Project Management Week 6- Time Management

Five Process Groups, Nine Knowledge areas and 42 PM Processes

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Process Group Vs Knowledge Area Map

Project Initiate Integration Scope Time Cost Quality Human Resources Communications Risk Procurement X X Plan X X X X X X X X X X X X X X X X X
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Process Execute X Monitor & Control X X X X X Closure X

Time Management
Project Time Management include the processes required to manage timely completion of the Project. The processes are: Activity definition: Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables. Activity sequencing: Identifying and documenting the relationships between project activities. Activity resource estimating: Estimating how many resources a project team should use to perform project activities.
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Time Management
Activity duration estimating: Estimating the number of work periods that are needed to complete individual activities. Schedule development: Analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. Schedule control: Controlling and managing changes to the project schedule.

Project Time Management: The Flow

1. Define Activities 2. Sequence Activities 3. Estimate Activity Resources 4. Estimate Activity Durations 5. Develop Schedule 6. Control Schedule

Process Groups & Time Management Activities

Initiating Planning
Activity Definition Activity Sequencing Duration Estimating Schedule Development

Executing

Controlling
Schedule Control

Closing

1. Define Activities

Inputs

Tools & Techniques

Outputs

Scope Baseline Enterprise Environmental Factors Organizational Process Assets

Decomposition of the Project Rolling Wave Planning Templates (could be from previous project) Expert Judgment

Activity List Activity Attributes Milestone List

The Charter Define Activities - Inputs

An activity or task is an element of work normally found on the WBS that has an expected duration, a cost, and resource requirements. Project schedules grow out of the basic documents that initiate a project. The project charter includes start and end dates and budget information. The scope statement (scope baseline) and WBS help define what will be done. Activity definition involves developing a more detailed WBS and supporting explanations to understand all the work to be done, so you can develop realistic cost and duration estimates.
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Define Activities Inputs

Enterprise Environmental Factors
Factors that are both internal and external that surround and influence a projects success. Government or industry standards Organization infrastructure and Marketplace conditions

Organizational Process Assets

Any and all process related assets from any and all of the organizations involved in the project that can be used to influence the projects success. These can be organized differently depending on the type of industry, organization and application area. Typically grouped into two categories: Processes and procedures for conducting work, and Corporate knowledge base for storing and retrieving information

Define Activities - Tools and Techniques

Decomposition of the Project Breakup of the Project into

an Activity list which is a tabulation of activities to be included on a project schedule. The list includes:
The activity name An activity identifier or number A brief description of the activity Activity attributes which provide more information about each activity, such as predecessors (the activity to be done before), successors (the activity to be done after), logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity.

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Define Activities - Tools and Techniques Decomposition in more detail

Decomposition is breakingdown or decomposing process: - It's easier to estimate the costs, time, and resources needed for individual work components than it is to estimate them for a whole body of work or deliverable Using smaller components also makes it easier to assign performance measures and controls - These give you a baseline to compare against throughout the project - Assigning resources and responsibility for the components of work makes better sense because several resources with different skills might be needed to complete one deliverable - Breaking them down assures that an assignment, and the responsibility for that assignment, goes to the proper parties
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Define Activities - Tools and Techniques

The PMBOK says, this is a fivestep process: 1.Identify the major deliverables and work 2.Organize the packages 3.Decompose the packages into lowerlevel activities Activities should be defined in tangible, verifiable terms so that performance and successful completion (or delivery) are easily measured and verified Each component must clearly describe the product, service, or result in verifiable terms, and it must be assigned to a unit in the organization that will take responsibility for completing the work and making certain of its accuracy

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Define Activities - Tools and Techniques

4.Assign identification codes Assign identification codes or numbers to each of the activities 5.Verify the whole thing: Examine the decomposition to determine whether all the components are clear and complete Determine whether each component listed is absolutely necessary to fulfill the requirements of the deliverable, and verify that the decomposition is sufficient to describe the work

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Define Activities- Tools and Techniques

Templates as available of the previous project; templates specified by customer etc. Expert Judgment is often used to assess the inputs used to develop the project charter.
It is applied to any technical or management details during the process Multiple sources:
individuals/groups (internal or external) other business units etc.

