SECTION 6 PROJECT TIME MANAGEMENT. PROJECT TIME MANAGEMENT.
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Transcript of SECTION 6 PROJECT TIME MANAGEMENT. PROJECT TIME MANAGEMENT.
SECTION 6
PROJECT TIME MANAGEMENT
PROJECT TIME
MANAGEMENT
PROJECT TIME MANAGEMENT• PLAN SCHEDULE MANAGEMENT• DEFINE ACTIVITY• SEQUENCE ACTIVITY• ESTIMATE ACTIVITY RESOURCES• ESTIMATE ACTIVITY DURATION• DEVELOP SCHEDULE• CONTROL SCHEDULE
Objectives for DiscussionsPlan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resource
Estimate Activity Durations
Develop Schedule
Control Schedule
PROJECT TITLE
THE CONSTRUCTION OF A 2000 SEATER CAPACITY AUDITORIUM FOR GIMPA
Front View of the Auditorium to be built
Inner View of the Auditorium
FINAL PRODUCT
INTERIOR
2000 SEATER CAPACITY AUDITORIUM
PROJECT CHARTER
IDENTIFIED STAKEHOLDERS
PROJECT SCOPE STATEMENT
WORK BREAKDOWN STRUCTURE
tell how to plan anything
tell how to think when planning
tell how to decide when planning
tell how to act when planning
tell what to expect in planning
predict planning outcomes
tell the nature of plans
Planning Principles:
Assumption
Constraint
Objective
Arduousness
Uniqueness
Dynamism
Decision
Real plan
Execution
Stakeholder
Experience
Perspective
Iteration
Integration
Planning Principles
12
scopeWBS
cost
pro.
comms.
hr
quality
risktime
Project Management Plan
A Framework of Frameworks
13
The Time Sub-framework
SCOPEWBS
TIME
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Schedule Control
THE SPANISH COMPUTER
PLAN SCHEDULE MANAGEMENT
Planning process
PLAN SCHEDULE MANAGEMENT
• Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
• The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.
Tools and Techniques
• Expert Judgment
• Analytical Techniques
• Meetings
Outputs
• Schedule Management Plan
Inputs
• Project Management Plan
• Project Charter
• Enterprise Environmental Fs
• Organizational Process Assets
AUDITORIUM PROJECT
Create WBS
Define Activities
Plan Schedule Management
17
Plan Schedule Management
Plan Schedule Management• Project Schedule Model Development (Schedule Methodology, Schedule Tool to be used)
• Level of Accuracy (Acceptable ranged used in determining realistic activity duration estimates including amount of contingency)
• Unit of Measurement (Each unit for measurement be specified)
• Organizational Procedures Links (For the WBS provides a framework for the SMP)
• Project Schedule Model maintenance ( the process of updating the status and recording progress of the project in the schedule model is specified)
• Control Thresholds (Agreed upon amount of variance to be allowed before action is taken is specified)
• Rules of Performance measurement (Earned value management rules of performance are set, e.g. rule for establishing percent complete, SPI, SV etc.)
• Reporting Formats • Process Description (Description of each of the Schedule management processes are documented)
DEFINE ACTIVITIES
Planning process
DEFINE ACTIVITIES
• Define Activities is the process of identifying the specific actions to be performed to produce the project deliverables.
CLASSROOMCLASSROOMBLOCKBLOCK
SUBSUBSTRUCTURESTRUCTURE
SUPERSUPERSTRUCTURESTRUCTURE
EXCAVATION EXCAVATION & &
EARTHEARTHWORKWORK
MASONRYMASONRY CARPENTRYCARPENTRY PAINTINGPAINTINGCONCRETECONCRETEWORKSWORKS
STEELSTEELWORKSWORKS GLAZINGGLAZINGELECTRICAL ELECTRICAL
WORKSWORKSPLUMBING PLUMBING
WORKSWORKS
SIMPLIFIED WORK BREAK DOWN STRUCTURE FOR THE CONSTRUCTION OF SIMPLIFIED WORK BREAK DOWN STRUCTURE FOR THE CONSTRUCTION OF 2000 CAPACITY AUDITORIUM2000 CAPACITY AUDITORIUM
ACTIVITYACTIVITY1. Site Clearing1. Site Clearing2. Setting Out2. Setting Out3. Profiling3. Profiling4. Trenching4. Trenching5. Back Filling5. Back Filling
ACTIVITYACTIVITY1. Blinding1. Blinding2. Top Flow2. Top Flow
ACTIVITYACTIVITY1. Footing Wall1. Footing Wall2. Concrete 2. Concrete WorksWorks3. Block Work3. Block Work4. Plastering4. Plastering
ACTIVITYACTIVITY1. Reinforcement1. Reinforcement of Beams &of Beams & ColumnsColumns
ACTIVITYACTIVITY1. Form Work for1. Form Work for Beams & Beams & ColumnsColumns2. Framing (Doors2. Framing (Doors and Windows)and Windows)3. Roofing Rafters3. Roofing Rafters4. Roofing4. Roofing5. Ceiling5. Ceiling
ACTIVITYACTIVITY1. Conduiting1. Conduiting2. Wiring2. Wiring3. Fittings &3. Fittings & FixturesFixtures
ACTIVITYACTIVITY1. Pipe Laying1. Pipe Laying2. Fittings &2. Fittings & FixturesFixtures
ACTIVITYACTIVITY1. Fitting of Sheet1. Fitting of Sheet Glass &Glass & Louvre BladesLouvre Blades
ACTIVITYACTIVITY1. Application of1. Application of Undercoat &Undercoat & Finishing CoatFinishing Coat of Paintof Paint
Page 2
Group Work
22
Define Activities
5 minutes
Objectives
Plan activities
State activity attributes
Tools and Techniques
• Decomposition
• Templates
• Rolling Wave Planning
• Expert Judgment
Outputs
• Activity List
• Activity Attributes
• Milestone List
Inputs
• Scope Baseline
• Enterprise Environmental Fs
• Organizational Process Assets
AUDITORIUM PROJECT
Create WBS
Activity Sequencin
g
Define Activities Process
23
Define Activities
Identity A 100
Description Dig the house foundations
Calendar 5 days per week/ Mon to Fri
Duration 20 working days
Procurement Bought in items
Resources 5 men per day
Budget $20,000
WBS 1.1.1
Logic List preceding activities
Target Assigned Start and Finish Dates
Activity Attributes
DEFINED ACTIVITY ACTIVITIES DEFINITION
Interview Users Progress of identifying what the Client wants.
