
and conservation credentials opportunity

VP of Business
6 Hasan Persaud
Development
Internal Portfolio owner Capacity for ongoing revenue End-user in Phase 3

7 Mandeep Chahal VP of Finance Internal Budget controller direct contact with funding partners clear data

8 Kei Leung VP of Marketing Internal Marketing expert elevation of brand high quality tenants

9 Tenants External Income source bespoke spaces high quality

10 Contractors External Vendors - building clear instructions, contract

11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences

Oasestown Community
12 Partnership
External Community group operating in Oasestown none a free space in the SLC

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 1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize S
Know Your
Stakeholders
Go Beyond Job Power Level of authority
Titles
Interest Level of concern about project outcomes

• Ability to influence project outcomes or cause changes to

Influence planning or execution
aka • Magnitude of potential contribution or disruption to project
attitude or
impact Use a descriptive term — e.g., champion, supporter, neutral,
detractor

Tailor stakeholder assessments to suit project needs. The goal of

this exercise is to facilitate your planning of effective
communication with the stakeholders!

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21
1. Identify Stakeholders
Method 1 – Power, Interest/Influence Grid (2 and 3 dimensional)
2. Assess/Analyze 3. Understand 4 Prioritize
HIGH
Stakeholder Mapping
Use two dimensions to map stakeholders: High Power High Power
Low Interest High Interest
• Power and interest grid

POWER
• Power and influence grid
• Impact and influence grid
Low Power Low Power
Low Interest High Interest
Or use three dimensions – a cube –
to refine the analysis further! LOW INTEREST HIGH

Method:
• Place each stakeholder on the grid (do
not use names)
• Use the same quadrant labels, but
change the axis labels

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 1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
Stakeholders Method 1 – Power, Interest/Influence Grid (2 and 3 dimensional)

Power Interest Attitude Grid – 3 dimensional Power Interest Grid – 2 dimensional

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23

Source: https://www.businessanalystlearnings.com/ba-techniques/2013/1/23/how-to-draw-a-stakeholder- ; https://www.brighthubpm.com/project-planning/23481-stakeholder-analysis-spheres-of-influence/matrix

 1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
Stakeholders Method 1 – Power, Interest/Influence Grid (2 and 3 dimensional)

Power Interest Grid – 2-dimensional Example

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24

Source: https://www.businessanalystlearnings.com/ba-techniques/2013/1/23/how-to-draw-a-stakeholder- ; https://www.brighthubpm.com/project-planning/23481-stakeholder-analysis-spheres-of-influence/matrix

1. Identify Stakeholders
Method 1 – Power, Interest/Influence Grid (2 and 3 dimensional)
2. Assess/Analyze 3. Understand 4 Prioritize

Boeing 737 Max

HIGH
FAA Boeing Senior
Regulatory Agencies all Management
over the world Airlines(Customers)
IATA

High Power High Power

POWER
Low Interest High Interest

Passengers Project team

Taxpayers Vendors

Low Power Low Power

Low Interest High Interest
LOW INTEREST HIGH

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 1. Identify Stakeholders
Method 1 – Power, Interest/Influence Grid (2 and 3 dimensional)
2. Assess/Analyze 3. Understand 4 Prioritize
Internal /
Name Title External Project Role Major Requirements Expectations Power Interest

On-time completion,
1 Eugene Lowe CEO Internal Sponsor Successful completion successful H H
partnerships

Government partner (liaison);

Successful completion of facility and
2 Oasestown Municipality External funding contributor; owner of SLC
partnership;
Accountability H H
site

Principal, Fluid funding and

Partner, designer, specialist
3 Kara Black Oases External
knowledge (conservation building)
Clear design brief, successful partnership communication, design M H
Architects autonomy

No damage to
Direct strategic local partnerships Environmental sustainability of project Oasestown
4 Josie Bynoe Chair, BOD Internal
for Shawpe work; "moral rights" conservation district or
H H
environs

Organizational
Lead, business High profile tenants, excellent community
5 Helen Grey
development
Internal Product owner
and conservation credentials
learning; leadership H H
opportunity

