Project Time Management

Chapter 4: Project Time Management

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Overview

Ini%a%ng process group

Planning process group Execu%ng process group

Monitoring & controlling process group

Closing process group

Project %me management

•  Plan Schedule Management

•  Define AcKviKes •  Sequence AcKviKes •  EsKmate AcKvity

Resources •  EsKmate AcKvity

DuraKons •  Develop Schedule

•  Control Schedule


Plan schedule management

•  The process of establishing the policies, procedures, and documentaKon for planning, developing, managing, execuKng, and controlling the project schedule. The key benefit of this process is that it provides guidance and direcKon on how the project schedule will be managed throughout the project.


A Guide to the Project Management Body of Knowledge, FiBh Edi9on (PMBOK® Guide) ©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 6-‐3 Page 145.

Inputs 1.   Project Management Plan

•  Contains scope baseline used to develop the schedule management plan 2.   Project Charter

•  Output of the Develop Project ChaUer process 3.   Enterprise Environmental Factors

•  The EEFs that influence this process include: OrganizaKonal culture and structure can all influence schedule management; Resource availability and skills that may influence schedule planning; Project management soYware provides the scheduling tool and alternaKve possibiliKes for managing the schedule; Published commercial informaKon, such as resource producKvity informaKon, is oYen available from commercial databases that track; and OrganizaKonal work authorizaKon systems

4.   Organiza%onal Process Assets •  The OPAs that influence this process include: Monitoring and reporKng tools

to be used; Historical informaKon; Schedule control tools; ExisKng formal and informal schedule control related policies, procedures, and guidelines; Templates; Project closure guidelines; Change control procedures; and Risk control procedures including risk categories, probability definiKon and impact, and probability and impact matrix.


Tools and techniques

1.   Expert Judgment •  guided by historical informaKon, provides valuable insight about the

environment and informaKon from prior similar projects. Expert judgment can also suggest whether to combine methods and how to reconcile differences between them.

2.   Analy%cal Techniques •  involve choosing strategic opKons to esKmate and schedule the

project such as: scheduling methodology, scheduling tools and techniques, esKmaKng approaches, formats, and soYware. The schedule management plan may also detail ways to fast track or crash the project schedule, do rolling wave planning, apply leads and lags, do alternaKves analysis, and review schedule performance.

3.   Mee%ngs •  parKcipants at these meeKngs may include the project manager, the

project sponsor, selected project team members, selected stakeholders, anyone with responsibility for schedule planning or execuKon, and others as needed


Outputs 1.   Schedule Management Plan •  establishes the criteria and the acKviKes for developing, monitoring, and controlling the schedule: ü Project schedule model development, ü Level of accuracy, ü Units of measure, ü OrganizaKonal procedures links, ü Project schedule model maintenance, ü Control thresholds, ü Rules of performance measurement, ü ReporKng formats, ü Process descripKons.


Define acKviKes •  The process of idenKfying and documenKng the specific

acKons to be performed to produce the project deliverables. The key benefit of this process is to break down work packages into acKviKes that provide a basis for esKmaKng, scheduling, execuKng, monitoring, and controlling the project work.



Inputs 1.   Schedule Management Plan

•  Output of the Plan Schedule Management process 2.   Scope Baseline

•  Outputs of the Create WBS process 3.   Enterprise Environmental Factors

•  EEFs that influence this process include: organizaKonal cultures and structure, published commercial informaKon from commercial databases, and PMIS.

4.   Organiza%onal Process Assets •  OPAs that influence this process include: lessons learned knowledge

base containing historical informaKon regarding acKvity lists used by previous similar projects; standardized processes; templates that contain a standard acKvity list or a porKon of an acKvity list from a previous project; and exisKng formal and informal acKvity planning-‐related policies, procedures, and guidelines.



1.   Decomposi%on •  is a technique used for dividing and subdividing the project scope and

project deliverables into smaller, more manageable parts. AcKviKes represent the effort needed to complete a work package.

