Project Time Project Time ManagementManagement

Sections of this presentation were adapted Sections of this presentation were adapted from from A Guide to the Project Management A Guide to the Project Management

Body of KnowledgeBody of Knowledge 4 4thth Edition, Project Edition, Project Management Institute Inc., © 2009Management Institute Inc., © 2009

Project Time ManagementProject Time Management

““The processes required to accomplish The processes required to accomplish timely completion of the project”timely completion of the project”

Why Time Management?Why Time Management?

Part of triple constraint, can’t manage one without Part of triple constraint, can’t manage one without the others (scope, time, and quality) the others (scope, time, and quality)

Second hardest section on the test behind Second hardest section on the test behind integrationintegration

How Do We Manage Time?How Do We Manage Time?

Six processesSix processes Define ActivitiesDefine Activities Sequence ActivitiesSequence Activities Estimate Activity ResourcesEstimate Activity Resources Estimate Activity DurationsEstimate Activity Durations Develop ScheduleDevelop Schedule Control ScheduleControl Schedule

Define

Activities

Sequence

Activities

Estimate Activity

Resources

Estimate Activity

Durations

Develop

Schedule

Control Schedule

Define ActivitiesDefine ActivitiesEnterprise Environmental Factors

Organizational Process Assets

Project Scope Statement

Decomposition

Templates

Rolling wave planning

Expert judgment

Planning component

Inputs OutputsTools & Techniques

Work Breakdown Structure

WBS Dictionary

Project Management Plan

Activity List

Activity Attributes

Milestone List

Requested Changes

Define

Activities

Sequence

Activities

Estimate Activity

Resources

Estimate Activity

Durations

Develop

Schedule

Control Schedule

Define ActivitiesDefine Activities

Rolling Wave Planning – Rolling Wave Planning – Progressive planning Progressive planning where near term work is broken down in detail where near term work is broken down in detail and distant work is kept at a higher WBS leveland distant work is kept at a higher WBS levelPlanning Component – Planning Component – WBS items that cannot be WBS items that cannot be broken down into work packages are put in a:broken down into work packages are put in a: Control Account – High level planning dates for Control Account – High level planning dates for

the scope to be definedthe scope to be defined Planning Package – Package includes scope to Planning Package – Package includes scope to

be completed but no activities.be completed but no activities.

Sequence ActivitiesSequence ActivitiesProject Scope Statement

Activity List

Activity Attributes

Precedence diagramming method (PDM)

Arrow diagramming method (ADM)

Schedule network templates

Dependency determination

Applying leads and lags

Inputs OutputsTools & Techniques

Milestone List

Approved Change Requests

Project Schedule Network Diagrams

Activity List Updates

Activity Attributes Updates

Requested Changes

Define

Activities

Sequence

Activities

Estimate Activity

Resources

Estimate Activity

Durations

Develop

Schedule

Control Schedule

Precedence Diagramming Method (PDM)

Commonly called Activity on Node (AON), most Commonly called Activity on Node (AON), most commonly used sequencing methodcommonly used sequencing methodBoxesBoxes are used to represent tasks with are used to represent tasks with arrowsarrows used for dependenciesused for dependenciesFour types of dependenciesFour types of dependencies

Finish to Start – Task must finish before next one can startFinish to Start – Task must finish before next one can startFinish to Finish – One task must finish before the other can finishFinish to Finish – One task must finish before the other can finishStart to Start – One task must start before the other can startStart to Start – One task must start before the other can startStart to Finish – One task must start before the other can finishStart to Finish – One task must start before the other can finish

Activity

A

Activity

B

NodeDependency

Arrow Diagramming Method (ADM)

Commonly called Activity on Arrow (AOA)Commonly called Activity on Arrow (AOA)

BoxesBoxes are used to represent dependencies are used to represent dependencies with with arrowsarrows used for tasks used for tasks Only Finish to Start relationshipsOnly Finish to Start relationships Can use “dummy” activitiesCan use “dummy” activities

Used for CPM and PERT estimating methodsUsed for CPM and PERT estimating methodsTask

Dependency

Activity

A

Method ComparisonMethod Comparison

StartBuild

FoundationBuild Walls

Install Grass

Build Roof Finish

Start

Build Foundation

Build Walls

Build Roof

Finish

Install Grass

PDM (AON) Method

ADM (AOA) Method

Estimate Activity ResourcesEstimate Activity ResourcesEnterprise Environmental Factors

Organizational Process Assets

Activity List

Expert judgment

Alternatives analysis

Published estimating data

Project management software

Bottom-up estimating

Inputs OutputsTools & Techniques

Activity Attributes

Resource Availability

Activity Resource Requirements

Activity Attributes Updates

Resource Breakdown Structure

Resource Calendar UpdatesProject

Management Plan Requested Changes

Define

Activities

Sequence

Activities

Estimate Activity

Resources

Estimate Activity

Durations

Develop

Schedule

Control Schedule

Estimate Activity DurationsEstimate Activity DurationsEnterprise Environmental Factors

