Project Time Management
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This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
![Estimating with PERT
PERT Formula (Expected Duration)
• =(P+4M+O)/6
Standard Deviation = (P-O)/6
Variance = [(P-O)/6]2
Task O
Optimistic
M
Most Likely
P
Pessimistic
PERT
(Expected
Duration)
Std Dev Variance
A 2
days
4
days
8
days
4.3
days
1
day
1
day](https://image.slidesharecdn.com/6-projecttimemanagement-140607183622-phpapp02/85/Project-Time-Management-25-320.jpg)
Project Time Management
- 1. Project Time Management Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 5th Edition, Project Management Institute Inc., © 2013
- 2. Project Time Management “The processes required to accomplish timely completion of the project”
- 3. Why Time Management is Important? Part of triple constraint, can’t manage one without the others (scope, time, and quality)
- 4. How to Manage Time? Sven processes in order 1. Plan Schedule Management 2. Define Activities 3. Sequence Activities 4. Estimate Activity Resources 5. Estimate Activity Durations 6. Develop Schedule 7. Control Schedule Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management
- 5. Plan Schedule Management Expert judgment .Analytical techniques .Meetings Tools & Techniques Inputs Output Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Project management plan Project charter Enterpriseenvironmental factors Organizational process assets Schedule management plan
- 6. Define Activities Enterprise Environmental Factors Organizational Process Assets Project Scope Statement Decomposition Templates Rolling wave planning Expert judgment Planning component Tools & Techniques Work Breakdown Structure WBS Dictionary Project Management Plan Activity List Activity Attributes Milestone List Requested Changes Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Schedule Management
- 7. Define Activities Rolling Wave Planning – Progressive planning where near term work is broken down in detail and distant work is kept at a higher WBS level Planning 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 defined • Planning Package – Package includes scope to be completed but no activities.
- 8. Sequence Activities Project Scope Statement Activity List Activity Attributes Precedence diagramming method (PDM-AON) Arrow diagramming method (ADM-AOA) Schedule network templates Dependency determination Applying leads and lags Tools & Techniques Milestone List Enterprise environmental factors Organizational process assets Project Schedule Network Diagrams Project Document Updates :Activity List Updates/Activity Attributes/Requested Changes Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Schedule Management
- 9. 9 Project Network Diagrams show the precedence relationships among activities help to understand the flow of work in a project a useful tool for project planning and control, as well as for scheduling “A picture is worth a thousand words”
- 10. Building the Network 1- Precedence diagramming method called also (Activity on Node) AON Network emphasizes activities no dummy activities 2-Arrod Diagraming Method Called also (Activity on Arrow) AOA Networks sometimes requires dummy activities emphasizes events; milestones can be easily flagged
- 11. Activity on Node (AON) Activity on Node (AON) showcases the inter-dependencies among various project activities. This technique is used to draw the project schedule network diagrams; e.g. Critical Path Network Diagram to identify the Critical path and the float for each activity In an AON diagram, each rectangle box represents a node and a definable achievement in the project. These boxes portray the project dependencies. Boxes have zero duration and does not consume any resource. AON emphasizes activities and does not involve dummy activities On the internet you can see many videos, this is one of these: http://www.youtube.com/watch?v=nLiAvW7Xvq4
- 12. AON Network 2: Activity on Node uses four types of dependencies. Finish to Start (FS): The end of one activity is required for the start of the next one. This is the most common dependency Finish to Finish (FF): The end of the first activity is required for the second activity to finish Start To Start (SS): The second activity starts only after the first activity has started Start to Finish (SF): second activity cannot be finished until first activity starts.
- 13. Finish-to-Start Linkage (FS) Start-to-Start Linkage (SS) Finish-to-Finish Linkage (FF) Start-to-Finish Linkage (SF) Activity 1 Activity 2 Activity 1 Activity 2 Activity 1 Activity 2 Activity 1 Activity 2 Finish to Start (FS): The end of one activity is required for the start of the next one. This is the most common dependency Finish to Finish (FF): The end of the first activity is required for the second activity to finish Start To Start (SS): The second activity starts only after the first activity has started Start to Finish (SF): second activity cannot be finished until first activity starts. Activity on Node uses four types of dependencies. AON Network (cont.)
- 14. Activity on Arrow (AOA) The length of the arrow has no significance neither has its orientation. As means of further defining the point in time when an activity starts or finishes, start and finish events are added. An Node(= event), unlike an activity, does not consume time or resources, it merely represents a point in time at which something or some things happen. Unique numbers are given to each activity. The first event in a project schedule is the start of the project. The last event in a project schedule is the end of the project
- 15. Drawing networks Activities on nodes (AoN) A B Activities on arrows (AoA) A B Dummy activities – For representing logical relationships, you may need dummies In AoA, any 2 events in network can be directly connected to only one activity. Wrong: Right: 15PROJECT MANAGEMENT 1 2 x y z 1 2 3 x y zDummy
- 16. Drawing networks (cont.) Many computer programs require one initial event and one exit/final event What’s wrong with this? Can you explain? 16PROJECT MANAGEMENT 0 1 2 58 59 60 15 17 16 A B x y Dummy start Dummy stop B C A Many activities Many activities Many activities Dummy start Dummy stop
- 17. 17 If there is a loop, it indicates a fault logic. There can not be a looping. A E D CB
- 18. 6/7/2014 11:36 PM 18 60 70 80 20 40 30 50 A B What is wrong with this activity naming?
