Project Time Management

PPROJECTROJECT TTIMEIME MMANAGEMENTANAGEMENT

Hisham Haridy, PMP, PMI-RMPFebruary 2016

Time Management

Plan Schedule Management

Define Sequence Activities

Estimate Activity

Estimate Activity

Develop Schedule

Control Schedule

The processes that are used to help ensure the timely completion of the

project.WBS


Define Activities

Sequence Activities

Activity Resources

Activity Durations

Develop Schedule

Control Schedule

A A PlanPlan is a logical sequence of events to accomplish a goal (what and how) while a is a logical sequence of events to accomplish a goal (what and how) while a ScheduleSchedule incorporates incorporates durationsdurations and and datesdates into the sequence of events necessary to into the sequence of events necessary to

accomplish the plan (who and when).accomplish the plan (who and when).

PROJECT TIME MANAGEMENT February 2016

InputsTools and Techniques

Outputs

1. Project Management Plan 1. Expert judgment 1. Schedule management plan


“The process of establishing the policies, procedures, and documentation

for planning, developing, managing, executing, and controlling the project schedule”

2. Project Charter

3. Enterprise environmental

factors

4. Organizational process

Assets

2. Analytical techniques

3. Meetings

The key benefit of this process is that it provides guidance and direction on

how the project schedule will be managed throughout the project.


1. Project Management Plan

� Scope baseline and other information (scheduling related cost, risk, and

communications).

2. Project Charter

� The summary milestone schedule and project approval requirements.

INPUTSINPUTS

� The summary milestone schedule and project approval requirements.

3. Enterprise Environmental Factors

� Organizational culture and structure.

� Resource availability and skills that may influence schedule planning,

� Project management software

� Published commercial information,

� Organizational work authorization systems.


4. Organizational Process Assets

� Monitoring and reporting tools to be used;

� Historical information;

� Schedule control tools;

� Existing formal and informal schedule control related policies, procedures, and

guidelines;

� Templates;

INPUTSINPUTS

� Templates;

� Project closure guidelines;

� Change control procedures; and

� Risk control procedures including risk categories, probability

definition and impact, and probability and impact matrix..


1. Expert Judgment

� Expert judgment, guided by historical information, provides valuable insight about

the environment and information from prior similar projects.

2. Analytical Techniques

� Strategic options to estimate and schedule the project such as: scheduling

TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES

methodology, scheduling tools and techniques, estimating approaches, formats,

and project management software.

3. Meetings

� Project teams may hold planning meetings to develop the

schedule management plan.


1. Schedule Management Plan

� A component of the project management plan.

� May be formal or informal, highly detailed or broadly framed.

� Schedule management plan can establish the following:

� Project schedule model development.

� Level of accuracy.

� Units of measure.

OUTPUTSOUTPUTS

� Units of measure.

� Organizational procedures links.

� Project schedule model maintenance.

� Control thresholds.

� Rules of performance measurement.

� Reporting formats.

� Process descriptions.


Define Activities


Outputs

1. Schedule management plan 1. Decomposition 1. Activity list

“It involves identifying and documenting the specific activities that must be

performed to produce the deliverables identified in WBS”

1. Schedule management plan

2. Scope baseline


factors


Assets

1. Decomposition

2. Rolling wave planning

3. Expert judgment

1. Activity list

2. Activity attributes

3. Milestone list

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.



� A key input from the schedule management plan is the prescribed level of detail

necessary to manage the work.

2. Scope Baseline

� The project WBS, deliverables, constraints, and assumptions documented in the

project scope baseline are considered explicitly while defining activities.

INPUTSINPUTS


� Organizational cultures and structure,

� Published commercial information from commercial databases, and

� Project management information system (PMIS).


� Lessons learned

� Standardized processes and templates.

� Existing formal and informal activity planning-related policies, procedures, and guidelines.


1. Decomposition

� The technique of decomposition, as applied to defining activities, involves

subdividing the project work packages into smaller, more manageable components

called activities.

� The final outputs is activities while in Create WBS the final output is

deliverables.


2. Rolling Wave Planning

� Rolling wave planning is a form of progressive elaboration planning where

the work to be accomplished in the near term is planned in detail and future work

is planned at a higher level of the WBS.

3. Expert Judgment

� Project team members or other experts, who are experienced and skilled in

developing detailed project scope statements, the WBS, and project schedules,

can provide expertise in defining activities.


1. Activity List

� The primary output of Activity Definition is the Activity List.

� This list has the following characteristics: All activities, extension to WBS, and

activity description.

OUTPUTSOUTPUTS

2. Activity Attributes

� The description of activity attributes could include all information that could be

provided in a WBS dictionary:

� An activity list could include also Milestones and dependences.


OUTPUTSOUTPUTS


Significant events within the project schedule like; the design is completed, or

a deliverable due date from the customer.

Contractual / Mandatory Optional/Additional

OUTPUTSOUTPUTS

3. Milestone List The orient Express 1883-1977

Contractual / Mandatory Optional/Additional

Can be imposed by the sponsor in

the project charter and preliminary

project scope statement.

Can be imposed by the project

manager during activity sequencing or

schedule development, as checkpoints

to help control the project.

A list of milestones becomes part of the project management plan and is

included in the project scope statement and WBS dictionary.



Outputs

1. Schedule management plan. 1. Precedence diagramming 1. Project schedule network

Sequence Activities

“Activity sequencing involves identifying and documenting the logical relationships

among schedule activities”

2. Activity list


4. Milestone list

5. Project scope statement


factors.


Assets

method (PDM)

2. Dependency determination

3. Leads and lags

diagrams

2. Project document updates

The key benefit of this process is that it defines the logical sequence of work to obtain the greatest

efficiency given all project constraints.



