Lecture 6 Project Time Management

Project
Management &
Finance
Lecture 6 – ‘Time
Management (CO1,
PO12)
Ir. Victor Nageshwar. A
Lecturer @ TARUC
Project Management & Finance
Lecture 6 (Week 8) Time Management’
Schedule
Management
– Lecture 6: Project Schedule Management

– This lecture covers following sub topics:
– Time Planning – The Process
– Gantt Charts
– Estimating
– Activity – on – Arrow (A-o-A) diagrams and Critical Path analysis (CPA)
– Activity-on-Node (A-o-N) diagrams
– Scheduling
– Fast Track projects
– Relevant areas of the bodies of knowledge
– Summary
Lecture 6 (Week 8) Time Management

– At the end of Lesson 6, students are expected to
• By the time you have completed this chapter, you should be able to:
• Demonstrate basic tools for the modelling of time, cost and quality requirements of
projects
• Carry out basic calculations on a project plan,
• Make this plans amenable to optimization ( improvement and risk avoidance)
• Undertake a first attempt at recourse allocation
• Identify benefits and pitfalls of fast-track projects
– Lecture 6: Project Time Management

– Project Time Management includes the processes
required to manage timely completion of the project

– Introduction
– This section is concerned with developing detailed time plans and the techniques that
follows are of increasing complexity.
– However, despite the diversity of the project being considered, one area of commonality
between project managers is the use of various graphical techniques to:
– allow the construction of a comprehensive but comprehensible picture of the project
activities:
– Communicate this with others.
– The preference for graphical techniques is more than “a picture telling a thousand words”
– The whole revision –refinement process is built around people being able to understand
what is going on.
– This is known as visibility, and is an essential feature of both the plan and the process. One
of the most commonly used techniques is the bar chart or “Gantt chart”.
Project Lifecycle Process

phase
Planning Plan Schedule management
Planning Define Activities
Planning Sequence Activities
Planning Estimate Activity Resources
Planning Estimate Activity Durations
Monitor and Develop and Control Schedule
Control

– Plan Schedule Management
– Is a process of establishing the policies, procedures and
documentation for planning, developing, managing, executing
and controlling the project schedule.
– It provides guidance and direction on how the project schedule
will be manage throughout the project

– The requirements for Plan Schedule Management
– Project Management Plan
– Project Charter
– Organization Process Assets
– Methodology
– Expert Judgement
– Analytical Techniques.
– The outcomes of Plan Schedule Management
– Schedule Management Plan

– “Schedule Management Plan” (established the following:))
– Specification of the scheduling methodology and scheduling tools
– Level of accuracy in determining activity estimates
– Units of measured used
– Linkage to the WBS of the project
– Process used to update the status of the project
– Variance threshold for monitoring schedule performance

phase
Control
– Lecture 6: Define Activity

– Define Activities
– Define activity is a process to identify specific actions that need to
be performed to produce project deliverables
– Activities are smaller decomposed components of the project
work packages, which represent the work necessary to complete
the work package
– Work packages may be divide into activities or tasks.

– The requirements for Define Activity
– Scope Baseline
– Organizational Process Assets
– Enterprise Environmental Factors
– The methodology
– Decomposition Techniques

– The outcome of Define Activity
– Activity List
– Activity Attributes (Which includes activity codes, predecessor
activities, successor activities, logical relationships, lead and lags,
resource requirements, imposed dates,
– Milestones list
Lecture 6 (Week 8) Schedule Management


phase
Control
– Lecture 6: Sequence Activities

– Sequencing Activities are identifying and documenting
relationships among project activities.
– Uses logical relationships
– Can be performed by using manual or automated techniques or
project management software
– Portions of project schedule network
– Diagrams are called fragment network or sub-networks.
– Lecture 6: Sequence Activities Data Flow Diagram