•  the acKvity list, WBS, and WBS dicKonary can be developed either sequenKally or concurrently, with the WBS and WBS dicKonary as the basis for development of the final acKvity list. Involving team members in the decomposiKon can lead to beUer and more accurate results.

2.   Rolling Wave Planning •  is an iteraKve planning technique in which the work to be accomplished

in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboraKon.

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 experKse in defining acKviKes.


Outputs (1/2) 1.   Ac%vity List •  is a comprehensive list that includes all schedule acKviKes required on the project. The acKvity list also includes the acKvity idenKfier and a scope of work descripKon for each acKvity in sufficient detail to ensure that project team members understand what work is required to be completed.

2.   Milestone List •  A milestone is a significant point or event in a project. A milestone list is a list idenKfying all project milestones and indicates whether the milestone is mandatory, such as those required by contract, or opKonal, such as those based upon historical informaKon.


Outputs (2/2) 3. Ac%vity AOributes •  AcKvity aUributes can be used to idenKfy the person responsible for

execuKng the work, geographic area, or place where the work has to be performed, the project calendar the acKvity is assigned to, and ac9vity type.

•  Three earned valued management (EVM) types of acKviKes used to measure work performance: –  Discrete Effort (DE): an acKvity that can be planned and measured and that

yields a specific output. E.g. Working SoYware, Delivered Machines etc. –  Appor%oned Effort (AE): an acKvity where effort is alloUed proporKonately

across certain discrete efforts and not divisible into discrete efforts. E.g. tesKng, inspecKon, verificaKon, validaKon acKviKes. These acKviKes are performed in direct proporKon to their associated main tasks.

–  Level of Effort (LOE): an acKvity that does not produce definiKve end products and is measured by the passage of Kme. E.g. daily stand up, release planning, project budget accounKng, customer liaison, or oiling machinery during manufacturing, etc. Level of efforts mainly involves collaboraKon and coordinaKon acKviKes and these acKviKes are repeKKve in nature.


Sequence acKviKes •  The process of idenKfying and documenKng relaKonships

among the project acKviKes. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.



Inputs(1/2) 1.   Schedule Management Plan •  idenKfies the scheduling method and tool to be used for the project, which will guide how the acKviKes may be sequenced.

2.   Ac%vity List •  contains all schedule acKviKes required on the project, which are to be sequenced. Dependencies and other constraints for these acKviKes can influence the sequencing of the acKviKes.

3.   Ac%vity AOributes •  describe a necessary sequence of events or defined predecessor or successor relaKonships.

4.   Milestone List •  have scheduled dates for specific milestones, which may influence the way acKviKes are sequenced.


Inputs(2/2) 5.   Project Scope Statement

•  contains the product scope descripKon, which includes product characterisKcs that may affect acKvity sequencing, such as the physical layout of a plant to be constructed or subsystem interfaces on a soYware project.

6.   Enterprise Environmental Factors •  contain government or industry standards, PMIS, scheduling tool, and company work authorizaKon systems.

7.   Organiza%onal Process Assets •  contain project files from the corporate knowledge base used for scheduling methodology, exisKng formal and informal acKvity planning-‐related policies, procedures, and guidelines, such as the scheduling methodology that are considered in developing logical relaKonships, and templates that can be used to expedite the preparaKon of networks of project acKviKes



1.   Precedence Diagramming Method •  is a technique used for construcKng a schedule model in which

acKviKes are represented by nodes and are graphically linked by one or more logical relaKonships to show the sequence in which the acKviKes are to be performed. AcKvity-‐on-‐node (AON) is one method of represenKng a precedence diagram. This is the method used by most project management soYware packages. (sample at next slide)

2.   Dependency Determina%on •  has four aUributes, but two can be applicable at the same Kme in

following ways: mandatory external dependencies, mandatory internal dependencies, discreKonary external dependencies, or discreKonary internal dependencies. (details at next slide)

3.   Leads and Lags •  A lead is the amount of Kme whereby a successor acKvity can be

advanced with respect to a predecessor acKvity. •  A lag is the amount of Kme whereby a successor acKvity will be

delayed with respect to a predecessor acKvity. (sample at next slide)


Precedence Diagramming Method (PDM) RelaKonship Types



Dependence determinaKon

•  Mandatory dependencies: are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies are also someKmes referred to as hard logic or hard dependencies.