2. Activity List


4. Milestone List

5. Project Scope Statement

� The project scope statement contains the product scope description, which

INPUTSINPUTS

� The project scope statement contains the product scope description, which

includes product characteristics that may affect activity sequencing.

� While these effects are often apparent in the activity list, the product scope

description is generally reviewed to ensure accuracy.




Activity Sequencing

� This process is to take the activities and start to sequence them into how the

work will be performed. The result is a network diagram (or project

schedule network diagram) which can look like the following picture.


Techniques to represent activities:

� Activity-on-Node (AON)

� Activity-on-Arrow (AOA)

� Conditional Diagramming methods: Graphical Evaluation and Review Technique

(GERT) model


1. Precedence Diagramming Method (PDM) – Activity-on-Node (AON)

� In this method, nodes (or boxes) are used to represent activities, and arrows

show activity dependencies as follows:


Activity (A)

Activity (B)

Activity (C)

Predecessor Successor

START

A B

C

FINISH

D


Dependencies Relationships

Predecessor Successor

Finish to start (FS)

Activity (1) must finish before Activity (2) can start.

Start to Start (SS)

When Activity (1) begins, Activity (2)

Activity (1)

Activity (2)

FS12

Activity (1)

Activity SS12

Most Common

When Activity (1) begins, Activity (2) begins.

Finish to Finish (FF)

When Activity (1) ends, Activity (2) ends.

Start to Finish (SF)

When Activity (1) starts, Activity (2) may end.

(1)Activity (2)

SS12

Activity (1)

Activity (2)

FF12

Activity (1)

Activity (2)SF12Rarely Used


Arrow Diagramming Method (ADM) or Activity-on-Arrow (AOA)

� The arrows are used to represent activities.

� The nodes (in this case circles) represent activity dependencies.


A B

Activity ABActivity A

Aor

� Uses only finish-to-start (FS) relationships between activities.

� May use dummy activities.



Activity-on-Node Activity-on-Arrow

� Is the common method used by both practitioners and PM software.

� Is less commonly used than AON

� Precedence diagramming method (PDM).

� Arrow diagramming method (ADM) or activity-on-line.

Comparison Between AON and AOA

� Uses boxes to represent activities. � Uses arrows to represent activities.

� Uses arrows to show dependencies. � Connects arrows at nodes to show dependencies.

� Does not use dummy activities. � Uses dummy activities.

� Uses FS, FF, SS, and SF relationships. � Uses only FS relationships.

� FS is the most common relationship used.


GERT “Graphical Evaluation and Review Technique” Dr. Alan B. Pritsker, 1966

� A network diagram drawing method that allows loops between activities.

� Allows probabilistic treatment of both network logic and estimation of activity

duration

� The easiest example is when you have an activity to design a component and then

test it.

� After testing, it may or may not need to be redesigned.


� After testing, it may or may not need to be redesigned.

� GERT is only rarely on the exam and when it does appear, it is most often just a

choice on the multiple choice questions.

Activity (A)

Activity (B)


Mandatory Discretionary External Internal

� Those which areinherent in thenature of the work

� Preferential logic,or soft logic.

� Defined by the

� Relationshipbetween projectand non-project

� a precedencerelationshipbetween project


2. Dependencies Determination

� The sequence of activities is determined based on the following Type of

dependencies:

nature of the workbeing done.

� They often involvephysical limitations.“Hard Logic”

� Defined by theprojectmanagementteam.

� Should be kept tominimum sincethey will limitschedulingoptions.

“Preferred / Soft Logic”

and non-projectactivities.

� Other projects� Stakeholders� Sub-Contractors

between projectactivities and aregenerally insidethe projectteam’s control.

� Audits (design,testing, ..etc)

� Sign-Offs atend of phase.


Leads Lags

A modification of a logical relationship that

allows an acceleration of the successor

task.


directs a delay in the successor task.

Coding might be able to start 5 days before You must wait 3 days after pouring


3. Leads and Lags

Coding might be able to start 5 days before

the design is finished.

You must wait 3 days after pouring

concrete before you can construct the

frame of the house.

2 should start after 1, but it is not completely essential

that 1 be finished2 cannot start until a given amount of time after 1 is done

2

1

2

1


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. Network diagrams can be used to:

� Show interdependencies of all activities.

� Show workflow so the team will know what activities need to happen in a specific sequence.

� Aid in effectively planning, organizing and controlling the project.

OUTPUTSOUTPUTS

� Aid in effectively planning, organizing and controlling the project.

� Compress the schedule in planning and throughout the life of the project (defined later).

� Show project progress if used for schedule control and reporting.

� Help justify your time estimate for the project.

2. Project Document Updates

� Project documents that may be updated include, but are not limited to:

� Activity lists,� Activity attributes,� Milestone list and� Risk register.


Activity Preceding Activity Duration

Start 0

A Start 3

B A 3

ExerciseExercise

Draw the project network

B A 3

C A 6

D B 8

E D,C 4

End E 0


B3

D 8

ExerciseExercise

A3

C6

E 4


StartEND


Outputs

1. Schedule management plan 1. Expert judgment 1. Activity resource

Estimate Activity Resource

“It involves determining what resources (Persons, equipment, materiel, or supplier) and

what quantities of each resource will be used, and when each resource will be

available to perform project activities”


2. Activity list


4. Resource calendars

5. Risk register

6. Activity cost estimates


factors

8. Organizational process Assets

1. Expert judgment

2. Alternatives analysis

3. Published estimating data

4. Bottom-up estimating

5. Project management

Software

1. Activity resource

requirements

2. Resource breakdown

structure


The key benefit of this process is that it identifies the type, quantity, and characteristics of resources

required to complete the activity which allows more accurate cost and duration estimates.



