06 projecttimemanagement
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The document provides an overview of project time management processes according to the Project Management Body of Knowledge (PMBOK). It discusses the key processes including (1) defining activities, (2) sequencing activities, (3) estimating activity resources, (4) estimating activity durations, (5) developing the project schedule, and (6) controlling the project schedule. For each process, it describes the inputs, tools and techniques, and outputs involved in planning, monitoring, and managing the timely completion of project activities and the overall project schedule.
06 projecttimemanagement
- 1. 6 - Project Time Management Project Management Training Created by ejlp12@gmail.com, June 2010
- 2. Project Time Management Knowledge Area Process Initiating Planning Executing Monitoring & Control Closing Time Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development Schedule Control Enter phase/ Start project Exit phase/ End project Initiating Processes Closing Processes Planning Processes Executing Processes Monitoring & Controlling Processes
- 3. Project Time Management • The process required to manage timely completion of the project • Project time management start with planning by the project management team (not shown as a discrete process) • In small project, defining & sequencing activities, estimating activity resource & duration, developing schedule are viewed as a single process.
- 4. 6.1 Define Activities • The process of identifying the specific actions to be performed produce the project deliverables. • Work package decomposed into activities (schedule activities) Inputs 1. Scope baseline 2. Enterprise environmental factors 3. Organizational process assets Tools & Techniques 1. Decompositions 2. Rolling wave planning 3. Templates 4. Expert judgment Outputs 1. Activity list 2. Activity attributes 3. Milestone list In the real word sometime we skip define activities since we take WBS down to the activity level. This is not a wrong practice but not a PMBOK practice.
- 5. Define Activities (Tools & Techniques) • Rolling Wave Planning: progressive elaboration planning where you do not to plan activities until you start the project management process for that phase is in the project life cycle • Activity Attributes: – Use for schedule development, selecting, ordering, sorting the planned schedule activities – Used to identify e.g. responsible person, place, level of effort (LOE), apportioned effort (AE) • Milestone: a significant point or event in the project. – Not a work activity – Checkpoint to help control the project – Additional milestone can be add in Sequence Activities & Develop Schedule process – The list can indicates the level of milestone (mandatory, optional, etc)
- 6. 6.2 Sequence Activities • Process of identifying and documenting relationship among the project activities Inputs 1. Activity list 2. Activity attributes 3. Milestone list 4. Project scope statement 5. Organizational process assets Tools & Techniques 1. Precedence diagramming method (PDM) 2. Dependency determination 3. Applying leads and lags 4. Schedule network templates Outputs 1. Project schedule network diagram 2. Project document updates
- 7. Precedence Diagramming Method (PDM) • Precedence Diagramming Method (PDM) or Activity-on-Node (AON) – Method used in Critical Path Methodology(CPM) – No dummy activities – Logical relationship: • Finish-to-Start (FS) • Finish-to-Finish (FF) • Start-to-Start (SS) • Start-to-Finish (SF)
- 8. Applying Leads & Lags • Use leads and lags to support realistic and achievable project schedule. • Each activity is connected at least to one predecessor and one successor except the start and the end. • Leads. – May be added to start an activity before the predecessor activity is complete. • Lags – Inserted waiting time between activities A B C predecessor Successor A B A B
- 9. Precedence Diagramming Method (PDM) • Example of PDM which showing logical relationship and leads or lags • Other method to draw network diagram: – Arrow Diagramming Method (ADM) – GERT: allows loops between activities