– Lecture 6: Precedence Diagramming Method Relationships

– Lecture 6: Examples of Dependencies Relationships

– Finish-to-start (FS): A logical relationship in which a successor
activity cannot start until a predecessor activity has finished.
Example: The awards ceremony (successor) cannot start until the
race (predecessor) has finished.
– Finish-to-Finish (FF): A logical relationship in which a successor
activity cannot finish until a predecessor activity has finished.
Example, Writing a document (predecessor) is required to finish
before editing the document (successor( can finish.
– .
– Lecture 6: Examples of Dependencies Relationships

– Start-to-Start (SS): A logical relationship in which a successor
activity cannot start until a predecessor activity has started.
Example: Level concrete (successor) cannot begin until pour
foundation (predecessor) begins.
– Start -to-Finish (SF): A logical relationship in which a successor
activity cannot finish until a predecessor activity cannot A logical
relationship in which a successor activity has started. Example:
The first security guard shift (successor) cannot finish until the
secondary security guard shift (predecessor). Begin.
– Lecture 6: Precedence Diagramming Method

– Lecture 6: Dependence Determination

– Mandatory or Hard Logic
– Inherent in nature of work being done or required by contract.
– Discretionary (preferred) or Soft logic
– Determined by project team and may be changed
– External Dependency
– Based on needs of parties outside the project.
– Lecture 6: Lead sand Lags in project schedule

– Leads indicates that an activity can start before predecessor
activity is completed
– E.g. Coding may start five days before design is finished
– Lags is the inserted waiting time between activities:
– E.g. Waiting for three days after pouring concrete before
constructing the frame..
– Lecture 6: Project Milestone

• Significant events within the project schedule
• They are NOT work activities
• Part if the project management Plan
• Added to project scope statement and WBS discretionary
– Lecture 6: Project Network Diagram

– Any schematic display of logical relationships among the project
schedule activities

phase
Control
– Lecture 6: Estimate Activity Resource

– Estimates the type and quantities of materials, People,
equipment or supplies required to perform each activity.
– Closely coordinated with the estimated Cost process
– Performed in parallel with estimation cost,
– Estimation can be done as follows:
– Top down method
– Bottom – Up method,

– The requirements for Estimate Activity Resource are
– Activity List and activity attributes
– Enterprise Environment Factors
– Organizational Process Assets
– The methodology
– Alternatives Analysis
– Bottom up estimation

– The outcome of Estimate Activity Resource
– Activity Resource Requirements
– Resource Breakdown structure
– Lecture 6: The methodology of Estimates Activity Durations

– Expert Judgement
– Guided by historical information, this techniques may be used to
provide duration estimates from prior similar projects.
– Analogous estimating
– Uses historical data from similar activity or project
– Parametric estimating
– Algorithm is used to calculate cost or duration based on historical data
– Three Point Estimating
– Considers estimation uncertainty and risk
– Lecture 6: Important Formulae:

– Expected Activity Duration
– (P+4M+O)/6 for Beta Distribution
– Activity Standard Deviation
– ((P-O) / 6] *2
– Activity Variance
– [(P-O) / 6
– Lecture 6: Work Breakdown Structure


phase
Control
– Lecture 6: Estimate Activity Durations

– Process of approximating the number of work periods
needed to complete individual activities with estimated
resources.
– It is progressively elaborated with duration estimates
becoming progressively more accurate
– May use analogous or historical estimations
– May include reserve analysis
– Lecture 6: Estimate Activity Durations

– Estimates can be:
– Pessimistic
– Most Likely
– Optimistic
– Called the “three point average”
– Lecture 6: Estimation
– WBS work packages provides the basis for making estimates on
– Resources required
– Time required
– Cost involved
– The outcome form the estimates are
– Leads to quality of the project
– Ensures project continuity
– Provides input to the project plan
– Lecture 6: Examples of Estimating techniques

– Three Point estimates
– Et = O + 4ML + P
6
– Where
– Et = Estimated Time
– ML = Most likely estimates
– P = Pessimistic estimates
– O = Optimistic estimates
– Lecture 6: Exercise on Standard Deviation and Estimates