2. Activity List


4. Resource Calendars

� Information on which resources (such as people, equipment, and material) are

potentially available during planned activity periods used for estimating resource

INPUTSINPUTS

potentially available during planned activity periods used for estimating resource

utilization.

� Resources must be planned and coordinated

in order to avoid common problems such as

lack of resources and resources being taken

away from the project.

� Resource calendars specify when and how long identified project resources will be

available during the project.


� The composite resource calendar includes The Availability, Capabilities and

skills of human resources.

5. Risk Register

� Risk events may impact resource selection and availability.

� Updates to the risk register are included with project documents updates.

6. Activity Cost Estimates

INPUTSINPUTS


� It includes but are not limited to resource location, availability, and skills.

8. Organizational Process Asset

� Policies and procedures regarding staffing,

� Policies and procedures relating to rental and purchase of supplies and equipment.

� Historical information regarding types of resources used for similar work on

previous projects.


1. Expert Judgment

� Expert judgment is often required to assess the resource-related inputs to this

process.

2. Alternatives Analysis

� Many schedule activities have alternative methods of accomplishment.

� They include using various levels of resource capability or skills, different size or


type of machines, different tools (hand versus automated), and make-or-buy

decisions regarding the resource.

3. Published Estimating Data

� Several companies routinely publish updated production rates and unit costs of

resources for an extensive array of labor trades, material, and equipment for

different countries and geographical locations within countries.


4. Bottom-up Estimating

� When an activity cannot be estimated with a reasonable degree of confidence,

�The work within the activity is decomposed into more detail.

�The resource needs are estimated.

�These estimates are then aggregated into a total quantity for each of the

activity’s resources.


5. Project Management Software

� Project management software has the capability to help plan, organize, and

manage resource pools and develop resource estimates.

� Depending on the sophistication of the software, resource breakdown structures,

resource availability, resource rates and various resource calendars can be defined

to assist in optimizing resource utilization.


1. Activity Resource Requirements

� The types and quantities of resources required for each activity in a work package.

2. Resource Breakdown Structure (RBS)

� The resource breakdown structure is a hierarchical structure of the identified

resources by resource category and resource type.

� The resource breakdown structure is useful for organizing and reporting project

OUTPUTSOUTPUTS

schedule data with resource utilization information.


� Project documents that may be updated include;

�Activity list,

�Activity attributes, and

�Resource calendars.


OUTPUTSOUTPUTS


Activity resource estimating involves:

� Review resource pool availability.

� Review WBS.

� Identify potentially available resources.

� Review historical information about the use of resources on past or similar projects.

� Review organizational policies on resource use.

� Solicit expert judgment on what resources are needed and available.

SummarySummary

� Solicit expert judgment on what resources are needed and available.

� Analyze alternative ways of completing the work and whether those ways help tobetter utilize resources.

� Make-or-buy decisions

� Break the activity down further if activity is too complex to resource estimate(bottom-up estimating).

� Quantify resource requirements by activity

� Create a hierarchical structure of the identified resources by resource category andtype (a resource breakdown structure RBS).

� Develop a plan as to what types of resources will be used



Outputs


2. Activity list

1. Expert judgment

2. Analogous estimating (top

1. Activity duration

estimates

Estimate Activity Duration

“It is the process of approximating the number of work periods needed to complete individual

activities with estimated resources.

2. Activity list


4. Activity resource requirements



7. Risk register

8. Resource breakdown structure

9. Enterprise environmental factors

10.Organizational process Assets

2. Analogous estimating (top

down)

3. Parametric estimating

4. Three-point estimates

5. Group decision-making

techniques

6. Reserve analysis

estimates

2. Project document

updates

The key benefit of this process is that it provides the amount of time each activity will take to

complete which is a major input into the Develop Schedule process.


Estimate Activity DurationEstimate Activity Duration

� It is the process of taking information on project scope and resources and then

developing durations for input on schedules.

� Project team members most familiar with the activity should estimate or approve

the estimated duration.

� Duration can be estimated using either a probability distribution or a single-point

estimate.

Duration =Quantity

Duration Effort

It is the number of working days, not

including holidays or other nonworking

periods, required to complete an activity .

It is the number of labor units required to

complete an activity.

Activity Duration Vs. Effort

Duration =Quantity

Rate



2. Activity List



� The level to which the resources assigned to the activity meet the requirements

will significantly influence the duration of most activities.

INPUTSINPUTS


� The resource calendars influence the duration of schedule activities due to the

availability of specific resources, type of resources, and resources with specific

attributes.


� The constraints (available skilled resources for example) and assumptions

(availability of information for example) from the project scope statement.


7. Risk Register

� The risk register provides the list of risks, along with the results of risk analysis

and risk response planning.

� Updates to the risk register are included with project document updates.

8. Resource Breakdown Structure

� A hierarchical structure of the identified resources by resource category and

resource type.

INPUTSINPUTS

resource type.


� Duration estimating databases and other reference data, productivity metrics,

� Published commercial information, and location of team members.

10.Organizational Process Assets

� Historical duration information, project calendars, scheduling methodology, and

lessons learned.


1. Expert Judgment

� Expert judgment, guided by historical information, can provide duration estimate

information or recommended maximum activity durations from prior similar

projects.

2. Analogous Estimating (Top – Down Estimating) or Order of magnitude.

� Using the actual duration of a previous, similar activity as the basis for estimating


the duration of a future activity.

� Example; The last five projects similar to this one each took five months.

� There is a limited amount of detailed information about the project (in early

project phases). Then review the estimate when more details become available.

� Analogous estimating is a form of expert judgment.

� Most reliable when:

�Activities are really similar.

� Individuals preparing the estimates have expertise.


3. Parametric Estimating

� Parametric estimating is used if you do not have detailed information on

which to base time estimates.