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Define Activities- Outputs

Activity List Should contain all the schedule activities that will be performed for the project, with a scope of work description of each activity and an identifier (such as a code or number) so that team members understand what the work is and how it is to be completed. The schedule activities are individual elements of the project schedule, and the activity list is a subsidiary of the project management plan. In practice, when you're working on a small project or projects that aren't that complex, you might accomplish Define Activities during the construction of the WBS, and the activities themselves become the work package level. - For the exam, remember that activities are elements of the project schedule, but they are not part of the WBS
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Define Activities- Outputs

Activity Attributes Describes the characteristics of the activities and are an extension of the activity list. Activity attributes might include Activity identifier or code Descriptions Associated constraints and assumptions Activities that come before this activity (predecessor activities) Activities that come after this activity (successor activities) Resource requirements The individual responsible for completing the work - The activity attributes are used in the schedule Development process
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Milestones Define Activities- Outputs

Milestone List
A milestone is a significant event that normally has no duration.
Approval and sign-off on project deliverables Completion of a prototype, system testing FDS approval and so on, might be considered milestones

It often takes several activities and a lot of work to complete a milestone. Milestones are useful tools for setting schedule goals and monitoring progress. The milestone list is a part of the project management plan and is also used to help develop the project schedule

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2. Sequencing Activities

Inputs Inputs
Activity List Activity attributes Milestone List Project Scope statement Organizational process Assets

Tools & Techniques

Precedence Diagramming Method (PDM)/ADM Dependency determination Applying Lead and Lags Schedule Network Templates

Outputs
Project Schedule Network Diagram Project Document Updates

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Sequence Activities
Sequencing Activities is the process of identifying and documenting the relationships among project activities. Activities are sequence using logical relationships. Every activity and milestone except the first and last are connected to atleast one predecessor and one successor. It may be necessary to use Lead or Lag time between activities to support a realistic and achievable project schedule. Sequencing is done using MS Project or other software.

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Sequence Activities - Inputs

Activity list which is a tabulation of activities to be included on a project schedule with
An activity identifier or number A brief description of the activity

Activity attributes which provide more information about each activity. Milestone List Project Scope Statement Organizational Process Assets

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Sequence Activities Tools and Techniques

Precedence Diagramming Method (PDM) Arrow Diagramming Method (ADM) Dependency determination Applying Lead and Lags Schedule Network Templates

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Sequence Activities Tools and Techniques Precedence Diagramming Method (PDM)

Activities are represented by boxes Arrows show relationships between activities Easier at showing different types of dependencies In PDM, finish-to-start is the most common relationship

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Sequence Activities Tools and Techniques Arrow Diagramming Method (ADM)

Also called activity-on-arrow (AOA) network diagram. Activities are represented by arrows. Nodes or circles are the starting and ending points of activities. Can only show finish-to-start dependencies.

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Sequence Activities Tools and Techniques Dependency Determination

A dependency or relationship relates to the sequencing of project activities or tasks. 3 types of Dependencies: Mandatory dependencies: Inherent in the nature of the work being performed on a project; contractually required sometimes referred to as hard logic. Discretionary dependencies: Defined by the project team; sometimes referred to as soft logic and should be used with care because they may limit later scheduling options. External dependencies: Involve relationships between project and non-project activities.
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Sequence Activities Tools and Techniques Dependency Determination

A dependency or relationship relates to the sequencing of project activities or tasks. 3 types of Dependencies: Mandatory dependencies: Inherent in the nature of the work being performed on a project; contractually required sometimes referred to as hard logic. Discretionary dependencies: Defined by the project team; sometimes referred to as soft logic and should be used with care because they may limit later scheduling options. External dependencies: Involve relationships between project and non-project activities.
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Sequence Activities Tools and Techniques Dependency Determination

Mandatory dependencies: for example in JERP, prototype cabinets to be done and accepted by customer before proceeding for full scale build. This means that it is defined by the type of work being Performed or the nature of the work itself dictates the order in which the activities should be performed. For example, in house painting, the scraping, primer, and painting sequence is a good example of mandatory dependencies

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Sequence Activities Tools and Techniques Dependency Determination

Discretionary dependencies: Defined by the project team; sometimes referred to as soft logic and should be used with care because they may limit later scheduling options. Discretionary dependencies are defined by the project management team. It is usually process or procedure-driven or "best-practice" techniques based on past experience.

