Time Slides[1]

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Project Time Management

Instructor: Hazem Awad, PMP


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What is Project Time Management?

Project Time ManagementProject Time Management includes theincludes theprocesses required to ensure timelyprocesses required to ensure timelycompletion of the project.completion of the project.

These processes may overlap.These processes may overlap.

On smaller projects, activity sequencing, activityOn smaller projects, activity sequencing, activityduration estimating, and schedule developmentduration estimating, and schedule developmentare considered a single process and may beare considered a single process and may be

performed by one person.performed by one person.

What is Project Time Management?


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B. Mapping Time Deliverables to the Project

Management Life Cycle

Initiate theProject

Plan the Project

Execute theProject

Control the Project

Close the Project

Activity DefinitionActivity Sequencing

Activity Resource EstimatingActivity Duration EstimatingSchedule Development

Schedule Control


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Section 4

Activity Definitions This initial process of Project TimeThis initial process of Project Time

Management includes the identification ofManagement includes the identification of

the specific activities that must bethe specific activities that must beperformed to produce the various projectperformed to produce the various project

deliverables.deliverables.


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6.1 ACTIVITY DEFINITION

1. EnterpriseEnvironmentalFactors

2. OrganizationalProcess Assets

3. Project ScopeStatement

4. Work Breakdown

Structure

5. WBS Dictionary

6. ProjectManagementPlan

1. Decomposition

2. Templates

3. Rolling WavePlanning

4. Expert Judgment

5. PlanningComponent

1. Activity List2. Activity

Attributes

3. MilestoneList

4. RequestedChanges


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Activity Definition

It involvesIt involves identifyingidentif

yingandand documentingdocumenting

thethe

specific activities that must be performed tospecific activities that must be performed toproduce the deliverables identified in WBS.produce the deliverables identified in WBS.


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Check your knowledge

In the list ofIn the list ofInputsInputs,,

above, which of theseabove, which of these

elements are outputs ofelements are outputs of

project scopeproject scope

management?management?




4. Work BreakdownStructure

5. WBS Dictionary

6. ProjectManagement Plan


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Activity Definition (Contd)


Answer:Answer:

Project Scope StatementProject Scope Statement Work Breakdown StructureWork Breakdown Structure

WBS DictionaryWBS Dictionary


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Decomposition

It is the process of subdividing project workIt is the process of subdividing project work

packages into smaller, more manageablepackages into smaller, more manageable

components to provide better managementcomponents to provide better management

control.control.


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Decomposition (cont.)

Major difference between decomposition inMajor difference between decomposition intime management and decomposition intime management and decomposition in

scope management: the final output for timescope management: the final output for time

management ismanagement is activitiesactivities rather thanrather than

deliverables.deliverables.


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Other Tools & Techniques

Rolling Wave PlanningRolling Wave Planning

Planning ComponentPlanning Component

Control AccountControl Account

Planning PackagePlanning Package


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Activity List

The primary output of Activity Definition is the

Activity List. This list has the following

characteristics:

Must include all activities in the project Should be organized as an extension to WBS to

help ensure that it is complete, and that it does not

include any nonessential activities.Should include descriptions of each activity.


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Activity List Group Exercise

Use the WBS below as input to list and describe asUse the WBS below as input to list and describe as

many of activities as you can in the timeframemany of activities as you can in the timeframeindicated by the instructor.indicated by the instructor.

Assume for this exercise that historical data andAssume for this exercise that historical data and

activity definition templates are NOT available.activity definition templates are NOT available.


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Activity List Group Exercise

Your descriptions could include all information that couldYour descriptions could include all information that couldbe provided in abe provided in a WBS dictionaryWBS dictionary:: Work package descriptionsWork package descriptions

Schedule datesSchedule dates Cost budgetsCost budgets Staff assignmentsStaff assignments

In addition to the WBS dictionary information, anIn addition to the WBS dictionary information, an activityactivitylistlist could include:could include: DependenciesDependencies MilestonesMilestones


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Example WBS (contd)Adapted from PMI Practice Standard for WBS


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Other Outputs

Milestone ListMilestone List All milestonesAll milestones Whether mandatory or optionalWhether mandatory or optional The milestone list is a component of the projectThe milestone list is a component of the project

management planmanagement plan Are used in the schedule modelAre used in the schedule model

