WM CPMM - 8 CPTMM

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MAY,2019
WM - 08
ECPMI ECPMMS : 2019

ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT
MANUALS SERIES:
CONSTRUCTION PROJECT TIME MANAGEMENT
WORKING MANUAL
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Ethiopian Construction Project Management Institute
ECPMI ECPMMS:2019
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Construction Project Management Manuals Preparation Working

Groups on
" Construction Project Time Management"
Working Groups Chair

Asmerom Tadesse
Working Groups Coordinator

Abera Awgichew
Original Version Prepared By:

Kibatu Abera
Manual Quality Assurance and Validation Working Group Members
Wubishet Jekale Steering Committee Chair
Muluken Tilahun Project Coordinator
Denamo Addissie Technical Committee

Members
Asregidew Kassa
Tadesse Ayalew
Bekele Jebessa
Geremew Tarekegn
Release Version Prepared By:
Denamo Addissie
ECPMI ECPMMS:2019
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TABLE OF CONTENT
TABLE OF CONTENT................................................................................................................................. i
LIST OF TABLES........................................................................................................................................ iii
ABBREVIATIONS AND ACRONYMS .................................................................................................... iv
NATIONAL FOREWORD........................................................................................................................ vii
PREAMBLE ................................................................................................................................................ xi
SECTION 1: GENERAL ............................................................................................................................ 1
1.1 Introduction.......................................................................................................................................... 1
1.2 Document information ........................................................................................................................ 2
1.3 Scope and Application ......................................................................................................................... 3
1.4 Normative References.......................................................................................................................... 4
1.5 Objectives.............................................................................................................................................. 5
1.6 Policy, principles and considerations ................................................................................................. 6
1.6.1 CPTMM policy................................................................................................................................ 6
1.6.2 CPTMM Principles ......................................................................................................................... 7
1.6.3 CPTMM Considerations ................................................................................................................ 8
1.7 Definitions, abbreviation and acronyms ............................................................................................ 9
1.7.1 Definitions ....................................................................................................................................... 9
1.8 CPTMM overview...............................................................................................................................15
1.8.6 Construction project time management process groups ............................................................17
SECTION 2: PROCESS GROUPS ...........................................................................................................22
2.1. Process Group 1: Plan time management.........................................................................................22
2.1.1. Plan time management : Inputs....................................................................................................23
Project management plan ..........................................................................................................................25
2.1.2. Plan time management : Tools, techniques and competences ...................................................25
2.1.3. Plan time management : Constraints ...........................................................................................26
2.1.4. Plan time management: Outputs..................................................................................................26
2.2. Process Group 2: Define Activities ...................................................................................................28
2.2.1. Define activities: Inputs ................................................................................................................29
2.2.2. Define activities: Tools, techniques and competences ................................................................31
2.2.3. Define activities: Constraints ........................................................................................................32
2.3. Process Group 3: Sequence Activities ................................................................................................34
2.3.1. Sequence activity: Inputs ..............................................................................................................34
2.3.2. Sequence activity: Tools, techniques and competences ..............................................................36
2.3.3. Sequence activity: Constraints ......................................................................................................38
2.3.4. Sequence activity: Outputs ...........................................................................................................38
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2.4. Process Group 4: Estimate activity durations ...................................................................................39

2.4.1. Estimate activity duration: Input .................................................................................................40
2.4.2. Estimate activity duration: Techniques, tools and competences ...............................................40
2.4.3. Estimate activity duration: Constraints ......................................................................................44
2.4.4. Estimate activity duration: Outputs .............................................................................................44
2.5. Process Group 5: Develop schedule ..................................................................................................45
2.5.1 Develop schedule: Inputs..............................................................................................................45
2.5.2 Develop schedule: Techniques, tools and competences .............................................................46
2.5.3 Develop schedule: Constraints .....................................................................................................51
2.5.4 Develop Schedule: Outputs ..........................................................................................................51
2.6. Process Group 6: Control schedule ....................................................................................................55
2.6.1. Control schedule: Inputs ...............................................................................................................56
2.6.2. Control schedule: Techniques, tools and competences ..............................................................56
2.6.3. Control schedule: Constraints ......................................................................................................60
2.6.4. Control schedule: Output .............................................................................................................60
SECTION 3 : Manual Adjustment, Amendment and Revision ..........................................................63
3.1 Manual Adjustment ............................................................................................................................63
3.2 Manual Amendment...........................................................................................................................63
3.3 Manual Revision .................................................................................................................................63
References ...................................................................................................................................................64
ANNEXES...................................................................................................................................................65
Annex I: Sample project charter ................................................................................................................66
Annex II: Sample schedule management plan ........................................................................................67
Annex III: Scheduling checklist.................................................................................................................75
Annex IV: Scheduling principles ..............................................................................................................77
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LIST OF TABLES
Table 1. 1 CPTMM policy document.................................................................................................................................... 6
Table 1. 2 CPTMM Principles ................................................................................................................................................... 7
Table1.3 Summary of inputs, constraints, tools and techniques, and outputs of the six
construction time management process groups .................................................................................. 19
Table 1. 4 Summary of inputs, constraints, tools and techniques, and outputs of the six
construction time management process groups (Continued) ..................................................... 20
Table 2. 1 Typical project charter format ........................................................................................................................ 24
LIST OF FIGURES
Figure 1. 1 Construction project time management process overview .......................................... 21

Figure 2. 1 IMCO for plan time management process .................................................................... 23
Figure 3. 1 IMCO for define activities process ................................................................................. 29
Figure 4. 1 IMCO for sequence activities process ............................................................................ 35
Figure 4. 2 Arrow and precedence diagrams ................................................................................... 36
Figure 5. 1 IMCO for estimate activity duration process ................................................................ 39
Figure 6. 1 IMCO for develop schedule process .............................................................................. 46
Figure 6. 2 An example of Gantt bar chart for a small project ........................................................ 52
Figure 7. 1 IMCO for control schedule process ............................................................................... 55
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ABBREVIATIONS AND ACRONYMS
AAU : Addis Ababa University