� Parametric estimating uses a statistical relationship between historical data

and other variables.

� There are two ways to create parametric estimates:


1. Regression analysis (scatter

diagram) This diagram tracks two

variables to see if they are related and

creates a mathematical formula to use

in future parametric estimating.

2. Learning curve The 100th room

painted will take less time than the first

room because of improved efficiency.


Heuristic

� A heuristic means a rule of thumb.

� A rule of thumb: means of estimation made according to a rough and ready

practical rule, not based on science or exact measurement.

� An example of a heuristic is the 80/20 rule, This rule, applied to quality, suggests

that 80 percent of quality problems are caused by 20 percent of potential sources


that 80 percent of quality problems are caused by 20 percent of potential sources

of problems.

� A schedule heuristic might be, "Design work is always 15 percent of the total

project length“ the results of parametric estimates can become heuristics.


4. Three-Point Estimates (Probabilistic Estimate) Weighted Average

� The accuracy of activity duration estimates can be improved by considering

estimation uncertainty and risk. This concept originated with the Program

Evaluation and Review Technique (PERT).

� A weighted average duration estimate to calculate activity durations.

PERT uses three estimates to define an approximate range for an activity’s


� PERT uses three estimates to define an approximate range for an activity’s

duration:

�OD = Optimistic time

�PD = Pessimistic Time

�MD = Most likely time


� The final activity duration estimate could be calculated based on an average of the

three estimates, or by using a formula.

�AED = Activity Estimated Duration.


AED= OD + 4MD + PD6

A S.D. = PD – OD6

AV = ((PD – OD)/6)2

�A S.D. = Activity Standard Deviation.

�A V = Activity Variance.

� Final Duration Estimate (FDE) = ED +/- S.D.


Example


Activity OptimisticMost

LikelyPessimistic

Estimated

Duration

Standard

DeviationVariance

Range of the Estimate

A 2 4 6 4 0.67 0.45 3.33 to 4.67

B 2 3 5 3.33 0.5 0.25 2.83 to 3.83

C 4 5 6 5 0.33 0.11 4.67 to 5.33

D 4 7 10 7 1 1 6 to 8

� If the three activities (activity A, activity B and Activity C) are forming the critical

path of one project, then the estimate for the duration of the project is

12.33 Days + / - and the standard deviation is 0.8988 (Square root of

sum of variance).


5. Group Decision-Making Techniques

� Team-based approaches, such as brainstorming, the Delphi or nominal group

techniques.

� Additional information is gained

� More accurate estimates obtained.

� Commitment towards meeting the resulting estimates increases.


6. Reserve Analysis

� Duration estimates may include contingency reserves, (sometimes referred to

as time reserves, or buffers) into the overall project schedule to account for

schedule uncertainty.

� Added by project team to an activity as a recognition of project risk.

� Either a percent of estimated duration, or fixed duration.

� Should be documented.


1. Activity duration estimates

� Activity duration estimates may include some indication of the range of possible

results. For example:

�2 weeks ± 2 days to indicate that the activity will take at least eight days and

no more than twelve (assuming a five-day workweek).

�15% probability of exceeding three weeks to indicate a high probability—85%

percent—that the activity will take three weeks or less.

OUTPUTSOUTPUTS

percent—that the activity will take three weeks or less.


� Such as Activity attributes and Assumptions made in developing the activity

duration estimate such as skill levels and availability.


OUTPUTSOUTPUTS

The role of the project manager in estimating is to:

� Provide the team with enough information to properly estimate each activity.

� Let those doing the estimating know how refined their estimates must be.

� Complete a sanity check of the estimates.

� Prevent padding.� Prevent padding.

� Formulate a reserve.

� Make sure assumptions made during estimating are recorded for later review.


Inputs Tools and Techniques Outputs


2. Activity list


1. Schedule network analysis

2. Critical path method

3. Critical chain method

1. Schedule baseline

2. Project schedule

3. Schedule data

Develop Schedule

“It is the process of analyzing activity sequences, durations, resource requirements, and

schedule constraints to create the project schedule”.

4. Project schedule network diagrams

5. Activity resource requirements


7. Activity duration estimates


9. Risk register

10.Project staff assignments

11.Resource breakdown structure

12.Enterprise environmental factors

13.Organizational process Assets

4. Resource optimization

techniques

5. Modeling techniques

6. Leads and lags

7. Schedule compression

8. Scheduling tool

4. Project calendars


plan updates

6. Project document

updates

The key benefit of this process is that by entering schedule activities, durations, resources, resource

availabilities, and logical relationships into the scheduling tool.



2. Activity List


INPUTSINPUTS

� Two categories of constraints are directly related to scheduled development:

� Imposed Dates.

�Key Events and Major Milestones.�Key Events and Major Milestones.

Constrains

Constraint Type Description

Start No Later Than The activity must start before or on that date.

Start No Earlier Than The activity may not start before this date.

Finish No Later Than The activity must be completed by that date.

Finish No Earlier Than The activity may not be completed before this date.


4. Project Schedule Network Diagrams

� The logical relationships of predecessors and successors that will be used to

calculate the schedule.



7. Activity Duration Estimates

INPUTSINPUTS

7. Activity Duration Estimates


� That contains assumptions and constraints.

9. Risk Register

10.Project Staff Assignments


12.Enterprise Environmental Factors

� Standards,

� Communication channels, and

� Scheduling tool to be used in developing the schedule model.

13.Organizational Process Assets

INPUTSINPUTS

� Scheduling methodology

� Project calendar(s).


1. Schedule Network Analysis

� Schedule network analysis is a technique that generates the project schedule.

2. Critical Path Method (CPM)

� The Critical Path is the series of activities that determines the duration of the

project.

� The critical path is usually defined as those activities with float equal to zero.


� The critical path is the longest path through the project.