Define Project Objectives Defining quantitatively and qualitatively what the project should achieve
Feasibility Study Assessment of the Client environment
Define Deliverables Defining the expected outcomes over the life of the project
Define Milestone Defining the significant events in the project that occurs at a particular time
Define Technical Requirements Defining the requirements to ensure proper performance and to satisfy the client
Define Limits and Exclusions Defining what the project should not include or what should be left out
Review Requirements with Users Accessing the requirements with the client
Prepare Preliminary Design Developing a solution for the project
Develop Enterprise Architecture Developing a schematic frame work of the design
Prepare Data Flow Diagram Developing a frame work of the design
Prepare Detailed Design Developing a solution for the project into details
Prepare Physical Data Model
Prepare Data Dictionary defining all the data
Document Design Documenting Design
Develop Design Specification Specification of Design. Detailed Information
Review Design Accessing the Design
DEFINED ACTIVITIESDesign Logic Defining the sequences and the activities
Procure Software Packages Purchase of software needed
Purchase Database Purchase Database
Purchase User Interface Building Tool Purchase software for developing interface
Purchase Operating System Purchase software for developing interface
Develop Server Application Develop main server application
Develop User Interface Designing Interface
Develop XYZ Interface Designing Interface
Purchase Hardware Purchasing the hardware needed for the project
Assemble Hardware Putting the hardware items together
Perform Integration Process of the incorporating the hardware and software
Develop Installation plan Developing the Process of the incorporating the hardware and software
Site Preparation Preparing the location to install the hardware
Purchase Furniture Purchase Furniture needed for the hardware and Operator
Install hardware at Location Placing the hardware where it needed
Incorporate Hardware and Software installing the software on the computer
Testing of Software Performing a full test of the software
Adjustments Making necessary Adjustments
Develop User Manual Making Manual of how to use the software for the training
Train Senior Staff First providing training for the senior staff of the organization
Train Operators first providing training for the senior staff of the organization
Rollout Launch the Software
Monitoring and Evaluation Continuous assessment of the software performance
Activity Definition - Output
SequenceSequenceActivityActivity
OutputOutput InputInputCreate Create WBSWBS
Activity ListActivity List
27
SEQUENCE ACTIVITIES
Planning process
SEQUENCE ACTIVITIES
• Sequence Activities is the process of identifying and
documenting relationships among activities.
• Scheduled activities are sequenced with logic relationship.
30
2
Activity Representation
Activity on Arrow, AOA
(Program Evaluation and Review Technique PERT, Critical Path Method CPM)
Activity on Node, AON (CPM, PERT)
A B
Activities A and B
A
Activity A
Looped Activities, CDM (GERT)
Activities A and B
A B
Designating Activities
PROJECT TIME MANAGEMENT
32
Precedence Diagramming
Activity represented as a geometric diagram
Arrow represents connection
Called Activity-on-Node, AON
Used for PERT, CPM
Most common diagramming method
A B
33
Activity A is the predecessor of
activity B
BX
A
Activity Relationships
Activity B is the successor of
activity A
34
merge activity
burst activity
a b
1
2
3
x
y
z
Activity Types
35
merge activity
a
x
y
z
2 days
9 days
4 days
Critical Activity
36
Mandatory
Discretionary
External
Relationship Characteristics-Dependency Determination
37
a b
finish-to-start: b
cannot start until a
finishes
a b
a
bstart-to-start:
b cannot start until a
starts
a
b
a
b
finish-to-finish: b
cannot finish until a
finishes
a
b
a
bstart-to-finish: b
cannot finish until a starts
a
b
Diagramming Logic
finish-to-start: most common relationship
Diagramming Logic
• Finish to start
• Finish to finish
• Start to start
• Start to finish
• The Successor Activity cannot be started until the predecessor activity has already been completed
• The Successor Activity cannot be completed until the predecessor activity has already been completed
• The Successor Activity cannot be initiated until the predecessor activity has already been initiated
• The Successor Activity cannot be completed until the predecessor activity has already been initiated
Group Work
39
Activity Sequencing
5 minutes
Objectives
Determine dependencies
Sequence activities
40
Activity Predecessor
A Contract Signing None
B Questionnaire Design
A
C Target Market A
D Survey Sample B,C
E Develop Presentation
B
F Analyze result D
G Demographic Analysis
C
H Presentation to client
E,F,G
Sequencing Example
ACTIVITY SEQUENCING TABLETASK DESCRIPTION PRECEDING EVENT DURATION (DAYS)
A Measurement of Area None
B Move Equipments to Site A
C Excavation A
D Temporary Shoring BE Backfill D
F Compaction G
G Measure Cells C
H Bottom Liner DI Pipe Laying E, H
J Rock Layering F, Q, R
K Covering J
L Demarcate Roads A
M Grading A
N 1st Compact L, M
O Sub-base material N
P 2nd Compact O
Q Bitumen / Granite I
R 3rd Compact P
0 2
0
0 2
14 16
42
56 58
4 10
0
4 10
32 44
8
40 52
16 22
42
58 64
10 28
6
16 34
10 34
0
10 34
44 50
8
52 58
34 46
0
34 46
50 56
8
58 64
46 64
0
46 64
64 88
0
64 88
88 100
0
88 100
26 32
6
34 40
2 26
8
10 34
2 14
20
22 34
2 14
42
44 56
2 4
0
2 4
A = 2
B = 2
H = 18
F = 6
O = 12
D = 6
G = 2
N = 6
L = 12
C = 12
P = 6
I = 12
R = 6
E = 24
Q = 18
J = 24
K = 12
M = 24
PRECEDENT DIAGRAM
43
Precedence Diagramming Method (PDM)
A G
F
E
C
D
B
Finish-to-Start, AB
Finish-to-Finish, BC
Start-to-Start, BD
Start-to-Finish, DEE
D
A
B
C
44
A
Arrow Diagramming Method (ADM)
Activity represented as an arrow
Geometrical shapes represent
connections
Called Activity-on-Arrow, AOA
Used for PERT, CPM
Finish-to-start is the only possible
relationship
Tools and Techniques
• PDM
• Dependency Determination
• Schedule Network Templates
• Applying Leads and Lags
Outputs
• Project Schedule Network Diagrams
• Project Document Update
Inputs
• Project Scope Statement
• Activity List
• Activity Attributes
• Milestone List
• OPAs
AUDITORIUM PROJECT
Activity Definition
Schedule Developmen
t
45
Sequence Activities
Sequence Activities
SEQUENCED ACTIVITIES
PROJECT NETWORK DIAGRAM
Activity Sequencing - Output
Estimate Estimate Activity Activity
ResourcesResources
OutputOutput InputInputSequenceSequenceActivitiesActivities
Project Schedule Network DiagramsProject Schedule Network Diagrams
47
Copyright © 2006 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin 5–48
ESTIMATING PROJECT TIMES AND COSTS
• Project estimation is indeed a yardstick for project cost control. And if the yardstick is faulty, you start on the “wrong foot.”…..we exhort you not to underestimate the estimates.(Kharbanda and Pinto, 1996)
McGraw-Hill/Irwin 5–49
Estimating Projects
• Estimating– The process of forecasting or approximating the
time and cost of completing project deliverables.– The task of balancing the expectations of
stakeholders and the need for control while the project is implemented
• Types of Estimates– Top-down (macro) estimates: analogy, group
consensus, or mathematical relationships– Bottom-up (micro) estimates: estimates of
elements of the work breakdown structure
Copyright © 2006 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin 5–50
Factors Influencing the Quality of Estimates
A typical statement in the field is the desire to “have a 95
percent probability of meeting time and cost estimates.
