Predictive, Plan-Based Methodologies - Demonstrate an understanding of a project management plan schedule

Enablers

2.2.1 Apply critical path methods

The Critical Path Method (CPM) is a scheduling technique used in project management to identify the sequence of activities that determines the shortest possible project duration. The critical path is the longest continuous path of activities from the project start to the project finish, and it represents the minimum time required to complete the project.

The CPM involves the following steps:

1. Identify all project activities and their dependencies.
2. Estimate the duration of each activity.
3. Determine the earliest start and finish times for each activity.
4. Calculate the latest start and finish times for each activity without delaying the project.
5. Identify the critical path, which is the sequence of activities with zero slack time.
6. Monitor and update the project schedule to ensure that critical activities are completed on time.

By focusing on the critical path, project managers can prioritize resources, manage risks, and take corrective action to keep the project on track. CPM is a valuable tool for managing complex projects with interdependent activities and tight deadlines.

Refer to the study note on Critical Path Method for a detailed explanation.

2.2.2 Calculate schedule variance

Schedule variance (SV) is a measure of how much a project is ahead or behind its planned schedule. It is calculated as the difference between the earned value (EV) and the planned value (PV) of the project at a given point in time. Refer to the study note on Earned Value Management for a detailed explanation of SV and other earned value management measures.

The formula for schedule variance is:

SV = EV - PV

Where:

• SV is the schedule variance
• EV is the earned value, which is the budgeted cost of work performed (BCWP)
• PV is the planned value, which is the budgeted cost of work scheduled (BCWS)

If the schedule variance is positive, the project is ahead of schedule. If the schedule variance is negative, the project is behind schedule.

For example, let’s say a project has completed $50,000 worth of work according to the project plan, but the actual cost of the work completed is $60,000. The planned value for this period was $70,000. The schedule variance would be calculated as follows:

SV = EV - PV
SV = $50,000 - $70,000
SV = -$20,000

In this example, the negative schedule variance indicates that the project is behind schedule.

2.2.3 Explain work breakdown structures (WBS)

A Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of a project into smaller, more manageable components called work packages. The WBS organizes and defines the project scope into deliverables and work activities that can be estimated, scheduled, monitored, and controlled.

The WBS is a key output of the project scope management process and provides a framework for the project team to plan and execute the project. The WBS is typically represented as a chart or an outline that shows the hierarchical relationship among the project deliverables.

The WBS includes the following elements:

1. Project: The highest level of the WBS represents the overall project.
2. Deliverables: The next level of the WBS represents the major deliverables required to complete the project.
3. Work packages: The lowest level of the WBS represents the work packages, which are the smallest, most discrete components of the project that can be estimated, scheduled, and monitored.

The WBS is developed by the project team with input from stakeholders and is used to define the project scope, create the project schedule, estimate project costs, and assign responsibilities to team members. The WBS also provides a basis for monitoring and controlling project progress and managing changes to project scope.

Overall, the WBS is a critical tool for project managers to ensure that the project scope is well-defined, the project work is clearly understood, and the project objectives are achievable.

Refer to Work Breakdown Structure for a visual representation of the WBS.

2.2.4 Explain work packages

Work packages are the lowest level of the work breakdown structure (WBS) in project management. They represent a discrete, specific, and measurable piece of work that must be completed to deliver a project deliverable or a project objective. Work packages are typically defined as the level at which the project work can be estimated, scheduled, monitored, and controlled.

Each work package has specific attributes, including:

1. Scope of work: A clear and concise description of the work to be performed, including specific deliverables and requirements.
2. Activities: A list of the specific tasks or activities required to complete the work package.
3. Duration: The estimated time required to complete the work package.
4. Resources: The people, equipment, and materials required to complete the work package.
5. Cost: The estimated cost of completing the work package, including labor, materials, and other expenses.
6. Quality requirements: The specific quality standards or specifications that must be met to complete the work package.

Work packages are typically assigned to a specific individual or team responsible for completing the work. The project manager uses the work packages to develop the project schedule, assign resources, and monitor progress. As work packages are completed, they are reviewed and approved by the appropriate stakeholders to ensure that the work has been completed according to the specified requirements.

