PM Chapter 08 Project Time Management

8/13/2019 PM Chapter 08 Project Time Management

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Project Management(Time Management)


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Project Time Management

Initiating Planning Executing Monitoring andControl

Closing

ActivityDefinition

Schedule

Control

ActivitySequencing

ActivityResource

Estimating

ActivityDuration

Estimating

Schedule

Development

6.1 Activity Definitionidentifying the specific scheduleactivities that need to be performed to produce the various

project deliverables.

6.2 Activity Sequencingidentifying and documenting

dependencies among schedule activities.6.3 Activity Resource Estimatingestimating the type andquantities of resources required to perform each schedule

activity.

6.4 Activity Duration Estimatingestimating the numberof work periods that will be needed to complete individual

schedule activities.

6.5 Schedule Developmentanalyzing activity sequences,

durations, resource requirements, and schedule constraintsto create the project schedule.

6.6 Schedule Controlcontrolling changes to the projectschedule.

Project Time Management includes the processes required to accomplishtimely completion of the project.


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These processes interact with each other and with processesin the other Knowledge Areas as well.

Each process can involve effort from one or more persons orgroups of persons based on the needs of the project.

Each process occurs at least once in every project, and occurs in

one or more project phases, if the project is divided into phases.

Although the processes are presented here as discrete elementswith well-defined interfaces, in practice they may overlap andinteract.


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On smaller projects, the first fiveprocesses of activity definition,activity sequencing, activity resourceestimating, activity duration estimatingand schedule development happenconcurrently. That is there will be noseparate thought process.


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1. Activity Definition

Further decomposition of original WBS you createdduring scope definition to document specific work to

be performed.

Defining the schedule activities involves identifyingand documenting the work that is planned to beperformed.

The Activity Definition process will identify thedeliverables at the lowest level in the workbreakdown structure (WBS), which is called the workpackage.

Project work packages are planned (decomposed)

into smaller components called schedule activitiestoprovide a basis for estimating, scheduling, executing,and monitoring and controlling the project work.

Implicit in this process is defining and planning theschedule activities such that the project objectives

will be met.


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Constraints

Constraints are factors what will limit the projectmanagement teams options, such as schedule

milestones with imposed completion dates that arerequired either by management or contract.

Assumptions

Assumptions are factors that are considered to be true for projectschedule planning, such as work hours per week or the time of the year

that construction will be performed.


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Decomposition

The technique of decomposition, asit is applied to activity definition,involves subdividing the projectwork packages into smaller, moremanageable components called

schedule activities.

The Activity Definition processdefines the final outputs as scheduleactivities rather than as deliverables,as is done in the Create WBS

process.


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Templates

A standard activity list or a portion of an activitylist from a previous project is often usable as atemplate for a new project.

The related activity attributes information in the

templates can also contain a list of resourceskills and their required hours of effort,identification of risks, expected deliverables,and other descriptive information.

Templates can also be used to identify typical

schedule milestones.


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Activity Definition

Rolling Wave Planning

Rolling wave planning is a form of progressiveelaboration planning where the work to beaccomplished in the near term is planned indetail at a low level of the WBS, while work farin the future is planned for WBS componentsthat are at a relatively high level of the WBS.

The work to be performed within another oneor two reporting periods in the near future isplanned in detail as work is being completedduring the current period.

Therefore, schedule activities can exist atvarious levels of detail in the projects lifecycle. During early strategic planning, wheninformation is less defined, activities might bekept at the milestone level.


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Control Account

A management control point can beplaced at selected management pointsspecific components at selected levels)of the work breakdown structure abovethe work package level.

These control points are used as a basisfor planning when associated workpackages have not yet been planned.

All work and effort performed within a

control account is documented in acontrol account plan.


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Activity List

The activity list is a comprehensive list including all schedule activitiesthat are planned to be performed on the project.

The activity list includes the activity identifier and a scope of workdescription for each schedule activity in sufficient detail to ensure thatproject team members understand what work is required to be

completed.

The schedule activitys scope of work can be in physical terms, such aslinear feet of pipe to be installed, designated placement of concrete,number of drawings, lines of computer program code, or chapters in abook.