Past experience is a good starting point for developing time and
cost estimates. Bust past experience must almost always be
refined by other considerations to reach the 95% probability
level.
Project, people, and external factors all need to be considered to
improve quality of estimates.
Copyright © 2006 The McGraw-Hill Companies. All rights reserved.
McGraw-Hill/Irwin 5–51
FACTORS INFLUENCING THE QUALITY OF ESTIMATES
• Planning Horizon• Project Duration• People• Project Structure and Organization• Padding Estimates• Organization Culture• Others
ESTIMATE ACTIVITY RESOURCES
Planning Process
ESTIMATE ACTIVITY RESOURCES
• Estimate Activity Resources is the process of estimating the type and quantities of materials, people, equipment, and supplies required to perform each Schedule activity.
Tools and Techniques
• Expert Judgment
• Alternatives Analysis
• Published estimating Data
• PM Software
• Bottom-Up Estimating
Outputs
• Activity Resource Requirements
• Resource Breakdown Structure
• Project Document Update
Inputs
• EEF
• OPA
• Activity List
• Activity Attributes
• Resource Calendar
AUDITORIUM PROJECT
Activity List
Activity Duration Estimatin
g
54
Estimate Activity Resources
Estimate Activity Resources
ESTIMATION OF RESOURCESCODE ACTIVITY RESOURCES
MATERIAL EQUIPMENT LABOUR
1.1.1 Evacuate / Earthwork
1.1.1.0 Measurement of Area Linen Tape 2 Technicians
1.1.1.1 Move Equipments to Site Payloader 3 Operators
1.1.1.2 Excavation Bulldozer & Excavator
3 Operators
1.1.1.3 Temporary Shoring Timber 2 Technicians, 6 Labours
1.1.1.4 Backfill Clay, Cement, Sand and Stone
2 Technicians, 6 Labours
1.1.1.5 Compaction Clay / Literite Compactor 2 Operators
1.2.1 Construction of Cells
1.2.1.0 Measure Cells Total Station Equipment
2 Surveyors, 1 Labourer
1.2.1.1 Bottom Liner Synthetic flexible Membrane
10 Labourers, 2 Technicians
1.2.1.2 Pipe Layering PVC Pipes, Clips and Glue 2 Technicians, 6 Labourers
1.2.1.3 Rock Layering Granite Rocks Tipper Trucks 3 Technicians, 10 Labourers
1.2.1.4 Covering Membrane Liner 3 Technicians, 10 Labourers
ESTIMATION OF RESOURCES con’tCODE ACTIVITY RESOURCES
MATERIAL EQUIPMENT LABOUR1.3.2 Access Road
1.3.2.0 Demarcate Roads Total Station Equipment and Linen Tape
2 Surveyors, 1 Labourer
1.3.2.1 Grading Grader 1 Grader Operator
1.3.2.2 1st Compact Roller 1 Operator
1.3.2.3 Sub-base material Laterite and Water Tipper Truck 2 Operators, 2 Labourers
1.3.2.4 2nd Compact Roller 1 Operator
1.3.2.5 Bitumen / Granite Chippings
Bitumen and Granite Chippings
1 Operator, 1 Labourer
1.3.2.6 3rd Compact Roller 1 Operator
Inputs-Estimate Activity Resources
1. Activity List2. Activity Attributes3. Resource CalendarsInformation on which resource (such as people, equipment, and
material) are potentially available during planned activity duration is used for estimating resource types. Resource calendars specify when and how long identified project resources will be available during the duration of the project.
4. Enterprise Environmental Factors (EEFs)5. Organizational Process Assets (OPAs)
Tools and Techniques-Estimate Activity Resources
1. Expert Judgment2. Alternative AnalysisMany Schedule activities have alternative methods of accomplishment.3. Published Estimating DataSeveral companies routinely publish updated production rates and unit cost of
resources for an extensive array of labor trades, material, and equipment for different countries and geographical locations within countries.
4. Bottom-Up EstimatingWhen an activity cannot be estimated within a reasonable degree of confidence, the work within the activity is decomposed into more detail. The resource needs are estimated. These estimates are then aggregated into a total quantity for each of the activity’s resources.
5. Project Management SoftwareProject Management Software has the capability to help plan, organize, and manage
resource pools and develop resource estimates. Depending upon the sophistication of the software, resource breakdown structures, resource availabilities, and resource rates can be defined, as well as various resource calendars.