BoK : Body of Knowledge
BoQ : Bill of Quantities
CCM : Critical Chain Method
CMS : Construction Management System
CoTM : Construction Technology and Management
CPM : Critical Path Method
CPMM : Construction Project Management Manual
CPTM : Construction Project Time Management Manual
CPTMM : Construction Project Time Management
DB : Design-build
DBB : Design-bid-build
ECPMI : Ethiopian Construction Project Management Institute
ERA : Ethiopian Roads Authority
EVM : Earned Value Management
EV : Earned Value
FF : Finish to Finish
FS : Finish to Start
ID : Identification
LF : Late finish date
LS : Late start date
PDM : Precedence diagramming method
PV : Planned Value
RBS : Risk Breakdown Structure
SF : Start to Finish
SPI : Schedule Performance Index
SS : Start to Start
SV : Schedule Variance
tE : Expected(mean) time
tM : Most likely Time(duration)
tO : Optimum Time
tP : Pessimistic Time
WBS : Work Breakdown Structure
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NATIONAL FOREWORD
The proclamation to define the powers and duties of the executive organs of the Federal
Democratic Republic of Ethiopia Proclamation No 1097/2018 empowers the Ministry of Urban
Development and Construction (MUDC) to prepare and issue Standards for design and
construction works, and follow up and supervise their implementation.
This document forms a part of the CPMM Package that enlists Nineteen Manuals of which
Sixteen of them are Construction Project Management Manuals, two of them are general guides
(CPMM Organization and Setup and User Guide), and one of them is operational (Construction
Project Design Services) Manual. The CPMM package was developed with a clear view of the
integration of both the Project Management processes and knowledge areas so as to manage the
project as a holistic single entity. It is thus believed that the package will be instrumental in
creating modern and unified construction project management system in Ethiopian
Construction Industry.
The Ethiopian Construction Project Management Institute (ECPMI) has initiated and led the
overall development of the CPMM Package. The Ministry of Urban Development and
Construction would like to extend its appreciation to Construction Solutions PLC (Consol), and
Ethiopian Institute of Architecture, Building Construction and City Development (EiABC) who
contractually worked with ECPMI in the preparation of the original version of CPMM Package,
while the latter has validated and assured the quality of the original ones and produced the
released version the CPMM Package.
As the CPMM Package constitutes working manuals that are technical documents which, by
their nature, require periodic updating; revised editions will be issued by the Ministry from
time to time as appropriate. MUDC will establish Manuals Preparation and Revision Standing
Committee which collects feedbacks during the manual's three years operation period and
makes the required amendments and revisions accordingly.
The Ministry of Urban Development and Construction as mandated acknowledges this

document as a national resource tool and can serve as an acceptable working manual which
comprises a front cover, an inside front cover, a title page, National Foreword, Preamble, Table
of contents, pages 1 to 77 and a back cover.
Eng. Aisha Mohammed

Minister, MUDC
June 2019, Addis Ababa - Ethiopia
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PREAMBLE
Whereas; Ethiopia Construction Project Management Institute (ECPMI), to partially cater for
the deficiencies of Project Management practices in the Construction Industry; has envisioned
the development of Construction Project Management Manuals (CPMMs) which are critically
adapted, practice oriented, user friendly and responsive to continuous improvement that:
1. describe specific, supplemental and standardized knowledge and practices that are
generally accepted as "good industry practices" on most construction projects most of
the time,
2. define the conceptual, applicable and technological contents, processes and their What
and How elements sufficiently,
3. reflect the peculiar features of the Construction Industry in Ethiopia and can be
implemented by the resources in practice currently,
4. lay down the policies, principles, processes and procedures in order to effectively
discharge duties and responsibilities, and
5. can be applied to any project nationwide with minor and moderate modifications.
Whereas; ECPMI identifies and enlist nineteen manuals of which sixteen of them are
Construction Project Management Manuals, two of them are general guides (Construction
Project Management Organization and Setup and User Guide), and one of them is operational
(Construction Project Design Services) Manual;
Whereas; ECPMI as the mandated body, to foster the development of proactive and system
based CPMMs policies and principles and application of modern Construction Project
Management in Ethiopia governed by fundamental and best practices, envisions to cause the
applications of these CPMMs in order to improve the performances of Construction Projects;
Whereas; CPMMs are one among the critical bases for Initiating, Planning, Implementation
including Changes Administration, Monitoring & Evaluation, and Closing of Construction
Projects along the Business Project Product Management linkages with respect to their (1)
General Requirements, (2) Process Groups, (3) High Level Process Map (4) Detail Processes, (5)
Procedures or Instructions, and (6) Auxiliary or Annex Documents;
ECPMI has therefore caused the development of one of these CPMMs; namely: “Construction
Project Time Management Manual (CPTMM)” as a framework to guide and govern
construction projects implementation or operations in line with the expected level of
construction projects performances worldwide with respect to developing, authorizing,
directing, managing or validating, and controlling the CP Services and/or Works to ensure the
harmonization, consolidation, communication and interrelationship of the various construction
project management Body of Knowledge through CPTMM to make choices with respect to
resources allocations, balancing or prioritizing competing demands, tailoring for specific
situations, and managing the relationships and interdependencies.
ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT INSTITUTE
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1. SECTION 1: GENERAL
1.1 Introduction
The CPMMs are one among the focus areas and the cause for deficiencies in the expected
contributions of the Construction Industry in Ethiopia. ECPMI in collaboration with
Construction Solutions Plc. and the Construction Technology and Management Competence
Unit of the EiABC/Addis Ababa University identified and developed the following nineteen
construction project management manuals under three categories:
A. Construction Project Management Manuals

1. CP Integration Management Manual (CPIMM);
2. CP Scope Management Manual (CPSMM);
3. CP Quality Management Manual (CPQMM);
4. CP Stakeholders Management Manual (CPSHMM);
5. CP Risk Management Manual (CPRMM);
6. CP Procurement Management Manual (CPPMM),
7. CP Communication Management Manual (CPC mMM);
8. CP Time Management Manual (CPTMM);
9. CP HRs Management Manual (CPHRMM);
10. CP Materials Management Manual (CPMMM);
11. CP Heavy Equipment Management Manual (CPHEMM);
12. CP Cost Management Manual (CPCMM);
13. CP Financial Management Manual (CPFMM);
14. CP Safety Management Manual (CPSfMM);
15. CP Environment Management Manual (CPEnMM); and
16. CP Claim Management Manual (CPClMM).
B. General Guiding Manuals
17. CP Organization and Setup Manual (CPOSM); and
18. CPMM User Guide.
C. Operation or Implementation based CPMMs
19. Construction Project Design Management Manual (CPDMM).
This manual is prepared with an objective of serving as a guiding document for the proper
planning and control of project time objective.
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1.2 Document information
Document name : Construction Project Time Management Manual
Document number : ECPMMS: WM - 08
Document availability : The hard copy of the document is available at Ethiopian

Construction Management Institute (ECPMI) and the
electronic copy / form is located on the following website:
www.ecpmi.gov.et
Document owner : Ethiopian Construction Project Management Institute

(ECPMI)
Document sponsor : Ethiopian Construction Project Management Institute

(ECPMI)
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1.3 Scope and Application
The manual scope consist of the process of developing a detailed project time management for
construction project decisions. This document is applicable to all construction projects including
design development projects and it could be used at all stages of construction projects namely
initiating, planning, implementing, controlling and closing stages. The use of the manual is
limited mainly to building and road projects where no special consideration is sought.
The manual is prepared as a comprehensive guiding document for construction project

managers with a special application to clients, contractors, and consultants. The manual is
prepared mainly for the Project Manager; but it can also be used by senior managers, line
managers, planning engineers or schedulers, office engineers and other project management
professionals involved in construction projects on the side of clients, contractors and
consultants. The manual in general assumes that construction contracts entered into are based
on either design-bid-build or design-build delivery method and use contemporary contracting
forms. The manual is developed in reference to best international practices

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1.4 Normative References
Document Number Document Title
ISO 21500:2012 Guidance on Project Management
PMBoK Construction Extension to the PMBoK® Guide Third edition, 2017
PMBOK@ Guide Sixth A guide to Project Management Body of Knowledge (PMBoK@guide)

Edition - Sixth Edition

ECPMI ECPMMS: 2019
1.5 Objectives
Construction project time management is the process of organizing and implementing a

strategy related to the time required for activities on a construction project. Effective time
management plays a key role in successfully and efficiently meeting project objectives as well
as achieving profitability. Construction projects can risk incurring unnecessary costs and delays
as a result of ineffective time management.
Thus, this manual is developed with the intention of attaining the following:
 Present and discuss the basic process groups and detailed process involved in an
effective construction project time management practice;
 Provide guidance and information that would improve the quality of construction
project time management practice in Ethiopia;
 Outline updated and effective time management practices that would enable the
construction industry in Ethiopia minimize time overruns; and
 Provide information that would assist the construction industry apply consistent and
coherent time management practices in construction projects across the country.