The activity list is used in the schedule model and is a component of theproject management plan. The schedule activities are discretecomponents of the project schedule, but are not components of the WBS.


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Activity Attributes

These activity attributes are an extension of the activity attributes in theactivity list and identify the multiple attributes associated with eachschedule activity.

Activity attributes for each schedule activity include the activity identifier,activity codes, activity description, predecessor activities, successoractivities, logical relationships, leads and lags, resource requirements,imposed dates, constraints, and assumptions.

Activity attributes can also include the person responsible for executingthe work, geographic area or place where the work has to be performed,and schedule activity type such as level of effort, discrete effort, andapportioned effort.

These attributes are used for project schedule development and forselecting, ordering, and sorting the planned schedule activities in variousways within reports. The number of attributes varies by application area.

The activity attributes are used in the schedule model.


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Milestone List

The list of schedule milestones identifies allmilestones and indicateswhether the milestone is mandatory (required bythe contract) or optional(based upon project requirements or historical

information).

The milestone list is a component of the projectmanagement plan and the milestones are used inthe schedule model.


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2. Activity Sequencing

Defining dependencies between tables.

Activity sequencing involves identifying and documentingthe logical relationships among schedule activities.Schedule activities can be logically sequenced with properprecedence relationships, as well as leads and lags tosupport later development of a realistic and achievable

project schedule.

Sequencing can be performed by using:

Project management software or by

Manual techniques or by

Combination of the above


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Precedence Diagramming Method (PDM)

PDM is a method of constructing a project schedule network diagram thatuses boxes or rectangles, referred to as nodes, to represent activities andconnects them with arrows that show the dependencies.

This technique is also called activity-on-node (AON), and is the method

used by most project management software packages.


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PDM includes four types of dependencies or precedence relationships:

Finish-to-Start- The initiation of the successor activity depends upon thecompletion of the predecessor activity. (Most commonly used type).

Finish-to-Finish- The completion of the successor activity depends uponthe completion of the predecessor activity.

Start-to-Start- The initiation of the successor activity depends upon theinitiation of the predecessor activity.

Start-to-Finish- The completion of the successor activity depends upon theinitiation of the predecessor activity. (rarely used type).


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Arrow Diagramming Method (ADM)

ADM is a method of constructing a project schedule network diagramthat uses arrows to represent activities and connects them at nodes toshow their dependencies.

This technique is also called activity-on-arrow (AOA) and, although less

prevalent than PDM, it is still used in teaching schedule network theoryand in some application areas.


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Arrow Diagramming Method (ADM)

ADM uses only finish-to-start dependencies and can require the use ofdummy relationships called dummy activities, which are shown asdashed lines, to define all logical relationships correctly.

Since dummy activities are not actual schedule activities (they have no

work content), they are given a zero value duration.


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Mandatory Dependencies

Mandatory dependencies are those that are inherent inthe nature of the work being done.

Mandatory dependencies often involve physicallimitations, such as on a construction project, where it

is impossible to erect the superstructure until after thefoundation has been built, or on an electronics project,where a prototype must be built before it can be tested.

Mandatory dependencies are also sometimes referred toas hard logic.


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Discretionary dependencies

Discretionary dependencies are usually establishedbased on knowledge of best practices within aparticular application area or some unusualaspect of the project where a specific sequence isdesired, even though there are other acceptable

sequences.

Discretionary dependencies are fully documentedsince they can create arbitrary total float values andcan limit later scheduling options.

Discretionary dependencies are sometimes referred toas preferred logic, preferential logicor soft logic.

Some discretionary dependencies include preferredschedule activity sequences based upon previousexperience on a successful project performing the

same type of work.

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External dependencies

External dependencies are those that involve arelationship between project activities and non-project activities.

For example, the testing schedule activity in a

software project can be dependent on delivery ofhardware from an external source, orgovernmental environmental hearings may needto be held before site preparation can begin on aconstruction project.

This input can be based on historical informationfrom previous projects of a similar nature orfrom seller contracts or proposals.