Outputs-Estimate Activity Resources
1. Activity Resource Requirements2. Resource Breakdown Structure3. Project Document Update
RESOURCES AND COST ESTIMATIONS
SITE PREPARATIONACTIVITY RESOURCES NO. OF STAFF /
ITEMSCOST (1 L=10)
DAYS TOTAL COST
Site Preparation
Labour and Equipment
Labour (L)= 4Equipment (E) = 1
GHC 40GHC 100
77
280700
Setting Out Labour Labour (L) = 3 GHC 30 5
Excavation of trench and pits
Labour and equipment
Labour (L) = 6Equipment (E) = 1
GHC 60GHC 166.67
33
180500
Casting of columns and beams
Labour and equipment
Labour (L) = 5Equipment = 1
GHC 50GHC 75
22
100150
Foundation concrete / block work
Labour and equipment
Labour (L) = 6Equipment (E) = 1
GHC 60GHC 150
11
60150
Hardcore filling / back filling
Labour Labour (L) = 3 GHC 30 3 90
Floor bed Labour and equipment
Labour (L) = 5Equipment (E) = 1
GHC 50GHC 10.71
1414
700150
TOTAL COST ESTIMATION = GHC3,060
ACTIVITY RESOURCES NO. OF ITEMS
COSTDAYS TOAL
COST
Timber Members Labour Labour = 5equipment =1 GHC 3.5 5
87.517.5
Joinery Labour Labour = 4 GHC 3.5 7 98.0
Roofing Labour Labour = 5 GHC 3.5 4 70.0
Metal works Labour Labour = 4 GHC 3.5 342.0
Iron mongery Labour Labour = 3 GHC 3.5 4 42.0
Fitting and Fixtures Labour Labour = 2 GHC 3.5 3 21.0
Glazing Labour Labour = 3 GHC 3.5 7 73.5
TOTAL COST ESTIMATION = 451.50
CARPENTRY WORKS
RESOURCES AND COST ESTIMATIONS
RESOURCE ESTIMATED
ACTIVITIES RESOURCES
MATERIAL EQUIPMENT MAN
CIVIL WORKS Cement, Sand, Stone, etc Concrete Mixers, Vibrators, Shovels, etc
Supervisor, Engineers Labourers
ELECTRICAL WORKS
Cables, Plugs, Switches, Pipes, Sockets, etc
Drills, Chisels, Hammers, Testors, etc
Supervisor, Engineers Labourers
MECHANICAL WORKS
Metals, Screws, Welding Rods, etc
Cutting Machines, Welding Machines, etc
Supervisor, Engineers Labourers
HORTICULTURAL & LANDSCAPING
Grass, Soil, Trees, etc
Hand Fork, Spade, Wheel Barrow, Pick Axe,etc
Supervisor, Labourers
INSTALLATION WORKS
Flexible Screws, Computers, Tables, etc.
Screw Drivers, Touch Light, Spanners, etc
Supervisor, Engineers Labourers
Estimate Activity Resources - Output
EstimateEstimateActivity Activity
DurationsDurations
OutputOutput InputInputActivity Activity Resource Resource EstimatingEstimating
Activity Resource RequirementsActivity Resource Requirements
63
ESTIMATE ACTIVITY DURATIONS
Planning process
ESTIMATE ACTIVITY DURATIONS
• Estimate Activity Durations is the process of approximating the number of work periods needed to complete individual activities with estimated resources.
Group Work
66
Activity Duration Estimating
5 minutes
Objective - determine duration per
activity
Transformation
• Expert Judgment
• Analogous Estimating
• Parametric Estimating
• Three Point Estimates
• Reserve Analysis
Outputs
• Activity Duration Estimates
• Activity Attributes (U)
Inputs
• EEF
• OPA
• Project Scope Statement
• Activity List
• Activity Attributes
• Activity Resource Requirements
• Resource Calendars
AUDITORIUM PROJECT
Activity Definition
Develop Schedule
67
Estimate Activity Durations
Estimate Activity Durations
FATHER AND SON
Tools and Techniques-Estimate Activity Durations
1. Expert Judgment2. Analogous EstimatingAnalogous duration estimating uses the actual duration of a previous, similar activity
as the basis for estimating the duration of a future activity. It is frequently used to estimate project duration when there is limited amount of detailed information about the project, for example, in the early phases of a project. This is most reliable when previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.
3. Parametric EstimatingActivity durations can be quantitatively determined by multiplying the quantity of
work to be performed by the productivity rate. 4. Three points EstimatesThe accuracy of the activity duration estimate can be improved by considering the
amount of risk in the original estimate. Three-point estimates are based on determining three types of estimates:
Three points Estimates-Tools and Techniques-Estimate Activity Durations
• Most likely. The duration of the schedule activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the schedule activity, dependencies on other participants, and interruptions.
• Optimistic. The activity duration is based on a best-case scenario of 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 the three estimate duration.
Estimated Time = (a + 4m + b)/6
a = optimistic
b = pessimistic
m = likely
71
Duration Estimating
72
Activity Optimistic Most Likely
Pessimistic
Locate Site
7 12 23
Clear Site 4 7 11
Dig Trenches
13 15 28
Three Point Estimates
Tools and Techniques-Estimate Activity Durations
1. Reserve AnalysisProject team can choose to incorporate additional
time refereed to as contingency reserves, time reserves, or buffers into the overall project schedule as a recognition of schedule risk. This contingency reserve may be a percentage of the estimated activity duration, a fixed number of a work periods, or may be developed by quantitative schedule risk analysis. This may be reduced or eliminated, as more precise information about the project become available.
Activity Duration Estimating - Output
Develop Develop ScheduleSchedule
OutputOutput InputInputActivity Activity Duration Duration
EstimatingEstimating
Activity Duration EstimatesActivity Duration Estimates
74
Outputs-Estimate Activity Durations
1. Activity Duration EstimatesActivity duration estimates are quantitative assessment of the likely number of work periods that will be required to complete a schedule activity.
Activity duration estimates include some indication of the range of possible results. For example:
• 2 weeks + 2 days (assuming a five-day workweek)• 15% probability of exceeding three weeks to indicate a high
probability--- 85% that the activity will take three weeks or less
2. Project Document Updates
76
Early Attributes - Forward Pass
7930
additive methodology
3 1912123
pass to next activity
77
Forward Pass – Merge Activity
3?
71912
9123
biggest is better
78
Late Attributes - Backward Pass
3 79
subtractive methodology
190 3 3 12 12
pass from previous activity
79
Backward Pass – Merge Activity
3
?