VP of Business
6 Hasan Persaud
Development
Internal Portfolio owner Capacity for ongoing revenue End-user in Phase 3 P L

7 Mandeep Chahal VP of Finance Internal Budget controller direct contact with funding partners clear data H L

VP of
8 Kei Leung
Marketing
Internal Marketing expert elevation of brand high quality tenants M M

9 Tenants External Income source bespoke spaces high quality L M

10 Contractors External Vendors - building clear instructions, contract L H

Oasestown local
11 residents
External Neighbors to project Traffic and noise pollution management no inconveniences L H

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Oasestown Community Community group operating in a free
This space in is
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12 Partnership
External
Oasestown
none
SLC
M H
 1. Identify Stakeholders
Method 2– Directions of Influence
2. Assess/Analyze 3. Understand 4 Prioritize
Directions of
Influence You should understand the social network of project
stakeholders, specifically the direction of their influence on
the project.

Parent organization — senior management

Upward
(business, financial interests)
Downward In the project hierarchy — team or specialists
Have a “stake” in the project — client, end-
Outward
user, external
Friendly or competitive for resources —
Sideward project manager's peers, other organizational
departments

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27
Stakeholder Perceptions

• Must be holistically understood in

customer-centric project
management approaches
• Can be damaging to a project,
whether they are negative or
positive

Why do you think it’s important

to understand both positive and
negative stakeholder
perceptions of your project?

Copyright
Copyright2023©
2023 Project Management Institute, Inc. All rights reserved.
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Thismaterial
materialis is
being
being
provided
providedasas
part
part
ofof
aaPMI
PMI®
Workshop.
course.
28
 1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
Capture
Stakeholder Key stakeholders
Feedback and • Interview to understand project requirements and
Perceptions vision and communication preferences

All stakeholders
• Appropriate, regular project communications
• Interpersonal skills
• Active listening
• Emotional
intelligence Large and public groups
• Questionnaires/surveys
• Effective
• Facilitated conversations/sessions — online or in person
communication
• Digital media – email campaigns, websites, group chats
methods
• Posters and advertising

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29
 1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
Capture Method 3 – 5 Categories for Attitude/Perception Mapping
Stakeholder 1. Champion/ Leading
Feedback and Project champions are important to have as allies because they can help
you persuade stakeholders in the other groups.
Perceptions 1. Champion /Leading
2. Supporter/Positive
Those who support the project are those who will stand the benefit from it,
2. Supporter/Positive even if indirectly, such as with technical, logistical support, or interest
groups.
3. Neutral
3. Neutral
Those who are not affected by the project or have no opinion in support or
4. Resistant/Negative against it.

5. Unaware
4. Resistant/Negative
Resistant stakeholders feel that they, or their group, will be impacted
negatively by the project.

5.Unaware
Many stakeholders get involved late in the project because they were
simply not aware of its existence until late in the project and are just now
waking up to the fact that the project will affect them in some way.

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30
1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
Method 3 – 5 Categories for Attitude/Perception Mapping
Internal /
Name Title External Project Role Major Requirements Expectations Attitude

On-time completion, successful

1 Eugene Lowe CEO Internal Sponsor Successful completion
partnerships
Champion

Government partner (liaison); funding Successful completion of facility and

2 Oasestown Municipality External
contributor; owner of SLC site partnership;
Accountability Supporter

Principal, Oases Partner, designer, specialist knowledge Clear design brief, successful Fluid funding and communication,
3 Kara Black
Architects
External
(conservation building) partnership design autonomy
Champion

Direct strategic local partnerships for Environmental sustainability of project No damage to Oasestown conservation
4 Josie Bynoe Chair, BOD Internal
Shawpe work; "moral rights" district or environs
Resistor

Lead, business High profile tenants, excellent Organizational learning; leadership

5 Helen Grey
development
Internal Product owner
community and conservation credentials opportunity
Neutral

VP of Business
6 Hasan Persaud
Development
Internal Portfolio owner Capacity for ongoing revenue End-user in Phase 3 Neutral