� A critical path is the series of activities that determines the earliest time by which

the project can be completed.

� Helps prove how long the project will take.� Helps the project manager determine where best to focus her project management

efforts.� Helps determine if an issue needs immediate attention.� Provides a vehicle to compress the schedule during project planning and whenever

there are changes.� Provides a vehicle to determine which activities have float and can therefore be

delayed without delaying the project.


Forward Path:

� Early Start (ES) = Earliest possible point in time an activity can start.

� Early Finish (EF) = Earliest possible time the activity can finish.

= ES + activity Duration -1

Backward Path:

� Late Finish (LF) = Latest point in time a task may be completed without delaying that

Calculating Path and Float


� Late Finish (LF) = Latest point in time a task may be completed without delaying that

activity’s Successor.

� Late Start (LS) = Latest point in time that an activity may begin without delaying

that activity’s Successor

=LF – activity Duration +1

Float (Slack):

� Float = LF – EF

=LS - ES


Forward Path


B 3 C 5

ES=1 EF=1

ES=2 EF=4 ES=5 EF=9

ES=10 EF=12

A 1

D 2

F 3

E 3

ES=1 EF=1 ES=10 EF=12

ES=2 EF=3 ES=4 EF=6


Backward Path


B 3 C 5

ES=1 EF=1

ES=2 EF=4 ES=5 EF=9

ES=10 EF=12LS=5 LF=9LS=2 LF=4

TF=0 TF=0

A 1

D 2

F 3

E 3

ES=1 EF=1ES=10 EF=12

ES=4 EF=6

LS=7 LF=9LS=3 LF=4

ES=2 EF=3

LS=10 LF=12LS=1 LF=1

TF=0 TF=0

TF=1 TF=3



Near-Critical Path

� This path is close in duration to the critical path. Something could happen so

the critical path is shortened, or the near-critical path lengthened so the near-

critical path becomes critical.

� The closer the near-critical and critical paths are, the more risk the project

has.

Total Float Free Float Project Float

It is the amount of time

that an activity may be

delayed from its early start

without delaying the

project finish date.

(Give the project flexibility)

It is the amount of time that

an activity can be delayed

without delaying the early

start of any immediately

following activities.

The amount of time a project can be

delayed without delaying

the externally imposed project completion

date required by the customer,

management, or previously committed to

by the project manager.

Float / Slack



� Can there be more than one critical path?

� Yes, you can have two, three, or many critical paths.

� Do you want there to be?

� No; it increases risk.

� Can a critical path change?

� Yes.

� How much float does the critical path have?

� Generally the critical path should have zero float.

� Can there be negative float?

� Yes; it shows you are behind.

� Does the network diagram change when the end date changes?

� No, not automatically, but the project manager should investigate options such asfast tracking and crashing the schedule to meet the new date. Then, with approvedchanges, the project manager should change the network diagram accordingly.

� Would you leave the project with a negative float?

� No; you would compress the schedule.


Activity Preceding Activity Duration

Start 0

A Start 3

B A 3

C A 6

D B 8

E D,C 4

End E 0

ExerciseExercise

End E 0

� What is the duration of the critical path?

� What is the float of activity C?

� What is the float of activity B?

� What is the float of the path with the longest float?

� The resource working on activity C is replaced with another resource who is less

experienced. The activity will now take 10 weeks. How will this affect the project?

5

18

0

5

No effect (13 to 17< 18


ExerciseExercise

� After some arguing between stakeholders, a new activity F is added to the project.

It will take 11 weeks to complete and must be completed before activity E and

after activity C. Management is concerned that adding the activity will add 11

weeks. Who is the correct?

� How much longer will the project take? 6


A 3

B 3

E 4

D 8

ES=1

ES=4 ES=7

ES=15TF=0 TF=0EF=3

EF=6 EF=14

EF=18

LS=7 LF=14LS=4 LF=6A 3 E 4

C 6

ES=4LS=1

TF=0

TF=5

Start

EF=9LF=3 LS=15 LF=18

LS=9 LF=14

LS=4 LF=6

TF=0End


A 3

B 3

E 4

D 8

ES=1

ES=4 ES=7

ES=15TF=0 TF=0EF=3

EF=6 EF=14

EF=18

LS=7 LF=14LS=4 LF=6A 3 E 4

C 10

ES=4LS=1

TF=0

TF=1

Start

EF=13LF=3 LS=15 LF=18

LS=5 LF=14

LS=4 LF=6

TF=0End


A 3

B 3

E 4

D 8

ES=1

ES=4 ES=7

ES=21TF=6 TF=6EF=3

EF=6 EF=14

EF=24

LS=13 LF=20LS=10 LF=12A 3 E 4

C 6

ES=4LS=1

TF=0

TF=0

Start


LS=4 LF=9

LS=10 LF=12

TF=0End

F 11

ES=10

TF=0

EF=20

LS=10 LF=20



Critical Chain Method In 1997, Dr. Eliyahu Goldratt

� Critical chain is another schedule

network analysis technique that

modifies the project schedule to

account for limited resources.

� CCM is based on:

� Resource constrained situations.

Student Syndrome

� Resource constrained situations.

� Optimum use of Buffer (amount

of time added to any task to

prevent slippage of schedule).

� Project Buffers (PB): Amount of buffer time at the end of the project.

� Feeding Buffers (FB): Amount of buffer time at the end of a sequence of tasks.

� Resource Buffers (RB): It is an alert that is used to indicate that resource is needed to

perform a task. This alert can be set few days before a resource is actually needed.


Critical Chain Method:

1. Remove safety time and reduce tasks durations.

2. Create schedule on Late Finish dates and Remove resource constraints and

identify critical chain

3. Add duration buffers that are non-work schedule activities to manage uncertainty.

One buffer, placed at the end of the critical chain.

