Project Time ManagementSections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 4th Edition, Project Management Institute Inc., 2009

Project Time ManagementThe processes required to accomplish timely completion of the project

Why Time Management?Part of triple constraint, cant manage one without the others (scope, time, and quality) Second hardest section on the test behind integration

How Do We Manage Time?Six processesDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop ScheduleControl Schedule

Define ActivitiesEnterprise Environmental FactorsOrganizational Process AssetsProject Scope StatementDecompositionTemplatesRolling wave planningExpert judgmentPlanning componentInputsOutputsTools & TechniquesWork Breakdown StructureWBS DictionaryProject Management PlanActivity ListActivity AttributesMilestone ListRequested Changes

Define ActivitiesRolling Wave Planning Progressive planning where near term work is broken down in detail and distant work is kept at a higher WBS levelPlanning Component WBS items that cannot be broken down into work packages are put in a:Control Account High level planning dates for the scope to be definedPlanning Package Package includes scope to be completed but no activities.

Sequence ActivitiesProject Scope StatementActivity ListActivity AttributesPrecedence diagramming method (PDM)Arrow diagramming method (ADM)Schedule network templatesDependency determinationApplying leads and lags

InputsOutputsTools & TechniquesMilestone ListApproved Change RequestsProject Schedule Network DiagramsActivity List UpdatesActivity Attributes UpdatesRequested Changes

Precedence Diagramming Method (PDM)Commonly called Activity on Node (AON), most commonly used sequencing methodBoxes are used to represent tasks with arrows used for dependenciesFour types of dependenciesFinish to Start Task must finish before next one can startFinish to Finish One task must finish before the other can finishStart to Start One task must start before the other can startStart to Finish One task must start before the other can finishActivityAActivityBNodeDependency

Arrow Diagramming Method (ADM)Commonly called Activity on Arrow (AOA)Boxes are used to represent dependencies with arrows used for tasksOnly Finish to Start relationshipsCan use dummy activitiesUsed for CPM and PERT estimating methodsTaskDependencyActivityA

Method ComparisonStartBuild FoundationBuild WallsInstall GrassBuild RoofFinishStartBuild FoundationBuild WallsBuild RoofFinishInstall GrassPDM (AON) MethodADM (AOA) Method

Estimate Activity ResourcesEnterprise Environmental FactorsOrganizational Process AssetsActivity ListExpert judgmentAlternatives analysisPublished estimating dataProject management softwareBottom-up estimating

InputsOutputsTools & TechniquesActivity AttributesResource AvailabilityActivity Resource RequirementsActivity Attributes UpdatesResource Breakdown StructureResource Calendar UpdatesProject Management PlanRequested Changes

Estimate Activity DurationsEnterprise Environmental FactorsOrganizational Process AssetsProject Scope StatementExpert judgmentAnalogous estimatingParametric estimatingThree-point estimatesReserve Analysis

InputsOutputsTools & TechniquesActivity ListActivity Resource RequirementsActivity Duration EstimatesActivity attributes updatesResource CalendarActivity AttributesProject Management PlanRisk RegisterActivity Cost Estimates

Estimating MethodsCPM (Critical Path Method)One time estimate per taskControls cost with flexible scheduleOnly on AOA networks (can have dummies)Not the same thing as schedule critical pathPERT (Program Evaluation and Review Technique)Three estimates per activity (Optimistic, Pessimistic, most likely)Emphasis on meeting schedule with flexible costOnly on AOA networks (can have dummies)Monte Carlo SimulationGives probabilities of completing project on time, cost, and whether or not project is on critical path

Estimating with PERTPERT Formula (Expected Duration)=(P+4M+O)/6Standard Deviation = (P-O)/6Variance = [(P-O)/6]2

TaskOOptimisticMMost LikelyPPessimisticPERT (Expected Duration)Std DevVarianceA2 days4 days8 days4.3 days1 day1 day

Develop ScheduleEnterprise Environmental FactorsOrganizational Process AssetsProject Scope StatementSchedule network analysisCritical path methodSchedule compressionWhat-if analysisResource levelingCritical chain methodProject management softwareApplying calendarsAdjustable leads and lagsSchedule model

InputsOutputsTools & TechniquesActivity ListActivity Resource RequirementsSchedule baselineActivity attributes updatesResource CalendarActivity AttributesProject Management PlanRisk RegisterActivity Cost EstimatesProject scheduleSchedule model dataResource requirements updatesRequested changesProject management plan updatesSchedule management plan updatesProject calendar updates

Scheduling from EstimatesCritical PathLongest time through the network diagram, the shortest time the project is expected to takeSlack (or Float)The amount of time a task can be delayed without impacting the projectCalculated using:Late Start Early Start (LS-ES)OrLate Finish Early Finish (LF-EF)Early Starts computed by making a forward pass through the network while late starts are computed using a backward pass

Critical Path DeterminationEF=ES+DUR-1LS=LF-DUR+1Slack=LF-EF or LS-ESTask NameESLSEFLFDURSlack42223198632108901043078102Task ATask BTask CTask D

Control ScheduleSchedule Management PlanSchedule BaselineSchedule network analysisCritical path methodSchedule compressionWhat-if analysisResource levelingCritical chain methodProject management softwareApplying calendarsAdjustable leads and lagsSchedule model

InputsOutputsTools & TechniquesPerformance reportsSchedule baseline updatesRequested changesApproved Change RequestsSchedule model data updatesPerformance measurementsOrganizational process assets updatesActivity list updatesRecommended corrective actionsActivity attribute updatesProject Management Plan updates

Other Important TermsLag Inserted waiting time between tasksFree Slack Available delay time without impacting start of successorTotal Slack Amount of time a task can be delayed without delaying project completion dateProject Slack Amount of time a project can be delayed without impacting completion dates imposed by clientCrashing Adding resources to critical path items to shorten scheduleFast Tracking Performing critical path tasks in parallel rather than seriesResource Leveling Adjusting completion dates of tasks to meet available resourcesHeuristics Rules of thumb

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