7 Mandeep Chahal VP of Finance Internal Budget controller direct contact with funding partners clear data Neutral

8 Kei Leung VP of Marketing Internal Marketing expert elevation of brand high quality tenants Supporter

9 Tenants External Income source bespoke spaces high quality Neutral

10 Contractors External Vendors - building clear instructions, contract Neutral

11 Oasestown local residents External Neighbors to project Traffic and noise pollution management no inconveniences Resistor

Oasestown Community Community group operating in

12 Partnership
External
Oasestown
none a free space in the SLC Champion

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31
 1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
5. Engage 6. Monitor
Plan to
Communicate
with
Stakeholders

Stakeholder engagement plan identifies required management

strategies to effectively engage stakeholders.

Team fulfills strategies via communications described in the

communications management plan.

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32
 1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
5. Engage 6. Monitor
Stakeholder
Engagement
Strategy • Involve stakeholders
• Enable appropriate management strategies
• Create and maintain relationships

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33
33
1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
5. Engage 6. Monitor

Example Stakeholder Engagement Assessment Matrix (SEAM)

Leading/Cha
Stakeholder Unaware Resistant Neutral Supportive
mpion

Tailor labels for 1 D C

stakeholder levels 2 C D
of engagement to
your context, team 3 C D
or organization.
4 C D
Don’t use names
C D
on the matrix – 5
refer to
stakeholders by C D
6
number.

C – Current engagement level | D – Desired engagement level

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34
1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
5. Engage 6. Monitor

Power/Interest Grid - Engagement Strategies

HIGH
Keep satisfied Manage closely
High Power High Power
Low Interest High Interest

POWER

Low Power Low Power

Low Interest High Interest
Monitor Keep informed
LOW INTEREST HIGH

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 1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize
5. Engage 6. Monitor

Power/Interest Grid - Engagement Strategies

HIGH
Keep satisfied Manage closely
High Power High Power
Low Interest High Interest
POWER

Low Power Low Power

Low Interest High Interest
Monitor Keep informed
LOW INTEREST HIGH

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Source: https://www.stakeholdermap.com/stakeholder-engagement.html
 1. Identify Stakeholders
2. Assess/Analyze 3. Understand 4 Prioritize

Communication 5. Engage 6. Monitor

Model* Cross-Cultural Communication Model

Think of an example of a
transmission. Depending on
the method, what kinds of
noise can play a part?

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2 PLANNING THE
PROJECT – PART
1
Project Management Framework
Project Management Framework – Project Management Plan

Examples:
Project Life cycle type
Project management methodology/approach

RTM

Scope
Baseline

Schedule
Baseline

Cost
Baseline
 Questions about Change Typical Answers
Change
Control Who can propose a change? Roles are assigned

A change is proposed or an event

What exactly constitutes a change? changes one of the project
Use a change baselines or measures
management plan to
set a process and What is the impact of the change on project
Recommend evaluation method
assigned roles for objectives?
change
What are steps to evaluate a change
Required steps per quality policy
request before approving or rejecting it?
Who has the authority to approve various Change control board, other
types and levels of change? approvals
When a change request is approved, what
project documents will record the next Change log
steps (actions)?
How will you monitor these actions to Quality metrics, RAM/RACI charts,
confirm completion and quality? information radiators
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41
First, Understand How and
Why Approaches Differ

• Changing perceptions of value — e.g.,

sustainability, customer-centricity
• Dynamic and perpetual global change
• Increasing complexity and risk
• Need to innovate and be dynamic

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42
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Thismaterial
material
is being
is being
provided
provided
asas
part
part
of of
a PMI
a PMI ® course.
Workshop.
42
 Project Life Cycle & Project Phase

Project Life
cycle and
Project Phase Project life cycle Collectively the project phases are
known as the project life cycle

Project phase A collection of logically related project

activities usually culminating in the
completion of a major deliverable

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 SDLC (Software Development Life Cycle)/ Waterfall Model