7
1912
9
123
smallest is cute
80
Determining Activity Float
3 7
13
9
81
Assignment
4
217
113
1. Do a forward pass.
2. Do a backward pass.3. Calculate float per activity.
ED
CBA0 3 3 7 7 1
8
3 20
20
22
22
20
20
9
20
3
9530
82
The Critical Path
3
2
2
46
17
1
10
71
start
end
1. Find the length of the green path.
2. Find the length of the yellow path.3. Find the length of the green path.
83
Diagramming Example
Activity Predecessor Duration
A Contract Signing None 5
B Questionnaire Design
A 5
C Target Market A 6
D Survey Sample B,C 13
E Develop Presentation
B 6
F Analyze result D 4
G Demographic Analysis
C 9
H Presentation to client
E,F,G 2
84
Diagramming Example
2. Find the length of each path.
3. Determine the longest path.4. Do a forward pass.5. Do a backward pass.
6. Find the float of each activity.7. Which activities have zero float?
1. Draw the network diagram.
PROJECT TIME MANAGEMENTTypes of Float or Slack
– Free Slack• Amount of time task can be delayed without delaying the early start
of its successor
– Total Slack• Amount of time a task can be delayed without delaying the project
completion date
– Project Slack• Amount of time a project can be delayed without delaying the externally
imposed project completion date, usually set by stakeholders
Float
• Floats: This is the amount of time that a schedule activity can be delayed without delaying the early start of any immediately following schedule activities.(also called a slack)
PROJECT TIME MANAGEMENT
PROJECT TIME MANAGEMENT Float or Slack
• Float or Slack– Amount of time a task can be delayed without delaying the
project– All tasks on the critical path have zero slack– Critical path tasks which are delayed result in negative slack– Allows for better allocation of resources– Assists team members in juggling multiple tasks– Calculated by either LS – ES, or LF - EF
• Lag– Inserted waiting time between tasks
88
Diagramming Example
5
9
135
G
D F2
H4
B
A
6
C
E6
0
5
0 5
5
6 11
10
5
5
11
11
11
11
24
24 24
24
28
28
19
11
28
20
10
22
16
28
28
28
30
30
early start
finishstart
late
early
float
late start
early finish
late finish
Float = late start – early startFloat = late finish – early finish
to float there is a start formula and a finish formula and we always begin late.
Defining Activity Attributes
PROJECT TIME MANAGEMENT
90
Schedule Optimization
Crashing
Fast racking
Resource Leveling - reallocation
Fast Tracking
• Doing critical path activities in parallel that were originally planned in series.
Fast tracking
• Fast tracking often result in rework, usually increases risk and requires more attention to communication
5 days 7 days 4 days
5 days
7 days
4 days
PROJECT TIME MANAGEMENT
If float is:
positive; you are not OK, Optimise
zero; you are OK; you may optimise
negative; you are very OK, you may
optimise
Optimisation Rules
PROJECT TIME MANAGEMENT
Fast tracking
a
b
t
t
total time = t + t
t
a b
t t
serial execution parallel execution
PROJECT TIME MANAGEMENT
Normal time – required to carry out activity un-crashed
Crash time – required to carry out activity crashed
Normal cost – expended cost when un-crashed
Crash cost – expended cost when crashed
Crashing gradient
b
a
Cost
Time
Normal Position
Crashed Position
Crashing Logic
PROJECT TIME MANAGEMENT
Crashing Gradient = Crash Cost Normal
Cost-
Normal Time
Crash Time-
Crashing Gradient
PROJECT TIME MANAGEMENT
Activity
Crashing Gradient
A Ghc2400/day
B Ghc2400/day
C Ghc2100/day
D Ghc2500/day
Crashing Example I
PROJECT TIME MANAGEMENT
Activity Normal Time
Crash Time
Normal Cost Crash cost
A 10 days 5 days $1,000.00 -B 16 days 8 days $1,500.00 -C 8 days 4 days - $2,000.0
0
D 20 days 12 days - $2,000.00
Crashing Example II
PROJECT TIME MANAGEMENT
Assignment – Crashing Gradient
Normal Crashed
Activity
Duration
(weeks)
Cost(GH¢ )
Duration(weeks)
Cost(GH¢ )
A 3 1,500.00 2 2,000.00
B 5 3,500.00 4 5,000.00
C 4 6,800.00 3 7,500.00
D 5 2,500.00 3 6,000.00
E 7 4,200.00 6 5,400.00
F 4 2,000.00 3 2,700.00Find the crash cost per week per activity
Assuming all activities are on the critical path:
Which activity should be crashed first?
Which activity should be crashed next?
Which activity should be crashed last?
GH¢ 500.00
GH¢ 1,500.00
GH¢ 700.00
GH¢ 1,750.00
GH¢ 1,200.00
GH¢ 700.00
PROJECT TIME MANAGEMENT Eliminate tasks
Re-plan serial paths to be parallel (fast track)
Overlap sequential tasks
Shorten the duration of critical path tasks (crash)
Shorten early tasks
Shorten longest tasks
Shorten easiest tasks
Shorten tasks that cost the least to speed up
Reallocate resources
Increase productivity
Critical chain method
Scenario analysis
Monte Carlo simulation
Reducing the Critical Path
– Monte Carlo Simulation
• Uses computer to simulate outcome based on PERT estimates
• Provides: – probability of completing project on a specific day– Probability of completing project for any specific amount
of cost– Probability of any task being on the critical path– Overall project risk
• Estimates are closer to reality than PERT
Schedule Compression and General Impact
Option General Impacts to the Project
Fast track • Add risk
Crash •Almost always adds cost
Reduce Scope •Could save cost and time
• May negatively impact satisfaction
Cut Quality • Could save cost and resource
•May increase risk
•Requires good metric
103
Network Showing Float Per Activity
Which path is the critical path?
0
0
2
00
21
6
2
03
start
endI
K
CA
H
GFE
B
J
D
104
Critical Path and Risk Exposure
F
D
B
8
9
5
4
3
4
A
C
E
Consider a project with the following information
Activity
Duration (Weeks)
Predecessors
ES
EF
LS
LF
Slack
A 3 - B 2 A C 7 A D 3 B,C E 5 B F 4 D G 2 C H 5 E,F,G
Question• Construct a network diagram using the information.• With the network diagram in a) above, complete the table.• Which of the network paths is the critical path?• Your Chief Executive Officer wants the project to be
completed in 19 weeks. Identify two ways of achieving that end and discuss the pros and cons of each recommendation.
• What happens when the duration of activity G is changed to 7 weeks?
• How would you resolve the difficulty created with the new information in e) above?
CITY LIGHT BOXING
DEVELOP SCHEDULE
KNOWLEDGE AREA-PROJECT TIME MANAGEMENT
DEVELOP SCHEDULE
• Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. Entering the activities, durations and resources, into the scheduling tools generate a schedule with planned dates for completing project activities.
