Project Time Managment - Js

Project Time Management
Based on PMBOK 5th Edition
Waleed El-Naggar, MBA, PMP
https://www.facebook.com/waleed.naggar
Agenda

6.1 Plan Schedule Management

6.2 Define Activities
6.3 Sequence Activities

6.4 Estimate Activity Resources
6.5 Estimate Activity Durations

6.6 Develop Schedule
6.7 Control Schedule

https://www.facebook.com/waleed.naggar 2
PMP - Project Time Management
Project Time Management

Includes the processes required to
accomplish timely completion of the project; involved 7 processes used to in developing time schedule The schedule can have any format.
6.1 Plan Schedule Management

Establishing the policies, procedures, and
documentation for planning, developing,

managing, executing, and controlling the project
schedule.
The key benefit is to provide guidance and
direction on how the project schedule will be

managed.
PMP - Project Time Management https://www.facebook.com/waleed.naggar 5
Plan Schedule Management: Inputs

1. Project Management Plan
Scope baselines
Other Information
2. Project Charter
3. Enterprise Environmental Factors

4. Organization Process Assets
Plan Schedule Management: T & T

1. Expert Judgment
2. Analytical Techniques 3. Meetings
Plan Schedule Management: Output

1. Schedule Management Plan, includes but
not limited to:
Project Schedule Model Development

Level of accuracy
Rules of Performance Management

Reporting Formats
Process Description
6.2 Define Activities

Identify the specific actions to be performed to produce the project deliverables Activities provide a basis for estimating,
scheduling, executing and monitoring and

controlling the project work.
Define Activities
Data Flow
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Define Activities: Inputs

1. Schedule Management Plan
2. Scope baselines
3. Enterprise Environmental Factors 4. Organizational Process Assets
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Define Activities: T & T

1. Decomposition
2. Rolling Wave Planning

3. Expert Judgment
13
Define Activities: Outputs

1. Activity List: A list of all the activities that will be performed on the project and a
description of each activity

2. Activity Attributes
3. Milestone List: A milestone is a significant

point or event in project.
14
6.3 Sequence Activities

The process of identifying and documenting
relationships among the project activities.
Lead/Lag time between activities should be

considered to support a realistic schedule.
Can be performed by a software or

manually.
16
Sequence Activities: Inputs

1. Schedule Management Plan 2. Activity List
4. Milestone List
5. Project Scope Statement

7. Organizational Process Assets

Sequence Activities: T & T

1. Precedence Diagramming
The most common method of arranging the project activities visually. Activities are put in boxes, called nodes, and connected with arrows (Activity on Node).
19

2. Dependency Determination Mandatory Dependency Discretionary dependency: preferred logic, preferential logic, or soft logic. External dependencies
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3. Applying Leads an Lags
21
Sequence Activities: Outputs

1. Project Schedule Network Diagrams
2. Project Document Updates
22
Exercise
Activity A B C D E F G Predecessor A B, F C E F
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6.4 Estimate Activity Resources

Estimate the type and quantities of
material, human resources, equipment, or
supplied required to perform each activity.
24
25
Estimate Activity Resources: Inputs

1. Schedule Management Plan
2. Activity List
4. Resource Calendars
5. Risk Register 6. Activity Cost Estimates 7. Enterprise Environmental Factors 8. Organizational Process Assets
Estimate Activity Resources: T & T

1. Expert Judgment 2. Alternatives Analysis 3. Published Estimating Data
4. Bottom-up Estimation
5. Project Management Software
Estimate Activity Resources: Outputs

1. Activity Resource Requirements
2. Resource Breakdown Structure

28
Quiz
Determining the physical resources, quantities
of each and when they would be used is called

A. Resources Selection. B. Resource leveling. C. Resource Breakdown Structure (RBS). D. Estimate Activity Resources.
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6.4 Estimate Activity Duration

The process of approximating the number of work periods needed to complete individual activities with estimated resources.
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Estimate Activity Duration: Inputs (1)

1. Schedule Management Plan 2. Activity List. 3. Activity Attributes 4. Activity Resource Requirements 5. Resource Calendar
Estimate Activity Duration: Inputs (2)

6. Scope Statement 7. Risk Register 8. Resource Breakdown Structure

10.Organization Process Assets
Estimate Activity Duration: T & T (1)

1. Expert Judgment 2. Analogous Estimating (Top-down) - Use actual values of a similar project 3. Parametric Estimating 4. Group Decision making techniques 5. Reserve Analysis
34
Estimate Activity Duration: T & T (2)

6. Three-point Estimate
35
Program Evaluation & Review Technique (PERT)

Uses a weighted average duration estimate to calculate activity durations.
36
Gantt Chart
Bar charts are relatively easy to read, and are
frequently used in management presentations.
37
38
Estimate Activity Duration: Outputs

1. Activity Duration Estimates: Quantitative estimates of the likely duration of each activity as well as the range of possible
results ( 10 2 day )
Quiz
The optimistic estimate is 1, the pessimistic
estimate is 9 & the most likely estimate is 8.