Requested ChangesRequested Changes Affect the project scope statement and WBS.Affect the project scope statement and WBS. Processed for review and disposition through theProcessed for review and disposition through the

Integrated Change Control ProcessIntegrated Change Control Process


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Case StudyID WBS Task Name Duration Predecessors

1 1 Project Summary 30 days

2 1.1 Design Phase 25 days

3 1.1.1 First Design Phase 5 days

4 1.1.1.1 Start milestone 0 days

5 1.1.1.2 Design Task 1 5 days 4

6 1.1.2 Second Design Phase 20 days




10 1.1.2.4 End Design Milestone 0 days 9

11 1.2 Programming Phase 10 days

12 1.2.1 Program Task 1 5 days 5

13 1.2.2 Program Task 2 5 days 7,12

14 1.2.3 End Programming Milestone 0 days 13


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Section 5

Activity Sequencing Activity sequencing involves identifyingActivity sequencing involves identifying

and documenting the logical relationshipsand documenting the logical relationships

among schedule activitiesamong schedule activities


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2. Activity List

3. Activity Attributes

4. Milestone List

5. Approved ChangeRequests

1. PrecedenceDiagrammingMethod (PDM)

2. ArrowDiagrammingMethod (ADM)

3. Schedule NetworkTemplates

4. DependencyDetermination

5. Applying Leads andLags

1. Project ScheduleNetwork Diagrams

2. Activity List(Updates)


(Updates)4. Requested

Changes

ACTIVITY SEQUENCING


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Precedence Diagramming Method

(PDM)

Techniques to represent activities:Techniques to represent activities: Activity-on-Node (AON)Activity-on-Node (AON)

Activity-on-Arrow (AOA)Activity-on-Arrow (AOA) Conditional Diagramming methods:Conditional Diagramming methods:

Graphical Evaluation and Review TechniqueGraphical Evaluation and Review Technique(GERT) model(GERT) model

System Dynamics modelSystem Dynamics model


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Precedence Diagramming Method

START

A B

C

FINISH

D


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Arrow Diagramming Method

START

E

F

A

B

C

FINISH

D


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Comparison of Two Major Techniques

AON and AOA

Activity-on-Node Activity-on-Arrow

Is the common method used by bothpractitioners and pm software

Is less commonly used than AON

aka Precedence diagramming method(PDM)

aka Arrow diagramming method(ADM) or activity-on-line

Uses boxes to represent activities Uses arrows to representactivities

Uses arrows to show dependencies Connects arrows at nodes toshow 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

PM software can produce unexpectedresults with FF, SS, and SFrelationships (i.e. design of the

software has not been consistent forthe types of relationships)


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Dependencies

Mandatory dependenciesMandatory dependencies cannot turn on computer if it is not plugged in.cannot turn on computer if it is not plugged in.

Discretionary dependenciesDiscretionary dependencies construction project can start either plumbing orconstruction project can start either plumbing or

electrical conduits first.electrical conduits first.

External dependenciesExternal dependencies vendor meets deadlines or delivery of materials.vendor meets deadlines or delivery of materials.


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Why identify dependencies as mandatory or not?

Answer:

When rescheduling, it is important to know whichdependencies may have alternatives.


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Task Precedence Relationships

Leads & Lags

Type of interdependency or

Precedence Relationship

Description

Finish to start (FS) Task 1 must finish before Task 2 can start.

Start to Start (SS) When Task 1 begins, Task 2 begins.

Finish to Finish (FF) When task 1 ends, Task 2 also ends

Start to Finish (SF) When Task 1 starts, Task 2 may end.

1

2

1

2

1

2

1

2


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Type of Dependencyor

Precedence Relationship

Description Example

Finish to Start (FS) Task 1 must finishbefore Task 2 can begin.

Once the foundation is finished (Task 1),workers can start building the walls(Task 2).

Start to Start (SS) When Task 1 begins,Task 2 begins.

At a conference luncheon, the speakermay start presenting (Task 1) at the

same time as the lunch is served (Task2).

Finish to Finish (FF) When Task 1 ends, Task2 also ends.

The delivery of materials to build thewalls (Task 2) should end as soon as thefoundation is finished (Task 1).

Start to Finish (SF) When Task 1 starts,Task 2 may end.