Project Life
cycle and
Project Phase

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Source:https://unyscape.com/scrum-vs-waterfall-which-one-is-more-suitable-for-your-project/
 Facility Construction Life Cycle

Project Life
cycle and
Project Phase

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Source:https://unyscape.com/scrum-vs-waterfall-which-one-is-more-suitable-for-your-project/
 Oil & Gas Exploration Life Cycle

Project Life
cycle and
Project Phase

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Source:https://www.westernsaharaoil.com/current-operations/project-lifecycle
 Generic Project Life Cycle
Project Life
cycle and
Project Phase

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Source:https://www.certwise.com/wp-content/uploads/2017/03/CW_PMP_Reading-Sample.pdf
 Project Life Cycle vs. Product Life Cycle

Project Life
cycle vs.
Product Life
Cycle

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Source:https://www.twi-global.com/technical-knowledge/faqs/what-is-a-product-life-cycle
Project Life
cycle vs. Project life cycle Collectively the project phases are known as the
project life cycle.
Product Life
Cycle

Product life cycle The natural grouping of ideas, decisions, and

actions into product phases, from product
conception to product maturity to product phase-
out.

During a product life cycle, there can be a lot of

projects. A Product Manager owns the product life
cycle.

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Project or
Product?
A product is part of a
project; products have
their own life cycles.
Product management
represents a key
integration point within
program and project
management.
Product owners are
responsible for
maximizing the value of
the product and
accountable for the end
product.
Can you explain why projects often have both a project
manager and a product owner?

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50
Stacey
Complexity
Model

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Source:https://managedagile.com/management-of-uncertainty-in-agile-projects/
Assess
Complexity: Far from
agreement
The Stacey CHAOS
Fundamentally
Complexity risky
Model
-Ralph D. Stacey COMPLEX

Requirements
Adaptive
approaches
COMPLICATED work well here

Linear
SIMPLE approaches
Close to work well here
agreement
Close to Far from
certainty Technical Capability
certainty

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Uncertainty
Spectrum
PLAN-BASED CHANGE-BASED/ ADAPTIVE

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 Requirements?
Collect
Requirements
Process

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Source: https://wedu.com/blog/successful-requirements-gathering/
Document Requirements

• A simple format — e.g., a document

listing all requirements, categorized
by stakeholder and priority, OR
• More elaborate — e.g., executive
summary, detailed descriptions,
attachments
• Requirements traceability matrix

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 Requirements Traceability Matrix (RTM)
RTM

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Sourcehttps://project-management.com/requirements-traceability-matrix-rtm/
 Requirements Traceability Matrix (RTM)
RTM

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Source: https://www.simplilearn.com/project-management-and-the-requirements-traceability-matrix-article
Collect
Requirements • Expert Judgment • Data Analysis
Process • Interpersonal/Team Skills • Document analysis
• Nominal group technique • Alternatives analysis
• Observation • Product analysis (if
deliverable is a product)
• Facilitation
• Decision-Making Techniques
• Data Gathering
• Voting
• Brainstorming
• Multi-criteria decision
• Interviews
analysis
• Focus groups
• Questionnaires and surveys • Data Representation
• Benchmarking • Mind mapping
• Affinity diagram
• Context or use case diagram
• Prototyping — e.g.,
storyboarding

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Data
Gathering
Use Benchmarks to generate product requirements
• Requires best practices to make comparisons
• Evaluates and compares an organization’s or project’s practices
with others
• Identifies best practices in order to meet or exceed them

• Can you remember the other methods for data gathering?

• Why do you think benchmarking is effective in gathering data

for scope planning?

• Why would you choose it instead of the other methods?