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Sequence Activities Tools and Techniques Dependency Determination

External dependencies: Involve relationships between project and non-project activities. For example, perhaps your project is making a new drug for export to US market. For this the FDA must approve the drug before the company can market it. Which means that the project cannot move forward until FDA approval occurs so FDA approval is an external dependency

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Sequence Activities Tools and Techniques Precedence Diagramming Method (PDM) Logical Relationships
Dependencies and Precedence Relationships also are used to describe these relationships. The four dependencies, or logical relationships, are as follows: Finish-to-start (FS) This relationship says that the predecessor activity must finish before the successor activity can start. Start-to-finish (SF) The start-to-finish relationship says that the predecessor activity must start before the successor activity can finish.

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Sequence Activities Tools and Techniques Precedence Diagramming Method (PDM) Logical Relationships
Dependencies and Precedence Relationships also are used to describe these relationships. Start-to-start (SS) This relationship says that the predecessor activity must start before the successor activity can start. Finish-to-finish (FF) This relationship says that the predecessor activity must finish before the successor activity can finish.

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Sequence Activities Tools and Techniques Precedence Diagramming Method (PDM) Logical Relationships

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Sequence Activities Tools and Techniques Precedence Diagramming Method (PDM) An example

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Sequence Activities Tools and Techniques Arrow Diagramming Method (ADM)

Find all of the activities that start at node 1. Draw their finish nodes and draw arrows between node 1 and those finish nodes. Put the activity letter or name and duration estimate on the associated arrow. Continuing drawing the network diagram, working from left to right. Look for bursts and merges. A burst occurs when a single node is followed by two or more activities. A merge occurs when two or more nodes precede a single node. Continue drawing the project network diagram until all activities that have dependencies are included in the diagram. As a rule of thumb, all arrowheads should face toward the right, and no arrows should cross in an ADM network diagram.
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Sequence Activities Tools and Techniques ADM An example

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Sequence Activities Tools and Techniques Applying Lead and Lag

It may be necessary to use Lead or Lag time between activities to support a realistic and achievable project schedule. The PM team determines the dependencies that may require a lead or lag. A lead allows the acceleration of a successor activity. A lag directs a delay in successor activity.

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Sequence Activities Tools and Techniques Applying Lead and Lag

Let us look at the house painting example again. Lag Time: In order to paint, you first need to scrape the peeling paint and then prime. You can't begin painting until the primer is dried, so you shouldn't schedule priming for Monday and painting for Tuesday if you need the primer to dry on Tuesday. Therefore, the priming activity requires lag time, forcing you to add time to the end of this activity to allow for the drying time needed before you can start painting.

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Sequence Activities Tools and Techniques Applying Lead and Lag

Lead Time: Works just the opposite. You could start priming before the scraping the entire house is finished. Maybe certain areas on the house don't require scraping, so you don't really need to wait until the scraping activity finishes to begin the priming activity. Priming in this example has lead time subtracted from the beginning of the activity so that this activity begins prior to the previous activity finishing.

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Sequence Activities Outputs Project Schedule Network diagram

Project Schedule Network diagram is a schematic display of the projects scheduled activities and the dependencies This is produced by MS project.

Project Document Updates

The documents updated include Activity list, Activity attributes, Risk Register etc

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3. Estimate Activity Resources

Inputs Inputs
Activity List Activity Attributes Resource Calendar Enterprise

Tools & Techniques

Expert judgment Alternatives Analysis Published Estimating Data Bottom up estimating PM software

Outputs
Activity resource requirements Resource breakdown structure Project document updates

Environmental Factors Organizational Process Assets

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Estimate Activity Resources - Inputs

The PMBOK says Estimate Activity Resources should be closely coordinated with the Estimate Cost process. That is because resourceswhether people or material or bothare typically the largest expense you'll have on any project. Identifying the resources becomes a critical component of the project planning process so estimatesand ultimately the project budgetcan be accurately derived.

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Estimate Activity Resources - Inputs

Activity list already known Activity attributes - already known Resource Calendar resources are defined as people, material, equipment etc required for the project. Enterprise Environmental factors Organizational Process Assets

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Estimate Activity Resources - Tools & Techniques

Expert judgment is required to assess the resource related inputs. Alternatives Analysis - Many schedule activities may have alternate methods of accomplishing the task. This need to be evaluated. This can include make or buy decisions also. Published Estimating Data Standard data available with the organisation or could be sourced from outside. Bottom up estimating the activity (if complex) may need to be broken up into smaller activities, the resources estimated for each of those separately and then aggregated into a total for that particular activity.

