6 ProjectTimeManagement 6 Project Time Management

ProjectManagementTraining

ProjectTimeManagement
Monitoring & Controlling Processes Planning Processes

Enter phase/ Start project

Initiating Processes

Closing Processes

Exit phase/ End project

Executing Processes

Knowledge Area

Process Initiating Planning Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development Executing Monitoring & Control Closing

Time

Schedule Control

ProjectTimeManagement
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 process.

6.1DefineActivities
The process of identifying the specific actions to be performed produce the p j project deliverables. Work package decomposed into activities (schedule activities) Tools & Techniques
1. 1 2. 3. 4 4.
Decompositions Rolling wave planning Templates Expert judgment

Inputs
1. 1 Scope baseline 2. Enterprise
environmental factors 3. Organizational process assets

Outputs
1. 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. p y This is not a wrong practice but not a PMBOK practice.

DefineActivities(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 Att ib t A ti it 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)

6.2SequenceActivities
Process of identifying and documenting relationship among the project activities

Inputs
1. 2. 3. 4. 5.
Activity list Activity attributes Milestone list Project scope statement Organizational process assets

Tools & Techniques

1. Precedence
diagramming method (PDM) 2 D d 2. Dependency determination 3. Applying leads and lags 4. 4 Schedule network templates

Outputs
1. Project schedule
network diagram 2. Project document d t updates

PrecedenceDiagrammingMethod(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)

ApplyingLeads&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.
A predecessor B C Successor

Leads.
May be added to start an activity before the predecessor activity is complete.

Lags g
Inserted waiting time between activities A A

PrecedenceDiagrammingMethod(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

DependencyDetermination
To define sequence among activity, these type of dependency are used:
1. 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 g Important when how to shorten or re-sequence the project 3. External part o tside Based on the need t of the party outside the project

Network diagram
PERT chart Shows just dependencies (logical relationship) C Could show the critical path if activity duration estimates added f

PERT

PMD

ES = Early Start LS = Latest Start EF = Early Finish LF = Late Finish

EF = ES + D -1 LS = LF D +1 Float (F) = LS ES = LF EF

6.3EstimateActivityResources
Process of estimating the type and quantities of material, people, equipment or supplies required to p pp q perform each activity. y

Inputs
1. 2. 3. 4.
Activity list Activity attributes Resource Calendars 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 d 3 P j t document t updates

EstimateActivityResource(Tools&Techniques)
Resource Calendar:
Information (skill location etc) in which resource (people equipment material (skill, location, (people, equipment, material, etc) are potentially available.

Published estimating data:

Use companys rates

Bottom up estimating: p g
Activity is decomposed to be more confidence in estimating

6.4EstimateActivityDurations
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 3. 4. 5. 6. 7.
requirements Resource Calendars Project scope statement Enterprise environmental factors Organizational p g process assets

Tools & Techniques

1. 2. 3. 3 4. 5.
Expert judgment Analogous estimating Parametric estimating Three-point estimates Reserve analysis

Outputs
1. Activity duration
estimates 2. Project document updates

EstimateActivityDurations(Tools&Techniques)
Analogous Estimating (Top down):
use actual duration of previous activity (historical) that has similarity

Parametric Estimating: g
use statistical relationship between historical data and other variables (e.g. learning curve) Th result can b The lt become h i ti ( heuristics (experience b d t h i / l of th b) i based technique/rule f thumb)

Reserve analysis (buffer): includes contingency reserves

Buffer Isnt Padding. P ddi is extra time added to a schedule th t you Padding i A B ff I t P ddi t ti dd d t h d l that dont 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. p , y
Mike Cohn Agile Software Development

3PointsEstimate(PERT)
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)
Expected Standard Deviation Variance

P + 4 + 6

P 6

P 2 6

Standard deviation cannot be sum.