Activity P ML O Expected Activity Activity Standard Activity Range of
Duration Deviation Variance Estimates
A 47 27 14
B 89 60 41
C 48 44 39
D 42 37 29
Overall
project
– Lecture 6: Exercise on Standard Deviation and Estimates

Activity P ML O Expected Activity Activity Standard Activity Range of
Duration Deviation Variance Estimates
A 47 27 14 28.167 5.500 30.250 22.667 to
33.667
B 89 60 41 61.667 8.000 64.000 53.667 to
69.667
C 48 44 39 43.833 1.500 2.250 42.333 to
45.333
D 42 37 29 36.500 2.167 4.696 34.333 to
38.667
Overall 170.167 10.060 101.196 160.107 to
project 180.060

phase
Control
– Lecture 6: Develop Schedule

– The process of analyzing activity sequences, durations, resource
requirements and schedule constrains to create the project
schedule
– Lecture 6: Project Schedule Network Diagram

– Lecture 6: Critical Path Method Diagram

– Lecture 6: Develop Schedule – Types of Floats

– Free float or free slacks
– The amount of time that a schedule activity can be delayed without delaying the
early start date of any successor or violating a schedule constraint.
– Total float or total Slack
– The amount of time that a schedule activity can be delayed without delaying the
project finish date or violating a schedule constraint.
– Total float for a path
– Difference between the length of the critical path and the length of the path in
question
– Project float
– Total time the project can be delayed without affecting the externally imposed
project completion.
– Lecture 6: Develop Schedule – Schedule Compression

Techniques
– Crashing
– A technique used to shorten the schedule duration for the least
incremental cost by adding resources
– Fast Tracking
– A techniques in which activities or phases normally done in sequence
are performed in parallel for at least a portion of their duration.
– Lecture 6: Develop Schedule – Fast Tracking.

– Lecture 6: Develop Schedule – Diagrams used to depict

project schedule
– Project Schedule Network Diagrams
– Shows project activities, network logic and critical path activities
– Bar Charts
– Shave time on the X axis and bars showing the activities.
– Miles Stone Charts
– Have time on the x axis and show milestone. (That have a Zero
duration).
– Lecture 6: Develop Schedule – Precedence Diagraming

Method
– Method used in critical Path Methodology (CPM) for constructing a
project schedule network diagram that uses boxes or rectangles,
relationships that exist between them.
– Activities on the critical path
will have ZERO FLOAT.

Method
– Critical Path method calculates the theoretical early start and
finish dates and late start and finish dates for all schedule
activities
– To do this we first do a forward pass followed by a backward pass

Method
– Lecture 6: Develop Schedule – Graphical Evaluation and

Review Technique (GERT)
– Modification of the network diagramming method
– Computer simulation technique
– Allows loops between activities
– E.g. Design a component and then test it.
– Lecture 6: Develop Schedule – Transforming a WBS into a Network

Diagram (Work Packages: Replace a legacy core switch with a mobile
switch )
Activities Durations Predecessor
a. Determine system requirements 10 -
b. Design system layout 15 a
c. Obtain new lines 20 a
d. Obtain permits 32 b
e. Order / Receive parts 35 b
f. Install mobile soft switches 5 d, e
g. Test new system 2 C, f
h. Deactivate legacy core switch 1 g
– Lecture 6: Develop Schedule – Forward Path Diagram

– Lecture 6: Develop Schedule – Backward Path Diagram

– Lecture 6: Develop Schedule – Determining Float

– Lecture 6: Develop Schedule – Reverse Analysis


phase
Control
– Lecture 6: Control Schedule

– The process of monitoring the status of the project to update
progress and manage changes to the schedule baseline.
– Involves taking corrective and preventive actions to keep schedule
on track
– The main output of the control schedule process is work
performance measurements.
– Lecture 6: Control Schedule – Activities involved