Organizational Process Assets

Project Scope Statement

Expert judgment

Analogous estimating

Parametric estimating

Three-point estimates

Reserve Analysis

InputsOutputs

Tools & Techniques

Activity List

Activity Resource Requirements

Activity Duration Estimates

Activity attributes updates

Resource Calendar

Activity Attributes

Project Management Plan

•Risk Register•Activity Cost Estimates

Define

Activities

Sequence

Activities

Estimate Activity

Resources

Estimate Activity

Durations

Develop

Schedule

Control Schedule

Estimating MethodsEstimating Methods

CPM (Critical Path Method)CPM (Critical Path Method) One time estimate per taskOne time estimate per task Controls cost with flexible scheduleControls cost with flexible schedule Only on AOA networks (can have dummies)Only on AOA networks (can have dummies) Not the same thing as schedule critical pathNot the same thing as schedule critical path

PERT (Program Evaluation and Review Technique)PERT (Program Evaluation and Review Technique) Three estimates per activity (Optimistic, Pessimistic, most likely)Three estimates per activity (Optimistic, Pessimistic, most likely) Emphasis on meeting schedule with flexible costEmphasis on meeting schedule with flexible cost Only on AOA networks (can have dummies)Only on AOA networks (can have dummies)

Monte Carlo SimulationMonte Carlo Simulation Gives probabilities of completing project on time, cost, and Gives probabilities of completing project on time, cost, and

whether or not project is on critical pathwhether or not project is on critical path

Estimating with PERTEstimating with PERT

PERT Formula (Expected Duration)PERT Formula (Expected Duration) =(P+4M+O)/6=(P+4M+O)/6

Standard Deviation = (P-O)/6Standard Deviation = (P-O)/6

Variance = [(P-O)/6]Variance = [(P-O)/6]22

TaskTask OOOptimisticOptimistic

MMMost LikelyMost Likely

PPPessimisticPessimistic

PERT PERT (Expected (Expected Duration)Duration)

Std DevStd Dev VarianceVariance

AA 2 2 daysdays

4 4 daysdays

8 8 daysdays

4.3 4.3 daysdays

1 1 dayday

1 1 dayday

Develop ScheduleDevelop ScheduleEnterprise Environmental Factors

Organizational Process Assets

Project Scope Statement

Schedule network analysis

Critical path method

Schedule compression

What-if analysis

Resource leveling

Critical chain method

Project management software

Applying calendars

Adjustable leads and lags

Schedule model

Inputs Outputs

Tools & Techniques

Activity List

Activity Resource Requirements

Schedule baseline

Activity attributes updates

Resource Calendar

Activity Attributes

Project Management Plan

•Risk Register•Activity Cost Estimates

Project schedule

Schedule model data

Resource requirements updates

Requested changes

Project management plan updates

•Schedule management plan updates

Project calendar updates

Define

Activities

Sequence

Activities

Estimate Activity

Resources

Estimate Activity

Durations

Develop

Schedule

Control Schedule

Scheduling from EstimatesScheduling from Estimates

Critical PathCritical Path Longest time through the network diagram, the Longest time through the network diagram, the

shortest time the project is expected to takeshortest time the project is expected to take

Slack (or Float)Slack (or Float) The amount of time a task can be delayed without The amount of time a task can be delayed without

impacting the projectimpacting the project Calculated using:Calculated using:

Late Start – Early Start (LS-ES)Late Start – Early Start (LS-ES)OrOr

Late Finish – Early Finish (LF-EF)Late Finish – Early Finish (LF-EF) Early Starts computed by making a “forward pass” Early Starts computed by making a “forward pass”

through the network while late starts are computed through the network while late starts are computed using a “backward pass”using a “backward pass”

Critical Path DeterminationCritical Path Determination

EF=ES+DUR-1EF=ES+DUR-1

LS=LF-DUR+1LS=LF-DUR+1

Slack=LF-EF or LS-ESSlack=LF-EF or LS-ES

Task Name

ES

LS

EF

LF

DUR

Slack

4

2 2

23

1 9

863

2 10

8

9 0 10

4

3 0

7 8

1 0 2

Task A

Task B

Task C

Task D

Control ScheduleControl Schedule

Schedule Management Plan

Schedule Baseline

Schedule network analysis

Critical path method

Schedule compression

What-if analysis

Resource leveling

Critical chain method

Project management software

Applying calendars

Adjustable leads and lags

Schedule model

Inputs

Outputs

Tools & Techniques

Performance reports

Schedule baseline updates

Requested changes

Approved Change Requests

Schedule model data updates

Performance measurements

Organizational process assets updates

Activity list updates

Recommended corrective actions

Activity attribute updatesProject Management Plan updates

Define

Activities

Sequence

Activities

Estimate Activity

Resources

Estimate Activity

Durations

Develop

Schedule

Control Schedule

Other Important TermsOther Important Terms

Lag – Inserted waiting time between tasksLag – Inserted waiting time between tasksFree Slack – Available delay time without impacting start Free Slack – Available delay time without impacting start of successorof successorTotal Slack – Amount of time a task can be delayed Total Slack – Amount of time a task can be delayed without delaying project completion datewithout delaying project completion dateProject Slack – Amount of time a project can be delayed Project Slack – Amount of time a project can be delayed without impacting completion dates imposed by clientwithout impacting completion dates imposed by clientCrashing – Adding resources to critical path items to Crashing – Adding resources to critical path items to shorten scheduleshorten scheduleFast Tracking – Performing critical path tasks in parallel Fast Tracking – Performing critical path tasks in parallel rather than seriesrather than seriesResource Leveling – Adjusting completion dates of tasks Resource Leveling – Adjusting completion dates of tasks to meet available resourcesto meet available resourcesHeuristics – Rules of thumb Heuristics – Rules of thumb