2.2.5 Apply a quality management plan

Applying a quality management plan involves implementing the processes and activities defined in the plan to ensure that the project’s deliverables meet the specified quality requirements. Here are the steps involved in applying a quality management plan:

1. Identify quality standards and requirements: Review the project requirements, stakeholder expectations, and relevant industry standards to identify the quality standards and requirements that must be met.
2. Define quality metrics: Develop specific, measurable quality metrics that will be used to evaluate the project’s deliverables and ensure they meet the quality standards and requirements.
3. Plan quality assurance activities: Identify the quality assurance activities that will be performed to ensure that the project’s processes and deliverables meet the quality standards and requirements. These may include audits, inspections, and reviews.
4. Plan quality control activities: Identify the quality control activities that will be performed to verify that the project’s deliverables meet the quality standards and requirements. These may include testing, validation, and verification.
5. Assign responsibilities: Assign clear responsibilities for quality management activities to project team members, including who will perform each activity and when.
6. Implement quality management activities: Execute the quality management activities according to the plan, including quality assurance and quality control activities.
   • Train project team members: Ensure that all project team members are trained on the quality management plan and understand their roles and responsibilities in implementing the plan.
   • Use quality tools and techniques: Use appropriate quality tools and techniques to support quality management activities. For example, flowcharts can be used to document processes, checklists can be used to ensure consistency in inspections and reviews, and statistical analysis can be used to analyze quality data.
   • Establish quality control processes: Implement quality control processes to monitor project results and ensure that they meet quality standards. This may include conducting regular inspections, testing deliverables, and performing quality audits.
   • Manage changes: Manage changes to project requirements, deliverables, and processes in a controlled manner to ensure that quality is not compromised. This may involve updating the quality management plan, re-assessing quality metrics, and re-training project team members.
   • Conduct quality assurance activities: Conduct quality assurance activities to evaluate the effectiveness of the quality management plan and identify areas for improvement. This may involve conducting process audits, reviewing project documentation, and assessing customer satisfaction.
   • Continuously improve: Use the results of quality assurance activities to identify opportunities for continuous improvement and make necessary adjustments to the project plan and quality management plan. This may involve implementing corrective actions, updating processes, and improving training.

By applying a quality management plan, a project team can ensure that the project’s deliverables meet the specified quality requirements and that quality is consistently managed throughout the project lifecycle.

Refer to Project Quality Management Knowledge Area for a comprehensive coverage of this topic.

2.2.6 Apply an integration management plan

Applying an integration management plan (or the project management plan) involves implementing the processes and activities defined in the plan to coordinate and unify various project management processes and activities. Here are the steps involved in applying an integration management plan:

1. Develop project management plan: Develop a comprehensive project management plan that integrates subsidiary plans for scope, schedule, cost, quality, resources, communication, risk, and procurement management.
2. Direct and manage project work: Execute the project management plan by leading and managing the project team, performing the project work, and implementing approved changes.
3. Manage project knowledge: Capture and share knowledge and lessons learned throughout the project to improve project performance and organizational learning.
4. Monitor and control project work: Monitor and control the project work to ensure that it is aligned with the project management plan and meet the project objectives.
5. Perform integrated change control: Review and approve/reject changes to the project scope, schedule, cost, quality, resources, risk, and procurement management plans in a coordinated and integrated manner.
6. Close project or phase: Close the project or phase by finalizing all activities, documenting lessons learned, and obtaining formal acceptance of the project deliverables.

The project management plan is a key output of the Develop Project Management plan process. It provides guidance on how the various project management processes and activities will be coordinated and integrated throughout the project lifecycle. By applying a project management plan, a project team can ensure that all project management activities are aligned with the project objectives and that the project is executed in a coordinated and unified manner.

NOTE: There’s no such term as “integration management plan” in the PMBOK Guide, 6th or 7th Edition. We think that it should be “project management plan”.

Refer to Project Integration Management Knowledge Area for a comprehensive coverage of this topic.