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1.6 Policy, principles and considerations
1.6.1 CPTMM policy

The following elements, namely the; (1) purpose, (2) scope, (3) responsible party, (4) policy
statements, (5) outcomes, and (6) goals constitute the CPTMM policy document and are
outlined in Table 1. 1.
Table 1. 1 CPTMM policy document

Purpose: The main purpose of preparing this policy document is to create guidance
that should be followed during the use of CPTMM processes, procedures and
instructions in order to determine learning inputs for continuous improvement.
Scope: This policy will be applicable mainly to practitioners involved in:
1. Construction Management Services, Construction Design Services, Construction
Works, Construction Works Quality Assurance and Contract Administration
Services, Construction Design Services and Works, and Construction Design
Reviews, Quality Assurance and Contract Administration Services
2. Construction industry stakeholders, mainly the Employer, the Consultant and
the Contractor, and
3. Construction projects undertaken or to be undertaken based on the DBB or DB
delivery methods.
Responsible bodies: The responsible bodies for regulating and improving the CPTMM
are:
1. ECPMI for Regulating the application of the CPTMM
2. CoTM Competence Unit of the EiABC/AAU for monitoring the implementation
and continuously improving the CPTMM based on forthcoming contractual
agreement between ECPMI and EiABC
Policy Statements: This CPTMM policy document is to ensure achievements regarding
successful completion of the construction project.
Outcomes: The main outcomes of the CPTMM includes " CPTMM and CP Documents"
namely; Construction Project Time Management Plan, Construction Project Schedules,
Activity Duration Time Estimates, and Schedule Forecasts.
Goals: Based on the above outcomes, the goals are to ensure the achievements of the
following results:
 Provide guidance and information that would improve the quality of

construction project time management practice in Ethiopia;
 Outline updated and effective time management practices that would enable
the construction industry in Ethiopia minimize time overruns; and
 Provide information that would assist the construction industry apply
consistent and coherent time management practices in construction projects
across the country.

ECPMI ECPMMS: 2019
1.6.2 CPTMM Principles
The following constitute the CPTMM principles and are described in Table 1. 2.
Table 1. 2 CPTMM Principles
Principles: The main principles of this manual are:
1. Continuously improving the CPTMM system, knowledge, skill and attitude led
planning, defining, sequencing, estimating, developing and controlling time
resource of construction projects
2. Rely on the following seven major bases iteratively when required:
a. CPTMM outcome document considering the Project Business Case
b. CPTMM plan considering CPTMM processes, resources requirements and
timings
c. CPTMM and construction project documents requirements considering
construction project management requirements
d. CPTMM and/ or construction project Charter, Implementation and
Deliverable Documents to guide CPM implementation and performance
management
e. CPTMM and /or CP Performance Documents to gauge performances
f. CPTMM Integrated Change Control Document to ensure only necessary
changes be authorized
g. CPTMM and/or CPM Document Updates for continuous CPM
improvement
3. Business and Project Management Teams collaborative Partnership ensures or
will have higher likelihood to successfully align the Product - Project
requirements; hence the Business Case and the CPTMM and / or CP
Documents.
4. Continuously develop the capability of construction industry human resource
for CPTMM including (availing) necessary facilities
5. Mutually explanatory with the other BoK manuals, guidelines & strategies
6. Learning then accountability

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1.6.3 CPTMM Considerations

CPTMM considers the following basic elements, namely:
a. the Project Business Case as Front - End Planning bases,

b. the Construction Project Management (CPM) Process Groups (Construction Design
Services and/or Works Process Groups) as the Subjects whose construction project
Time Management to be managed,
c. the six processes of the CPTM presented in the subsequent chapters,
d. the IMCO relationships; namely:
i. Input: terms that refer to any item in the form of information or documents
or resources, whether internal or external to the CPTM processes, that
triggers a CPTM process group and required before that process group
proceeds which may be an output from a predecessor process group
including the Organization Process Assets;
ii. Mechanisms including tools, techniques and competencies: Something

tangible; such as tools, techniques and competencies, used in performing an
activity in the CPTM process groups to plan, estimate, manage, aggregate
and control the CPTM and construction project documents called Outputs;
Tools include templates
Techniques are terms that refer to a defined systematic procedure that may
use one or more tools to perform an activity in a process.
Competencies are clusters of CPTM related knowledge, performance or

experience and personal characteristics of the project management teams and
the project manager such as abilities, knowledge, skills, attitudes, behaviors
and personality that affect a major part of the CPTM job and its performance
which can be measured against well-accepted standards that are often
termed as "Good Industry Practices" or "Norms" and can be improved via
training and development.
iii. Constraints: terms that refer to limiting or dictating factors that affect the
implementations of CPTM process groups or the actions of the CPTM Team
such as Enterprise Environment Factors, Project Documents including Risk or
Lesson Learned Registers, Agreements, etc.; and
iv. Outputs: terms that refer to products, services, documents as results

generated by the CPTM process groups which may be an input to a successor
process group.

ECPMI ECPMMS: 2019
1.7 Definitions, abbreviation and acronyms
1.7.1 Definitions
For the purpose of this manual the following definitions apply:
Activity : A distinct, scheduled portion of work performed during the course of

a project.
Activity Attributes : Multiple attributes associated with each schedule activity that can be
included within the activity list. Activity attributes include activity
codes, predecessor activities, successor activities, logical relationships,
leads and lags, resource requirements, imposed dates, constraints, and
assumptions.
Activity Duration : The time in calendar units between the start and finish of a schedule
activity. See also duration.
Activity Duration : The quantitative assessments of the likely number of time periods that
Estimates are required to complete an activity.
Activity List : The quantitative assessments of the likely number of time periods that
Estimates are required to complete an activity.
Activity List : A documented tabulation of schedule activities that shows the activity
description, activity identifier, and a sufficiently detailed scope of
work description so project team members understand what work is to
be performed.
Actual Cost (AC) : The realized cost incurred for the work performed on an activity
during a specific time period.
Actual Duration : The time in calendar units between the actual start date of the
schedule activity and either the data date of the project schedule if the
schedule activity is in progress or the actual finish date if the schedule
activity is complete.
Analogous : A technique for estimating the duration or cost of an activity or a

Estimating project using historical data from a similar activity or project.
Bar Chart : A graphic display of schedule-related information. In the typical bar

chart, schedule activities or work breakdown structure components
are listed down the left side of the chart, dates are shown across the
top, and activity durations are shown as date-placed horizontal bars.
Baseline : The approved version of a work product that can be changed only
through formal change control procedures and is used as a basis for
comparison to actual results.
Bottom-Up : A method of estimating project duration or cost by aggregating the

Estimating estimates of the lower-level components of the work breakdown
structure (WBS).

