B U D I L U H U R U N I V E R S I T YPOST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY

IT PROJECT MANAGEMENT

PROJECT TIME MANAGEMENT

Project Time Management Processes

• Project time management involves the processes required to ensure timely completion of a project. Processes include:1. Define activity 2. Sequence activity 3. Estimate activity resources

4. Estimate activity durations 5. Develop schedule 6. Control schedule

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Define Activity

• Identifying the specific schedule activities that need to be performed to produce the various project deliverables

• Project work packages are planned into smaller components (decomposed) called schedule activities to provide a basis for estimating, scheduling, executing, and monitoring and controlling the project.

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Define Activities

INPUT OUTPUT1. Scope baseline2. Enterprise environmental

factors3. Organizational process

assets

1. Activity list2. Activity attributes3. Milestone list

TOOLS & TECHNIQUES1. Decomposition2. Rolling wave planning3. Templates4. Expert judgment

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Activity DefinitionInput (1)

1. Scope baselineProject deliverables, constraints & assumptions documented in the scope statement

2. Enterprise environmental factorsAvailability of project ISScheduling S/W tools, etc

3. Organizational process assetsActivity planning-related policies, procedures, guidelines that are considered in developing activity definitions

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Define Activity Outputs

Activity listComprehensive list of schedule activities

Activity attributes1 Identifier 6 Logical relationship2 Codes 7 Leads and lags3 Description 8 Resource requirement4 Predecessor 9 Imposed dates5 Successor 10 Constraints & assumptions

Milestone listComponent of the PM planIndicates whether mandatory or optional milestone

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Define ActivitiesTools & Techniques

DecompositionSubdividing the project work packages into smaller more manageable components called schedule activities

Rolling wave planningA form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS

TemplatesExpert judgment

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Sequence Activities

• Identifying and documenting dependencies among schedule activities

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Sequence Activities

INPUT OUTPUT1. Activity list2. Activity attributes3. Milestone list4. Project scope statement5. Organizational process

assets

1. Project schedule network diagram

2. Project document updates

TOOLS & TECHNIQUES1. Precedence diagramming method (PDM)2. Dependency determination3. Applying leads and lags4. Schedule network templates

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Sequence ActivitiesTools & Techniques

Precedence Diagramming Method• 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

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Sequence ActivitiesTools & Techniques

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FS: Finish-to-start

SS: Start-to-start

FF: Finish-to-finish

SS: Start-to-finish

B cannot start until A finishesA

B

A

B

A

B

A

B

B cannot start until A starts

B cannot finish until A finishes

B cannot finish until A starts

Determine dependencies between tasks

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Sequence ActivitiesTools & Techniques

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Sequence ActivitiesTools & Techniques

Dependency determination– Mandatory dependencies (inherent in the nature

of the work being done)– Discretionary dependency (prefer logic /

preferential logic / soft logic)– External dependency (the project activities are

dependent on non-project activities Applying leads & lags• A lead allows an acceleration of the successor

activity• A lag directs a delay in the successor activity

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Schedule network templates– Templates for the entire project– Templates for sub network (fragment

network)

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Estimate Activity Resources

• Estimating the type and quantities of resources required to perform each schedule activity

Inputs Outputs1. Activity lists2. Activity attributes3. Resource availability4. Enterprise environmental

factors5. Organizational process

assets

1. Activity resource requirements

2. Resource breakdown structure

3. Project document updates

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Activity resource requirementsIdentification and description of the types and quantities of resources required of each schedule activity in a work package

Resource breakdown structureA hierarchical structure of the identified resources by resource category and resource type

Project documents updates

Estimate Activity ResourcesOutput

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Estimate Activity Resources Tools & Techniques

Expert judgments

Alternatives analysisMany schedule activities have alternative methods of accomplishment

Published estimating dataProduction rates, unit cost of resources, etc

Project management software

Bottom-up estimating• Decompose the schedule activities into more

details; estimate the resource needed to complete each detailed piece of work. Aggregate bottom-up wise 19

Estimate Activity Duration • Estimating the number of work periods that will be needed

to complete individual schedule activities

Inputs Outputs1. Enterprise environmental factors2. Organizational process assets3. Project scope statements4. Activity lists5. Activity attributes6. Activity resource requirements7. Resource calendars8. Project management plan:

– Risk register– Activity cost estimate

1. Activity duration estimates

2. Activity attributes

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Estimate Activity Duration Tools & Techniques

Expert judgment

Analogous estimatingUsing actual previous data and expert judgment

Parametric estimationDuration = Quantity of work to be performed x productivity rate

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Estimate Activity Duration Tools & Techniques

Three-Points estimates• Most likely (M)• Optimistic (O)• Pessimistic (P)

Formula in CPM:Duration = ( O + 4M + P)/6

Reserve analysis

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Develop Schedule

Analyzing :• activity sequences, • activity durations, • activity resources requirements, • schedule constraints to create the project schedule