Project buffer that protects the target finish date from slippage along the


Project buffer that protects the target finish date from slippage along the

critical chain.

4. Add additional buffers, are placed at each point that a chain of dependent tasks

not on the critical chain feeds into the critical chain.

Feeding buffers thus protect the critical chain from slippage along the feeding

chains.

The critical chain method focuses on managing remaining buffer durations against

the remaining durations of task chains


Gantt chart s


CPM is helpful in:

• Project Planning and control.

• Time-cost trade-offs.

• Cost-benefit analysis.

• Contingency planning.

• Reducing risk.

Limitations of CPM:

• CPM assumes low uncertainty in schedule dates.

• Does not consider resource dependencies.

• Less efficient use of buffer time.

• Less focus on non critical tasks that can cause risk.

• Based on only deterministic task duration.

• Critical Path can change during execution.



4. Resource Optimization Techniques

� Resource Leveling

� Technique used in scheduling the

project to use resources more

effectively.

� Shifts tasks within slack/float periods to

create smoother resource requirementcreate smoother resource requirement

schedule.

� Resource Smoothing.

� A technique that adjusts the activities of a schedule model such that the

requirements for resources on the project do not exceed certain predefined

resource limits.

� In resource smoothing, as opposed to resource leveling, the project’s critical

path is not changed and the completion date may not be delayed.


Activities 1 2 3 4 5 6 7 8 9

A 3X 4X

B 2X 2X 3X

C 3Y 1Y 2Y

D 2X 1X 2X 3X 2X

E 3Y 3Y 2Y

Exercise (Resource Leveling)Exercise (Resource Leveling)

E 3Y 3Y 2Y

F 2X 1X

Resource

“X”3 6 3 4 6 2 0 2 1

Resource

“Y”0 0 0 0 3 4 5 2 0


8

7

6

5 Resource availability


4

3

2

1

1 2 3 4 5 6 7 8 9

Resource “X” before leveling

Resource Histogram


Activities 1 2 3 4 5 6 7 8 9

A 3X 4X

B 2X 2X 3X

C 3Y 1Y 2Y

D 2X 1X 2X 3X 2X

E 3Y 3Y 2Y


E 3Y 3Y 2Y

F 2X 1X

Resource

“X”3 4 2 4 4 2 3 4 1

Resource

“Y”0 0 0 0 3 4 5 2 0


8

7

6

5


4

3

2

1 3 4 2 4 4 2 3 4 1

1 2 3 4 5 6 7 8 9

Resource “X” after leveling



5. Modeling Techniques

� What-if scenario analysis

� The process of evaluating scenarios in order to predict their effect, positively or

negatively, on project objectives.

� This is an analysis of the question, “What if the situation represented by scenario

‘X’ happens?”

� A schedule network analysis is performed using the schedule to compute the� A schedule network analysis is performed using the schedule to compute the

different scenarios.

� Simulation

� Activities will have multiple durations with different sets of assumptions.

� Procedure repeated thousands of times with computer - record of critical path

data generated.

� One of the ways to calculate the effect of these changes is through a Monte

Carlo analysis.



Monte Carlo Analysis

This method of estimating uses a computer to simulate the outcome of a project making

use of the three time estimates (optimistic, pessimistic and most likely) for each activity

and the network diagram.

The simulation can tell you:

� The probability of completing the

project on any specific day.

� The probability of completing the

project for any specific amount of

cost.

� The probability of any activity

actually being on the critical path.

� The overall project risk.


Leads Lags


allows an acceleration of the successor

task


directs a delay in the successor task.


6. Leads and Lags

Coding might be able to start 5 days before

the design is finished

You must wait 3 days after pouring

concrete before you can construct the

frame of the house

2

1

2

1


A special case of mathematical analysis, which identifies ways to shorten the project

duration without affecting scope.

Crashing Fast tracking

Cost and schedule tradeoffs are analyzed

to determine how to obtain the greatest

Doing Activities in parallel that would normally

be done in sequence.

TOOLS AND TECHANIQUESTOOLS AND TECHANIQUES

7. Schedule Compression

amount of compression for the least

incremental cost. Adding more resources

to critical path activities.

Fast tracking only works if activities can be

overlapped to shorten the duration (Soft Logic

relationship).

Doesn't always produce viable alternatives

and often results in increased cost.

It often results rework and usually increases risk.

Requires more attention to communications.

� Re-estimating: Reduce the buffer.

� Process Improvement: Increasing productivity.

� Limited Overtime: Increasing the number of hours per day/week.



Crashing steps:

1. Critical path analysis.

2. Exclude non crash activities and non critical activities.

3. Rank the critical activities cost of crashing unit time.

4. Crash the activity with the least cost slope.

5. Recalculate the critical path and redo the previous steps.

6. Plot the different project durations and the associated costs and determine the

optimum crashed project duration.


ActivityPreceding Activity

Normal Duration

Crash Duration

Normal Cost ($)

Crash cost ($)

Start 0 0 0

A Start 3 2 2500 3500

B A 3 2 2500 3000

C A 6 4 6000 7000

D B 8 6 9000 9500

E D,C 4 3 5000 5400

Exercise (Crashing)Exercise (Crashing)

E D,C 4 3 5000 5400

End E 0 0 0 0

� Which activities would you crash if your project budget was only $26500? What is

the new project duration?

� What is the cost for a full compression? What is the project duration in this case?