The manufacture of goods (Task 2)finishes just as the delivery of the orderstarts (Task 1) (where the order was apredecessor to the manufacture of thegoods).

1

1

1

1

2

2

2

2


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Section 6

Activity Resource EstimatingEstimating schedule activity resourcesEstimating schedule activity resources

involves determining what resourcesinvolves determining what resources

(Persons, equipment, or materiel) and what(Persons, equipment, or materiel) and whatquantities of each resource will be used, andquantities of each resource will be used, and

when each resource will be available towhen each resource will be available to

perform project activities.perform project activities.


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6.3 ACTIVITY RESOURCEESTIMATION



3. Activity List


5. ResourceAvailability


1. Expert Judgment

2. AlternativesAnalysis

3. PublishedEstimating Data

4. Project

ManagementSoftware

5. Bottom-upEstimating

1. Activity ResourceRequirements

2. Activity Attributes(Updates)

3. ResourceBreakdownStructure

4. Resource Calendar(Updates)

5. RequestedChanges


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Inputs

Enterprise Environmental FactorsEnterprise Environmental Factors

Organizational Process AssetsOrganizational Process Assets

Activity ListActivity List

Activity AttributesActivity Attributes

Resource AvailabilityResource Availability

Project Management PlanProject Management Plan


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Tools & Techniques

Expert JudgmentExpert Judgment

Alternatives AnalysisAlternatives Analysis

Published Estimating DataPublished Estimating Data

Project Management SoftwareProject Management Software

Bottom-up EstimatingBottom-up Estimating


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Outputs

Activity Resource RequirementsActivity Resource Requirements

Activity Attributes (Updates)Activity Attributes (Updates)

Resource Breakdown StructureResource Breakdown Structure

Resource Calendar (Updates)Resource Calendar (Updates)

Requested ChangesRequested Changes


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6.4 ACTIVITY DURATIONESTIMATION


2. Organizational

Process Assets


4. Activity List

5. Activity Attributes6. Activity Resource

Requirements

7. Resource Calendar


1. Expert Judgment

2. AnalogousEstimating

3. ParametricEstimating

4. Three-PointEstimates

5. Reserve Analysis

1. Activity DurationEstimates


(Updates)


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Activity Duration compared to

Effort

DurationDuration is theis the number of work periodsnumber of work periods,,

not including holidays or other nonworkingnot including holidays or other nonworkingperiods, required to complete an activityperiods, required to complete an activity

EffortEffort is theis the number of labor unitsnumber of labor units requiredrequiredto complete an activity.to complete an activity.


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Inputs

Enterprise Environmental FactorsEnterprise Environmental Factors

Organizational Process AssetsOrganizational Process Assets

Project Scope StatementProject Scope Statement

Activity ListActivity List Activity AttributesActivity Attributes

Activity Resource RequirementsActivity Resource Requirements

Resource CalendarResource Calendar

Project Management PlanProject Management Plan Risk RegisterRisk Register Activity Cost EstimatesActivity Cost Estimates


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Expert Judgment to Estimate Task

Duration

Durations are difficult to estimateDurations are difficult to estimate

Expert judgment guided by historical information isExpert judgment guided by historical information is

bestbest

Two examples of how to obtain and use expertTwo examples of how to obtain and use expert

judgment arejudgment are

Delphi TechniqueDelphi Technique

Three Point TechniqueThree Point Technique


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Three-Point Technique

(Probabilistic Estimate)

(ET) = OT + 4MT + PT

6

OT = Optimistic time PT = Pessimistic Time

MT Most likely timeET = Estimated time

S.D. = Standard Deviation

S.D. = PT OT

6

Final Time Estimate (FTE) = ET + S.D


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Other Tools & Techniques

Analogous EstimatingAnalogous Estimating

Parametric EstimatingParametric Estimating

Reserve AnalysisReserve Analysis


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Analogous Estimating

Actual duration of a previous, similar activity isActual duration of a previous, similar activity is

basis for estimating the future activitybasis for estimating the future activity A form of Expert JudgmentA form of Expert Judgment

Most reliable when:Most reliable when:

Activities are really similar.Activities are really similar. Individuals preparing the estimates have neededIndividuals preparing the estimates have needed

expertiseexpertise


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Reserve time

Also called time buffer, reserve, orAlso called time buffer, reserve, or

contingency.contingency.

