MG 623

Project Schedule Management

NM Lema

May, 2021

2
 STRUCTURE OF THE PRESENTATION

1 2 3 4 5
 Lecture Introduction Definitions Project Schedule Project
Management Management
Objectives Processes Body of
Knowledge

Reference : The basics you can find anywhere 5 Steps To Successful Storytelling Published on April 5, 2014 Featured in: Marketing & Advertising

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 STRUCTURE OF THE PRESENTATION……

6 7 8 9 10
 Project Project life Project Project
Management integration Organizational
management cycle knowledge area management Process Assets
process
groups

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4
 Lecture Objectives
 Understand the importance of project schedules and good
project time management
 Define activities as the basis for developing project
schedules
 Describe how project managers use network diagrams and
dependencies to assist in activity sequencing
 Understand the relationship between estimating resources
and project schedules
 Explain how various tools and techniques help project
managers perform activity duration
5
estimating
 Lecture Objectives (continued)
 Use of various time management tools such as Gantt chart for
planning and tracking schedule information, find the critical path for a
project, and describe how critical chain scheduling and the Program
Evaluation and Review Technique (PERT) affect schedule
development

 Discuss how reality checks and people issues are involved in

controlling and managing changes to the project schedule

 Describe how project management software can assist in project

time management and review words of caution before using this
software

6
 Introduction
Managers often cite delivering projects on time as
one of their biggest challenges;
For example, construction projects overrun time by
over 40% in Tanzania
Search: “Construction Projects Performance
Tanzania”;
Time has the least amount of flexibility; it passes no
matter what; and
Schedule issues are the main reason for conflicts on
projects, especially during the second half of projects.
7
 Definitions
 A schedule is a timetable showing the forecast start and finish dates
for activities or events within a project, programme or portfolio.

 Scheduling in project management is the listing of activities,

deliverables, and milestones within a project.

 A schedule also usually includes a planned start and finish date,

duration, and resources assigned to each activity. Effective project
scheduling is a critical component of successful time management

8
 Definitions…..
 Schedule management is a procedure that requires an establishment of
policies and documentation for maintaining, developing, managing and
controlling the schedules for time and resources for completion of the
project. The strategic benefit of the schedule management process is, it
will monitor and manage the schedule throughout the project.

9
 Importance of Project Schedules
 Managers often cite delivering projects on time as one of their
biggest challenges;
 For example, construction projects overrun time by over 40% in
Tanzania
 Search: “Construction Projects Performance Tanzania”;
 Time has the least amount of flexibility; it passes no matter what;
and
 Schedule issues are the main reason for conflicts on projects,
especially during the second half of projects.

10
 Project Schedule Management Processes
Project time management involves the processes
required to ensure timely completion of a project.
Processes include:
Activity definition
Activity sequencing
Activity resources estimation
Activity duration estimating
Schedule development
Schedule control

11
 Project Schedule Management Processes

 Activity definition: identifying the specific activities that the project

team members and stakeholders must perform to produce the
project deliverables
 Activity sequencing: identifying and documenting the
relationships between project activities
 Activity resource estimating: estimating how many resources a
project team should use to perform project activities
 Activity duration estimating: estimating the number of work
periods that are needed to complete individual activities

12
 Schedule development: analyzing activity sequences, activity resource
estimates, and activity duration estimates to create the project schedule
 Schedule control: controlling and managing changes to the project
schedule

13
14
 Figure 6-1: Project Time Management Summary

15
Defining Activities
 Project schedules grow out of the basic document that initiate a
project
– Project charter includes start and end dates and budget
information
– Scope statement and WBS help define what will be done
 Activity definition involves developing a more detailed WBS and
supporting explanations to understand all the work to be done
(see PMI WBS Practice Standard)
 Activity Sequencing
 Involves reviewing activities and determining dependencies
between them
 Question:
 How are the start/completion activities related?
 You must determine dependencies in order to use critical
path analysis

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 Three Types of Dependencies
 Mandatory dependencies: inherent in the nature of the work being performed
on a project, sometimes referred to as hard logic
 Discretionary dependencies: defined by the project team; sometimes
referred to as soft logic and should be used with care since they may limit later
scheduling options
 Don’t start detailed design work until users sign-off on all the analysis – good
practice but can delay project

 External dependencies: involve relationships between project and non-

project activities
 Delivery of new hardware; if delayed can impact project schedule

18 Project Time Management

Project Network Diagrams

 Project network diagrams are project activity dependence

models.
 They are the preferred technique for showing activity
sequencing.
 A project network diagram is a schematic display of the logical
relationships among, or sequencing of, project activities
 They are developed using accepted convetions or rules.
Representation of the Activity

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 Figure 4-1. Sample Activity-on-Arrow (AOA) Network
Diagram for Project X

Note that PMBoK 2008 is no longer advocating the use of this tool!