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Applying Leads and Lags

The project management team determines the dependencies that mayrequire a lead or a lag to accurately define the logical relationship.

The use of leads and lags and their related assumptions are documented.

A lead allows an acceleration of the successor activity. For example, atechnical writing team can begin writing the second draft of a largedocument (the successor activity) fifteen days before they finish writingthe entire first draft (the predecessor activity). This could be accomplishedby a finish-to-start relationship with a fifteen-day lead time.

A lag directs a delay in the successor activity. For example, to account for aten-day curing period for concrete, a ten-day lag on a finish-to-startrelationship could be used, which means the successor activity cannotstart until ten days after the predecessor is completed.

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3. Activity Resource Estimating

Estimating schedule activity resources involves determining what resourcespersons, equipment, or materiel and what quantities of each resource willbe used, and when each resource will be available to perform projectactivities.

The Activity Resource Estimating process is closely coordinated with the

Cost Estimating process.

What resources? Their Quantity? When needed?

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Resource Availability

Information on which resources (such as people,equipment, and materiel) are potentially available isused for estimating the resource types.

This knowledge includes consideration of various

geographical locations from which the resourcesoriginate and when they may be available.

For example, during the early phases of anengineering design project, the pool of resourcesmight include junior and senior engineers in large

numbers. During later phases of the same project,however, the pool can be limited to those individualswho are knowledgeable about the project as a result ofhaving worked on the earlier phases of the project.

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Alternatives Analysis

Many schedule activities have alternativemethods of accomplishment. They includeusing various levels of resource capability orskills, different size or type of machines,different tools (hand versus automated), andmake-or-buy decisions regarding theresource.

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Bottom-up Estimating

When a schedule activity cannot be estimated with areasonable degree of confidence, the work within theschedule activity is decomposed into more detail.

The resource needs of each lower, more detailed piece of

work are estimated, and these estimates are then aggregatedinto a total quantity for each of the schedule activitysresources.

3 Activity Resource Estimating


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Activity Resource Requirements

The output of the Activity Resource Estimating process is anidentification and description of the types and quantities of resourcesrequired for each schedule activity in a work package.

These requirements can then be aggregated to determine the estimated

resources for each work package.

The amount of detail and the level of specificity of the resourcerequirement descriptions can vary by application area. The resourcerequirements documentation for each schedule activity can include thebasis of estimate for each resource, as well as the assumptions that

were made in determining which types of resources are applied, theiravailability, and what quantity are used. The Schedule Developmentprocess determines when the resources are needed.



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Resource Breakdown Structure (RBS)

A hierarchical structure of the identifiedresources by resource category and resourcetype.



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Resource Calendar

A composite resource calendar for the projectdocuments working days and nonworking days thatdetermine those dates on which a specific resource,whether a person or materiel, can be active or is idle.

The project resource calendar typically identifiesresource-specific holidays and resource availabilityperiods.

The project resource calendar identifies the quantityof each resource available during each availability

period.

4 Activity Duration Estimating


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4. Activity Duration Estimating

The process of estimating scheduleactivity durations uses informationon schedule activity scope of work,required resource types, estimatedresource quantities, and resourcecalendars with resource availabilities.

Determining the amount of work requiredto complete the project.



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Activity Duration Estimating Techniques

Expert Judgment (Guess)Analogous Estimating (Same As / Top-down)Parametric EstimatingThree Point Estimating (PERT)

Reserve AnalysisHeuristics (Rule of thumb)Multiple Estimators



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Expert Judgment

Activity durations are often difficult to estimate becauseof the number of factors that can influence them, suchas resource levels or resource productivity.

Expert judgment, guided by historical information, canbe used whenever possible.

The individual project team members may also provideduration estimate information or recommendedmaximum activity durations from prior similar projects.

If such expertise is not available, the duration estimatesare more uncertain and risky.



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Analogous Estimating

Analogous duration estimating means using the actualduration of a previous, similar schedule activity as thebasis for estimating the duration of a future scheduleactivity.

It is frequently used to estimate project duration whenthere is a limited amount of detailed information about theproject for example, in the early phases of a project.

Analogous estimating uses historical information expertjudgment.