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Constraint : A limiting factor that affects the execution of a project, program,

portfolio, or process.
Contingency : An event or occurrence that could affect the execution of the project
that may be accounted for with a reserve.
Contingency : Time or money allocated in the schedule or cost baseline for known
Reserve risks with active response strategies.
Contractor : An individual or a company (commonly referred to as the seller) that

is responsible for providing all of the resources necessary to manage
and perform the work in the contract documents.
Control Schedule : The process of monitoring the status of the project to update the
project schedule and manage changes to the schedule baseline.
CPM : Critical Path Method which is a step-by-step project management

technique for process planning that defines critical and non-critical
tasks with the goal of preventing time-frame problems and
process bottlenecks.
Crashing : A technique used to shorten the schedule duration for the least
incremental cost by adding resources.
Create WBS : The process of subdividing project deliverables and project work into
smaller, more manageable components.
Critical Path : The sequence of activities that represents the longest path through a
project, which determines the shortest possible duration.
Critical Path : Any activity on the critical path in a project schedule.

Activity
Critical Path : A method used to estimate the minimum project duration and
Method (CPM) determine the amount of schedule flexibility on the logical network
paths within the schedule model.
Decomposition A technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts.
Define Activities : The process of identifying and documenting the specific actions to be
performed to produce the project deliverables.
Develop Schedule : The process of analyzing activity sequences, durations, resource

requirements, and schedule constraints to create the project schedule
model for project execution and monitoring and controlling.
Duration : The total number of work periods required to complete an activity or

work breakdown structure component, expressed in hours, days, or
weeks. Contrast with effort.
Early Finish Date : In the critical path method, the earliest possible point in time when the
(EF). uncompleted portions o a schedule activity can finish based on the
schedule network logic, the data date, and any schedule constraints.

ECPMI ECPMMS: 2019
Early Start Date : In the critical path method, the earliest possible point in time when the
(ES) uncompleted portions of a schedule activity can start based on the
schedule network logic, the data date, and any schedule constraints.
Earned Value (EV) : The measure of work performed expressed in terms of the budget
authorized for that work.
Earned Value : A methodology that combines scope, schedule, and resource

Management measurements to assess project performance and progress.
Effort : The number of labor units required to complete a schedule activity or

work breakdown structure component, often expressed in hours, days,
or weeks. Contrast with duration.
Estimate : A quantitative assessment of the likely amount or outcome of a

variable, such as project costs, resources, effort, or durations.
Estimate Activity : The process of estimating the number of work periods needed to
Durations complete individual activities with the estimated resources.
Finish Date : A point in time associated with a schedule activity’s completion.

Usually qualified by one of the following: actual, planned, estimated,
scheduled, early, late, baseline, target, or current.
Finish-to-Finish : A logical relationship in which a successor activity cannot finish until

(FF). a predecessor activity has finished.
Finish-to-Start (FS) : A logical relationship in which a successor activity cannot start until a
predecessor activity has finished.
Forward Pass : A critical path method technique for calculating the early start and
early finish dates by working forward through the schedule model
from the project start date or a given point in time.
Free Float : 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.
Gantt Chart : A bar chart of schedule information where activities are listed on the
vertical axis, dates are shown on the horizontal axis, and activity
durations are shown as horizontal bars placed according to start and
finish dates.
Input : Any item, whether internal or external to the project, which is required
by a process before that process proceeds.
Lag : The amount of time whereby a successor activity will be delayed with
respect to a predecessor activity.
Late Finish Date : In the critical path method, the latest possible point in time when the
(LF) uncompleted portions of a schedule activity can finish based on the
schedule network logic, the project completion date, and any schedule
constraints.
Late Start Date (LS) : In the critical path method, the latest possible point in time when the

ECPMI ECPMMS:2019
uncompleted portions of a schedule activity can start based on the

schedule network logic, the project completion date, and any schedule
constraints.
Lead : The amount of time whereby a successor activity can be advanced

with respect to a predecessor activity.
Milestone : A significant point or event in a project, program, or portfolio.
Milestone Schedule : A type of schedule that presents milestones with planned dates.
Monitor : Collect project performance data, produce performance measures, and

report and disseminate performance information.
Network Path : A sequence of activities connected by logical relationships in a project

schedule network diagram.
Node : A point at which dependency lines connect on a schedule network

diagram.
Organizational : Plans, processes, policies, procedures, and knowledge bases that are
Process Assets specific to and used by the performing organization.
Output : A product, result, or service generated by a process. May be an input

to a successor process.
Parametric : An estimating technique in which an algorithm is used to calculate

Estimating cost or duration based on historical data and project parameters.
Precedence : A technique used for constructing a schedule model in which activities

Diagramming are represented by nodes and are graphically linked by one or more
Method (PDM) logical relationships to show the sequence in which the activities are to
be performed.
Precedence : A logical dependency used in the precedence diagramming method.

Relationship
Predecessor : An activity that logically comes before a dependent activity in a

Activity schedule.
Project : A temporary endeavor undertaken to create a unique product, service,

or result.
Project Calendar : A calendar that identifies working days and shifts that are available
for scheduled activities.
Project Charter : A document issued by the project initiator or sponsor that formally
authorizes the existence of a project and provides the project manager
with the authority to apply organizational resources to project
activities.
Project : A document that describes how the project will be executed,

Management Plan monitored, and controlled.
Project Manager : A person assigned by the performing organization to lead the team
that is responsible for achieving the project objectives.

ECPMI ECPMMS: 2019
Project Phase : A collection of logically related project activities that culminates in the
completion of one or more deliverables.
Project Schedule : An output of a schedule model that presents linked activities with
planned dates, durations milestones, and resources.
Project Time : Project Time Management includes the processes required to manage
Management the timely completion of the project.
Project Schedule : A graphical representation of the logical relationships among the

Network Diagram project schedule activities.
Resource Leveling : A resource optimization technique in which adjustments are made to

the project schedule to optimize the allocation of resources and which
may affect critical path. See also resource optimization technique and
resource smoothing.
Rolling Wave : An iterative planning technique in which the work to be accomplished

Planning in the near term is planned in detail, while the work in the future is
planned at a higher level.
Schedule Baseline : The approved version of a schedule model that can be changed using
formal change control procedures and is used as the basis for
comparison to actual results.
Schedule : A technique used to shorten the schedule duration without reducing

Compression the project scope.
Schedule Forecasts : Estimates or predictions of conditions and events in the project’s

future based on information and knowledge available at the time the
schedule is calculated.
Schedule : A component of the project or program management plan that