DEVELOP SCHEDULE• Developing the project schedule is often an iterative process.
It determines the planned start and finish dates for project schedules and milestones.
• Schedule development can require the review and revision of duration estimates and resource estimates to create an approved project schedule that can serve as a baseline to tract progress.
• Developing the schedule continues throughout the project as work progresses, the project management plan changes, an anticipated risk events occur or disappear as new risks are identified.
Transformation
• Schedule Network Analysis
• Critical Path method
• Schedule Compression
• Scenario Analysis
• Resource Leveling
• PM Software
• Adjusting Leads and Lags
• Schedule Modeling
• Applying Calendars
Outputs
• Project Schedule
• Schedule Baseline
• Resource Requirements (U)
• Activity Attributes (U)
• Project Calendar (U)
• Requested Changes
• Project Management Plan (U)
Inputs
• Activity List
• Activity Attributes
• OPA
• Project Scope Statement
• Project Management Plan
• Activity Duration Estimates
• Resource Calendars
• Resource Requirements
• Schedule Network Diagrams
Develop Schedule
All other Planning processe
s
AUDITORIUM PROJECT
Executing Process Group
PROJECT TIME MANAGEMENT
Schedule Development
SchedulingMethod
SchedulingTool
ScheduleModel
BarChart
NetworkDiagram
ActivityList
ScheduleBaseline
Schedule
Data
Project Schedules
PROJECT SCHEDULEACTIVITY RESOURCES
(US$)RESPONSIBILITY
START DATE FINISH DATE
Measurement of Area 01/04/2013 02/04/2013 2,060.00 Operations / Logistics
Move Equipments to Site 02/04/2013 03/04/2013 27,600.00 Civil Engineer
Excavation 04/04/2013 16/04/2013 161,220.00 Operations / Logistics
Temporary Shoring 06/04/2013 12/04/2013 21,200.00
Project Coordinator / Civil Engineer
Backfill 19/04/2013 13/05/2013 35,160.00 Civil Engineer
Compaction 25/04/2013 22/05/2013 17,720.00 Civil Engineer
Measure Cells 30/04/2013 01/05/2013 3,060.00 Operations / Logistics
Bottom Liner 23/05/2013 10/06/2013 34,990.00 Civil Engineer
Pipe Laying 03/06/2013 15/06/2013 25,520.00 Civil Engineer
Rock Laying 13/06/2013 07/07/2013 52,800.00 Civil Engineer
PROJECT SCHEDULEACTIVITY RESOURCES
(US$)RESPONSIBILITY
START DATE FINISH DATE
Covering 17/07/2013 29/07/2013 21,860.00 Civil Engineer
Demarcate Roads 03/04/2013 15/04/2013 20,360.00 Civil Engineer
Grading 19/04/2013 13/05/2013 53,800.00 Civil Engineer
1st Compact 26/04/2013 02/05/2013 13,300.00 Civil Engineer
Sub-base material 30/04/2013 11/05/2013 91,140.00 Civil Engineer
2nd Compact 04/05/2013 10/05/2013 12,300.00 Civil Engineer
Bitumen / Granite 07/05/2013 25/05/2013 140,670.00 Operations / Logistics
3rd Compact 07/05/2013 13/05/2013 15,300.00 Civil Engineer
Project Schedule & Activity Duration
DEVELOPED SCHEDULE ACTIVITY NUMBER
TASK NAMES DURATION START DATE END DATE PREDECESSORS RESOURCES NAMES
1XYZ MOTORS CUSTOMER DATABASE DESIGN
80.7 days Mon 4/8/13 Mon 7/29/13
2DEFINE USER REQUIREMENTS 12 days Mon 4/8/13 Tue 4/23/13
3 Interview Users 5 days Mon 4/8/13 Fri 4/12/13 Vehicle4 Define Project Objectives 1 day Mon 4/15/13 Mon 4/15/13 3
5Feasibility Study
3 days Tue 4/16/13 Thu 4/18/13 3,4Camera, Design Engineer, Hardware
6 Define Deliverables 1 day Fri 4/19/13 Fri 4/19/13 57 Define Milestone 1 day Mon 4/22/13 Mon 4/22/13 68 Define Technical 3 days Fri 4/19/13 Tue 4/23/13 59 Define Limits and Exclusions 1 day Fri 4/19/13 Fri 4/19/13 5
10 Review Requirements with 1 day Mon 4/22/13 Mon 4/22/13 911 DESIGN 8.5 days Wed 4/24/13 Mon 5/6/1312 Prepare Preliminary Design 3.5 days Wed 4/24/13 Mon 4/29/13
13Develop Enterprise Architecture
1.5 days Wed 4/24/13 Thu 4/25/13 8Design Engineer,Software Engineer
14 Prepare Data Flow Diagram 2 days Thu 4/25/13 Mon 4/29/13 13Design Engineer,Software Engineer
15 Prepare Detailed Design 4 days Mon 4/29/13 Fri 5/3/13
16 Prepare Physical Data Model 1 day Mon 4/29/13 Tue 4/30/13 14Design Engineer,Laptop,Software Engineer
17 Prepare Data Dictionary 3 days Tue 4/30/13 Fri 5/3/13 16 Design 18 Document Design 3 days Tue 4/30/13 Fri 5/3/13
19Develop Design Specification
3 days Tue 4/30/13 Fri 5/3/13 16Design Engineer,Hardware Engineer,Conference
20 Review Design 1 day Fri 5/3/13 Mon 5/6/13 19Design Engineer,Hardware Engineer,Conference
21 SOFTWARE DEVELOPMENT 18 days Fri 5/3/13 Wed 5/29/13
22 Design Logic 10 days Fri 5/3/13 Fri 5/17/13 19Design Engineer,Laptop,Software
23 Procure Software Packages 8 days Fri 5/17/13 Wed 5/29/1324 Purchase Database 1 day Fri 5/17/13 Mon 5/20/13 22 Software
DEVELOPED SCHEDULE25 Purchase User Interface 1 day Fri 5/17/13 Mon 5/20/13 22 Software 26 Purchase Operating System 1 day Tue 5/28/13 Wed 5/29/13 22 Software 27 Develop Server Application 5 days Mon 5/20/13 Mon 5/27/13 24 Software 28 Develop User Interface 2 days Wed 5/22/13 Fri 5/24/13 25 Software 29 Develop XYZ Interface 2 days Fri 5/24/13 Tue 5/28/13 25 Software 30 HARDWARE 4.4 days Fri 5/3/13 Thu 5/9/1331 Purchase Hardware 2 days Fri 5/3/13 Tue 5/7/13 19 Funds,Hardware
32 Assemble Hardware 2.4 days Tue 5/7/13 Thu 5/9/13 31Monitor,Hardware Engineer,IT Personnel,Key Board,Labor,Modem,Power