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 Arrow Diagramming Method (ADM)

 Also called activity-on-arrow (AOA) critical path method (CPM)

project network diagrams
 Activities are represented by arrows
 Nodes or circles are the starting and ending points of activities
 Can only show finish-to-start dependencies

22
 Process for Creating AOA Diagrams
1. Find all of the activities that start at node 1. Draw their finish nodes and
draw arrows between node 1 and those finish nodes. Put the activity letter or
name and duration estimate on the associated arrow
2. Continuing drawing the network diagram, working from left to right. Look for
bursts and merges. Bursts occur when a single node is followed by two or
more activities. A merge occurs when two or more nodes precede a single
node
3. Continue drawing the project network diagram until all activities are included
on the diagram that have dependencies

23
 4. As a rule of thumb, all arrow heads should face toward the right, and no
arrows should cross on an AOA network diagram

 Note that PM BoK 2012 no longer advocates the use of this tool! Precedence
diagramming method is preferred.

24
 Precedence Diagramming Method (PDM)

Activities are represented by boxes

Arrows show relationships between activities
More popular than ADM method and used by project
management software
Better at showing different types of dependencies

25
Activity on the node (PDM)

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Task Dependency Types

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 Sample Precedence Diagramming Method (PDM) Network Diagram
for Project X
A D H

1 1 day 4 4 days 8 6 days

Mon 8/3/98 Mon 8/3/98 Tue 8/4/98 Fri 8/7/98 Wed 8/12/98 Wed 8/19/98

5 5 days
J
Wed 8/5/98 Tue 8/11/98

START B
10 3 days

2 2 days Thu 8/20/98 Mon 8/24/98

0 days

Mon 8/3/98 Mon 8/3/98 Mon 8/3/98 Tue 8/4/98

6 4 days

Wed 8/5/98 Mon 8/10/98

C G I

3 3 days 7 6 days 9 2 days

Mon 8/3/98 Wed 8/5/98 Thu 8/6/98 Thu 8/13/98 Fri 8/14/98 Mon 8/17/98

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 Activity Duration Estimating
 After defining activities and determining their sequence,
the next step in time management is duration estimating
 Duration includes the actual amount of time worked on an
activity plus elapsed time; i.e. the difference between the
time for starting the activity and the time for completion.
 People doing the work should help create estimates, and
an expert should review them

29
 Schedule Development

 Schedule development uses results of the other time

management processes to determine the start and end date of
the project and its activities
 Ultimate goal is to create a realistic project schedule that
provides a basis for monitoring project progress for the time
dimension of the project
 Important tools and techniques include Gantt charts, PERT
analysis, and critical path analysis

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 Gantt Charts (Bar Charts)
 Gantt charts provide a standard format for displaying project
schedule information by listing project activities and their
corresponding start and finish dates in a calendar format
 Symbols (based on say MS Project) include:
 A black diamond: milestones or significant events on a project
with zero duration
 Thick black bars: summary tasks
 Lighter horizontal bars: tasks
 Arrows: dependencies between tasks

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Simple Gantt (Bar) Chart)
Task Dependency Types

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34
Figure 4-6. Gantt Chart for Software Practical Project

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 Figure 4-7. Sample Tracking Gantt Chart

white diamond: slipped milestone

two bars: planned and actual times

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 Other Planning Tools
 S-Curves;
 Time Chainage Chart;
 Line of Balance Charts;
 Critical Path Method;
 Activity on the arrow network;
 Activity on the node network (sometimes known as Precedence Diagramming Method);

 Programme Review and Evaluation Technique (PERT).