Management Plan establishes the criteria and the activities for developing, monitoring,
and controlling the schedule.
Schedule Model : A representation of the plan for executing the project’s activities
including durations, dependencies, and other planning information,
used to produce a project schedule along with other scheduling
artifacts.
Schedule Network : A technique to identify early and late start dates, as well as early and
Analysis late finish dates, for the uncompleted portions of project activities.
Sequence Activities : The process of identifying and documenting relationships among the
project activities.
Sponsor : A person or group who provides resources and support for the
project, program, or portfolio and is accountable for enabling success.
Start Date : A point in time associated with a schedule activity’s start, usually
qualified by one of the following: actual, planned, estimated,
scheduled, early, late, target, baseline, or current.
Start-to-Finish (SF) : A logical relationship in which a successor activity cannot finish until

ECPMI ECPMMS:2019
a predecessor activity has started.
Start-to-Start (SS) : A logical relationship in which a successor activity cannot start until a
predecessor activity has started.
Successor Activity : A dependent activity that logically comes after another activity in a
schedule.
Technique : A defined systematic procedure employed by a human resource to

perform an activity to produce a product or result or deliver a service,
and that may employ one or more tools.
Three-Point : A technique used to estimate cost or duration by applying an average

Estimating or weighted average of optimistic, pessimistic, and most likely
estimates when there is uncertainty with the individual activity
estimates.
Tool : Something tangible, such as a template or software program, used in

performing an activity to produce a product or result.
Total Float : The amount of time that a schedule activity can be delayed or
extended from its early start date without delaying the project finish
date or violating a schedule constraint.
Work Breakdown : A hierarchical decomposition of the total scope of work to be carried

Structure (WBS) out by the project team to accomplish the project objectives and create
the required deliverables.
Work Breakdown : An entry in the work breakdown structure that can be at any level.
Structure
Component

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1.8 CPTMM overview
This section describes foundational elements necessary for working in and understanding the
discipline of project management specifically in the context of construction project
management. The phrases, terms and concepts explained in this section lay a base for
subsequent discussions in terms of construction project time management processes.
1.8.1 Project and project life cycle

According to PMI (A Guide to the Project Management Body of Knowledge, 2016) a project is a
temporary endeavor undertaken to create a unique product, service, or result. A typical projects
is supposed to have its life cycle which is the series of phases that it passes through from its
start to its completion (PMI, 2016). The phase of a project can be defined as a collection of
logically related project activities that culminates in the completion of one or more deliverables.
Most construction projects have a life cycle consisting of conception, design, construction,
commissioning, and closeout. However, this manual adopts the above mentioned approach
with a different terminology of the phases namely initiating, planning, implementing,
controlling, and closing.
Construction projects vary widely in terms of type, size, duration, function, and cost, which
leads to multiple alternatives for project life cycle modeling and project delivery methods. Some
of the delivery methods widely recognized in the construction sector are briefly described
below:
 Design-bid-build: The owner purchases the design of a facility, and uses this product to
purchase the construction of the designed facility. The design contractor may be different
from the construction contractor.
 Design-build: The owner purchases the design and building of the facility with a single
contractor or contracted team based on concept design and or performance specification
provided by the owner.
 Self-performance: The owner does not hire a contractor, but instead performs the project
directly. This delivery method is commonly applied in small maintenance projects.
 PPP (public-private partnership): Governments have been developing a set of project

delivery methods generally known as PPPs. Within the realm of PPPs, the typical project
delivery methods include concessions, BOT (build, operate, and transfer), and DBOM
(design, build, operate, and maintain).
This manual is developed in a manner to address Design-Bid-Build and Design-Build project

delivery methods.

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1.8.2 Project management processes
Project management processes are systematic series of activities directed toward causing an end
result where one or more inputs will be acted upon to create one or more outputs. It is a logical
grouping of project management inputs, tools and techniques, constraints, and outputs. The
project management process groups include initiating, planning, implementing, controlling,
and closing.
There could be several ways of explaining the different stages of phases of construction
project. The Modified Five Construction Project Management Specific Process Groups
under the Business - Project - Product Management Chain or Linkage used in the
development of these ECPMMs' are:
1. Pre CP Design Services to ensure intended purpose (Business Case, Feasibility and
Design Brief) is clearly established;
2. During CP Design Services to realize the intended purpose on plan (Conceptual,
Preliminary and Final or Working Designs) ;
3. During CP Works or Executions (Sub Structure, Super Structure, Finishing,
Necessary Installations and Site Works) to efficiently realize the plan;
4. CP Completions to allow use of the product; and
5. Post CP Completion Services to ensure design life time is respected.
The CPTM Manual has also considered the engagement of Stakeholders and Coverage of
the Delivery Systems along the Construction Project Management Process Groups.
Accordingly:
1. The Employer CP and CPTM Documents and Integrated Change Control are
developed, authorized, led, managed, validated and controlled along all the CPM
Process Groups.
2. The Construction Management Consultant may serve in assisting the Employer to
prepare the CP and CPTM Documents along all the Process Groups.
3. The Design and / or the Design Review (DR), CP Tender and Contract
Administrations, and Quality Assurance or Supervision Services Consultant(s)
may serve in developing the CP design services and performing the various
services representing the Employer.
4. The Contractor may either involve in both the Construction Design Services and
Works in the case for DB projects or in Construction Works only in the case for
DBB projects.
5. The Consultant RFP or the Contractor Tender Documents as well as their Contracts
shall be controlled through the CPTM manual, the various functions or processes
of the CPM BoKs and the Business - Project and Product Management Chain or
Linkages.
The CPTM Manual has been made to focus mainly on the DBB and DB delivery methods
and the Design Services and Works Process Groups of Construction Projects.

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1.8.3 Enterprise environmental factors

Enterprise environmental factors (EEFs) refer to conditions, not under the control of the project
team, that influence, constrain, or direct the project. These conditions can be internal and/or
external to the organization. EEFs are considered as inputs to many project management
processes, specifically for most planning processes.
1.8.4 Organizational process assets

Organizational process assets (OPAs) are the plans, processes, policies, procedures, and
knowledge bases specific to and used by the performing organization. These assets influence
the management of the project. OPAs include any artifact, practice, or knowledge from any or
all of the performing organizations involved in the project that can be used to execute or govern
the project. The OPAs also include the organization’s lessons learned from previous projects
and historical information.
OPAs may include completed schedules, risk data, and earned value data. OPAs are inputs to
many project management processes. Since OPAs are internal to the organization, the project
team members may be able to update and add to the organizational process assets as necessary
throughout the project.
1.8.5 Project stakeholders
A stakeholder is an individual, group, or organization that may affect, be affected by, or

affected by a decision, activity, or outcome of a project. A contractor usually executes
construction projects for an owner together with an architectural or engineering consultant. This
group which consists of the owner, the consultant and the contractor may be considered the
primary stakeholders. Both the owner and contractor may bring other stakeholders to the
project, including financial institutes, regulatory organizations, subcontractors, equipment and
material suppliers, and insurance companies. Other stakeholders may be involved in the project
due to their own interests, such as local communities and labor unions.
1.8.6 Construction project time management process groups
Time is one of the key objectives of a project; hence, the process of planning and control of
construction project time has become one of the necessary project management body of
knowledge areas for the proper management of projects. Project time management can be
defined as the application of knowledge, skills, tools and techniques in a series of processes
under the constraint of time to achieve the targets of the project such as delivery time and other
project benefits. Since resources for a project are acquired for a certain period at a certain cost,
project time management activities have direct relations with the project scope, resources, costs
and other knowledge areas.
To achieve the project time management objective, there are a series of work processes that
project managers and organizations are supposed to do. With appropriate inputs, knowledge,
tools, and techniques implemented with the relevant attitude under proper identification of

