Project-Time-Management

June 30, 2026

Project Time Management

\[!note\] Overview This note covers Background on Project Management, Project Scope Management, and Project Cost Management, structured for Obsidian's graph view and outline. Use [[wikilinks]] between sections to build a knowledge map.

1. Background on [[Project Management]]

Project Management is the application of processes, knowledge, skills, and experience to achieve project objectives.

Project Manager — a person assigned by the performing organization to lead the team responsible for achieving project objectives.

What does a Project Manager do?

Primary task: Planning (project management plan: direction, WBS, critical path, timeline, budget)

Other responsibilities:

Team Building

Leading

Encouraging and inspiring

Communicating

Executing

Monitoring

Documenting

What is Planning?

Planning divides project activity into:

Measurable objectives

Scheduling

Project milestones

Deliverables

2. [[Project Process Groups]] & [[Knowledge Areas]]

5 Process Groups

```mermaid

graph LR

A[1. Initiating] --> B[2. Planning] --> C[3. Executing] --> D[4. Monitoring & Controlling] --> E[5. Closing]

D --> C

10 Knowledge Areas

[[Project Integration Management]]

[[Project Scope Management]]

Project Schedule Management

[[Project Cost Management]]

Project Quality Management

Project Resource Management

Project Communication Management

Project Risk Management

Project Procurement Management

Project Stakeholder Management

3. [[Project Integration Management]]

Integrates all other knowledge areas; produces the Project Charter (most important input to project management).

Roles of PM in Integration

Works with sponsors to understand strategic objectives

Aligns project objectives/results with business areas

Integrates processes, knowledge, and people

Guides the team to focus on what's important

Develop Project Charter

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Business documents (business case, benefits mgmt plan), Agreements, OPA, EEF | Expert judgement & meetings, Interpersonal/team skills, Data gathering (brainstorming, focus groups, interviews) | Project Charter, Assumption log |

Key Terms

Assumption — a factor considered true/real without proof (resource, technology, time, quality, cost, environmental assumptions).

EEF (Enterprise Environmental Factors) — external factors influencing success (culture, regulations, market, infrastructure) — out of one's control.

OPA (Organizational Process Assets) — internal inputs/assets (business plans, processes, policies, knowledge).

Project Charter Contents

Purpose/Justification

Project Objectives & Success Criteria

High-level Requirements

High-level Project Description

High-level Risks

Summary Milestone Schedule

Summary Budget

Project Approval Requirements

Assigned PM and authority

Sponsor name and authority

Integration Management Process Map

```mermaid

graph LR

subgraph Knowledge Area

KA[Project Integration Management]

end

KA --> PC[Develop Project Charter] --- IPG[Initiating]

KA --> PMP[Develop Project Mgmt Plan] --- PPG[Planning]

KA --> DM[Direct & Manage Project Work] --- EPG[Executing]

KA --> MK[Manage Project Knowledge] --- EPG

KA --> MC[Monitor & Control Project Work] --- MPG[Monitoring & Controlling]

KA --> CC[Perform Integrated Change Control] --- MPG

4. [[Project Management Plan]]

The process of defining, preparing, and coordinating all subsidiary plans and baselines into one comprehensive plan.

Subsidiary Plans (9)

[[Project Scope Management]] Plan

Project Schedule Management Plan

[[Project Cost Management]] Plan

Project Quality Management Plan

Project Resource Management Plan

Project Communications Management Plan

Project Risk Management Plan

Project Procurement Management Plan

Project Stakeholders Management Plan

Inputs & Outputs

| Inputs | Tools & Techniques | Output |

|---|---|---|

| Project Charter, EEF, OPA | Expert Judgment, Data Gathering, Interpersonal/Team Skills, Meetings | Project Management Plan |

What the Plan Explains

How work is executed/controlled/monitored/closed

Tools & techniques selected

Change control & configuration management

Performance baselines

Communications, Risk, Quality management

Baseline Plans = Scope + Time + Cost → combined with the 9 subsidiary plans = Project Management Plan

5. [[Project Scope Management]]

What is a Constraint?

The Triple Constraint: Scope, Cost, Time — plus Quality, Risk, Resource (six total).

```mermaid

graph TD

P[The Project] --- Scope

P --- Cost

P --- Time

P --- Risk

P --- Quality

P --- Resources

| Project Risk | Project Quality Issues | Project Resources |

|---|---|---|

| Scope creep, Budget creep, Communication issues, Lack of clarity, Poor scheduling | Defects, Deficiencies, Variation in expected appearance/performance | Labor, Equipment, Materials, Money, Space, Service, Time |

Project Scope vs Product Scope

| Product Scope | Project Scope |

|---|---|

| Features/functions of the product | Work needed to create the product |

| Measured against requirements | Measured against the plan |

Scope Management Process

```mermaid

graph LR

PSM[Plan Scope Management] --> CR[Collect Requirements] --> DS[Define Scope] --> WBS[Create WBS] --> VS[Validate Scope] --> CS[Control Scope]

5.1 Plan Scope Management

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Project Mgmt Plan, Project Charter, OPA, EEF | Expert Judgement, Meetings, Data Analysis (alternatives analysis) | Scope Management Plan, Requirements Management Plan |

Scope Management Plan:

Helps prepare a detailed project scope statement

Enables creation of WBS

Establishes how WBS is maintained/approved

Specifies formal deliverable acceptance process

First line of defense against [[Scope Creep]]

5.2 Requirements Management Plan

Describes:

How requirements are collected, analyzed, documented, managed

How requirements are tracked/reported

How requirements are prioritized

Traceability structure

5.3 Collect Requirements

Process of determining, documenting, and managing stakeholder needs.