- 19. 19 60 70 80 20 40 30 50 45 There should be unique numbering and here we need dummies A B
- 20. Estimate Activity Resources Expert judgment Alternatives analysis Published estimating data Project management software Bottom-up estimating Inputs OutputsTools & Techniques Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Schedule management plan Activity list Activity attributes Resource calendars Risk register Activity cost estimates Enterprise environmental factors Organizational process assets Activity resource requirements Resource breakdown structure Project documents updates
- 21. Estimate Activity Durations Expert judgment Analogous estimating Parametric estimating Three-point estimates Reserve Analysis Group Decision-making Techniques Tools & Techniques Activity Duration Estimates Project Document updates Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Schedule management plan Activity list Activity attributes .Activity resource requirements Resource calendars Project scope statement Risk register Resource breakdown structure Enterprise environmental factors Organizational process assets
- 22. Estimating Methods CPM (Critical Path Method) • One time estimate per task • Controls cost with flexible schedule • Only on AOA networks (can have dummies) • Not the same thing as schedule critical path PERT (Program Evaluation and Review Technique) • Three estimates per activity (Optimistic, Pessimistic, most likely) • Emphasis on meeting schedule with flexible cost • Only on AOA networks (can have dummies)
- 23. Critical Path • Longest time through the network diagram, the shortest time the project is expected to take Slack (or Float) • The amount of time a task can be delayed without impacting the project • Calculated using: – Late Start – Early Start (LS-ES) Or – Late 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” Estimating Methods
- 24. Critical Path-Definition The critical path is defined as the longest path in the diagram If one of the activities on the critical path is delayed the entire project is delayed! It is important to determine if the project will be delayed if an activity is delayed. If the activity is on any critical path the answer is Yes! If not, it depends on if the delay makes the activity create a new critical path. If not, the answer is No!
- 25. Estimating with PERT PERT Formula (Expected Duration) • =(P+4M+O)/6 Standard Deviation = (P-O)/6 Variance = [(P-O)/6]2 Task O Optimistic M Most Likely P Pessimistic PERT (Expected Duration) Std Dev Variance A 2 days 4 days 8 days 4.3 days 1 day 1 day
- 26. Develop Schedule 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 Tools & Techniques Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Schedule management plan Activity list Activity attributes Project schedule network diagrams Activity resource requirements Resource calendars Activity duration estimates Project scope statement Risk register Project staff assignments Resource breakdown structure Enterprise environmental factors Organizational process assets Schedule baseline Project schedule Schedule data Project calendars Project management plan updates Project documents updates
- 27. A Sample Set of Project Activities and Precedences Task Predecessor a - b - c a d b e b f c,d g e Let‘s Built a Network
- 28. AON Network- Stage 1 A B Start
- 30. A B Start C D E F G Finish AON Network- Stage 1- Completed
- 31. AOA Network- Stage 1 Start A B 1 2
- 33. Start A B 1 2 3 4 D E C F G Finish AOA Network- Stage 3- Completed
- 34. Critical Path-Example A C D B E F Start Finish 4 Weeks3 Weeks 2 Weeks 4 Weeks 1 Week 3 Weeks
- 35. Critical Path Start – B – E – F – Finish: 8 weeks Start – A – C – D – Finish: 9 weeks Start – B – C – D – Finish: 10 weeks The critical path is path B-C-D that which is of 10 weeks. WHY? if activity D is delayed 1 week, the project will be delayed with 1 week. But if activity E is delayed 1 week, it will not delay the project WHY?
- 36. Information Contents in an AON Node Activity Name Earliest Start Time (EST) Earliest Finish Time (EFT) Latest Start Time (LST) Latest Finish Time (LFT) Duration Total Float
- 37. Critical Path Determination EFT=EST+DUR-1 LST=LFT-DUR+1 Total Float=Slack=LFT-EFT or LST-EST Critical Path=A-C-D Non-Critical Path=A-B-D 10 5 5 56 1 16 15106 15 30 15 16 0 30 5 6 0 11 15 1 0 5 A B C D
- 38. Control Schedule 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 Scheduling tool Tools & Techniques Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Project management plan Project schedule Work performance data Project calendars Schedule data Organizational process assets Work performance information .Schedule forecasts .Change requests Project management plan updates .Project documents updates .Organizational process assets updates
- 39. Gantt Charts It was developed as a tool for scheduling work in factories by Henri Gannt in 1917 The main purpose of a Gantt chart is to display the schedule of activities They are easy to understand They are flexible in that you can also show other information on the chart, such as resources required, who is responsible, critical activities, percent complete, etc. All project management software includes Gantt charts
- 42. AON using earliest possible start of the activities
- 43. AON using latest possible start of the activities
- 44. Ghant Chart with Floats
- 45. A project usually have tens of activities and might have much more complex dependencies than this example, Project managers usually use software to set up the activities and dependencies and let the software calculate the critical path(s). If an activity is delayed the project manager can enter the delay in the software and see how it affects the overall finish of the project. If the project is delayed the project manager can use the software to rearrange activities, dependencies or suggest additional activities as needed to bring the project back on track. The critical path is critical to the Time Management knowledge area. Make sure you know how to use it correctly whenyou manage a project. Important to Notice
- 46. Other Important Terms Lag – Inserted waiting time between tasks Free Slack – Available delay time without impacting start of successor Total Slack – Amount of time a task can be delayed without delaying project completion date Project Slack – Amount of time a project can be delayed without impacting completion dates imposed by client Crashing – Adding resources to critical path items to shorten schedule Fast Tracking – Performing critical path tasks in parallel rather than series Resource Leveling – Adjusting completion dates of tasks to meet available resources Heuristics – Rules of thumb
- 47. Individual Homework Given the information provided by Instructor please construct a Gantt chart, with overlaps as specified. You should use a computer software package