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constraints; the individual processes provide outputs that feed the subsequent time
management process of the project. The cumulative effect of the overall time management
processes is to ensure the timely completion of the project.
The approach for time management processes is planning the schedule management as the rest
of the processes will be guided by this plan for managing the schedule. The time management
aspect of the project will be reflected in a schedule management plan prepared by the project
manager as part of the project management plan. Briefly explained below and presented in
Error! Reference source not found. are six key process groups that need to be carried out in o
rder to attain construction project time objective.
 Plan time management: This is the process of establishing the policies, procedures, and
documentation for planning, developing, managing, executing, and controlling the project
schedule.
 Define activities: This is the process of identifying and documenting the specific actions to
be performed to produce the project deliverables.
 Sequence Activities: This is the process of identifying and documenting relationships

among the project activities
 Estimate Activity Durations: This is the process of estimating the number of work periods
needed to complete individual activities with estimated resources. This estimation is done
based on estimation of activity resources which is the process of estimating the type and
quantities of material, human resource, equipment or supplies required to perform each
activity.
 Develop Schedule: This is the process of analyzing activity sequences, durations, resource
requirements, and schedule constraints to create the project schedule.
 Control Schedule: This is the process of monitoring the status of project activities to update
project progress and manage changes to the schedule baseline to achieve the plan.

ECPMI ECPMMS: 2019
construction time management process groups
Process Inputs Tools, techniques Constraints Outputs

and competencies
 Project charter  Behavioral  Project charter  Time
 Project management competence  Contract management
plan  Expert judgment documents plan
Plan time
 Enterprise  Data analysis  Availability of
management environmental /Analytical detailed
factors techniques information
 Organizational  Meetings  Resource
process assets availability
 Project time  Expert judgment  Enterprise  Activity list
management plan  Decomposition environmental  Activity
 Project scope base  Rolling wave factors attributes
 Enterprise planning  Organizational  Milestone list
environmental  Meetings process assets  Change requests
Define factors  BoQ  Resource  Project
activities  Organizational  Standard WBS availability management
process assets  Behavioral and  Availability of plan updates
technical detailed
competences information
 Project time  Precedence  Enterprise  Project schedule
management plan diagramming environmental network
 Project documents method factors diagrams
 Activity list  Dependency  Organizational  Project
 Activity attributes determination and process assets
Sequence documents
 Milestone list integration  Resource
 Enterprise  Leads and lags availability updates
activities
environmental  Project  Knowledge and
factors management attitude of
 Organizational information scheduler
process assets system
 Behavioral and
technical
competences
 Project time  Expert judgment  Enterprise  Duration
management plan  Analogous environmental estimates
 Activity list estimating factors  Project
 Activity attribute  Parametric  Organizational documents
 Activity estimating process assets updates
requirement/assign  Resource base  Contract
ment estimating requirements
Estimate  Three-point
estimating
activity
 Group decision
duration making techniques
 Reserve analysis
 Bottom-up
estimating
 Data analysis
Decision making
 Standard crew
outputs
 Meetings
 Behavioral and
technical
competences

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construction time management process groups (Continued)
Process Inputs Tools, techniques Constraints Outputs

and competencies
 Project time  Schedule network  Enterprise  Schedule baseline
management plan analysis environmental  Project schedule
 Project contract  Critical path factors  Schedule data
documents method  Organizational  Project calendars
 Activity list  Last planner process assets Change requests
Develop  Activity attributes system  Contract  Project
Schedule  Activity network  Critical chain documents management plan
diagrams method  Resource updates
 Activity resource  Resource availability  Project documents
requirement optimization updates
 Resource calendars techniques
 Activity duration  Modeling
estimates techniques
 Enterprise  Leads and lags
environmental  Schedule
factors compression
 Organizational  Scheduling PM
process assets Software
 Project
management
information
system
 Agile release
planning
 Schedule network
analysis
 Behavioral and
technical
competences
 Project time  Trend analysis  Reporting  Work
management plan  Performance systems performance
 Project schedule review  Organizati information
 Work performance  Critical path onal process assets  Schedule forecasts
data method  Change requests
Control  Enterprise
 Project calendars  Earned value  Project
 Enterprise management environmental management plan
schedule
environmental  Resource factors updates
factors optimization  Quality of  Project documents
 Organizational technique project schedule updates
process assets  Modeling and schedule data  Organizational
technique  Contract process asset
 Leads and lags requirements update
 Schedule
compression
techniques
 PM software,
formats, project
schedule, manuals
and guidelines
 Behavioral and
technical
competences
The time management processes are carried out in a step by step procedure and the output of
the preceding process is usually used as an input for the subsequent process. The six
construction time management process groups are depicted in Figure 1. 1 and discussed in
detail in the subsequent sections of the manual.

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① Plan time ② Define ③ Sequence

management activities
activities
⑥Control schedule ⑤ Develop ④ Estimate activity

schedule durations
Figure 1. 1 Construction project time management process overview

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2. SECTION 2: PROCESS GROUPS

2.1. Process Group One: Plan time management
Time management plan is part of the project management plan prepared with the aim of
establishing and defining the procedures to be followed for planning, developing, managing,
executing and controlling the project schedule. This plan guides as to how the project time will
be managed during the entire life of the project. The time management plan is part of the project
management plan that is prepared at the concept phase of the project and it is updated as it
passes through the construction design, construction works and close out phases by
incorporating the output of each phase as input for the subsequent phase.
As part of the time management plan, the project manager or any other construction
professional assigned to the task, has to prepare an overall time schedule for the entire project
incorporating detail schedule for the activities related to the earlier phase and milestone
schedule for the later phases. The time management plan helps the project manager to
communicate with the top management, subordinates and other line managers within the
organization and it can be used to communicate with other stakeholders like consultants and
contractors regarding project schedule issues like:
 Schedule development techniques and tools (methods);

 Level of accuracy of the duration estimates and the parameters to be used in the time
duration;
 Units of measurement of resources;
 The organizational procedures that should be followed and manuals to be used;
 Project schedule updating periods, progress recording and reporting requirements; and
 Acceptable variance levels (thresholds) of the schedule before a certain action is taken
Figure 2. 1 outlines input, tools and techniques, constraints and outputs for plan time
management process group and sample schedule management plan is presented in Annex II.