 Other Advanced Tools (CCPM)
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 Progress S - Curves
•The S-Curve - representing the various expenditures of resources
over the projected time of the project or as a means of charting the
real-time expenditure of resources.
•Can be used to monitor the project as is progresses and compare
it to the projected S-Curve to determine whether or the project is
being completed within the time and budget limitations.
•Mathematically - a logistic function or logistic curve is the most
common sigmoid curve.
Sample Sigmoid curve

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Typical Project Cumulative Expenditure Pattern
Sample S-Curve Earned Value Management
Learning curve concept

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 Progress S-Curve…..
 Popular for plotting plan/progress of work
 Plotted on two axes; one showing planned cumulative
expenditure/progress with time scale on the other axis

 Can also be drawn showing planned /actual cumulative quantities of man-

hours, equipment and material acquisition
 Progress S-Curve ……
 They are known by the name because of the typical shape of
the curve which has a gradually increasing slope as the project
takes off and the slope dies away slowly as the project comes to
an end, with the maximum of consumption of resources
somewhere in between.
 Uses of S-Curve
 For concrete, formwork and brick outputs, earthmoving and quantities of
road base, surfacing and cash flow analysis

 For plotting of value of work programmed, value completed and costs

incurred for overall control appraisal.
 Advantages of S-Curve
 Very simple to prepare and understand;
 Probably the best method for programming civil works item by item, i.e.
road works, dams;

 Shows progress well if marked up; and

 Very popular among site staff.
 S-Curve : Example
 Progress Control for an Earth Fill dam Project.
- An earth fill dam requires total quantities of the following two different types
of materials. All the other materials are in small quantities and therefore not
important for the overall progress of the project.
- Rock fill 230,000m3
- Impervious clay fill 380,000m3
 S-Curve : Example
The filling of the two types of materials has to start at the same time but the
impervious clay fill has to be finished two months before the rock fill is
finished. It is estimated that the whole project will take 12 months. It is also
estimated that the quantities can be placed in each month is as follows in
Table below.
 S-Curve : Example
Month 1 2 3 4 5 6 7 8 9 10 11 12 Total

Rock fill 5 10 15 25 30 30 30 30 25 15 10 5 230

Clay 20 30 40 50 50 50 30 40 30 20 20 - 380

CUMULATIVE
QUANTITIES
Month 1 2 3 4 5 6 7 8 9 10 11 12 Total

Rock fill 5 15 30 55 85 115 145 175 200 215 225 230 230

Clay 20 50 90 140 190 240 270 310 340 360 380 380 380
Earth fill quantities x 1,000 m3 400

350

300

250

200 Series1
Series2

150

100

50

0
1 2 3 4 5 6 7 8 9 10 11 12

Project time in months

 Exercise 1: Preparation of S-Curves
 Demonstrate how an S-curve can be used as both a planning tool and a progress
control tool using the information below:
Week 1 2 3 4 5 6 7 8 9 10
Planned
Concrete 5 10 15 25 30 30 30 30 40 40
(m3)
Actual
Placed 4 12 13 16 22 24 22 25 32 42
(m3)

Week 11 12 13 14 15 16 17 18 19 20 Total
Planned
Concrete 45 40 35 30 30 30 25 15 10 5 520
(m3)

Actual Placed
28 43 283
(m3)
 Questions:
 How far is the project behind schedule?
 When can it be expected to be completed?
 What can be done to complete it on time?
 Time - Chainage Chart
Time Chainage Chart is a method of showing planned, forecast or
actual progress in chart form using distance (or chainage) on the
horizontal axis and time on the vertical axis.
Unlike bar charts (Gantt Charts), time chainage charts show
location and 'rates' of progress in addition to start and end dates.
This makes time chainage charts extremely useful when planning
or analyzing a construction project.
Also known as time-location charts and time -distance charts.
 Time - Chainage Chart …..
 Popular and best for linear projects like water mains,
roads, power lines etc.
 Assumes the possibility of distinguishing activities on a
linear project and also works on assumption that
specialist gangs are behind one another in the project
 The technique is ideal for
 Roads and motorways;
 Railways; and
 Pipelines
 Advantages of Time Chainage Charts

 Gives a pictorial type of programme for jobs with length – many

miles if necessary;
 It is comparatively simple to understand;
 With a plan and longitudinal section below the chart, the whole
job can be comprehended at a glance; it is therefore, good for
planning
 Disadvantages of Time-Chainage Charts
 Poor for showing progress;
 Poor for showing dates when information is required
 8
Time in weeks