Analogous duration estimating is most reliable when theprevious activities are similar in fact and not just inappearance, and the project team members preparing theestimates have the needed expertise.



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Parametric Estimating

Estimating the basis for activity durations can bequantitatively determined by multiplying the quantity ofwork to be performed by the productivity rate.

For example, productivity rates can be estimated on a

design project by the number of drawings times labor hoursper drawing, or a cable installation in meters of cable timeslabor hours per meter.

The total resource quantities are multiplied by the laborhours per work period or the production capability per work

period, and divided by the number of those resources beingapplied to determine activity duration in work periods.

Example: Last t ime we developed X, it took u s 5 hou rs.Now we are develop ing 5X, so it wi l l take 5 x 5 = 25 hou rs.



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Parametric Estimating

Regression Analysis

Tracks two variables to see if they arerelated and creates a mathematicalformula to use in future parametric

estimating.

Learning Curve

100throom painted will take less timethan the first room because of

improved efficiency.



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Three-Point Estimates

The accuracy of the activity duration estimate can be improved byconsidering the amount of risk in the original estimate.

Three-point estimates are based on determining three types of estimates:

Most likely- The duration of the schedule activity, given theresources likely to be assigned, their productivity, realisticexpectations of availability for the schedule activity, dependencies onother participants, and interruptions.

Optimistic- The activity duration is based on a best-case scenarioof what is described in the most likely estimate.

Pessimistic- The activity duration is based on a worst-case scenario

of what is described in the most likely estimate.

An activity duration estimate can be constructed by using an average of thethree estimated durations. That average will often provide a more accurateactivity duration estimate than the single point, most-likely estimate.



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Duration =

( P + 4 M + O)

6

Standard deviation of an activity =

( P - O)

6

Variance of an activity =

( P - O)

6

2



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Q. Complete the chart. All estimate are in hours.

Activity O M P PERT ActivitySt. Dev.

ActivityVariance

Range ofEstimate

A 14 27 47

B 41 60 89

C 39 44 48

D 29 37 42

Total



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Q. Complete the chart. All estimate are in hours.

Activity O M P PERT ActivitySt. Dev.

ActivityVariance

Range ofEstimate

A 14 27 47 28.167 5.500 30.250 22.667 to 33.667

B 41 60 89 61.667 8.000 64.000 53.667 to 69.667

C 39 44 48 43.833 1.500 2.250 42.333 to 45.333

D 29 37 42 36.500 2.167 4.694 34.333 to 38.667

Total 170.167 10.060* 101.194** 160.107 to 180.227

Note

** Add activity variances.

* Take the square root of activity variance. Dont just add activity standard deviation



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Reserve Analysis

Project teams can choose to incorporate additionaltime referred to as contingency reserves, timereserves or buffers, into the overall projectschedule as recognition of schedule risk.

The contingency reserve can be a percentage of the

estimated activity duration, a fixed number of workperiods, or developed by quantitative schedule riskanalysis.

The contingency reserve can be used completely orpartially, or can later be reduced or eliminated, asmore precise information about the projectbecomes available.

Such contingency reserve is documented alongwith other related data and assumptions.



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Reserve Analysis

There can be two types of reserves added for time andcost:

Contingency reservesRisk remaining after risk response planning

Known unknowns

Management reservesAny extra amount of funds to be set aside tocover unforeseen risks

Unknown unknowns

Cost baseline will include the contingency reserve andthe cost budget will include the management reserve.Therefore, managements approval is needed to makeuse of management reserve.



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Reserve Analysis

A1 ($25) A2 ($25) A3 ($25) A4 ($25)1. Activities

WP1($100)

WP2($250)

WP3($500)

2. Work Package

CA1($850)

CA2($400)3. Control Account

($1,250)4. Project

($105)5. Contingency Reserve

($1,355)6. Cost baseline

($68)7. Management Reserve

($1,423)8. Cost Budget



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Multiple Estimators

Multiple people determine estimates and then weaverage them out.

5. Schedule Development


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Project schedule development, an iterative process,determines planned start and finish dates for projectactivities.