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Constraints:
•Project charter
•Contract documents
•Availability of detailed
information
•Resource avilability
Input:
•Project Charter PLAN TIME Output:

•Project management Plan
•Oroganizational process
MANAGEMENT •Time management plan
assets
•Enterprise environmental
factors
Tools, techniques and
competences:
•Behavioural and technical

competences
•Expert judgement
•Data analysis/analytical
techniques
•Meetings
Figure 2. 1 IMCO for plan time management process
2.1.1. Plan time management : Inputs
The inputs for plan time management process are the projects charter or contract document, the
project management plan which contains scope baseline, organizational process assets, and
enterprise environmental factors. These four inputs are explained in the subsequent sections.
a) Project charter
The project charter is a formal document in which the purpose, objectives, estimated durations
and costs, stakeholders, assigned personnel and their responsibility, sponsor of the project, the
key performance indicators and approval requirements etc. are listed and the authorization of
the project is recognized. Project charter is used as an input for preparing the schedule
management plan of the project. Because the terms of engagement of a project manager are
sometimes difficult to define in a few words, some organizations issue a ‘Project Manager’s
Charter’ which sets out the responsibilities and limits of authority of the project manager. An
example of a typical 'Project Charter' is presented in Table 2. 1
In the case of a project at its construction works phase, the contract agreement entered between
the client and the contractor is a major input that substitutes the project charter for plan time
management process. Most construction contract documents include objectives of the project
including scope and quality objectives of work, the time to complete the project, and the cost of

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the project. Many contracts include detail progress monitoring and control mechanisms like
schedule preparation techniques, tools and reporting requirements.
Table 2. 1 Typical project charter format
PROJECT CHARTER
1. General Project Information
Project Name:
Project Description:
Sponsor:
2. Project Team
Name Department Telephone email
Project Manager:
Team Members:
3. Stakeholders (eg. those with a significant interest in or who will be significantly affected by this
project)
4. Project Scope Statement
Project Purpose: Describe the business need this project addresses
Project Objectives: Describe the measurable outcome of the project, e.g., reduce cost by xxxx or
increase quality to ...
Deliverables: List the high-level "products" to be crated (e.g., improved xxxx process, employee manual
on yyyy)
Scope: List what the project will and will not address
Project Milestones: Propose start and end dates for Project Phases and other major milestones
Major Known Risks (including significant assumptions): Identify obstacles that may cause the project
to fail
Risk Risk Rating (High, Medium, Low)
Constraints: List any conditions that may limit the project team's opinions with respect to resources,
personnel, or schedule (e.g., predetermined budget or project end date, limit on number of staff that
may be assigned to the project)
External Dependencies: Will project success depend on coordination of efforts between the project
team and one or more other individuals or groups? Has everybody involved agreed to this interaction?
5. Communication Strategy (specify how the project manager will communicate to the Executive
Sponsor, Project Team members and Stakeholders, e.g., frequency of status reports, frequency of
Project Team meetings, etc.)
6. Sign-off
Name Signature Date
Sponsor (MM/DD/YYYY)
Project Manager

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The project manager shall read and grasp the major requirements of the project contract
agreement and relevant documents mentioned in the contract documents and other available
relevant design outputs such as engineering design reports, geotechnical reports before he (she)
prepares the schedule management plan. Similarly, designers of a consultant will have to refer
to the contract document between the client and the consultant as an input for preparing the
time management plan.
Project management plan

The project management plan integrates all the individual knowledge area plans for the proper
management of the project including the scope baseline which helps to define activities,
estimate durations, and manage the schedule of a project. The project management plan also
includes such information as cost, risk and communication decisions which are used in the
development of the schedule of the project. The components of the Project Management Plan
are therefore useful inputs for the Time Management Plan. Detailed discussion on Project
Management Plan is presented in Volume II of the ECPMI's Manual Series.
b) Organizational process assets
In addition to physical assets, each organization, depending on its maturity level, has its own
tangible and intangible assets that are developed and used in the business process of the
organization. Thus, the internal policies, procedure, knowledge bases that are specific to the
organization and used in the day to day business of the organization are called organizational
process assets. The organization process assets like scheduling procedures and manuals can be
used for the preparation of the time management plan.
c) Enterprise environmental factors
Enterprise environmental factors are existing conditions that are beyond the control of the
project team but still constrain or have positive or negative influence on the output of the
project. These include organizational structure, culture, geographic distribution of facilities and
resources, government policy, industry standards, market, political conditions, infrastructure
etc. Thus, the enterprise environmental factors are inputs that need to be considered in the
preparation of the time management plan.
2.1.2. Plan time management : Tools, techniques and competences

Proven techniques, widely used tools, necessary technical and behavior competence expected
from the project manager or other professional preparing the time management plan are
discussed in the following sections.
Tools and techniques

Tools like manuals on productivity estimates and crew compositions, scheduling guidelines,
past performance documents and software could be used for preparing time management plan.

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Competencies
Project management professionals involved in the preparation of time management plan need
to have the necessary training, relevant knowledge, and sufficient experience. Knowledge of
planning techniques and use of appropriate tools, sufficient experience in projects of similar
nature and scope are expected from the project manager.
Expert judgment
An expert is defined as somebody with a great deal of knowledge about, or skill, training, or
experience in, a particular field or activity. The consent of experienced experts is very important
input for several planning activities. Experts with specific training, knowledge, experience, or
exposure within the organization, from stakeholders, from consultants or any other relevant
group need to be consulted to prepare the time management plan. In the preparation of the time
management plan, experts preferably with additional knowledge of the geographical, political,
cultural and climatic environment of the project can provide useful information that may not be
found in the project charter or in contract documents where applicable.
Analytical Techniques
Analytical techniques such as rolling wave planning, and alternative analysis are useful
techniques that can be used for the preparation of time management plan. Rolling wave
planning is typically suitable for the scheduling activities at the concept phase of the project
where limited information related to later phases of the project are available. Detail description
of rolling wave planning technique is provided in section 0 of this Manual.
Meetings/Brain storming
Holding planning meetings which involve the sponsor, the project manager, other project team
members, and stakeholders is a useful technique for the preparation of project time
management plan. The ideas forwarded by the participants help the project manager to identify
the expectations of the different stakeholders. The incorporation of the expectations of the
stakeholders helps to prepare a responsive time management plan that enables the project
management team to proactively embark on several project issues.
2.1.3. Plan time management : Constraints
Factors that constrain the plan time management process include the project charter, contract
document, organizational process assets, and enterprise environmental factors, availability of
detail information about the project, availability of required human, equipment, materials and
technologies. The above mentioned four constraints are described in the previous sections.
2.1.4. Plan time management: Outputs
The plan time management process establishes the criteria based on which the project schedule
will be planned and controlled. It is the master plan for developing and controlling the schedule
of the project. This may be a formal document agreed by all parties or project management team
members. The time management plan may include the following among others:

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 Scheduling methodology and tools

 Acceptable level of accuracy of duration estimates
 Units of measurements
 Which and how organizational procedures should be used
 Process for updating the project schedule
 Thresholds for schedule variances which is acceptable level of variances before formal
actions are taken
 Rules of performance measurement (e.g. EVM)
 Reporting formats
 Process descriptions which outlines the time management processes to be followed