4 8 12 16 20 24 28 32 36
A B C
Chainage in 100 m

Time Chainage Chart- Pipe laying project

 Example of Time-Chainage Charts
 Three major activities have to be performed on the project, namely
excavation, laying and back filling.
 Operations start at three different points in the pipeline.
 Nine specialist gangs are employed for the operation
 The rate of working in the three different operations are different in
order to allow for some kind of buffer in between them.
 The Project is completed after 6 weeks
 Hints for drawing a good time- chainage
chart
 Draw the longitudinal section to an exaggerated vertical scale;
 Keep to the same scales for similar jobs and hence one job can be
compared with another; and

 Keep the chart simple. Plot only the main items of work.
 Exercise 2: Time Chainage Chart

Work out the cumulative project budget for the project

presented in the time chainage chart if the rates (unit costs
per linear meter) are as follows: [note that duration is in
calendar weeks and distance is in linear meters].
Sample Time Chainage Chart
Typical Practical Time-Chainage Chart
 Line of Balance Chart
A line-of-balance chart is an extension of the Gantt Chart used for
repetitive operations/tasks in a project;
This type of programme allows the different rates of productivity of
parts of an activity to be modeled, depending on its location on site
or the period of year when the activity is carried out.

It also allows the inter-relation between different trades in an area

to be modelled.
Simple Line of Balance Chart
Typical Practical Line-of-Balance Chart
 Line of Balance…….
 Line of Balance (LoB) Technique is used for projects in which a
predominant feature is that of repetition. E.g. a housing estate contract, a
block of flats with series of identical rooms.

 Based on the assumption that the delivery rate has been established and
the contractor is working towards this goal.
 20

18

16

14

12

10
Units

4 8 12 16 20 24 28 32 36

Weeks
 Key features of Line of Balance
 The schedule shows relationship between the number of units
and time for particular activities.
 The sequence of activities can also be observed with both their
starting points and end points
 The time spacing between operations (buffer) observed in the
diagram is set by making practical considerations.
 Key features of Line of Balance…..

 The overall project duration can also be illustrated in the

diagram.
 The handover rate of the units illustrated should correspond
with the desired or required handover date.
 Specialist gangs are assumed to move from one unit to another.
 Principles of Line of Balance
 Hand-over schedule
 The logic diagram
 Line of balance schedules
 Time buffers
 Hand-over schedule
 Governing factor in executing say a housing contract of similar
houses is usually the rate at which completed houses are to be
handed over.
 10

8
Handover
Houses

6 Schedule

20 40 60 80 100
Days
Handover schedule for a Housing project
 General Formula for Line of Balance

 Line of balance requires the establishment of a delivery schedule for

complete units of repetitive work.

 This delivery schedule will normally be expressed as a rate of delivery or

handover rate for the finished product and is plotted as the planned
number of units produced against time. – It is also known as an Objective
Diagram
 General Formula for Line of Balance
 For purposes of programming, delivery will normally be at a constant rate
(though not necessarily so).

 The graph of quantity against time will be straight and will obey the following
linear relationship

Q  mt  C
Where: Q = Line of Balance quantity units produced; m = required rate of
delivery (number per unit time); t = time; and C= a constant – the value of Q
at the intercept of the graph on the y-axis
 Line of Balance
Quantity, Q

Q1
Q2

C
t1
Time, t
t2
If the line of balance quantity completed, Q1, is required at time t1, then it will
be equal to

Q1= mt1 + C

The constant C, for a given curve, may be eliminated by taking two points on
the Curve

Q1= mt1 + C (Equation 1)

Q2= mt2 + C (Equation 2)

Subtracting equation 1 from 2

Q2 – Q1 = m (t2 – t1)

From which

Q2 = m(t2-t1) + Q1

Or

t2 = (Q2 – Q1)/m + t1
 Example
 A project for the construction of 120 similar houses is programmed to have
a handover rate of completed houses of 1 per 4 working days. The fifth
house is to be completed at the end of working day 25; after how many
working days will the fortieth unit be completed?

Q1 = 5; t1= 25; Q2= 40 m=1/4 per day

Therefore t2 = (Q2-Q1)/m+ t1= (40-5)4+25 = 165

 The Logic Diagram
 Before a house can be handed over, a number of trades have to
work on it following the construction plan.
 The inter-relation of trades can be set down in the form of a
logic diagram.