Variance used to calculate total SD of the project

SD=

variance

Exercise:Treepointestimates(PERT)

Activity P A B C D Project (Total) 3 8 15 20

Duration M 5 4 8 10 O 1 2 5 5

Expected Activity Duration Standard (PERT) Deviation

Variance range

Range of the estimate

Exercise:PERT Mosttrickyquestion
Together with your team, you applied three-point estimation on a Critical path which consists of two activities. hi h i f i ii The following duration uncertainties are all calculated assuming a 3 sigma Confidence interval. The duration uncertainty defined as pessimistic minus optimistic estimate of the uncertaintydefined estimateof 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 th? path?
A. A B. C. D. 21 days 30 days 42 days No statement is possible from the information given.

Exercise:PERT Mosttrickyquestion(Answer)
See that the question says that Duration Uncertainty is Pessimistic minus Optimistic in other words P O W k d P-O. We know th t SD iis (P-O ) / 6 , thus SD is "duration Certainty " / 6 that (P O th i "d ti C t i t 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 ( ) / 6 = 5 g (P-O) (p-O) = 5 * 6 DURATION UNCERTAINTY = 30

6.5DevelopSchedule
Process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. p j Inputs
1. Activity list 2. Activity attributes 3. 3 Project schedule 4. 5. 6. 7. 8. 9.
network diagram Activity resource requirements q Resource Calendars Activity duration estimates Project scope statement Enterprise environmental factors Organizational process assets

Tools & Techniques q

1. Schedule network 2. 3. 4. 5. 5 6. 7. 8.
analysis Critical path method Critical chain method Resource leveling What if What-if scenario analysis Applying leads and lags Schedule compression p Scheduling tool

Outputs
1. 2. 3. 3 4.
Project schedule Schedule baseline Schedule data Project document updates

CriticalPath
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 dont want critical path, it increase risk Dont l D t leave a project with a negative fl t you would compress th schedule j t ith ti float, ld the h d l 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) 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.

CriticalPathMethodBasic
Activity A B C D E F G H A B B C D,F E Precedence Duration 2 3 1 4 2 1 5 2 2 0

Dummy activity = 0 resource & 0 duration I H J G,I Critical activities - all activities in the critical path - Delay in the completion of these activities will lengthen the project timescale - Has float = 0

CriticalPathusingPDM
Forward Pass

Calculation Forward Pass: ES + D = ES(successor) use highest value on join Backward Pass: LS D (predecessor) = LS (predecessor) U llowest value on jjoin Use t l i

Backward Pass

Exercise

Questions: What is the critical path? What is critical path duration? What is float (slack) duration of activity A30? Answers: -

CriticalChain(BufferManagement)Method
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 yp
Project buffer Feeding buffer Resource buffer

WhatifScenarioAnalysis
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 g
Multiple paths converge into one or more activities (but adding risk)

ScheduleCompression
Fast Tracking
Performing critical path activities in parallel. Usually increase risk and requires more attention to communication. May need a rework. y E.g. Design is half finished and start coding.

C hi 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.

ProjectSchedule
Schedule can be shown with or without dependencies (logical relationship). relationship) Presented as
Summary form e.g. Master Schedule, Milestone schedule Detailed form

Format:
Network diagram Milestone chart Bar chart (Gantt chart)

ScheduleData
Includes at least:
Schedule il t S h d l milestone Schedule activities Activity attributes Assumptions & Constraints

Additional information can be added, such as

Resource histograms Cash-flow projections Order & delivery schedules Alternative schedules Alt ti h d l

6.6ControlSchedule
Process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. p j Inputs
1. Project Management
Plan 2. Project Schedule 3. Work performance information 4. Organizational p process g assets

Tools & Techniques q

1. Performance reviews 2. Variance Analysis 3. 3 Project Management 4. 5. 5 6. 7. 8.
Software Resource leveling What if What-if scenario analysis Adjusting leads & lags Schedule compression p Schedule tooling

Outputs
1. Work performance 2. 3. 4. 5.
measurements Organizational process assets updates Change requests Project management j g plan updates Project document updates

Nexttopic: p ProjectCostManagement

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