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6 - PROJECT TIME MANAGEMENT

• rules of performance measurement. Earned value management (EVM) rules or other physical
measurement rules of performance measurement are set. For example, the schedule management plan
may specify:
○ Rules for establishing percent complete,

○ Control accounts at which management of progress and schedule will be measured,
○ Earned value measurement techniques (e.g., baselines, fixed-formula, percent complete, etc.)
to be employed (for more specific information, refer to the Practice Standard for Earned Value
Management) [9],
○ Schedule performance measurements such as schedule variance (SV) and schedule performance 6
index (SPI) used to assess the magnitude of variation to the original schedule baseline.
• reporting formats. The formats and frequency for the various schedule reports are defined.

• Process descriptions. Descriptions of each of the schedule management processes are documented.

6.2 define Activities

Define Activities is the process of identifying and documenting the specific actions to be performed to produce
the project deliverables. The key benefit of this process is to break down work packages into activities that provide
a basis for estimating, scheduling, executing, monitoring, and controlling the project work. The inputs, tools and
techniques, and outputs of this process are depicted in Figure 6-5. Figure 6-6 depicts the data flow diagram of the
process.

Inputs Tools & Techniques Outputs

.1 Schedule management .1 Decomposition .1 Activity list
plan .2 Rolling wave planning .2 Activity attributes
.2 Scope baseline .3 Expert judgment .3 Milestone list
.3 Enterprise environmental
factors
.4 Organizational process
assets

Figure 6-5. define Activities: Inputs, tools & techniques, and outputs

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