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 Data gathering
Interviews Questionnaires/Surveys Observations Focus Groups Facilitated Workshops

• Identify/define • Sessions organized

• Casual/interactive
features and • Written format by project managers
• Physical technique information-sharing
functions of • Captures information to determine
used learn about a • Moderator-guided
Characteristics deliverables from large groups requirements and
specific job role, • Includes stakeholders
• Can be structured, • Yields quantitative enable stakeholder
task or function and SMEs
unstructured or data agreement on project
• Yields qualitative data
asynchronous outcomes

• Handles sensitive/ • Quick turnaround

• Pre-selected • Team can capture
confidential • Effective with varied
participants for varied requirements
information and geographically • Team can
opinions • Stakeholders can
• Helps identify dispersed understand where
Advantages • Small group for understand the
stakeholder respondents changes might be
focused approach concerns and
requirements, • Yields quantifiable beneficial
and gathering specific requirements of
goals or data for statistical
information others
expectations analysis

• Time consuming • Must prequalify

Considerations • Captures only a
• Answer/ data quality stakeholders • Facilitation is
(potential single point of
drawbacks) depends on question • SMEs and facilitation essential
view
quality are essential

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 Scope Statement
Scope

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statement/
Project Scope
Statement
Includes –

• Scope description - project and product

• Acceptance criteria
• Any required deliverables
• Any out-of-scope items needed for clarification
• Constraints and assumptions

Once it has been approved and baselined, changes are only

permitted in accordance with the change management plan.

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62
 Work Breakdown Structure
Scope (WBS)

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 Work Breakdown Structure
Scope (WBS)

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Source: https://www.qimacros.com/quality-tools/work-breakdown-structure-excel/
 Work Breakdown Structure
Scope (WBS)

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 Work Breakdown Structure
Scope (WBS)

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Source: https://www.workbreakdownstructure.com/
WBS
Dictionary
Decompose work and include:
• WBS code identifier
Provides detailed • Description of work
deliverable, activity • Assumptions and constraints
and scheduling
• Responsible organization
information about
each component in • Schedule milestones
the WBS • Associated schedule activities
• Resources required to complete the work
• Cost estimations
• Quality requirements
• Acceptance criteria
• Technical references
• Agreement information

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67
 WBS Dictionary
Scope

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Scope
Baseline
• Approved version of a scope statement, WBS and its associated WBS
dictionary, that can be changed only using formal change control
procedures
• Used as a basis for comparison to actual results

Components include:

• Project scope statement

• WBS
• Work packages
• Planning package
• WBS dictionary

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69
 Scope Baseline
Scope
Work Breakdown Structure
(WBS)

WBS Dictionary
Scope Statement

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 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control
Schedule Baseline Schedule

Microsoft Primavera P6
Project
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Source: https://pmwares.com/microsoft-project-2016-views-that-you-can-use/ https://tensix.com/the-primavera-p6-professional-network-diagram/

 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control Schedule
Predictive
Schedule
Planning

The project manager:

• Breaks down a work package into the required activities
• Determines dependencies and precedence relationships
• Estimates the duration of activities based on average resources
• Determines the critical path
• Resolves resource overallocations
• Compresses the schedule, if needed, to meet constraints

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72
 Activity List 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control
Schedule Schedule
Activity Preceding Duration
Activity/ in days
Sample 2
Predecesso
r
A

D Sample 3

E
Sample 1
F

I
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Source: https://projectinsight.com/project-management-basics/task-dependencies
 Activity List 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control
Schedule Schedule
Activity Preceding Duration
Activity/ in days
Sample 2
Predecesso
r
A 4

B 3

C 1

D Sample 3 5

E 4
Sample 1
F 6

G 2

H 4

I 2
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Source: https://projectinsight.com/project-management-basics/task-dependencies
 1. Define Activities 2. Sequence activities
Activity List 3. Estimate activity durations 4. Develop Schedule 5.Control
Schedule Schedule

Activity Precedin Duration

g Activity/ in days

A -

B A

C B Sample 3
Sample 2 D -

Sample 1 E D

F B, E

G C,F

H D

I H

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Source: https://projectinsight.com/project-management-basics/task-dependencies
 1. Define Activities 2. Sequence activities
Activity List 3. Estimate activity durations 4. Develop Schedule 5.Control
Schedule Schedule