14

27400$


ExerciseExercise

A 3

B 3

E 4

D 8

ES=1

ES=4 ES=7

ES=15TF=0 TF=0EF=3

EF=6 EF=14

EF=18

LS=7 LF=14LS=4 LF=6A 3 E 4

C 6

ES=4LS=1

TF=0

TF=5

Start


LS=9 LF=14

LS=4 LF=6

TF=0End

Duration= 18 weeks

Budget Cost = 25000$



Normal Duration

Crash Duration

Normal Cost ($)

Crash cost ($)

Start 0 0 0

A Start 3 2 2500 3500

B A 3 2 2500 3000

C A 6 4 6000 7000

D B 8 6 9000 9500

E D,C 4 3 5000 5400

End E 0 0 0 0End E 0 0 0 0


Normal Duration

Crash Duration

Normal Cost ($)

Crash cost ($)

Cost Slope

Rank

Start 0 0 0

A Start 3 2 2500 3500 1000 4

B A 3 2 2500 3000 500 3

D B 8 6 9000 9500 250 1

E D,C 4 3 5000 5400 400 2

End E 0 0 0 0


A 3

B 3

E 3

D 7

ES=1

ES=4 ES=7

ES=14TF=0 TF=0EF=3

EF=6 EF=13

EF=16

LS=7 LF=13LS=4 LF=6

Reduce D = 250/week

Reduce E = 400/week

A 3 E 3

C 6

ES=4LS=1

TF=0

TF=4

Start


LS=8 LF=13

LS=4 LF=6

TF=0End

Duration= 16 weeks




Normal Duration

Crash Duration

Normal Cost ($)

Crash cost ($)

Cost Slope

Rank

Start 0 0 0

A Start 3 2 2500 3500 1000 4

B A 3 2 2500 3000 500 3

D B 8 6 9000 9500 250 1

E D,C 4 3 5000 5400 400 2

End E 0 0 0 0


A 3

B 2

E 3

D 6

ES=1

ES=4 ES=6

ES=12TF=0 TF=0EF=3

EF=5 EF=11

EF=14

LS=6 LF=11LS=4 LF=5

Reduce D = 250/week

Reduce B = 500/week

A 3 E 3

C 6

ES=4LS=1

TF=0

TF=2

Start


LS=6 LF=11

LS=4 LF=5

TF=0End

Duration= 14 weeks




Normal Duration

Crash Duration

Normal Cost ($)

Crash cost ($)

Cost Slope

Rank

Start 0 0 0

A Start 3 2 2500 3500 1000 3

B A 3 2 2500 3000 500 2

D B 8 6 9000 9500 250 1

End E 0 0 0 0


A 2

B 2

E 3

D 6

ES=1

ES=3 ES=5

ES=11TF=0 TF=0EF=2

EF=4 EF=10

EF=13

LS=5 LF=10LS=3 LF=4

Reduce A = 1000/week

A 2 E 3

C 6

ES=2LS=1

TF=0

TF=3

Start


LS=5 LF=10

LS=3 LF=4

TF=0End

Duration= 13 weeks




8. Schedule Tools

� Automated scheduling tools expedite the scheduling process by generating start

and finish dates based on the inputs of activities, network diagrams, resources

and activity durations.

� A scheduling tool can be used in conjunction with other project management

software applications as well as manual methods.software applications as well as manual methods.


1. Schedule Baseline

� A schedule baseline is the approved version of a schedule model that can be

changed only through formal change control procedures and is used as a basis for

comparison to actual results.

OUTPUTSOUTPUTS

� It is accepted and

approved by the

appropriate stakeholders

as the schedule baseline

with baseline start dates

and baseline finish dates.

� The schedule baseline is a

component of the project

management plan.


2. Project Schedule

� The project schedule may be presented in summary form, sometimes referred to

as the master schedule or milestone schedule, or presented in detail.

� The project schedule should include at least the following data:

�Planned Start Date for each activity.

�Expected Finish Date for each activity.

Although a project schedule can be presented in tabular form, it is more often

OUTPUTSOUTPUTS

� Although a project schedule can be presented in tabular form, it is more often

presented graphically, using one or more of the following formats:

� Milestone charts; Report to senior management.

� Bar charts (Gantt Charts); Track Progress + report to the team.

� Project schedule network diagrams; Show interdependencies between

activities.


Milestone charts

� Milestone charts are good tools for reporting to management and the customer

OUTPUTSOUTPUTS

Bar charts (Gantt Charts).

� Display start and end date for each activity.

� Display a complete project time line.

� Display expected durations.

� Easy to read.

� Allow easy communication of the project reporting and control


3. Schedule Data

� It includes at least the schedule milestones, schedule activities, activity attributes,

and documentation of all identified assumptions and constraints.

� Information frequently supplied as supporting detail includes:

�Resource requirements by time period (resource histogram),

�Alternative schedules, and

�Scheduling of contingency reserves.

OUTPUTSOUTPUTS

4. Project Calendars

� A project calendar identifies working days and shifts that are available for

scheduled activities.

5. Project Management Plan Updates

� Schedule baseline

� Schedule management plan



� Project documents that may be updated include:

�Activity resource requirements: Resource leveling can have a significant

effect on preliminary estimates of the types and quantities of resources

required. If the resource-leveling analysis changes the project resource

requirements, then the project resource requirements are updated.

�Activity attributes: Activity attributes are updated to include any revised

OUTPUTSOUTPUTS

�Activity attributes: Activity attributes are updated to include any revised

resource requirements and any other revisions generated by the Develop

Schedule process.

�Calendar. The calendar for each project may use different calendar units as the

basis for scheduling the project.

�Risk register. The risk register may need to be updated to reflect

opportunities or threats perceived through scheduling assumptions.


Defines activity start and end date.

Shows the critical path that directly impacts on completion time.

Indicates overall project completion time.

Benefits of SchedulingBenefits of Scheduling

Identifies activities that have a float.

Shows probability of completing a task before a specified date.