•  Discre%onary dependencies: are someKmes referred to as preferred logic, preferenKal logic, or soY logic. DiscreKonary dependencies are established based on knowledge of best pracKces

•  External dependencies: involve a relaKonship between project acKviKes and non-‐project acKviKes. These dependencies are usually outside the project team’s control.

•  Internal dependencies: involve a precedence relaKonship between project acKviKes and are generally inside the project team’s control.


Lead/Lag



Float •  Float is also wriUen as Slack. •  Total Float: It is the amount of Kme that an acKvity can be

delayed without delaying the project’s end date. This gives you to total Kme or “buffer” you have to play with for this acKvity, before the project gets delayed.

•  Free Float: This is the amount of Kme an acKvity can be delayed, without impacKng the early start date of its successor. For this to happen, you need to have 2 or more acKviKes having a common successor.

•  Project Float: This means the amount of Kme a project can be delayed, without impacKng the externally imposed date by the customer and/or management


Is Float good? •  Having some float or slack on the project is actually good for the project. This means that you use this “extra” Kme to tackle unforeseen emergencies, delays, and problems, or test & improve the quality of the product.

•  If the Float is Zero, then the Project is very risky. Any single point of failure and the enKre project can be delayed. The risk on the project then becomes quite high.

•  CriKcal AcKviKes (acKviKes on the CriKcal Path) usually have a Float of Zero.


Calculate Float?

•  There are 2 ways to calculate Float, and the answer is the same with either method. – Float = Late Start (LS) – Early Start (ES) – Float = Late Finish (LF) – Early Finish (EF)

•  Forward Pass is applied to calculate ES, EF. •  Backward Pass is applied to calculate LS, LF.


Float CalculaKon

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Float CalculaKon


Float CalculaKon

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Float of B = 2 Float of C = 1 Float of A, D, E,F = 0

Project Management Fundamentals

Outputs

1.  Project Schedule Network Diagrams •  is a graphical representaKon of the logical relaKonships, also referred to as dependencies, among the project schedule acKviKes (sample at next slide)

2.  Project Documents Updates •  project documents that may be updated include: acKvity lists, acKvity aUributes, milestone list, and risk register.


Project schedule network diagram



EsKmate acKvity resource

•  The process of esKmaKng the type and quanKKes of material, human resources, equipment, or supplies required to perform each acKvity. The key benefit of this process is that it idenKfies the type, quanKty, and characterisKcs of resources required to complete the acKvity which allows more accurate cost and duraKon esKmates.



Inputs(1/2) 1.  Schedule Management Plan

•  idenKfies the level of accuracy and the units of measure for the resources to be esKmated.

2.  AcKvity List •  idenKfies the acKviKes which will need resources.

3.  AcKvity AUributes •  provide the primary data input for use in esKmaKng those resources required for each acKvity in the acKvity list.

4.  Resource Calendars •  is a calendar that idenKfies the working days and shiYs on which each specific resource is available. InformaKon on which resources (such as human resources, equipment, and material) are potenKally available during a planned acKvity period, is used for esKmaKng resource uKlizaKon.


Inputs(2/2) 5.  Risk Register

•  Risk events may impact resource selecKon and availability. 6.  AcKvity Cost EsKmates

•  The cost of resources may impact resource selecKon. 7.  Enterprise Environmental Factors

•  EEFs that can influence this process include: resource locaKon, availability, and skills.

8.  OrganizaKonal Process Assets •  OPAs that can influence this process include: policies and procedures regarding staffing, policies and procedures relaKng to rental and purchase of supplies and equipment, and historical informaKon regarding types of resources used for similar work on previous projects.



1.   Expert Judgment •  any group or person with specialized knowledge in resource planning and

esKmaKng can provide resource-‐related assessment. 2.   Alterna%ve Analysis

•  many schedule acKviKes have alternaKve 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-‐rent-‐or-‐buy decisions regarding the resource.

