Project Time Management
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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
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Project Time Management
“The processes required to accomplish timely completion of the project”
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Why Time Management is Important?
Part of triple constraint, can’t manage one without the others (scope, time, and quality)
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How to Manage Time?Sven processes in order1. Plan Schedule Management2. Define Activities3. Sequence Activities4. Estimate Activity Resources5. Estimate Activity Durations6. Develop Schedule7. Control Schedule
Define
Activities
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule
Control Schedule
Plan Schedule Management
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Plan Schedule Management
Expert judgment .Analytical techniques .Meetings
Tools & Techniques
InputsOutput
Define
Activities
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule
Control Schedule
Plan Schedule Management
Project management planProject charter EnterpriseenvironmentalfactorsOrganizational processassets
Schedule managementplan
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Define ActivitiesEnterprise 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
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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 levelPlanning 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.
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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 environmentalfactorsOrganizational processassets
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
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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”
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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
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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
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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.
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Finish-to-StartLinkage (FS)
Start-to-StartLinkage (SS)
Finish-to-FinishLinkage (FF)
Start-to-FinishLinkage (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.)
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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
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15Project Management
Drawing networksActivities 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:
1 2xy
z1 2
3
x y
zDummy
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16Project Management
Drawing networks (cont.)
Many computer programs require one initial event and one exit/final event
What’s wrong with this? Can you explain?
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
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17
If there is a loop, it indicates a fault logic. There can not be a looping.
A E
D
CB
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04/10/2023 01:48 PM 18
60
70
80
20 40
30
50
A
B
What is wrong with this activity naming?
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19
60
70
80
20 40
30
50
45
There should be unique numbering and here we need dummies
A
B
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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 managementplan Activity list Activity attributesResource calendars Risk register Activity cost estimatesEnterprise environmentalfactors Organizational processassets
Activity resourcerequirements Resource breakdownstructureProject documentsupdates
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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 managementplan Activity list Activity attributes.Activity resourcerequirements Resource calendars Project scope statementRisk register Resource breakdownstructure Enterprise environmentalfactorsOrganizational processassets
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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)
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Critical Path• Longest time through the network diagram, the
shortest time the project is expected to takeSlack (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
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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!
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Estimating with PERT
PERT Formula (Expected Duration)• =(P+4M+O)/6
Standard Deviation = (P-O)/6Variance = [(P-O)/6]2
Task OOptimistic
MMost Likely
PPessimistic
PERT (Expected Duration)
Std Dev Variance
A 2 days
4 days
8 days
4.3 days
1 day
1 day
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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 managementplanActivity listActivity attributes Project schedulenetwork diagramsActivity resourcerequirements Resource calendars Activity durationestimatesProject scope statementRisk registerProject staff assignments Resource breakdownstructureEnterprise environmentalfactors Organizational process assets
Schedule baseline Project scheduleSchedule data Project calendars Project management planupdates Project documentsupdates
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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
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AON Network- Stage 1
A
B
Start
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A
B
Start
C
D
E
AON Network- Stage 2
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A
B
Start
C
D
E
F
G
Finish
AON Network- Stage 1-Completed
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AOA Network- Stage 1
Start
A
B
1
2
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Start
A
B
1
2
3
4
5
D
E
C
AOA Network- Stage 2
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Start
A
B
1
2
3
4
D
E
CF
G
Finish
AOA Network- Stage 3-Completed
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Critical Path-Example
A C D
B E F
Start
Finish
4 Weeks3 Weeks 2 Weeks
4 Weeks1 Week 3 Weeks
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Critical Path
Start – B – E – F – Finish: 8 weeksStart – 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?
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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
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Critical Path Determination
EFT=EST+DUR-1LST=LFT-DUR+1Total Float=Slack=LFT-EFT or LST-ESTCritical Path=A-C-DNon-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
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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 planProject scheduleWork performance data Project calendarsSchedule dataOrganizational processassets
Work performanceinformation.Schedule forecasts.Change requests Project management planupdates.Project documentsupdates.Organizational processassets updates
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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
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Gantt Chart-ex.1
http://www.matchware.com/images/special/gantt-chart-template-640.jpg
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Gantt Chart-ex 2
http://www.matchware.com/images/special/gantt-chart-template-640.jpg
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AON using earliest possible start of the activities
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AON using latest possible start of the activities
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Ghant Chart with Floats
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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
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Other Important Terms
Lag – Inserted waiting time between tasksFree Slack – Available delay time without impacting start of successorTotal Slack – Amount of time a task can be delayed without delaying project completion dateProject Slack – Amount of time a project can be delayed without impacting completion dates imposed by clientCrashing – Adding resources to critical path items to shorten scheduleFast Tracking – Performing critical path tasks in parallel rather than seriesResource Leveling – Adjusting completion dates of tasks to meet available resourcesHeuristics – Rules of thumb
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Individual Homework
Given the information provided by Instructor please construct a Gantt chart, with overlaps as specified. You should use a computer software
package