Added by project team to an activity as aAdded by project team to an activity as arecognition of projectrecognition of project riskrisk..

Either a percent of estimated duration, orEither a percent of estimated duration, or

fixed duration.fixed duration. Should be documented.Should be documented.


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Outputs of Activity Duration

Estimating

Activity Duration EstimatesActivity Duration Estimates

Activity AttributesActivity Attributes


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Section 8

Schedule Development It is an iterative process, determinesIt is an iterative process, determines

planned start and finish dates for projectplanned start and finish dates for project

activities.activities.


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6.5 SCHEDULE DEVELOPMENT



3. Activity List


5. Project ScheduleNetwork Diagrams

6. Activity Resource

Requirements

7. Resource Calendars

8. Activity DurationEstimates

9. Project Management

Plan

1. Schedule NetworkAnalysis

2. Critical Path Method

3. Schedule

Compression4. What-If Scenario

Analysis

5. Resource Leveling

6. Critical Chain Method

7. Project ManagementSoftware

8. Applying Calendars

9. Adjusting Leads andLags

10. Schedule Model

1. Project Schedule

2. Schedule ModelData

3. Schedule Baseline4. Resource

Requirements(Updates)


(Updates)6. Project Calendar

(Updates)

7. Requested Changes


Plan (Updates)


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Constraints

Two categories of constraints are directlyTwo categories of constraints are directlyrelated to scheduled development:related to scheduled development:

1.1. Imposed DatesImposed Dates

2.2. Key Events and Major MilestonesKey Events and Major Milestones


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Imposed Dates

Constraint Type Description

Start No Later Than The task must start before or on

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

date.

Finish No Later Than The task must be completed by

that date.

Finish No Earlier Than The task may not be completedbefore this date.


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Fundamentals of Schedule Development

3.Lag Time vs. Lead Time

Lag TimeLag Time is a delay between a task and itsis a delay between a task and itspredecessor. It is usually expressed using a specificpredecessor. It is usually expressed using a specific

amount of time.amount of time.

2

1


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Fundamentals of Schedule Development

3.Lag Time vs. Lead Time

Lead TimeLead Time is an overlap between a task and itsis an overlap between a task and its

predecessor. In project management software,predecessor. In project management software,lead time may be expressed as a negative numberlead time may be expressed as a negative number

in the lag field.in the lag field.

2

1


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Activity Attributes

Responsibility (who will do the work)Responsibility (who will do the work)

Geographic Area (where the work will beGeographic Area (where the work will beperformed)performed)

Activity Type (summary or detailed)Activity Type (summary or detailed)

WBS Classification (for ordering and sorting)WBS Classification (for ordering and sorting)


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Calendars

Project and resource calendars identifyProject and resource calendars identify

when work is allowed.when work is allowed.

Project calendars affect all resources.Project calendars affect all resources. Resource calendars affect only that resourceResource calendars affect only that resource

or group of resources.or group of resources.


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The Critical Path

TheThe Critical PathCritical Path is the series of activities thatis the series of activities that

determines the duration of the project.determines the duration of the project. In a deterministic model, theIn a deterministic model, the critical pathcritical path isis

usually defined as those activities with float lessusually defined as those activities with float less

than or equal to a specified value, often zero.than or equal to a specified value, often zero.

TheThe critical pathcritical path is the longest path through theis the longest path through the

project.project.


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Float

Total FloatTotal Float is the amount of time that an activityis the amount of time that an activity

may be delayed from its early start withoutmay be delayed from its early start without

delaying the project finish date.delaying the project finish date.

Free FloatFree Float is the amount of time that an activityis the amount of time that an activity

can be delayed without delaying the early start ofcan be delayed without delaying the early start of

any immediately following activities.any immediately following activities.