Foundations Structures Finishes

10 days 15 days 10 days

Logic diagram for Housing project

 Line of Balance Schedules
 The points at which foundations start for each house
can be joined by a sloping line as can all points
denoting starts of structure or finishes, thus forming a
series of bands which are the line of balance schedules
for each trade.
 10

8
Handover
Schedule
Houses

20 40 60 80 100
Days
Logic diagram and handover schedule for a Housing
project
 10

8
Handover
Schedule
Houses

20 40 60 80 100
Days
Line of balance Schedules for Housing
project
 Time Buffers
 To provide a margin of error and to ensure that one trade does not interfere
with another, time buffers are normally inserted between the trade
schedules.

4 labourers 6 bricklayers 4 Carpenters

Foundations Structures Finishes

10 days 15 days 10 days

Time Buffer 5 days

Time buffers and Resources

 What is the progress of works on Day 50?
10

8
Handover
Schedule
Houses

20 40 60 80 100

Time buffers inserted between each activity Days

 Critical Path Method (CPM)
 CPM is a project network analysis technique used to predict total
project duration
 A critical path for a project is the series of activities that determines
the earliest time by which the project can be completed
 The critical path is the longest path through the network diagram and
has the least amount of slack or float

86
 Finding the Critical Path

 First develop a good project network diagram

 Add the durations for all activities on each path through the
project network diagram
 The longest path is the critical path

87
 Simple Example of Determining the Critical Path
 Consider the following project network diagram based on (activity on the
arrow). Assume all times are in days.

C=2 4 E=1
A=2 B=5
start 1 2 3 6 finish

D=7 5 F=2

a. How many paths are on this network diagram?

b. How long is each path?
c. Which is the critical path?
d. What is the shortest amount of time needed to complete this
project? 88
Figure 4-8. Determining the Critical Path for Project X

89
 More on the Critical Path
 If one of more activities on the critical path takes longer
than planned, the whole project schedule will slip
unless corrective action is taken
 Misconceptions:
 The critical path is not the one with all the critical activities; it only
accounts for time
 There can be more than one critical path if the lengths of two or
more paths are the same
 The critical path can change as the project progresses

90
 Using Critical Path Analysis to Make
Schedule Trade-offs
 Knowing the critical path helps you make schedule trade-
offs
 Free slack or free float is the amount of time an activity
can be delayed without delaying the early start of any
immediately following activities
 Total slack or total float is the amount of time an activity
may be delayed from its early start without delaying the
planned project finish date

91
 Table 4-1. Free and Total Float or Slack for
Project X
Task Start Finish Late Start Late Finish Free Total
Slack Slack
A Mon 8/3/98 Mon 8/3/98 Wed 8/5/98 Wed 8/5/98 0days 2days
B Mon 8/3/98 Tue 8/4/98 Mon 8/3/98 Tue 8/4/98 0days 0days
C Mon 8/3/98 Wed 8/5/98 Wed 8/5/98 Fri 8/7/98 0days 2days
D Tue 8/4/98 Fri 8/7/98 Thu 8/6/98 Tue 8/11/98 2d 2d
E Wed 8/5/98 Tue 8/11/98 Wed 8/5/98 Tue 8/11/98 0d 0d
F Wed 8/5/98 Mon 8/10/98 Fri 8/14/98 Wed 8/19/98 7d 7d
G Thu 8/6/98 Thu 8/13/98 Mon 8/10/98 Mon 8/17/98 0d 2d
H Wed 8/12/98 Wed 8/19/98 Wed 8/12/98 Wed 8/19/98 0d 0d
I Fri 8/14/98 Mon 8/17/98 Tue 8/18/98 Wed 8/19/98 2d 2d
J Thu 8/20/98 Mon 8/24/98 Thu 8/20/98 Mon 8/24/98 0d 0d

92
 Techniques for Shortening a Project Schedule
 Shortening durations of critical tasks for adding more resources or changing
their scope

 Crashing tasks by obtaining the greatest amount of schedule compression for

the least incremental cost

 Fast tracking tasks by doing them in parallel or overlapping them

93
Shortening Project Schedules
Original
schedule

Shortened
duration

Overlapped
tasks

94
 Importance of Updating Critical Path Data
 It is important to update project schedule information
 The critical path may change as you enter actual start and finish dates
 If you know the project completion date will slip, negotiate with the project
sponsor

95
 Program Evaluation and Review Technique (PERT)

 PERT is a network analysis technique used to estimate project

duration when there is a high degree of uncertainty about the
individual activity duration estimates
 PERT uses probabilistic time estimates based on using optimistic,
most likely, and pessimistic estimates of activity durations