– Re-estimating the remaining components of the project
– Conducting performance reviews
– Adjusting future parts of the projects
– Measuring variance against planned schedule
– Leveling resources
– Undertaking “What If….” analysis
– Lecture 6: Control Schedule – Project Schedule

– Results pf previous planning process and the schedule network
analysis
– Output of develop schedule process
– Formats of project schedule
– Network Diagram
– Milestone Chart
– Bar Chart
– Lecture 6: Control Schedule – Project Schedule

– Results pf previous planning process and the schedule network
analysis
– Output of develop schedule process
– Formats of project schedule
– Network Diagram
– Milestone Chart
– Bar Chart
– Lecture 6: Control Schedule – Activities involved

• Re estimating the remaining components of the project
• Conducting performance reviews
• Adjusting future parts of the project
• Measuring variance against planned schedule
• Leveling resources
• Undertake (What If…..” analysis

Lecture 6 Project Time Management

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Project

Ir. Victor Nageshwar. A

– Lecture 6: Project Schedule Management

– Lecture 6: Project Schedule Management

– Lecture 6: Project Time Management

– Lecture 6: Project Schedule Management

Project Lifecycle Process

– Lecture 6: Project Time Management

– Lecture 6: Project Time Management

– Lecture 6: Project Time Management

Project Lifecycle Process

– Lecture 6: Define Activity

– Lecture 6: Define Activity

– Lecture 6: Define Activity

– Lecture 6: Define Activity

Project Lifecycle Process

– Lecture 6: Sequence Activities

– Lecture 6: Sequence Activities Data Flow Diagram

– Lecture 6: Precedence Diagramming Method Relationships

– Lecture 6: Examples of Dependencies Relationships

– Lecture 6: Examples of Dependencies Relationships

– Lecture 6: Precedence Diagramming Method

– Lecture 6: Dependence Determination

– Lecture 6: Lead sand Lags in project schedule

– Lecture 6: Project Milestone

– Lecture 6: Project Network Diagram

Project Lifecycle Process

– Lecture 6: Estimate Activity Resource

– Lecture 6: Estimate Activity Resource

– Lecture 6: Estimate Activity Resource

– Lecture 6: The methodology of Estimates Activity Durations

– Lecture 6: Important Formulae:

– Lecture 6: Work Breakdown Structure

Project Lifecycle Process

– Lecture 6: Estimate Activity Durations

– Lecture 6: Estimate Activity Durations

– Lecture 6: Examples of Estimating techniques

– Lecture 6: Exercise on Standard Deviation and Estimates

– Lecture 6: Exercise on Standard Deviation and Estimates

Project Lifecycle Process

– Lecture 6: Develop Schedule

– Lecture 6: Project Schedule Network Diagram

– Lecture 6: Critical Path Method Diagram

– Lecture 6: Develop Schedule – Types of Floats

– Lecture 6: Develop Schedule – Schedule Compression

– Lecture 6: Develop Schedule – Fast Tracking.

– Lecture 6: Develop Schedule – Diagrams used to depict

– Lecture 6: Develop Schedule – Precedence Diagraming

– Lecture 6: Develop Schedule – Precedence Diagraming

– Lecture 6: Develop Schedule – Precedence Diagraming

– Lecture 6: Develop Schedule – Graphical Evaluation and

– Lecture 6: Develop Schedule – Transforming a WBS into a Network

– Lecture 6: Develop Schedule – Forward Path Diagram

– Lecture 6: Develop Schedule – Backward Path Diagram

– Lecture 6: Develop Schedule – Determining Float

– Lecture 6: Develop Schedule – Reverse Analysis

Project Lifecycle Process

– Lecture 6: Control Schedule

– Lecture 6: Control Schedule – Activities involved

– Lecture 6: Control Schedule – Project Schedule

– Lecture 6: Control Schedule – Project Schedule

– Lecture 6: Control Schedule – Activities involved

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