- 10. Dependency Determination To define sequence among activity, these type of dependency are used: 1. Mandatory (hard logic) – Inherent in the nature of work being done or required by the contract – E.g. You must design before you can develop 2. Discretionary (preferred, preferential, or soft logic) – Define base on knowledge – Can be changed if needed – Important when how to shorten or re-sequence the project 3. External – Based on the need t of the party outside the project Network diagram • ≠ PERT chart • Shows just dependencies (logical relationship) • Could show the critical path if activity duration estimates added PERT »
- 11. PMD EF = ES + D -1 LS = LF – D +1 Float (F) = LS – ES = LF – EF ES = Early Start LS = Latest Start EF = Early Finish LF = Late Finish
- 12. 6.3 Estimate Activity Resources • Process of estimating the type and quantities of material, people, equipment or supplies required to perform each activity. Inputs 1. Activity list 2. Activity attributes 3. Resource Calendars 4. Enterprise environmental factors 5. Organizational process assets Tools & Techniques 1. Expert judgment 2. Alternatives analysis 3. Published estimating data 4. Bottom-up estimating 5. Project management software Outputs 1. Activity resource requirements 2. Resource breakdown structure 3. Project document updates
- 13. Estimate Activity Resource (Tools & Techniques) • Resource Calendar: – Information (skill, location, etc) in which resource (people, equipment, material, etc) are potentially available. • Published estimating data: – Use company’s rates • Bottom up estimating: – Activity is decomposed to be more confidence in estimating
- 14. 6.4 Estimate Activity Durations • Process of approximating the number of work periods to complete individual activities with estimated resources. • Schedule shall be as believable and realistic as possible (do not allow padding) Inputs 1. Activity list 2. Activity attributes 3. Activity resource requirements 4. Resource Calendars 5. Project scope statement 6. Enterprise environmental factors 7. Organizational process assets Tools & Techniques 1. Expert judgment 2. Analogous estimating 3. Parametric estimating 4. Three-point estimates 5. Reserve analysis Outputs 1. Activity duration estimates 2. Project document updates
- 15. Estimate Activity Durations (Tools & Techniques) • Analogous Estimating (Top down): – use actual duration of previous activity (historical) that has similarity • Parametric Estimating: – use statistical relationship between historical data and other variables (e.g. learning curve) – The result can become heuristics (experience based technique/rule of thumb) • Reserve analysis (buffer): includes contingency reserves “A Buffer Isn’t Padding. Padding is extra time added to a schedule that you don’t really think you need but that you add just to feel confident in the estimate. Padding is when I take a conventional approach to building a Gantt chart, come up with three months, but tell my boss four months.” Mike Cohn – Agile Software Development
- 16. • Also called Program Evaluation and Review technique (PERT) • Use for time and cost estimation • Expected calculated from Most-likely, Optimistic, Pessimistic • Range of estimate = EAD (Expected Activity Duration) +/- SD (Standard Deviation) • Standard deviation cannot be sum. • Variance used to calculate total SD of the project 3-Points Estimate (PERT) Expected 6 Ο4ΜP Standard Deviation 6 ΟP Variance 6 ΟP 2 varianceSD
- 17. Exercise: Tree-point estimates (PERT) Activity Duration Expected Duration (PERT) Activity Standard Deviation Variance range Range of the estimate P M O A 3 5 1 B 8 4 2 C 15 8 5 D 20 10 5 Project (Total) -
- 18. Exercise: PERT - Most tricky question • Together with your team, you applied three-point estimation on a Critical path which consists of two activities. The following duration uncertainties are all calculated assuming a ±3 sigma Confidence interval. The duration uncertainty—defined as pessimistic minus optimistic estimate—of the first activity is 18 days; the second estimate has an uncertainty of 24 days. Applying the PERT formula for paths, what is the duration uncertainty of the entire path? A. 21 days B. 30 days C. 42 days D. No statement is possible from the information given.