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Project Mgmt Plan (scope mgmt plan, requirements mgmt plan), Project Charter, Project/Business Documents, Agreements, OPA, EEF | Expert judgment, Data gathering, Data analysis, Decision making, Data representation, Interpersonal & team skills, Context diagrams, Prototypes | Requirements Documentation, Requirements Traceability Matrix (RTM) |

Requirements document contains: Business needs, Functional/Non-functional requirements, Quality requirements, Acceptance criteria.

Requirements Traceability:

Backward — trace requirement to its source

Forward — trace requirement to design/implementation

Bidirectional — trace both ways (preferred)

5.4 Define Scope

Develops a detailed description of the project/product; defines inclusions/exclusions.

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Project Mgmt Plan, Project Charter, Project Documents (requirements doc), OPA, EEF | Expert judgment, Product analysis, Data analysis (alternatives analysis), Decision making, Interpersonal & team skills | Project Scope Statement, Project Document Updates |

Project Scope Statement includes:

Project Scope Description

Project Acceptance Criteria

Project Deliverables

Project Exclusions

Project Constraints & Assumptions

5.5 Create [[Work Breakdown Structure (WBS)]]

Deliverable-oriented breakdown of the project into smaller, manageable components.

```mermaid

graph TD

Proj[Project] --> P1[Phase/Deliverable] & P2[Phase/Deliverable]

P1 --> W1[Work Package] & W2[Work Package] & W3[Work Package]

P2 --> W4[Work Package] & W5[Work Package]

W1 --> A1[Activities]

W2 --> A2[Activities]

W3 --> A3[Activities]

W4 --> A4[Activities]

W5 --> A5[Activities]

WBS is an input to: Cost Estimating, Cost Budgeting, Risk Planning, Resource Planning, Activity Definition.

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Project Mgmt Plan (scope mgmt plan), Project Documents (scope statement, requirements doc), OPA, EEF | Decomposition, Expert Judgment | Scope Baseline, Project Document Updates (requirements doc, assumption log) |

Baseline: the approved starting point used to measure progress.

Scope Baseline = Scope Statement + WBS + WBS Dictionary.

WBS Dictionary — detailed info about each WBS element.

5.6 Control Scope

Monitoring project/product scope status and managing changes to the scope baseline.

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Project mgmt plan, Project documents (requirements doc, RTM), Work performance data, OPA | Data analysis (variance analysis, trend analysis) | Work performance info, Change requests, Project mgmt plan updates, Project document updates |

5.7 Scope Creep

Uncontrolled expansion of project/product scope without adjusting time, cost, resources. Caused by stakeholder requirement changes or internal miscommunication.

5.8 Validate Scope

Customer formally accepts deliverables; confirms alignment with project scope.

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Project mgmt plan, Project documents, Verified deliverables, Work performance data | Inspection, Decision making | Work performance info, Accepted deliverables, Change requests, Project document updates |

Validate Scope vs Quality Control (QC)

| | Quality Control | Validate Scope |

|---|---|---|

| Performed by | PM + quality team (internal) | Client + PM (external) |

| Purpose | Defect-free, meets requirements | Formal customer acceptance |

| Timing | End of a phase | End of the project |

| Deliverable | Verified Deliverable | Accepted Deliverable |

Deliverable Journey

```mermaid

graph LR

Charter --> PMP[Project Mgmt Plan] --> Deliverable --> QC[Verified Deliverable] --> VS[Accepted Deliverable] --> Final[Final Product/Service/Result]