96
 Precedence Diagramming Method (PDM)

Activities are represented by boxes

Arrows show relationships between activities
More popular than ADM method and used by project
management software
Better at showing different types of dependencies

97
Activity on the node (PDM)

98
Figure 4-2. Task Dependency Types

99
 Sample Precedence Diagramming Method (PDM) Network Diagram
for Project X
A D H

1 1 day 4 4 days 8 6 days

Mon 8/3/98 Mon 8/3/98 Tue 8/4/98 Fri 8/7/98 Wed 8/12/98 Wed 8/19/98

5 5 days
J
Wed 8/5/98 Tue 8/11/98

START B
10 3 days

2 2 days Thu 8/20/98 Mon 8/24/98

0 days

Mon 8/3/98 Mon 8/3/98 Mon 8/3/98 Tue 8/4/98

6 4 days

Wed 8/5/98 Mon 8/10/98

C G I

3 3 days 7 6 days 9 2 days

Mon 8/3/98 Wed 8/5/98 Thu 8/6/98 Thu 8/13/98 Fri 8/14/98 Mon 8/17/98 100
 PERT Formula and Example

 PERT weighted average formula:

optimistic time + 4X most likely time + pessimistic time
6
 Example:
PERT weighted average =
8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6
where 8 = optimistic time, 10 = most likely time, and 24 = pessimistic
time
Std. dev. = Pessimistic time – Optimistic time
6 101
 Typical PERT Scenario for a Project
 A contractor is bidding for a job that has a fixed duration of 54 weeks.
 He analyses his chances of completing the project on time.
 He comes up with a probability of say 50% of completing the project on time, i.e
within 54 weeks.
 There is therefore 50% probability of him paying delay damages;
 He is also reasonably confident (95%) that he can complete the project within 70
weeks;
 He is therefore smart enough to include delay damages of 16 weeks in his price.
 If he gets the job and completes earlier than 54 weeks, his profit increases.

102
 Critical chain project management (CCPM)
 Critical chain project management (CCPM) is a method of planning
and managing projects that emphasizes the resources required to
execute project tasks
 It differs from more traditional methods that derive from critical
path and PERT algorithms, which emphasize task order and rigid
scheduling.
 Listen to https://www.youtube.com/watch?v=ViLrZNTdAWY

103
 Critical chain project management (CCPM)
 A critical chain project network strives to keep resources
levelly loaded, but requires that they be flexible in start
times, and quickly switch between tasks and task chains
to keep the project on schedule.

104
 Controlling Changes to the Project Schedule

 Perform reality checks on schedules

 Allow for contingencies
 Don’t plan for everyone to work at 100% capacity all the time
 Hold progress meetings with stakeholders and be clear and honest
in communicating schedule issues

105
 Working with People Issues
 Strong leadership helps projects succeed more than good
PERT charts
 Project managers should use
– Teamwork
– empowerment
– incentives
– discipline
– negotiation

106
 Using Software to Assist in Time Management

 Software for facilitating communications helps people exchange

schedule-related information
 Decision support models help analyze trade-offs that can be made
 Project management software can help in various time
management areas

107
 MS Project Features Related to Project
Time Management
Reports Views and Table Views Filters
· Overview reports: critical · Gantt chart, PERT · All tasks,
tasks and milestones chart, Tracking Gantt, completed tasks,
· Current activities reports: schedule, tracking, critical tasks,
unstarted tasks, tasks starting variance, constraint incomplete tasks,
soon, tasks in progress, dates, and delay and milestone
completed tasks, should have tasks
started tasks, and slipping
tasks
· Assignment reports: who
does what when

108
 Caution on Using Project Management Software
 Many people misuse project management software because they
don’t understand important concepts and have not had good
training
 You must enter dependencies to have dates adjust automatically
and to determine the critical path
 You must enter actual schedule information to compare planned
and actual progress

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 Project management software
 There are various project management shareware available in the
market.
 One can develop an evaluation criteria for software that could be
used for a project or a collection of projects in various locations.
 Use the criteria developed to evaluate PM shareware software
available and rank them.

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 What project management software?
 https://en.wikipedia.org/wiki/Comparison_of_project_management_softwa
re

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 Additional Reading
 Search www under “project time management”
 Read Chapters 4 & 5 of the PM BoK 4th Edition
 Read Chapter 9 Project Management for Construction” by Hendrickson.
Videos

https://www.youtube.com/watch?v=YXg0jI3Nbww

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