3.   Published Es%ma%ng Data •  several organizaKons rouKnely publish updated producKon rates and unit

costs of resources for an extensive array of labor trades, material, and equipment for different countries and geographical locaKons within countries.

4.   BoOom-‐Up Es%ma%ng •  is a method of esKmaKng project duraKon or cost by aggregaKng the

esKmates of the lower-‐level components of the WBS. 5.   Project Management So[ware


Outputs 1.   Ac%vity Resource Requirements

•  idenKfy the types and quanKKes of resources required for each acKvity in a work package.

2.   Resource Breakdown Structure •  structure is a hierarchical representaKon of resources by category and type. Examples of resource categories include labor, material, equipment, and supplies. Resource types may include the skill level, grade level, or other informaKon as appropriate to the project.

•  the resource breakdown structure is useful for organizing and reporKng project schedule data with resource uKlizaKon informaKon.

3.   Project Documents Updates •  include acKvity list, acKvity aUributes, and resource calendars.


EsKmate acKvity duraKon

•  The process of esKmaKng the number of work periods needed to complete individual acKviKes with esKmated resources.



Inputs(1/2) 1.   Schedule Management Plan

•  defines the method used and the level of accuracy along with other criteria required to esKmate acKvity duraKons including the project update cycle.

2.   Ac%vity List •  idenKfies the acKviKes that will need duraKon esKmates.

3.   Ac%vity AOributes •  provide the primary data input for use in esKmaKng duraKons required for each

acKvity in the acKvity list. 4.   Ac%vity Resource Requirements

•  the esKmated acKvity resource requirements will have an effect on the duraKon of the acKvity, since the level to which the resources assigned to the acKvity meet the requirements will significantly influence the duraKon of most acKviKes.

5.   Resource Calendars •  the resource calendars influence the duraKon of schedule acKviKes due to the

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



•  the assumpKons and constraints from the project scope statement are considered when esKmaKng the acKvity duraKons.

7.   Risk Register •  provides the list of risks, along with the results of risk analysis and risk

response planning. 8.   Resource Breakdown Structure

•  provides a hierarchical structure of the idenKfied resources by resource category and resource type.

9.   Enterprise Environmental Factors •  such as duraKon esKmaKng databases and other reference data,

producKvity metrics, published commercial informaKon, and locaKon of team members.

10.   Organiza%onal Process Assets •  such as historical duraKon informaKon, project calendars, scheduling

methodology, and lessons learned.


Tools and techniques(1/2)

1.   Expert Judgment •  guided by historical informaKon, can provide duraKon esKmate informaKon or recommended maximum acKvity duraKons from prior similar projects

2.   Analogous Es%ma%ng •  uses parameters from a previous, similar project, such as duraKon, budget, size, weight, and complexity, as the basis for esKmaKng the same parameter or measure for a future project.

3.   Parametric Es%ma%ng •  uses a staKsKcal relaKonship between historical data and other variables (e.g., square footage in construcKon) to calculate an esKmate for acKvity parameters, such as cost, budget, and duraKon.



4.   Three-‐Point Es%ma%ng •  This concept originated with the program evaluaKon and review

technique (PERT). PERT uses three esKmates to define an approximate range for an acKvity’s duraKon: Most likely (tM), OpKmisKc (tO), PessimisKc (tP). Depending on the assumed distribuKon of values within the range of the three esKmates the expected duraKon, tE, can be calculated using a formula: ü Triangular DistribuKon. tE = (tO + tM + tP) / 3 ü Beta DistribuKon (from the tradiKonal PERT technique). tE = (tO + 4tM + tP) / 6

5.   Group Decision-‐Making Techniques •  Team-‐based approaches, such as brainstorming, the Delphi or nominal

group techniques, are useful for engaging team members to improve esKmate accuracy and commitment to the emerging esKmates

6.   Reserve Analysis •  DuraKon esKmates may include conKngency reserves, someKmes

referred to as Kme reserves or buffers, into the project schedule to account for schedule uncertainty.