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Estimate Activity Resources - Outputs

Activity resource requirements The output of the Estimate Activity Resources process identifies the types and quantities of resources required for each activity in a work package These requirements are aggregated to determine the estimated resources for each work package amount of detail and the level of specificity of the resource requirement descriptions can vary by application area. The resource requirements documentation for each activity can include the basis of estimate for each resource, as well as the assumptions that were made in determining which types of resources are applied, their availability, and what quantities are used. Remember, the activity resource requirements output is an input to the Develop Human Resource Plan process

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Estimate Activity Resources - Outputs

Resource breakdown structure The resource break down structure is a hierarchical structure of identified resources by resource category and type. The resource breakdown structure (RBS) is a hierarchical structure of the identified resources by resource category and resource type. The RBS is much like an organizational breakdown structure (or a Work Breakdown Structure) the only point is that the RBS lists the resources Examples of resource categories include labor, material, equipment, and supplies. The Resource Breakdown Structure is useful for organizing and reporting project schedule data with resource utilization information.

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Estimate Activity Resources - Outputs

Project document updates

The documents updated will be Activity List, Activity attributes, Resource Calendar.

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4. Estimate Activity Durations

Inputs Inputs
Activity List Activity Attributes Activity Resource Requirements Resource Calendar Project Scope Statement Enterprise Environmental Factors Organizational Process Assets

Tools & Techniques

Expert judgment Analogous Estimating Parametric Estimating Three point Estimates Reserve Analysis

Outputs
Activity Duration Estimates Project document updates

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Estimate Activity Durations

By definition, this is estimating the work effort, work effort resources, and number of periods required to complete project activities .

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Estimate Activity Durations - Inputs

Activity list already known Activity attributes - already known Activity Resource requirements Resource Calendar known Project Scope Statement Enterprise Environmental factors Organizational Process Assets

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Estimate Activity Durations Tools and Techniques

Expert judgment from historical information of similar projects can provide the maximum duration taken, reconcile differences between the current estimate and history and validate the same. Analogous Estimating is frequently used when there is limited detailed information about the project and uses historical information and expert judgment. Parametric Estimating uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters. 3 point estimates this needs to be looked into in detail. Reserve Analysis the estimates may include contingency reserves or buffers which need to be reviewed as more data on the project becomes available.

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Estimate Activity Durations Tools and Techniques

Analogous Estimating is frequently used when there is limited detailed information about the project and uses historical information and expert judgment. The PMBOK Guide says you can also use analogous estimating to determine overall project duration. However, calculating overall project duration is performed during the Develop Schedule process, not the Estimate Activity Durations process.

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Estimate Activity Durations Tools and Techniques

Parametric Estimating uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters. A quantitatively based estimating method that multiplies the quantity of work by the rate. Say, you are working on a system network upgrade project. This requires you to run new cable to the switches on every floor in the building. You can use parametric estimates to determine activity duration - estimate by taking a known element - in this case, the amount of cable needed - and multiplying it by the amount of time it takes to install a unit of cable to come up with an estimate You know from past experience it takes one hour to install 100 meters. Using this measurement, you can determine an estimate for this activity of 100 hours to run the new cable. Therefore, the cable activity duration estimate is 100 hours
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Estimate Activity Durations Tools and Techniques 3 point estimates

This is a part of PERT Program Evaluation and Review Technique Considerably high accuracy It uses three parameters t M, t o and t p to calculate t E. t M is most likely duration of the activity as per realistic expectations t o is activity duration based on analysis of best case scenario (optimistic). t p is activity duration based on analysis of worst case scenario (pessimistic). t E is expected duration using a weighted average of the above 3 estimates tE=to+4tM+tp 6 This is based on PERT analysis
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Estimate Activity Durations Tools and Techniques

Reserve Analysis the estimates may include contingency reserves or buffers which need to be reviewed as more data on the project becomes available. You might choose to add a percentage of time or a set number of work periods to the activity or the overall schedule. For example, you know it will take 100 hours to run new cable based on the quantitative estimate you came up with earlier. You also know that sometimes you hit problem areas when running the cable. To make sure you don't impact the project schedule, you build in a reserve time of 10 percent of your original estimate to account for the problems you might encounter. This brings your activity duration estimate to 110 hours for this activity

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Estimate Activity Durations - Outputs

-Activity duration estimates: These are an estimate of the required work periods needed to complete the activity .This is a quantitative measure usually expressed in hours, weeks, days, or months . Project Document Updates: Update the activity attributes with the duration estimate and the assumptions you used when deriving the Estimates.

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