33 Perform Integration 11.2 days Mon 5/20/13 Tue 6/4/13
34 Develop Installation plan 2 days Mon 5/20/13 Wed 5/22/13 25,32Hardware Engineer,IT Expert,Software Engineer
35 Site Preparation 2 days Wed 5/22/13 Fri 5/24/13 34 Labor36 Purchase Furniture 0.33 days Fri 5/24/13 Fri 5/24/13 35 Funds,Vehicle,Labor
37 Install hardware at Location 3 days Wed 5/22/13 Mon 5/27/13 34Monitor,Hardware Engineer,IT Personnel,Key Board,Labor,Modem,Power
38Incorporate Hardware and Software
0.2 days Mon 5/27/13 Mon 5/27/13 37
Software,Software Engineer,Monitor,Hardware Engineer,IT Personnel,Key Board,Labor,Modem,Power
39 Testing of Software 2 days Mon 5/27/13 Wed 5/29/13 38 Software Engineer,IT 40 Adjustments 4 days Wed 5/29/13 Tue 6/4/13 39 Software Engineer,IT 41 TRAINING 12 days Wed 5/29/13 Fri 6/14/1342 Develop User Manual 4 days Wed 5/29/13 Tue 6/4/13 39 Papers,Laptop,Printer,Scann
43 Train Senior Staff 3 days Tue 6/11/13 Fri 6/14/13 42Projector,Learning Material,Lunch,Papers,Conference Space,Trainer
44 Train Operators 5 days Tue 6/4/13 Tue 6/11/13 42Projector,Learning Material,Lunch,Papers,Conference Space,Trainer
45 IMPLEMENTATION 31 days Fri 6/14/13 Mon 7/29/1346 Rollout 1 day Fri 6/14/13 Mon 6/17/13 43,4447 Monitoring and Evaluation 30 days Mon 6/17/13 Mon 7/29/13 46 IT Expert,IT Personnel
Weeks 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th Activity (Work) Inception report Designing and testing of criteria for assessing EA reports and EPA internal instruments
Review and application of criteria to GEDAP EA reports and EPA internal instruments
Comparative analyses of Ghana EPA’s EIA procedure and those of the World Bank and AfDB
Progress Report Designing and testing of needs assessment criteria for identifying need gaps from EPA personnel in charge of EA and monitoring
Travelling to all EPA Regional Offices, Project Offices and Training School to interview relevant staff and apply needs assessment criteria, Report writing
Final Draft Report Final Report*
ACTIVITY (WORK) SCHEDULE
Tools and Techniques-Develop Schedule
• Schedule Network Analysis1. Critical Path Method2. Critical Chain Method• Is a schedule Network Analysis Technique• It is used to account for limited or restricted resources• Used to schedule high risk tasks early in the project so that problem can be identified and
addressed right away• Combines deterministic (step-by-step) and probabilistic approaches
3. Resource leveling• Used to address schedule activities that need to be performed to meet specified delivery
dates• Address a situation where shared or critical required resources are only available at
certain times or are only available in limited quantities etc.
4. What-if scenario analysisThis is analysis of the question” what if the situation represented by scenario “X” happens?. A
schedule network analysis is performed using the schedule to compute the different scenarios, such as delaying a major component delivery etc.
Tools and Techniques-Develop Schedule
5. Applying leads and Lags6. Schedule CompressionSchedule compression shortens the project schedule without changing the project
scope, to meet schedule constraints, imposed dates, or other schedule objectives.
• Crashing. -Greatest amount of compression for the least incremental cost-Bringing additional resources-Result in increased risk and /or cost
• Fastracking-Activities or Phases that normally would be performed in sequence are performed in parallel-May result in rework and increased risk
7. Scheduling ToolThe schedule tool helps to manage schedule components and the rules for relating and using the components to represent the process for completing a project.
PROJECT TIME MANAGEMENT
Schedule Development
SchedulingMethod
SchedulingTool
ScheduleModel
BarChart
NetworkDiagram
ActivityList
ScheduleBaseline
Schedule
Data
Project Schedules
Output-Develop Schedule
Project Schedule• Milestone Charts• Bar charts• Project Schedule Network diagrams
PROJECT TIME MANAGEMENTDevelop Project Schedule - OUTPUTS
– Milestone charts• Show major events or achievements• Always show completion of an activity• Have no duration
– Bar (Gantt) charts• Used for Progress reporting• They are not project plans
ACTIVITY SCHEDULE
3RD WEEK 4TH WEEK2ND WEEKBARCHART
1ST WEEK
CONFIRMATION OF DATE/ VENUE
PRINTING OF CARDS
DISTRIBUTION OF CARDS
ORDERING OF WEDDING CAKE/ PASTRIES/DRINKS
ARRANGEMENT FOR BRIDAL VEHICLES/DECORATION
HOTEL ACCOMMODATION BOOKING
VIDEO/PHOTO/MUSIC
MONITORING/ CONTROL
WEDDING/REFRESHMENT/ HONEYMOON
ACTIVITY SCHEDULE
3RD WEEK 4TH WEEK2ND WEEKMILESTONECHART 1ST WEEK
CONFIRMATION OF DATE/ VENUE
PRINTING OF CARDS
DISTRIBUTION OF CARDS
ORDERING OF WEDDING CAKE/ PASTRIES/DRINKS
ARRANGEMENT FOR BRIDAL VEHICLES/DECORATION
HOTEL ACCOMMODATION BOOKING
VIDEO/PHOTO/MUSIC
MONITORING/ CONTROL
WEDDING/REFRESHMENT/ HONEYMOON
Project Schedule
CONTROL SCHEDULE
MONITORING AND CONTROLLING
Schedule Control Data Flow
Control Schedule
• Control Schedule is the process of monitoring the status of the projects to update project progress and managing changes to the schedule.