- 19. Exercise: PERT - Most tricky question (Answer) • See that the question says that Duration Uncertainty is Pessimistic minus Optimistic in other words P-O. We know that SD is (P-O ) / 6 , thus SD is "duration Certainty " / 6 Thus For Path 1 : SD = 18/6 = 3 Variance = 3*3 = 9 For path 2 : SD = 24 /6 = 4 Variance = 4*4 = 16 Total Path Variance = 16 + 9 = 25 Sqrt (25) = 5 Meaning (P-O) / 6 = 5 (p-O) = 5 * 6 DURATION UNCERTAINTY = 30
- 20. 6.5 Develop Schedule • Process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. Inputs 1. Activity list 2. Activity attributes 3. Project schedule network diagram 4. Activity resource requirements 5. Resource Calendars 6. Activity duration estimates 7. Project scope statement 8. Enterprise environmental factors 9. Organizational process assets Tools & Techniques 1. Schedule network analysis 2. Critical path method 3. Critical chain method 4. Resource leveling 5. What-if scenario analysis 6. Applying leads and lags 7. Schedule compression 8. Scheduling tool Outputs 1. Project schedule 2. Schedule baseline 3. Schedule data 4. Project document updates
- 21. Critical Path • Critical Path is the longest duration path • Identify the shortest time needed to complete a project • There can be more than one critical path • We don’t want critical path, it increase risk • Don’t leave a project with a negative float, you would compress the schedule • Near-critical path is the path that has close in duration to critical path • Float (Slack) – Total float: the amount of time an activity can be delayed without delaying the project end date or intermediary milestone. – Free float: the amount of time an activity can be delayed without delaying the early start date of its successor(s). – Project float: the amount of time an activity can be delayed without delaying the externally imposed project completion date required by customer/management.
- 22. Critical Path Method Basic Activity Precedence Duration A 2 B 3 C A 1 D B 4 E B 2 F C 1 G D,F 5 H E 2 I H 2 J G,I 0 K • Dummy activity = 0 resource & 0 duration • Critical activities - all activities in the critical path - Delay in the completion of these activities will lengthen the project timescale - Has float = 0
- 23. Critical Path using PDM Calculation • Forward Pass: • ES + D = ES(successor) • use highest value on join • Backward Pass: • LS – D (predecessor) = LS (predecessor) • Use lowest value on join Forward Pass Backward Pass
- 24. Exercise Questions: • What is the critical path? • What is critical path duration? • What is float (slack) duration of activity A30? Answers: • - • - • -
- 25. • The longest duration path through the project considering both activity dependencies and resource constraints. • Network diagram and critical path are identified first • Type of buffers – Project buffer – Feeding buffer – Resource buffer Critical Chain (Buffer Management) Method
- 30. • Analysis on effect of changes on a particular thing (assumption) on the project which make activity duration change. • Monte Carlo Simulation Used when there is possibility that the critical path will be different for a given set of project conditions. – Using probability distribution for each activity or group of activities – Using computer software – Using three-point estimates and network diagram – Help deal with “path convergence” • Multiple paths converge into one or more activities (but adding risk) What-if Scenario Analysis
- 31. • Fast Tracking – Performing critical path activities in parallel. – Usually increase risk and requires more attention to communication. – May need a rework. – E.g. Design is half finished and start coding. • Crashing – Analyze cost and schedule trade-offs. – Determine most compression for least cost. – Crash the tasks that cost the least first, focusing on minimizing project cost. – Always results in increased cost. Schedule Compression
- 32. Project Schedule • Schedule can be shown with or without dependencies (logical relationship). • Presented as – Summary form e.g. Master Schedule, Milestone schedule – Detailed form • Format: – Network diagram – Milestone chart – Bar chart (Gantt chart)
- 33. Schedule Data • Includes at least: – Schedule milestone – Schedule activities – Activity attributes – Assumptions & Constraints • Additional information can be added, such as – Resource histograms – Cash-flow projections – Order & delivery schedules – Alternative schedules
- 34. 6.6 Control Schedule • Process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. Inputs 1. Project Management Plan 2. Project Schedule 3. Work performance information 4. Organizational process assets Tools & Techniques 1. Performance reviews 2. Variance Analysis 3. Project Management Software 4. Resource leveling 5. What-if scenario analysis 6. Adjusting leads & lags 7. Schedule compression 8. Schedule tooling Outputs 1. Work performance measurements 2. Organizational process assets updates 3. Change requests 4. Project management plan updates 5. Project document updates
- 35. Thank You Next topic: Project Cost Management