Exercise


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Exercise

Calculating Path and Float

Forward Pass:Forward Pass:

Early Start (ES) = TEarly Start (ES) = Total of task durations for all precedentotal of task durations for all precedent

(necessary) tasks(necessary) tasks Early Finish (EF) = ES + Task DurationEarly Finish (EF) = ES + Task Duration

Backward Pass:Backward Pass:

Late Finish (LF) = Last day of project Duration ofLate Finish (LF) = Last day of project Duration ofsequential (necessary) tasks to end of projectsequential (necessary) tasks to end of project

Late Start (LS) = LF Task DurationLate Start (LS) = LF Task Duration Float = LF ES Task DurationFloat = LF ES Task Duration


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Forward Path

A 1

B 3 C 5

D 2

F 3

E 3

ES=1 EF=1

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

ES=9 EF=12


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Backward Path

A 1

B 3 C 5

D 2

F 3

E 3

ES=1 EF=1

ES=1 EF=4

ES=9 EF=12

ES=3 EF=7

LS=6 LF=9LS=2 LF=4

ES=1 EF=3

LS=9 LF=12

ES=4 EF=9

LS=4 LF=9


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Duration Compression

1.1. Duration CompressionDuration Compression

2.2. SimulationSimulation

3.3. Resource Leveling HeuristicsResource Leveling Heuristics

4.4. Coding StructureCoding Structure


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1. Duration Compression

A special case of mathematical analysis, which identifiesA special case of mathematical analysis, which identifiesways to shorten the project durationways to shorten the project duration without affectingwithout affectingscopescope

Crashing:Crashing: Cost and schedules tradeoffs are analyzed to obtain theCost and schedules tradeoffs are analyzed to obtain the

greatest compression for the least incremental cost.greatest compression for the least incremental cost.

Fast trackingFast tracking:: Performing activities inPerforming activities in parallelparallel instead of ininstead of in sequencesequence..


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Resource Leveling

A heuristic is, basically, a rule of thumbA heuristic is, basically, a rule of thumb

Resource leveling techniqueResource leveling technique Resource-based methodResource-based method Reverse resource allocation schedulingReverse resource allocation scheduling Critical ChainCritical Chain


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The Critical Chain Method

Critical chain is another schedule networkCritical chain is another schedule network

analysis technique that modifies the projectanalysis technique that modifies the project

schedule to account for limited resources.schedule to account for limited resources.


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Outputs from Schedule Development

Project ScheduleProject Schedule Project schedule network diagramsProject schedule network diagrams Bar charts (Gantt Charts)Bar charts (Gantt Charts)

Milestone chartsMilestone charts Schedule Model DataSchedule Model Data Schedule BaselineSchedule Baseline Resource Requirements (Updates)Resource Requirements (Updates) Activity Attributes (Updates)Activity Attributes (Updates) Project Calendar (Updates)Project Calendar (Updates) Requested ChangesRequested Changes Project Management Plan (Updates)Project Management Plan (Updates)


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1. Project Schedule

The project schedule should include at least theThe project schedule should include at least thefollowing data:following data:

Planned Start Date for each activityPlanned Start Date for each activity Expected Finish Date for each activityExpected Finish Date for each activity

The project schedule can be presented graphicallyThe project schedule can be presented graphically

in the following formats:in the following formats:

Project schedule network diagramsProject schedule network diagrams Bar charts (Gantt Charts)Bar charts (Gantt Charts)

Milestone chartsMilestone charts


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2. Gantt Charts

Advantages Disadvantages

Display start and end date for

each task Display a complete projecttime line

Display expected durations Easy to read

Allow easy communicationof the project reporting andcontrol

Do not always show

dependency of tasks(sometimes will showdependencies)

Not a good tool for theplanning stage (note that

network diagrams are abetter tool for activitysequencing, for example).


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Example Gantt Chart Generated

from Project Management Software


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3. Time Units

Analysis

Design A Build A

Design B

Test

Build B

11 Oct 20 Oct

1 Nov 10 Nov

21 Oct 30 Oct11 Oct 20 Oct

21 Oct 30 Oct

1 Oct 10 Oct


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Other Outputs

Schedule Model DataSchedule Model Data

Schedule BaselineSchedule Baseline

Resource Requirements (Updates)Resource Requirements (Updates) Activity Attributes (Updates)Activity Attributes (Updates)

Project Calendar (Updates)Project Calendar (Updates)

Requested ChangesRequested Changes Project Management Plan (Updates)Project Management Plan (Updates)

Schedule Management Plan (Updates)Schedule Management Plan (Updates)


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Section 9

Schedule Control Schedule control is concerned with:Schedule control is concerned with:

Determining the current status of the projectDetermining the current status of the project

scheduleschedule Influencing the factors that create scheduleInfluencing the factors that create schedule

changeschanges

Determining that the project schedule hasDetermining that the project schedule has

changedchanged

Managing the actual changes as they occur.Managing the actual changes as they occur.


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6.6 SCHEDULE CONTROL

1. ScheduleManagement Plan

2. Schedule Baseline

3. PerformanceReports

4. Approved ChangeRequests

1. Progress Reporting

2. Schedule ChangeControl System

3. PerformanceMeasurement

4. ProjectManagement

Software5. Variance Analysis

6. ScheduleComparison BarCharts

1. Schedule Model Data(Updates)

2. Schedule Baseline(Updates)

3. PerformanceMeasurements

4. Requested Changes

5. RecommendedCorrective Actions

6. Organizational Process

Assets (Updates)

7. Activity List (Updates)

8. Activity Attributes(Updates)


Plan (Updates)


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Inputs

Schedule Management PlanSchedule Management Plan

Schedule BaselineSchedule Baseline

Performance ReportsPerformance Reports

Approved Change RequestsApproved Change Requests


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Tools & Techniques

Progress ReportingProgress Reporting

Schedule Change Control SystemSchedule Change Control System

Performance MeasurementPerformance Measurement Project Management SoftwareProject Management Software

Variance AnalysisVariance Analysis

Schedule Comparison Bar ChartsSchedule Comparison Bar Charts


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Sample Tracking ChartID T a s k N a m e D u r a ti o n S ta r t F i n i s h

1 C o n tr a c t S i g n a tu r e d a y s1 M o n S e p , '1 1 1M o n S e p , '1 1 1

1 F i n a l i z e M a jo r P h a s e s d a y s1 M o n S e p , '1 1 1T h u S e p , '1 1 1

1 F i n a l iz e T h e L i s t O f S e r v i c e sd a y s1 F r i S e p , '1 1 1W e d S e p , '1 1 1 1

1 A g r e e O n T h e C o n te n t & S o u r c e sd a y s1 T h u S e p , '1 1 1 1W e d S e p , '1 1 1 1

1 F i n a l i z e T h e S y s te m F u n c t i o n a l i tyd a y s1 T h u S e p , '1 1 1 1W e d S e p , '1 1 1 1

1 A c q u i r e H a r d w a r e d a y s11 F r i S e p , '1 1 1T h u O c t , '1 1 1 1

1 A c q u i r e O p e r a t i n g S y s te m d a y s11 F r i S e p , '1 1 1 T h u O c t , '1 1 1

1 D e v e l o p T h e S y s te m d a y s11 F r i S e p , '1 1 1T h u O c t , '1 1 1 1

1 In s ta l l S y s te m P r o to t y p e d a y s1 F r i O c t , '1 1 1 1T u e O c t , '1 1 1 1

11A p p r o v e P r o to ty p e d a y

1W e d O c t , '

1 1 1 1W e d O c t , '

1 1 1 1

11 S y s te m In s ta l l a t i o n d a y s1 T h u O c t , '1 1 1 1W e d N o v , '1 1 1

11 In t e r n a l S y s t e m T e s ti n g d a y s1 T h u N o v , '1 1 1W e d N o v , '1 1 1 1

11 F i n a l S y s t e m T e s t i n g B y O T Td a y s1 T h u N o v , '1 1 1 1W e d N o v , '1 1 1 1

11 S y s te m L a u n c h O f P h a s e1 d a y s1 W e d N o v , '1 1 1 1W e d N o v , '1 1 1 1

/1 1

%1

%1

%1

%1

%1

%1

%1

%1

%1

%1

%1

%1

/1

11 1 111111 1 1111 11 1 1 11 11A u g '1 1 S e p '1 1 O c t '1 1 N o v '1 1


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Outputs

Schedule Model Data (Updates)Schedule Model Data (Updates) Schedule Baseline (Updates)Schedule Baseline (Updates) Performance MeasurementsPerformance Measurements

Requested ChangesRequested Changes Recommended Corrective ActionsRecommended Corrective Actions Organizational Process Assets (Updates)Organizational Process Assets (Updates) Activity List (Updates)Activity List (Updates) Activity Attributes (Updates)Activity Attributes (Updates) Project Management Plan (Updates)Project Management Plan (Updates)


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