Control Schedule
Schedule control is concerned with:• Determining the current status of the project
schedule• Influencing the factors that create schedule
changes,• Determining that the project schedule has
changed• Managing the actual changes as they occur.
Schedule Control is a component of the Perform Integrated Change Control process
Tools and Techniques
• Performance Review
• Project Management Software
• Variance Analysis
• Resource Leveling
• What-if-Scenario analysis
• Adjustment leads and lags
• Schedule compression
• Schedule tool
Outputs• Work Performance measurements
• Organizational Process Assets updates
• Change Requests
• Project management Plan updates
• Project document updates
Inputs
• Project Management Plan
• Project Schedule
• Work Performance Information
• Organizational Process Assets
Control Schedule
AUDITORIUM PROJECT
Direct and Manage
Project Work
Close Project
133
Tool and Techniques
• This is an analysis of the question “What if the situation represented by scenario ‘X’ happens?”
• A schedule network analysis is performed using the schedule to compute the different scenarios, such as delaying a major component delivery, extending specific engineering durations, or introducing external factors, such as a strike or a change in the permitting process. The outcome of the whatif scenario analysis can be used to assess the feasibility of the project schedule under adverse conditions, and in preparing contingency an response plans to overcome or mitigate the impact of unexpected situations. Simulation involves calculating multiple project durations with different sets of activity assumptions. The most common technique is Monte Carlo Analysis, in which a distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project.
Tools and Techniques- Performance Reviews
• Performance reviews measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. If earned value management (EVM) is utilized the schedule variance (SV) (Section 7.3.2.1) and schedule performance index (SPI) (Section 7.3.2.3) are used to assess the magnitude of schedule variations.
• An important part of schedule control is to decide if the schedule variation requires corrective action. For example, a major delay on any activity not on the critical path may have little effect on the overall project schedule, while a much shorter delay on a critical or near-critical activity may require immediate action.
Tools and Techniques- Variance Analysis
Schedule performance measurements (SV, SPI) are used to assess the magnitude of variation to the original schedule baseline. The total float variance is also an essential planning component to evaluate project time performance. Important aspects of project schedule control include determining the cause and degree of variance relative to the schedule baseline (Section 6.5.3.2) and deciding whether corrective or preventive action is required.
Tools and Techniques- Project Management Software
• Project management software for scheduling provides the ability to track planned dates versus actual dates, and to forecast the effects of changes to the project schedule.
Tools and Techniques-Adjusting Leads and Lags
The project management team determines the dependencies that may require a lead or a lag to accurately define the logical relationship.
The use of leads and lags should not replace schedule logic.Activities and their related assumptions should be documented.
A lead allows an acceleration of the successor activity. For example, on the 2000 Seater Capacity project, the landscaping could be scheduled to start 2 weeks prior to the scheduled activity. This would be shown as a finish-to-start with a 2-week lead.
A lag directs a delay in the successor activity. For example, a technical writing team can begin editing the draft of a large document 15 days after they begin writing it. This could be shown as a start-to-start relationship with a 15-day lag.
Tool and Technique-Critical Chain Method
Critical chain is a schedule network analysis technique that modifies the project schedule to account for limited resources. Initially, the project schedule network diagram is built using duration estimates with required dependencies and defined constraints as inputs. The critical path is then calculated. After the critical path is identified, resource availability is entered and the resource-limited schedule result is determined. The resulting schedule often has an altered critical path.
Tool and Technique-Critical Chain method
The resource-constrained critical path is known as the critical chain. The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty.
Tool and Technique- What-if Scenario Analysis
• This is an analysis of the question “What if the situation represented by scenario ‘X’ happens?”
• A schedule network analysis is performed using the schedule to compute the different scenarios, such as delaying a major component delivery, extending specific engineering durations, or introducing external factors, such as a strike or a change in the permitting process. The outcome of the what if scenario analysis can be used to assess the feasibility of the project schedule under adverse conditions, and in preparing contingency and response plans to overcome or mitigate the impact of unexpected situations.
Tools and TechniquesSchedule Compression Techniques
• Crashing. A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost.
• Examples of crashing could include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing only works for activities where additional resources will shorten the duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
Tools and TechniquesSchedule Compression Techniques
• Fast tracking. A schedule compression technique in which phases or activities normally
• performed in sequence are performed in parallel. An example is constructing the foundation
• for a building before completing all of the architectural drawings. Fast tracking may result in
• rework and increased risk. Fast tracking only works if activities can be overlapped to shorten
• the duration.
Output-Project ScheduleMilestone charts. These charts are similar to bar charts, but only identify the scheduled start or
completion of major deliverables and key external interfaces. Example shown in Figure 6-14
Bar charts. These charts, with bars representing activities, show activity start and end dates, as well as expected durations. Bar charts are relatively easy to read, and are frequently used in management presentations. For control and management communication, the broader, more comprehensive summary activity, sometimes referred to as a hammock activity, is used between milestones or across multiple interdependent work packages, and is displayed in bar chart reports. An example is the summary schedule portion of Figure 6-14 that is presented in a WBS structured format.
Project schedule network diagrams. These diagrams, with activity date information, usually show both the project network logic and the project’s critical path schedule activities. These diagrams can be presented in the activity-on-node diagram format, as shown in Figure 6-7, or presented in a time-scaled schedule network diagram format that is sometimes called a logic bar chart, as shown for the detailed schedule in Figure 6-14. This example also shows how each work package is planned as a series of related activities.
Outputs-Schedule BaselineA schedule baseline is a specific version of the project schedule developed from the schedule network analysis. It is accepted and approved by the project management team as the schedule baseline with baseline start dates and baseline finish dates. The schedule baseline is a component of the project management plan.
Schedule DataThe schedule data for the project schedule includes at least the schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints. The amount of additional data varies by application area. Information frequently supplied as supporting detail includes, but is not limited to:
• Resource requirements by time period, often in the form of a resource histogram,• Alternative schedules, such as best-case or worst-case, not resource-leveled, or resource leveled, with or without imposed dates, and• Scheduling of contingency reserves.
Schedule data could include such items as resource histograms, cash-flow projections, and order and delivery schedules.
Project Schedule
PROJECT TIME MANAGEMENT
Schedule baseline – one of three baselines that
make up the performance baseline
Performance baseline
Scope baseline
Schedule baseline
Cost baseline
Project Management Plan = Performance Baseline
Schedule Baseline
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