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Develop ScheduleInputs Outputs

1. Organizational process assets

2. Project scope statements3. Activity lists4. Activity attributes5. Project schedule network

diagram6. Activity resource

requirements7. Resource calendars8. Activity duration estimates9. Project management plan:

– Risk register

1.Project schedule2.Schedule model data3.Schedule baseline4.Resource requirements

(updates)5.Activity attributes (updates)6.Project calendars (updates)7.Requested changes8.Project management plan

(updates)– Schedule

management plan (updates)

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Develop Schedule Output

Project scheduleOften presented graphically, – Project schedule network diagram– Bar charts & Milestone chart

Schedule baseline Project schedule, with additional information – Baseline start date– Baseline finish date

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Develop Schedule Output

Schedule data Supporting data for the project schedule:• Schedule milestones• Schedule activities• Activity attributes• Assumption & constraints• Resource requirements by time period• Alternative schedule (best case, worst case)• Schedule contingency reserves

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Develop Schedule Tools & Techniques

1. Schedule network analysis2. Critical path method3. Critical chain method4. Resource leveling5. What-if scenario analysis6. Applying leads and lags7. Schedule compression8. Scheduling model

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Develop Schedule Tools & Techniques

Schedule Network AnalysisEmploys a schedule model and various analytical

techniques:– CPM (critical path method)– Critical chain method– What-if analysis– Resource leveling

to calculate:– Early start (ES) & late start (LS) dates– Early finish (EF) & late finish (LF) dates

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Develop Schedule Tools & Techniques

Critical Path Method (CPM)• 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

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Develop Schedule Tools & Techniques

Finding the Critical Path1. Develop a good project network diagram2. Add the durations for all activities on each path

through the project network diagram3. The longest path is the critical path

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Develop Schedule Tools & Techniques

Schedule compressionShorten the project schedule without changing the

project scope to meet the schedule constraints, imposed dates, or other schedule objectives

Techniques:Crashing: Cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental costFast tracking: Phases of activities that normally would be done in sequence are performed in paralel

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Develop Schedule Tools & Techniques

OverlappedTasks or fasttracking

Shortenedduration thrucrashing

Original schedule

Source: Schwalbe, ITPM, 3rd ed 32

Develop Schedule Tools & Techniques

Buffers and Critical Chain• A buffer is additional time to complete a task• Murphy’s Law states that if something can go wrong,

it will, and Parkinson’s Law states that work expands to fill the time allowed. In traditional estimates, people often add a buffer and use it if it’s needed or not

• Critical chain schedule removes buffers from individual tasks and instead creates– A project buffer, which is additional time added

before the project’s due date– Feeding buffers, which are addition time added

before tasks on the critical path33

Source: Schwalbe, ITPM, 3rd ed 34

Develop Schedule Tools & Techniques

Program Evaluation and Review Technique (PERT)• A network analysis technique used to estimate project

duration when there is a high degree of uncertainty about the individual activity duration estimates

• Uses probabilistic time estimates based on using :– optimistic (O), – most likely (M), – pessimistic (P)estimates of activity durations

• PERT weighted average formula:

O + 4 M + P 6

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Control Schedule

• Controlling changes to the project schedule

Inputs Outputs1. Schedule

management plan2. Schedule baseline3. Performance

reports4. Approved change

requests

1. Work performance measurements2. Organizational process assets

updates3. Change requests4. Project mgmt plan updates5. Project managements updates

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Control ScheduleInput

Schedule management plan• Establishes how the project schedule will be manage

and control• Component of the project management planSchedule baseline• Latest, approved schedule• Component of the project management planPerformance reports• Provide information on schedule performance• Alert to issues that may cause schedule

performance problems in the futureApproved change requests

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Control ScheduleOutput

Work Performance Measurements• SV (schedule variance)• SPI (schedule performance index)

Organizational Process Assets UpdatesLesson learned documentation(cause of variance, the reasoning behind the corrective actions chosen)

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Control Schedule Output

Change RequestsProcessed for review and disposition through the integrated change control process

Project Management Plan UpdatesSchedule baseline updatesSchedule management plan updates

Project Documents UpdatesSchedule dataProject schedule

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Control Schedule Tools & Techniques

1. Performance reviews

2. Variance analysis

3. Project management software

4. Resource levelling

5. What-if scenario analysis

6. Adjusting leads and lags

7. Schedule compression

8. Scheduling tool

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Control Schedule Tools & Techniques

Project management softwareProvides the ability – To track planned dates vs actual dates– To forecast the effects of project schedule

changes

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Control Schedule Tools & Techniques

Variance analysis– Schedule control

Schedule comparison bar chart– Displays current status bar & approved project

schedule baseline

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B U D I L U H U R U N I V E R S I T YPOST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY

IS PROJECT MANAGEMENT