Outputs

1.   Ac%vity Dura%on Es%mates •  are quanKtaKve assessments of the likely number of Kme periods that are required to complete an acKvity. They may include some indicaKon of the range of possible results. For example: 2 weeks ± 2 days, which indicates that the acKvity will take at least eight days and not more than twelve (assuming a five-‐day workweek); and 15 % probability of exceeding three weeks, which indicates a high probability—85 %—that the acKvity will take three weeks or less.

2.   Project Documents Updates •  may include acKvity aUributes; and assumpKons made in developing the acKvity duraKon esKmate, such as skill levels and availability, as well as a basis of esKmates for duraKons.


Develop schedule •  The process of analyzing acKvity sequences, duraKons,

resource requirements, and schedule constraints to create the project schedule model.



Inputs(1/2) 1.   Schedule Management Plan

•  idenKfies the scheduling method and tool used to create the schedule, and how the schedule is to be calculated.

2.   Ac%vity List •  idenKfies the acKviKes that will be included in the schedule model.

3.   Ac%vity AOributes •  provide the details used to build the schedule model.

4.   Project Schedule Network Diagrams •  contain the logical relaKonships of predecessors and successors that will be used to

calculate the schedule. 5.   Ac%vity Resource Requirements

•  idenKfy the types and quanKKes of resources required for each acKvity used to create the schedule model.

6.   Resource Calendars •  contain informaKon on the availability of resources during the project.

7.   Ac%vity Dura%on Es%mates •  contain the quanKtaKve assessments of the likely number of work periods that will be

required to complete an acKvity that will be used to calculate the schedule. Copyright@STEVBROS Project Management Fundamentals 43


•  contains assumpKons and constraints that can impact the development of the project schedule.

9.   Risk Register •  provides the details of all idenKfied risks and their characterisKcs that affect the

schedule model. 10.   Project Staff Assignments

•  specify which resources are assigned to each acKvity. 11.   Resource Breakdown Structure

•  provides the details by which resource analysis and organizaKonal reporKng can be done.

12.   Enterprise Environmental Factors •  EEFs include: standards, communicaKon channels, and scheduling tool to be

used in developing the schedule model. 13.   Organiza%onal Process Assets

•  OPAs that can influence this process include: scheduling methodology and project calendar(s).



1.   Schedule Network Analysis •  is a technique that generates the project schedule model. It employs various

analyKcal techniques, such as criKcal path method, criKcal chain method, what-‐if analysis, and resource opKmizaKon techniques to calculate the early and late start and finish dates for the uncompleted porKons of project acKviKes.

2.   Cri%cal Path Method (next slide) 3.   Cri%cal Chain Method (next slide) 4.   Resource Op%miza%on Techniques

•  Resource leveling: A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. (sample at next slide)

•  Resource Smoothing: A technique that adjusts the acKviKes 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 criKcal path is not changed and the compleKon date may not be delayed. In other words, acKviKes may only be delayed within their free and total float.



5.   Modeling Techniques •  What-‐if scenario analysis: is the process of evaluaKng scenarios in order to predict their

effect, posiKvely or negaKvely, on project objecKves. The outcome of the what-‐if scenario analysis can be used to assess the feasibility of the project schedule under adverse condiKons, and in preparing conKngency and response plans to overcome or miKgate the impact of unexpected situaKons.

•  SimulaKon: involves calculaKng mulKple project duraKons with different sets of acKvity assumpKons, usually using probability distribuKons constructed from the three-‐point esKmates to account for uncertainty. The most common simulaKon technique is Monte Carlo analysis.

6.   Leads and Lags •  Leads and lags are refinements applied during network analysis to develop a

viable schedule by adjusKng the start Kme of the successor acKviKes. 7.   Schedule Compression

•  Schedule compression techniques are used to shorten the schedule duraKon without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objecKves: fast tracking and crashing (details at next slide)

8.   Scheduling Tool


CriKcal path method

•  A method used to esKmate the minimum project duraKon and determine the amount of scheduling flexibility on the logical network paths within the schedule model.



CriKcal chain method

•  A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainKes.