Exercise Exercise

ES=1 ES=7 ES=11EF=6 EF=10 EF=12

Task (2) Task (3)

Network Diagram

Task (1)

6

ES=1

TF=5 TF=5

TF=0Start

EF=4

LS=11 LF=12

LS=6 LF=9

LS=7 LF=10LS=1 LF=6

TF=0 End

ES=5

TF=0

EF=8

LS=10 LF=13

ES=14 EF=21

LS=14 LF=21

TF=0

Task (2)

4

Task (6)

8

Task (3)

2

Task (5)

4

Task (4)

4

Lag = 1


Inputs Tools and Techniques Outputs

1. Project management plan

2. Project schedule

1. Performance reviews


1. Work performance

information

Control Schedule

“It is the process of monitoring the status of the project to update project progress and

manage changes to the schedule baseline”

2. Project schedule

3. Work performance data


5. Schedule data

6. Organizational process Assets


software

3. Resource optimization

techniques

4. Modeling techniques

5. Leads and lags

6. Schedule compression

7. Scheduling tool

information

2. Schedule forecasts

3. Change requests

4. Project management plan

updates

5. Project documents updates


assets updates

The key benefit of this process is that it provides the means to recognize deviation from the plan and

take corrective and preventive actions and thus minimize risk.


1. Project Management Plan

2. Project Schedule

� The most recent version of the project schedule with notations to indicate

updates, completed activities, and started activities as of the indicated data date.

3. Work Performance Data

� Information about project progress, such as which activities have started, their

INPUTSINPUTS

� Information about project progress, such as which activities have started, their

progress, and which activities have finished.


5. Schedule Data


� Existing formal and informal schedule control-related policies, procedures, andguidelines;

� Schedule control tools; and Monitoring and reporting methods to be used.


1. Performance Reviews

� Performance reviews measure, compare, and analyze schedule performance such as

actual start and finish dates, percent complete, and remaining duration for work in

progress.

� Various techniques may be used, among them:

�Trend analysis


�Trend analysis

�Critical path method

�Critical chain method

�Earned value management


2. Project Management Software

� Project management software for scheduling provides the ability to track planned

dates versus actual dates, and to forecast the effects of changes to the project

schedule.

3. Resource Optimization Techniques

� Resource optimization techniques involve the scheduling of activities and the


� Resource optimization techniques involve the scheduling of activities and the

resources required by those activities while taking into consideration both the

resource availability and the project time.

4. Modeling Techniques

� Modeling techniques are used to review various scenarios guided by risk monitoring

to bring the schedule model into alignment with the project management plan and

approved baseline


5. Leads and Lags

� Adjusting leads and lags is applied during network analysis to find ways to bring

project activities that are behind into alignment with the plan.

6. Schedule Compression

� Schedule compression techniques are used to find ways to bring project activities

that are behind into alignment with the plan by fast tracking or crashing schedule for


that are behind into alignment with the plan by fast tracking or crashing schedule for

the remaining work

7. Scheduling Tool

� The scheduling tool and the supporting schedule data are used in conjunction with

manual methods or other project management software to perform schedule

network analysis to generate an updated project schedule


1. Work Performance Information

� The calculated SV and SPI values for WBS components, in particular the work

packages and control accounts, are documented and communicated to

stakeholders.

2. Schedule Forecasts

� Schedule forecasts are estimates or predictions of conditions and events in the

OUTPUTSOUTPUTS

� Schedule forecasts are estimates or predictions of conditions and events in the

project’s future based on information and knowledge available at the time of the

forecast.

3. Change Requests

� Schedule variance analysis, along with review of progress reports, results of

performance measures, and modifications to the project scope or project schedule

may result in change requests to the schedule baseline, scope baseline, and/or

other components of the project management plan.


4. Project management plan updates

� Schedule baseline

� Schedule management plan.

� Cost baseline.


� Schedule data

OUTPUTSOUTPUTS

� Schedule data

� Project schedule

� Risk register

6. Organizational Process Assets Updates

� Causes of variances,

� Corrective action chosen and the reasons, and

� Other types of lessons learned from project schedule control.


Hammock Activities

� Hammocks can be used to measure the duration between any two points in a plan

and can have costs associated with them.

RemarksRemarks


Refreshments

Q1: To control the schedule, a project manager is reanalyzing the project to predict project

duration. She does this by analyzing the sequence of activities with the least amount of

scheduling flexibility. What technique is she using?

A. Critical path method

B. Flowchart

C. Precedence diagrammingC. Precedence diagramming

D. Work breakdown structure

Q2: Which of the following is CORRECT?

A. The critical path helps prove how long the project will take.

B. There can be only one critical path.

C. The network diagram will change every time the end date changes.

D. A project can never have negative float


Refreshments

Q3: A team member from research and development tells you that her work is too

creative to provide you with a fixed single estimate for the activity. You both decide to

use the labor hours per installation from past projects to predict the future. This is an

example of which of the following?

A. Parametric estimating

B. Three-point estimatingB. Three-point estimating

C. Analogous estimating

D. Monte Carlo analysis


Refreshments

Q4: You are a project manager on a US $5,000,000 software development project.

While working with your project team to develop a network diagram, you notice a series

of activities that can be worked in parallel but must finish in a specific sequence. What

type of activity sequencing method is required for these activities?

A. Precedence diagramming method

B. Arrow diagramming methodB. Arrow diagramming method

C. Critical path method

D. Operational diagramming method


Refreshments

Q5: Rearranging resources so that a constant number of resources is used each month

is called:

A. Crashing

B. Floating

C. Leveling

D. Fast tracking


Refreshments

Q6: Management has told you to get the project completed two weeks early. What is

the BEST thing for you to do:

A. Consult the project sponsor

B. Crash

C. Fast track

D. Advice management of the impact of the change


THANK YOU


Project Time Management

Leadership & Management

Transcript of Project Time Management