What is the PERT estimate? A. 9 B. 7 C. 8 D. 6
6.6 Develop Schedule

The process of analyzing activity sequence, durations, resource
requirements, & schedule constraints to

create a project schedule.
Developing an acceptable schedule is

often an iterative process.
41
42
Develop Schedule: Inputs (1)

1. Schedule Management Plan 2. Activity List 3. Activity Attributes 4. Project Schedule Network Diagrams
5. Activity Resource Requirements

6. Resource Calendars
7. Activity Duration Estimates

Develop Schedule: Inputs (2)

8. Project Scope Statement 9. Risk Register 10.Project Staff Assignment 11.Resource Breakdown Structure
12.Enterprise Environmental Factors

13.Organizational Process Assets
44
Develop Schedule: T & T

1. Schedule Network Analysis 2. Critical Path Method 3. Critical Chain Method 4. Resource Optimization Techniques
A. Resource Leveling
B. Resource Smoothing
45
Develop Schedule: T & T

5. Modeling Techniques What-if scenario analysis Simulation 6. Leads and Lags 7. Schedule Compression
Crashing
Fast tracking
8. Scheduling Tools
Critical Path
The longest duration path through a network diagram which represents the shortest time to complete the project
A:2 End Start D:2 E:2 H:2
B:3
C:4
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Critical Chain
48
Resource Leveling & Smoothing
49
Duration Compression
Duration compression is a special case of mathematical analysis to shorten the project schedule
without changing the project scope

Crashing : cost & schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Fast-tracking: doing activities in parallel that would
normally be done in sequence. Fast tracking often

results in rework and usually increases risk.
Develop Schedule: Outputs

1. Schedule Baseline 2. Project Schedule Milestone Charts Bar Charts Schedule Network Diagrams 3. Schedule Data 4. Project Calendar 5. Project Management Plan Updates 6. Project Document Updates
Float
Total float (Slack): the amount of time an activity
can be delayed without delaying the project end date or/and intermediary milestone.
Free Float (Slack): the amount of time an activity

can be delayed without delaying the start of its
successor.
Project Float: the amount of time a project can be

delayed without delaying the externally imposed project completion date.
Quiz
Which of the following is the BEST project management tool to use to determine the longest time the project will take?
A. WBS
B. Network Diagram C. Bar chart D. Project Charter
53
Quiz
Which of the following is correct? A. A schedule can have several critical paths B. There must be only one critical path C. The network diagram will change every time the end date changes D. A project can never have negative float
54
6.6 Control Schedule

The process of monitoring the status of the project to update project progress and manage changes to schedule baseline. Concerned with:
Determine current status

Influence the factors that cause changes
Manage actual changes as they occur

Control Schedule: Inputs

1. Project Management Plan 2. Project Schedule 3. Work Performance Data 4. Project Calendars 5. Schedule Data 6. Organizational Process Assets
56
Control Schedule: T & T (1)

1. Performance Reviews Trend Analysis Critical Path Method Critical Chain Method
Earned Value Management

2. Project Management Software
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Control Schedule: T & T (2)

3. Resource Optimization Techniques 4. Modeling Techniques 5. Leads and Lags
6. Schedule compression
7. Scheduling Tool
Control Schedule: Outputs

1. 2. 3. 4. Work Performance Information Schedule Forecasts Change Requests Project Management Plan Update 1. Schedule baseline 2. Schedule Management Plan 3. Cost baseline 5. Project Document Updates 6. Organizational Process Assets Updates
Quiz
All of the following relate to controlling the
schedule EXCEPT:
A. Value analysis. B. Crashing. C. Float. D. Mandatory dependencies
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Project Time Management

Based on PMBOK 5th Edition

Waleed El-Naggar, MBA, PMP

6.1 Plan Schedule Management

6.3 Sequence Activities

6.5 Estimate Activity Durations

6.7 Control Schedule

PMP - Project Time Management

PMP - Project Time Management

Project Time Management

PMP - Project Time Management

6.1 Plan Schedule Management

documentation for planning, developing,

direction on how the project schedule will be

PMP - Project Time Management

Plan Schedule Management: Inputs

3. Enterprise Environmental Factors

Plan Schedule Management: T & T

PMP - Project Time Management

Plan Schedule Management: Output

Project Schedule Model Development

Rules of Performance Management

6.2 Define Activities

scheduling, executing and monitoring and

PMP - Project Time Management

Define Activities: Inputs

PMP - Project Time Management

Define Activities: T & T

2. Rolling Wave Planning

PMP - Project Time Management

Define Activities: Outputs

description of each activity

3. Milestone List: A milestone is a significant

PMP - Project Time Management

6.3 Sequence Activities

Lead/Lag time between activities should be

Can be performed by a software or

PMP - Project Time Management

Sequence Activities: Inputs

5. Project Scope Statement

7. Organizational Process Assets

Sequence Activities: T & T

PMP - Project Time Management

Sequence Activities: T & T

PMP - Project Time Management

Sequence Activities: T & T

PMP - Project Time Management

Sequence Activities: Outputs

PMP - Project Time Management

PMP - Project Time Management

6.4 Estimate Activity Resources

supplied required to perform each activity.

PMP - Project Time Management

PMP - Project Time Management

Estimate Activity Resources: Inputs

Estimate Activity Resources: T & T

Estimate Activity Resources: Outputs

2. Resource Breakdown Structure

PMP - Project Time Management

of each and when they would be used is called

PMP - Project Time Management

6.4 Estimate Activity Duration

PMP - Project Time Management