Resource leveling



Schedule compression techniques

1.   Crashing. •  A technique used to shorten the schedule duraKon for the least incremental cost by adding resources. Examples of crashing include approving overKme, bringing in addiKonal resources, or paying to expedite delivery to acKviKes on the criKcal path. Crashing works only for acKviKes on the criKcal path where addiKonal resources will shorten the acKvity’s duraKon.

•  Crashing does not always produce a viable alternaKve and may result in increased risk and/or cost.

2.   Fast tracking. •  A schedule compression technique in which acKviKes or phases normally done in sequence are performed in parallel for at least a porKon of their duraKon. An example is construcKng the foundaKon for a building before compleKng all of the architectural drawings.

•  Fast tracking may result in rework and increased risk. Fast tracking only works if acKviKes can be overlapped to shorten the project duraKon.


Outputs(1/2) 1.   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.

2.   Project Schedule •  the outputs from a schedule model are schedule presentaKons. The

project schedule is an output of a schedule model that presents linked acKviKes with planned dates, duraKons, milestones, and resources. A project schedule model can be presented in: bar charts, milestone charts, project schedule network diagrams.

3.   Schedule Data •  the schedule data for the project schedule model is the collecKon of

informaKon for describing and controlling the schedule. The schedule data includes at least the schedule milestones, schedule acKviKes, acKvity aUributes, and documentaKon of all idenKfied assumpKons and constraints.


Outputs(2/2) 4.   Project Calendars

•  A schedule model may require more than one project calendar to allow for different work periods for some acKviKes to calculate the project schedule

5.   Project Management Plan Updates •  Elements of the project management plan that may be updated include: Schedule basel ine, Schedule management plan.

6.   Project Documents Updates •  Project documents that may be updated include: AcKvity resource requirements, AcKvity aUributes, Calendars, Risk register.


Control schedule •  The process of monitoring the status of project acKviKes to update project

progress and manage changes to the schedule baseline to achieve the plan. The key benefit of this process is that it provides the means to recognize deviaKon from the plan and take correcKve and prevenKve acKons and thus minimize risk.



Inputs 1.   Project Management Plan

•  contains the schedule management plan and the schedule baseline 2.   Project Schedule

•  refers to the most recent version with notaKons to indicate updates, completed acKviKes, and started acKviKes as of the indicated data date.

3.   Work Performance Data •  refers to informaKon about project progress such as which acKviKes have

started, their progress (e.g., actual duraKon, remaining duraKon, and physical percent complete), and which acKviKes have finished.

4.   Project Calendars 5.   Schedule Data

•  will be reviewed and updated 6.   Organiza%onal Process Assets

•  such as exisKng formal and informal schedule control-‐related policies, procedures, and guidelines; schedule control tools; and monitoring and reporKng methods to be used.



1.   Performance Reviews •  measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duraKon for work in progress. Various techniques may be used, among them: trend analysis, criKcal path method, criKcal chain method, EVM.

2.   Project Management So[ware •  provides the ability to track planned dates versus actual dates, to report variances to and progress made against the schedule baseline, and to forecast the effects of changes to the project schedule model.

3.   Resource Op%miza%on Techniques 4.   Modeling Techniques 5.   Leads and Lags 6.   Schedule Compression 7.   Scheduling Tool Copyright@STEVBROS Project Management Fundamentals 55

Outputs 1.   Work Performance Informa%on

•  the calculated SV and SPI Kme performance indicators for WBS components, in parKcular the work packages and control accounts, are documented and communicated to stakeholders.

2.   Schedule Forecasts •  are esKmates or predicKons of condiKons and events in the project’s future

based on informaKon and knowledge available at the Kme of the forecast. 3.   Change Requests

•  schedule variance analysis, along with review of progress reports, results of performance measures, and modificaKons 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 5.   Project Documents Updates 6.   Organiza%onal Process Assets Updates


Summary

•  4 PDM relaKonship types •  4 dependency determinaKons •  AcKvity duraKon esKmaKng techniques •  Float/slack calculaKon •  Group decision-‐making techniques •  Resource opKmizaKon techniques •  Schedule compression techniques


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