Activity Definition: Outputs Activity Definition

6.2.3 Activity Sequencing:

Outputs .1 Project Schedule Network Diagrams Project schedule network diagrams are schematic displays of the project’s schedule activities and the logical relationships among them, also referred to as dependencies. Figures 6-5 and 6-6 illustrate two different approaches to drawing a project schedule network diagram. A project schedule network diagram can be produced manually or by using project management software. The project schedule network diagram can include full project details, or have one or more summary activities. A summary narrative accompanies the diagram and describes the basic approach used to sequence the activities. Any unusual activity sequences within the network are fully described within the narrative. 6 .2 Activity List Updates If approved change requests Section 4.4.1.4 result from the Activity Sequencing process, then the activity list Section 6.1.3.1 is updated to include those approved changes. .3 Activity Attributes Updates The activity attributes Section 6.1.3.2 are updated to include the defined logical relationships and any associated leads and lags. If approved change requests Section 4.4.1.4 resulting from the Activity Sequencing process affect the activity list, then the related items in the activity attributes are updated to include those approved changes. .4 Requested Changes Preparation of project logical relationships, leads, and lags might reveal instances that can generate a requested change Section 4.4.3.2 to the activity list or the activity attributes. Examples include where a schedule activity can be divided or otherwise redefined, where dependencies can be refined, or where a lead or lag is adjusted to adequately diagram the correct logical relationships. Requested changes are processed for review and disposition through the Integrated Change Control process Section 4.6.

6.3 Activity Resource

Estimating Estimating schedule activity resources involves determining what resources persons, equipment, or materiel and what quantities of each resource will be used, and when each resource will be available to perform project activities. The Activity Resource Estimating process is closely coordinated with the Cost Estimating process Section 7.1. For example: • A construction project team will need to be familiar with local building codes. Such knowledge is often readily available from local sellers. However, if the local labor pool lacks experience with unusual or specialized construction techniques, the additional cost for a consultant might be the most effective way to secure knowledge of the local building codes. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 135 • An automotive design team will need to be familiar with the latest in automated assembly techniques. The requisite knowledge might be obtained by hiring a consultant, by sending a designer to a seminar on robotics, or by including someone from manufacturing as a member of the project team. Figure 6-7. Activity Resource Estimating: Inputs, Tools Techniques, and Outputs

6.3.1 Activity Resource Estimating: Inputs

.1 Enterprise Environmental Factors The Activity Resource Estimating process uses the infrastructure resource availability information included in enterprise environmental factors Section 4.1.1.3. .2 Organizational Process Assets Organizational process assets Section 4.1.1.4 provide the policies of the performing organization regarding staffing and the rental or purchase of supplies and equipment that are considered during activity resource estimating. If available, historical information regarding what types of resources were required for similar work on previous projects are reviewed. .3 Activity List The activity list Section 6.1.3.1 identifies the schedule activities for resources that are estimated. .4 Activity Attributes The activity attributes Section 6.1.3.2 developed during the activity definition process provide the primary data input for use in estimating those resources required for each schedule activity in the activity list. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 136 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA