abcs of project time management planning

8/13/2019 ABCs of Project Time Management Planning

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BCsof Project Time ManagementPlanning

Yousef Abugosh, PMP

Section Head of Training - Sipchem

Industrial Jubail, KSA
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BCsof Project Time Management Planning

Yousef Abugosh, PMP - 2010

The Bull Survey (1998)

In 1998, A French computer manufacturer

and systems integrator requested an

independent research company, SpikesCavellto conduct a survey in the UK to

identify the major causes of IT project failure

in the finance sector.

Projects Failure


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Projects Failure


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Project

TEMPORARY ENDEAVOR UNDERTAKEN TO CREATE A

UNIQUE PRODUCT OR SERVICE.

Project Management

THE APPLICATION OF KNOWLEDGE, SKILLS, TOOLS, AND

TECHNIQUES TO PROJECT ACTIVITIES TO MEET PROJECT

REQUIREMENTS.

Reminders


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OUTLINE

THE WORK BREAK DOWN STRUCTURE

ACTIVITIES DEFINITION

ACTIVITIES SEQUENCING

ACTIVITIES RESOURCES ESTIMATION

ACTIVITIES DURATION ESTIMATION

THE SCHEDULE & THE NETWORK DIAGRAM

1


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Project Time Management Components

Activity list

Networkdiagram

ResourceRequirements

Activitydurations

Critical path

Schedule

1- Initiating

2- Planning

3- Executing

4- Monitor

& Control

5- Closing

Time

Management

2


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Project Time Management Steps

Define

activities

Sequence

them

Estimatetheir

resources

Estimate

theirdurations

Develop theschedule

1 2 3

4

3


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Developing Project Schedule

Steps1- Create the WBS

2- Define Activities

3- Sequence Activities

4- Estimate Resources

5- Estimate Activities Durations

6- Develop the Schedule

Scope

Management

Time

Management

8


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Scope

Management

Time

Management

9


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The Work Breakdown StructureWBS

The WBS Definition (PMI)

A deliverable-oriented hierarchical

decomposition of the work to be executed by

the project team to accomplish the project

objectives and create the project deliverables

10


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WBS

Activity list

Networkdiagram

Staffing

Estimating

SchedulingBudgeting

Qualitymanagement

Riskmanagement

Project control


16

Project costs and

risks are est imated

at the work

pack age level , not

for the project as a

whole.

Resources

( individuals or

parts of the

per forming

org anization) areassig ned at the

work package

level.


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Yousef Abugosh, PMP - 2010 24



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2- Def ine Ac t iv i t ies





Scope

Management

Time

Management

34


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Activities Definition

1. Use the WBSs work packages to create projects activities

2. An activity is estimated (in duration), scheduled, monitored and

managed in the project schedule.

3. Its a whole-team exercise

Less chances of miss ing any act iv i ty

More accuracy due to group sy nergy

Provides ownership

35


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Activities Definition

MILESTONES

A milestone is an event or accomplishment

marking a significant advance in the

project it is not an activity.

37
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3- Sequence Act iv i t ies




Scope

Management

Time

Management

39


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Activities Sequencing

The process of taking the activities and

milestones and putting them in the sequence

in which the work will be performed. Theresults is the Network Diagram

StartEnd

40


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Dig hole Plant treeConstruction

QA/QC

Testing

Documentation

?

?

Finish to Start Start to Start

Finish to Finish Start to Finish

Network Diagram


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Activities Sequencing

LEAD LAG

Design

Coding

5 days

lead

Concreting

Install Columns

7 days

lag

(curing)


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4- Est imate Resources



Scope

Management

Time

Management


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Activities Resource Estimating

Resources

People

Equipment Materials

Funds

Intangibles: Laws

others


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Activities Resource Estimating

To Improve Resource Estimate Accuracy

Base it on the WBS,

Assign it to people doing the work,

Rely on historical information from past projects (org.

process assets),

Never allow padding of the estimate,


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5- Est imate Ac t iv i t ies Durat ions


Scope

Management

Time

Management


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Activities Durations Estimating

How to estimate activity durations:

DurationsEstimate

One-Point

Analogous Parametric

Three-Point


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Also called PERT analysis (Program

Evaluation and Review Technique)

Estimators analyze activities durations

1. when things went very well, optimistic

2. when things went badly, pessimistic

3. when things went normally most likely

Ex: Activity: Driv ing to Riyadh from A l-Khob ar :

(O) 3h:30m

(M) 4h:15m

(P) 6h:00m

DurationsEstimate

One-Point

Analogous Parametric

Three-Point


Three-Point


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Using the PERT technique, we calculate

the Expected Activity Duration (EAD).

Range of accuracy lies within

EAD-SD ~ to EAD+SD

Three-

Point

EAD = To + 4 Tm + Tp6

SD (Standard Deviation) =

Most optimistic (To )

Most likely (Tm )Most pessimistic (Tp )

Tp - To

6VAR (Variance) = SD

2


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Ex: Duration Estimation for Activity

Concreting a 10-50CuYd Spread Footings:

Most optimistic (To ) = 5 days

Most likely (Tm ) = 8 days

Most pessimistic (Tp ) = 14 days

Three-

Point

EAD = 5 + (4x8) + 14

6= 8.5 daysEAD = To + 4 Tm + Tp

6

SD =Tp - To

6=

14 - 5

6= 1.5

Estimate Range =EAD SD ~ EAD +SD

8.5-1.5 ~ 8.5+1.5

Range = 7 To 10


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CALCULATING PROJECT DURATION ESTIMATE RANGE:

Step 1

Expected Project Duration (EPD) = EADs (CP)

Step 2

SD(project) == VARs (CP)Step 3

Range of the Project Duration Estimate =EPDSD(project) to EPD + SD(project)

Three-

Point


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CALCULATING PROJECT DURATION ESTIMATE RANGE:

Three-

Point

Activity TP TM TO PERT (EAD)(Expected Activity

Duration)

Activity SD Activity

Variance

A 52 45 41 45.5 1.83 3.34

B 33 25 16 24.8 2.8 8.03C 22 19 17 19.2 0.83 0.69

D 44 36 25 35.5 3.17 10.05

E 60 56 47 55 2.1 4.41

180.03 26.52

Assuming these are all on the Critical Path,

The Project Duration (EPD) = 45.5 + 24.8 + 19.2 + 35.5 + 55 = 180.03

Project SD = (3.34 + 8.03 + 0.69 + 10.05 + 4.41) = 26.52 = 5.15

Range of Project Duration Estimate = 1805.15 to 180 + 5.15

= 174.85 to 185.15

To + 4 Tm + Tp

6


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3- Sequence Activities4- Estimate Resources



Scope

Management

Time

Management


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ScheduleNetwork

Analysis

What-ifScenarioAnalysis

ResourceLeveling

Critical ChainMethod

Critical PathMethod

ScheduleCompression

Critical PathMethod

ScheduleCompression

Schedule Network Analysis Critical Path Method (CPM)

Critical Path: Longest duration path through a network diagram,

Shortest possible time to complete the project,

Activities of the critical path have zero (0) float.

Critical Path Method (CPM): Helps prioritization of urgent response (Focus effort better),

Helps to compress the schedule (during planning & execution),

Helps to determine which activities can be delayed (using floats).


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Float (Slack) 3-types

Total Float (Slack) The amount of time an activity can be delayed

without delaying the project end date or an intermediate milestone.

Free Float (Slack) The amount of time an activity can be delayed

without delaying the early start date of its successor(s).

Project Float (Slack) The amount of time an activity can be delayed

without delaying the externally imposed project completion date.

Note: A negative float is the amount of delay in time of an activity on

the CP.

Critical Path

Method



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Schedule Network Analysis

The Network Diagram & the Critical Path

Critical Path

Method

EFES

LFLS

Activity Name

Float =

FLOAT = late start early s tart

= late fin ish early f in ish

( ) ( )



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Schedule Network Analysis The Network Diagram & the Critical Path

Critical Path

Method

EFES

LFLS

Activity NameFloat =

Forward

Pass fromStart to

End

Backward

Pass fromEnd to

Start



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Start

D

E

F

G

B

H

C

A

EFES

LFLS

Critical Path:

Start-D-E-G-H-C-End = 32

Start-D-F-B-End = 16

Start-A-F-B-End = 18

Start-A-F-G-H-C-End = 33

Example

4

6 End

8 75

8

7 5136

60

40

124 1813

1813

2518

3325

Developing Project ScheduleCritical Path

Method Schedule Network Analysis The Network Diagram & the Critical Path



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Start

DFloat = 1

EFloat = 1

FFloat = 0

GFloat = 0

BFloat = 15

HFloat = 0 C

Float = 0

AFloat = 0

EFES

LFLS

Critical Path:

Start-D-E-G-H-C-End = 32

Start-D-F-B-End = 16

Start-A-F-B-End = 18

Start-A-F-G-H-C-End = 33

Example

4

6 End

8 75

8

7 5136

6 13

60

0 6

40

1 5

124

5 13

1813

13 18

1813

28 33

2518

18 25

3325

25 33


Method Schedule Network Analysis The Network Diagram & the Critical Path



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Method


A project can have more than one CP.

One CP can change and no longer be a CP.

CP has zero float.

A CP can have a negative float (i.e., project is behind

schedule).

When float is negative, schedule compression is necessary.



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Schedule Network Analysis

ScheduleNetwork

Analysis

What-ifScenarioAnalysis

ResourceLeveling

Critical ChainMethod

Critical PathMethod

ScheduleCompression

Critical PathMethod

ScheduleCompression

Schedule Compression

Mainly, done during the integrated change control (execution

phase) when faced with changes to Time, Scope, Cost, Risk,

Resources, and other factor.

TWO METHODS

1. FAST-TRACKING

2. CRASHING

Schedule Compression


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Schedule Network Analysis Schedule Compression

Involves making cost & schedule trade-offs to determine how

to compress the schedule the most for the least incrementalcost while maintaining the scope.

i.e., if time must change, what option would cause the

least impact on cost?

Usually causes adding resources which increases cost.

The non-CP activities resources can b applied to CP

activities at no additional cost!

ScheduleCompression

CRASHING



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Start

D

E

F

G

B

H

C

A

4

6 End

8 75

8

7 5

Developing Project ScheduleSchedule Network Analysis Schedule CompressionSchedule

Compression

Option How to Option How to

Re-estimate Review risks Move people from non CP

activities to G, H, or C

Crashing (Schedule

Compression)

Execute activities H & C in

parallel

Fast-track (schedule

compression)

Cut time Lower quality standards

Add resources to activity G Crashing (Schedule

Compression)

Resist it (Say no) Stand your ground

Remove Activity H Scope reduction Get more work done with

same resources

Work over time

Outsource work onActivities G, H or C Crashing (ScheduleCompression)

If you were handed this project with CP of 33 months, and asked to make it happen in 30 months, what

would your options be?



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Compression

This project has a float of -3 weeks. Which activity or activities

would you crash to save 3 weeks on the project, assuming all

these activities are on the Critical Path?

Activity OriginalDuration

(In weeks)

CrashDuration

(In weeks)

TimeSavings

(In weeks)

OriginalCost (In

SAR)

CrashCost (In

SAR)

Extra Cost(In SAR)

Cost perweek

J 14 12 2 10,000 14,000 4,000 2,000

K 9 8 1 17,000 27,000 10,000 10,000

N 3 2 1 25,000 26,000 1,000 1,000

L 7 5 2 14,000 20,000 6,000 3,000

M 11 8 3 27,000 36,000 9,000 3,000



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Compression

This project has a float of -3 months. Which activity or activities

would you crash to save 3 months on the project, assuming all

these activities are on th3 CP?

Activity OriginalDuration

(In weeks)

CrashDuration

(In weeks)

TimeSavings

(In weeks)

OriginalCost (In

SAR)

CrashCost (In

SAR)

Extra Cost(In SAR)

Cost perweek

J 14 12 2 10,000 14,000 4,000 2,000

K 9 8 1 17,000 27,000 10,000 10,000

N 3 2 1 25,000 26,000 1,000 1,000

L 7 5 2 14,000 20,000 6,000 3,000

M 11 8 3 27,000 36,000 9,000 3,000

Activities Cost

J and N 5,000 SAR

J and K 14,000 SAR

L and N 7,000 SAR

L and K 16,000 SAR

M 9,000 SAR BCsof Project Time Management Planning


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Project Schedule

Henry Gantt (1861-1919),

the father of planning and control techniques.

http://en.wikipedia.org/wiki/Henry_Gantthttp://en.wikipedia.org/wiki/File:Henri_Gannt.jpghttp://en.wikipedia.org/wiki/Henry_Gantthttp://en.wikipedia.org/wiki/Henry_Gantthttp://en.wikipedia.org/wiki/Henry_Gantthttp://en.wikipedia.org/wiki/Henry_Gantt


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Project Schedule
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BCsof Project Time ManagementPlanning

Yousef Abugosh, [email protected]

Section Head of Training - SipchemIndustrial Jubail, KSA

TH NK YOU
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abcs of project time management planning

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