Activity Precedin Duration

g Activity/ in days

A -

B A

C B Sample 3
Sample 2 D -

Sample 1 E D

F B, E

G C,F

H D

I H

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Source: https://projectinsight.com/project-management-basics/task-dependencies
 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control
Schedule Schedule

Sample 3
Activity Precedin Duration Project Schedule Network Diagram
g Activity/ in days Precedence Diagramming Method (PDM)

A -

B A

C B

D -

E D

F B, E

G C,F

H D

I H
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Source Headrist, 4th Edition
Duration 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control
Schedule

Activit Preceding Duration

y Activity/ in days

A - 4

B A 3

C B 1

D - 5

E D 4

F B, E 6

G C,F 2

H D 4

I H 2
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 Critical Path Method (CPM) 1. Define Activities 2. Sequence activities

Schedule 3. Estimate activity durations 4. Develop Schedule 5.Control

Schedule
Sample 3
Activity Precedin Duration
g Activity/ in days

A - 4

B A 3

C B 1

D - 5

E D 4

F B, E 6

G C,F 2

H D 4

I H 2
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Source Headrist, 4th Edition
Sample For which of the following activities, can you adjust the schedule without
affecting the total duration of the project?
Question
Activity Code Predecessor Duration
L - 8
M L 5
N M 10
O L 2
P O 3
Q P 1
R - 2
S R 2
T S 3
U M, T 5

1. L&R
2. P&M
3. S&U
4. T&N
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 Rupert is managing a Media project with very stringent deadlines and quality constraints. He
Sample has been able to rope in two best resources and is very hopeful that his project will complete
successfully. He is a strong believer of PMP concepts and has already prepared the schedule
Question network diagram and estimated the durations of all the activities using parametric estimation
technique. Below is the schedule network diagram prepared by him with the estimated
durations. Next, he wants to develop the schedule and if needed use schedule compression
techniques to achieve his project objectives. Before, he could do that; he needs to know the
critical path for his project. If he applies the critical path method to the below given
schedule network diagram, which of the following is TRUE?

1. Activity I and J have float of 9 and 9 weeks respectively

2. Activity I and J have float of 5 and 5weeks respectively
3. Activity I and J have float of 5 and 9 weeks respectively
4. Activity I and J have float of 9 and 5 weeks respectively
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 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control

The Project Schedule

Schedule

• Includes start and finish activities

• Uses specific dates and in a certain sequence
• Sets dates for project milestones
• Coordinates activities to ensure on-time project completion
• Tracks project progress based on schedule performance and
provides visibility of project status to upper management and project
stakeholders

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82
 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control
Gantt Chart Schedule

Visualize and Track the Project Over a Timeline

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Project
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 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control
Milestone Schedule Schedule

Present Milestones with Planned Dates

ID Task Name April May June July

3/14 3/21 3/28 4/4 4/11 4/18 4/25 5/2 5/9 5/16 5/23 5/30 6/6 6/13 6/14 6/20 6/27 7/4 7/11 7/18 7/25

30 Begin Phase 1
31 Deliverable A
32 Deliverable B
Phase Gate
33
Review
34 Begin Phase 2
35 Deliverable C
36 Deliverable D
Phase Gate
37
Review
Remember that milestones have
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zero duration This material is being provided as part of a PMI® course.
84
 1. Define Activities 2. Sequence activities
Project Schedule Network Diagram
3. Estimate activity durations 4. Develop Schedule 5.Control
Schedule
Visualize Interrelationships of Activities

Notations are for graphical

example only!

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85
 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control
Project Schedule Network Diagram Schedule

Visualize Interrelationships of Activities

Microsoft Primavera P6
Project
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 1. Define Activities 2. Sequence activities
3. Estimate activity durations 4. Develop Schedule 5.Control
Schedule Baseline Schedule

Microsoft Primavera P6
Project
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Check with
Organization
Funding Limit
Reconciliation

• Compare planned
project expenditure
against funding limits
• Align
work/expenditures on
the schedule to level
the rate of
expenditures

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Project Budget

• Use the bottom-up approach to

aggregate activity costs, work package
costs and cost baseline
• Include contingencies to support risk
management

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