6. [[Project Cost Management]]

```mermaid

graph LR

PCM[Plan Cost Mgmt] --> EC[Estimate Costs] --> DB[Determine Budget] --> CC[Control Costs]

| Process | Description |

|---|---|

| Plan Cost Mgmt | Defines how costs will be estimated, budgeted, managed, monitored, controlled |

| Estimate Costs | Develops an approximation of monetary resources needed |

| Determine Budget | Aggregates estimated costs into an authorized cost baseline |

| Control Costs | Monitors project status to update costs / manage changes |

6.1 Plan Cost Management

| Inputs | Tools & Techniques | Output |

|---|---|---|

| Project Mgmt Plan, Project Charter, OPA, EEF | Expert judgment, Data analysis, Meetings | Cost Management Plan |

Cost Management Plan Contents: Level of accuracy, Unit of measure, Control thresholds, EVM formulas, Funding decisions, Reporting formats.

6.2 Estimate Costs

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Project Mgmt Plan (cost/quality mgmt plan, scope baseline), Project Documents (risk register, schedule, resource reqs), EEF, OPA | Expert judgment, Analogous/Parametric/Bottom-up/Three-point estimating, Data analysis (alternatives, reserve, cost of quality), PM information system | Cost estimates, Basis of estimates, Project document updates |

6.3 Determine Budget

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Project Mgmt Plan (scope mgmt plan, scope baseline), Project Documents (basis of estimate, cost estimates, schedule, risk register), Agreements, OPA, EEF | Cost aggregation, Data analysis, Expert judgments, Historical info review, Funding limit recommendation, Financing | Cost Baseline, Project funding requirements, Project document updates |

6.4 Control Costs

| Inputs | Tools & Techniques | Outputs |

|---|---|---|

| Project Mgmt Plan (cost mgmt plan, cost baseline), Project funding requirements, Work performance data, Project documents, OPA | Earned Value Management, Data analysis (EV analysis, variance, trend, reserve), To-Complete Performance Index (TCPI), PM information system | Work performance info, Cost forecasts, Change requests, Project mgmt plan updates, Project document updates |

7. [[Earned Value Management (EVM)]]

A systematic process using earned value to integrate cost, schedule, technical performance, and risk management.

Core Metrics

| Term | Meaning |

|---|---|

| PV (Planned Value) | Authorized budget assigned to scheduled work; cumulative PV = BAC |

| EV (Earned Value) | Value of work actually completed to date |

| AC (Actual Cost) | Cost incurred to execute the work |

| BAC (Budget at Completion) | Sum of all budgets allocated = total PV |

Variance & Index Formulas

| Metric | Formula | Interpretation |

|---|---|---|

| Schedule Variance (SV) | EV − PV | Negative = behind schedule |

| Cost Variance (CV) | EV − AC | Negative = over budget |

| Variance at Completion (VAC) | BAC − EAC | Over/under budget forecast |

| Schedule Performance Index (SPI) | EV / PV | <1 = behind schedule |

| Cost Performance Index (CPI) | EV / AC | <1 = over budget |

| Estimate to Complete (ETC) | EAC − AC | Money needed to finish |

| To-Complete Performance Index (TCPI) | (BAC − EV) / (BAC − AC) | Ratio of remaining work to remaining funds |

\[!warning\] Note on Schedule Variance SV is derived from cost data, not the real schedule — it doesn't distinguish critical-path vs non-critical-path work. The true schedule status comes from the [[Critical Path]] (precedence/network diagrams) — the longest path from Start to Finish.

Benefits of EVM

Reliable cost/schedule data for decision-making

Early identification of potential problems

Accurate prediction of project costs at completion

Answers: What do we get for the money spent? How much more will it cost? When will it finish?

8. Worked Example — Project ABC

Network Diagram

Paths: ACE, BCE, BDF

```mermaid

graph LR

Start --> A --> C --> E --> Finish

Start --> B --> C

B --> D --> F --> Finish

Activity Table

|---|---|---|---|---|

| A | – | 2 | 300 | 600 |

| B | A | 3 | 400 | 1,200 |

| C | B | 3 | 400 | 1,200 |

| D | B | 2 | 200 | 400 |

| E | D | 3 | 100 | 300 |

Status Report — End of Day 7

| Activity | Actual % Complete | Incurred Cost (AC) |

|---|---|---|

| A | 100 | 600 |

| B | 100 | 1,400 |

| C | 33 | 500 |

| D | 50 | 200 |

| E | 0 | 0 |

EVM Calculation Table

| Activity | ACWP (AC) | BCWP (EV) | BCWS (PV) | CPI | CV | SPI | SV |

|---|---|---|---|---|---|---|---|

| A | 600 | 600 | 600 | 1 | 0 | 1 | 0 |

| B | 1,400 | 1,200 | 1,200 | 0.86 | -200 | 1 | 0 |

| C | 500 | 400 | 800 | 0.8 | -100 | 0.5 | -400 |

| D | 200 | 200 | 400 | 1 | 0 | 0.5 | -200 |

| E | 0 | 0 | 0 | – | 0 | – | 0 |

| Total | 2,700 | 2,400 | 3,000 | 0.89 | -300 | 0.8 | -600 |

\[!summary\] Project ABC is over budget (CPI 0.89 < 1) and behind schedule (SPI 0.8 < 1) at day 7.

Definitions Recap

ACWP (AC) — Actual Cost of Work Performed

BCWP (EV) — Budgeted Cost of Work Performed

BCWS (PV) — Budgeted Cost of Work Scheduled

Tags / Map of Content (MOC)

#project-management #PMP #scope-management #cost-management #EVM #WBS #obsidian-MOC

Related Notes

[[Project Integration Management]]

[[Project Scope Management]]

[[Project Cost Management]]

[[Earned Value Management (EVM)]]

[[Work Breakdown Structure (WBS)]]

[[Scope Creep]]

[[Critical Path]]