Schedule development can require that durationestimates and resource estimates are reviewed andrevised to create an approved project schedulethat can serve as a baseline against which progress canbe tracked.

Schedule development continues throughout the projectas work progresses, the project management planchanges, and anticipated risk events occur or disappear

as new risks are identified.

Combining WBS, dependencies and estimates to createschedule.

Typically done through software.



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Imposed dates on activity starts or finishes can be used to restrict thestart or finish to occur either no earlier than a specified date or no laterthan a specified date.

While several constraints are typically available in project managementsoftware, the Start No Earlier Than and the Finish No Later Than

constraints are the most commonly used.

Date constraints include such situations as agreed-upon contract dates,a market window on a technology project, weather restrictions onoutdoor activities, government-mandated compliance with environmentalremediation, and delivery of materiel from parties not represented inthe project schedule.



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Schedule Compression

Schedule compression shortens the projectschedule wi thout changing the project scope,to meet schedule constraints, imposed dates, orother schedule objectives.

Schedule compression techniques include:

CrashingFast Tracking



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Crashing

Schedule compression technique in which cost andschedule tradeoffs are analyzed to determine howto obtain the greatest amount of compression forthe least incremental cost.

Crashing does not always produce a viablealternative and can result in increased cost.



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Fast Tracking

A schedule compression technique in which phases oractivities that normally would be done in sequence areperformed in parallel.

An example would be to construct the foundation for abuilding before all the architectural drawings are complete.

Fast tracking can result in rework and increased risk.

This approach can require work to be performed withoutcompleted detailed information, such as engineeringdrawings.

It results in trading cost for time, and increases the risk ofachieving the shortened project schedule.

What can I do to do it faster? Can I change dependencies?Can I remove dependencies? Can I introduce leads? Can Iadd resources?



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Resource Leveling

Resource leveling is a schedule network analysistechnique applied to a schedule model that has alreadybeen analyzed by the critical path method.

Resource leveling is used to address scheduleactivities that need to be performed to meet specified

delivery dates, to address the situation where sharedor critical required resources are only available atcertain times or are only available in limited quantities,or to keep selected resource usage at a constant levelduring specific time periods of the project work.

This resource usage leveling approach can cause theoriginal critical path to change.

Resource leveling focuses on optimal team size andfull utilization.

Can I change the way in which the project is working?

What can I do to change environment in which team isworking?



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Project Schedules

Project Schedule Network Diagrams

Bar Charts

Milestone Charts



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Milestone Schedule



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Summary Schedule



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Detailed Schedule

6. Schedule Control


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Schedule control is concerned with:

Determining the current status of theproject schedule

Influencing the factors that create schedulechanges

Determining that the project schedule haschanged

Managing the actual changes as theyoccur.

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Track progress

Insist on Weekly status from everyteam member

How much time this week on tasksHow much remaining on tasksUpdate project plan

Integrate changes (through integratedchange control process)

Manage against baseline.

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Ensure that we understand what a good schedule is?

Ensuring that we have appropriate measures in place to have goodschedule management and putting the actual process in place totrack status and proactively manage project.

To manage schedule:

Manage critical path.Watch near-critical paths too. They may become critical path dueslippage of schedule.

Monitor and review non-critical paths too.

6. Schedule Control


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6. Schedule Control


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Schedule Baseline

The project schedule used for control is the approved project schedule,which is referred to as the schedule baseline.

The schedule baseline is a component of the project management plan.

It provides the basis for measuring and reporting schedule performanceas part of the performance measurement baseline.

6. Schedule Control


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Performance Reports

Performance reports provide informationon schedule performance, such as whichplanned dates have been met and whichhave not.

Performance reports may also alert theproject team to issues that may causeschedule performance problems in thefuture.

6. Schedule Control


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Variance Analysis

Performing the schedule variance analysis during theschedule monitoring process is a key function ofschedule control.

Comparing target schedule dates with the actual /forecast start and finish dates provides useful

information for the detection of deviations, and forthe implementation of corrective actions in case ofdelays.

The total float variance is also an essential planningcomponent to evaluate project time performance.

PM Chapter 08 Project Time Management

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