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2.2. Process Group Two: Define Activities
Introduction
Define activities process is the identification and compilation of key work items within the
scope of the project. The scope statement defined in the Construction Project Scope
Management Manual (Volume II) is vital for identification of the work items or tasks in a
project. The details of the definition of the activities vary in each phase of the project. Client’s
project manager that defines the list of activities at the concept phase of the project may define
limited number of activities to be carried out by the owner’s organization or by an expert or a
consultant that carries out the conception of the project. The Client’s Project manager has also to
define the major or key activities at the construction design, the construction works phase and
close out phase but the details of the activities will be further refined at each future stages.
In design-bid-build projects, higher level scope of works in the work break down structure
(WBS) is defined by the design consultant and included in the contract documents. The
definition of the activity or work package as defined in the contract documents is not detail
enough for the purpose of project time management in contractor’s organization. Thus, the
project manager of a contractor will have to break down the scope of works in the contract
documents to logically sufficient and manageable detail activity level.
The level of detail is a key consideration on most projects. Schedule activities broken down into
too small components can lead to an unmanageable level of detail. Construction-specific
indicators for decomposition will often describe the minimum viable level of detail measured
by units of work, work weeks, work days, or work hours. Figure 3. 1 depicts input, tools and
techniques, constraints and outputs of define activities process. The contributions of the inputs,
controls, constraints and the relevant outputs of the define activity process are discussed in the
subsequent sections.

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Constraints:
•Project charter
•Enterprise environmental factors
•Organizational process assets
•Resource availability
•Availability of detailed information
Input: Output:
•Project time management plan •Activity list
•Project scope base •Activity attributes
• Enterprise environmental
factors
DEFINE ACTIVITIES •Milestone list
•Change requests
•Organizational process assets •Project management plan
updates

competences:
•Decomposition
•Rolling wave planning
•Expert judgement
•Meetings
•BoQ
•Standard WBS
•Behavioral and technical competences
Figure 3. 1 IMCO for define activities process
2.2.1. Define activities: Inputs

Define activities process has four main inputs namely project time management plan, project
scope base, enterprise environmental factors, and organizational process assets. The following
sections briefly explain the four main inputs that can be used for defining activities of project
process.
Project time management plan

This is part of the project management plan which deals with schedule issues like the methods
to be used, the software chosen, and the level of details of the schedule etc. This input has to be
used during the definition of activities to judge the level of details to which the activities should
be defined. It is also used to acquire and use the tools and techniques pointed out in the time
management plan.
Project scope baseline

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Project scope baseline which includes work breakdown structure (WBS) is a hierarchical
decomposition of the total scope of work to be carried out with the aim of achieving the project
objectives and deliverables. This input can be used in all phases of the project but its application
at the construction stage where the number of activities to be defined is too many is very
valuable.
Usually, the drawings, bill of quantities and technical specifications of the contract document
during the construction phase of the project define what activities need to be performed. The
project manager of the contractor has to go through the drawings, the bill of quantity and the
particular and general technical specifications together with the other components of the
project’s contact document. The bill of quantities is a good starting document for establishing
the work breakdown structure (WBS) included in the scope base line.
However, the definition of activities for the purpose of scheduling and time management is
more detailed than they are presented in the bill of quantities. Thus, the project manager of the
contractor has to establish logical break down of the activities to create a scope base line used as
input for the activities definition.
For instance, in the case of the highway bridge, the six major components are:
1. Procurement
2. Field mobilization and site work
3. Foundations
4. Concrete abutments and wing walls
5. Deck
6. Finishing operations
In turn, each of these major project segments can be broken down into its subcomponents to form
the second level of the WBS. For example:
4. Concrete abutments and wing walls

4.1 Abutment #1
4.2 Abutment #2
Similarly, each of these can be further subdivided.
4.1 Abutment #1
4.1.1 Forms & rebar abutment #1
4.1.2 Pour abutment #1
4.1.3 Strip & cure abutment #1
4.1.4 Backfill abutment #1

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Enterprise environmental factors

Define activities may include several subsidiary activities or may be limited to the main
construction activities based on the enterprise environmental factors. The enterprise
environmental factors that can be used as input for define activities process are:
 External environmental factors like geographical and climatic conditions (example:
activities for securing water for the project during construction works phase in areas where there
is inadequate water supply);
 Organizational structure (example: purchasing activities) may be limited in projects;
 Culture (example: stakeholder management activities);
 Geographic distribution of facilities and resources;
 Government policy, industry standards; and
 Market, political conditions, and infrastructure etc
Organization process assets

Organizational process assets like work breakdown manuals of an organization, knowledge
bases and lessons learned from past projects can help in defining activities. The construction
organization should keep a central repository of all schedule information and records of
previously executed projects so as to reduce the amount of effort required to recreate this
information for each new project. This central repository may include all of the documents,
templates, policies, procedures, plans, guidelines, historical data, cost information, schedule
metrics, and risk assessments. All members of the project management team should have easy
access and use of these repositories.
2.2.2. Define activities: Tools, techniques and competences

The following inputs can be used for defining activities of a project

Below are a few established techniques that are relevant for definition of project activities.
 Decomposition
This is the breaking down or decomposing of the project activities and deliverables into
manageable pieces. This is a technique that can be applied in all phases of the project but its
application at the construction works stage where the number of activities to be defined is too
many is quite useful. The WBS is developed or decomposed to the level that the manager needs
to control or manage the project. Typically, larger and more complex projects require a more
detailed WBS.
 Rolling wave planning technique

This technique is an iterative planning technique in which activities that are carried out in
earlier stage of the project are planned in detail while activities carried out at the later stages are
defined only to the known level. Only few construction works activities in the project are
exhaustively defined at the start of the construction works of the project. At the beginning of the
project, even if one may wish to know all detail activities of the project, the time to commence
the physical works and the level of information may not enable to completely list all activities of

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the project. Thus, it makes it realistic to define only clearly known activities to their last
necessary details but activities that are to be executed at the later stage of the project will be
defined as the project team moves into the work and gets enough information regarding these
activities.
This technique is well suited for project Owners (Clients) who are the conceiver of the project.
At the concept phase of the project, the Client may not know what detail activities could be
carried out during the design or construction phases. Thus, he/she can decide that the activities
only at the concept phase be accurately defined and the rest will be defined when they are
executed. The technique can also be applied by the designer or by the Contractor when he/she
is not sure of the extent and details of work packages that are carried out at the later stage of the
project. However, the necessary care has to be taken in using this technique not to unduly
delayed the progress of the project.
 Expert judgment
The project manager or his subordinates may not be acquainted with some specific issues
regarding the project but there might be other experts that have specific knowledge and
experience regarding such special issues within or outside the organization. In these
circumstances, it is important to consult such experts having specific knowledge and expertise
that help to define the project activities.
In addition to the above mentioned techniques, tools including manuals and standards of work
breakdown structure, bill of quantities (BOQ), technical specifications (example ERA technical
specification), past records on method statements, and detail drawings can be used for defining
the project activities.
Competencies
The project manager and other professionals involved in define activities process of projects
need to have the necessary knowledge about the relevant techniques like rolling wave planning,
expert judgment and activity decomposition and selection and application of the relevant tools
with the context of the project. In addition to knowledge that could be gained through formal or
informal education, relevant experience in similar projects with comparable scope is important
for professional assigned in the task of defining project activities.
Moreover, behavioral competences including ability to communicate effectively, sensibility,
holistic thinking, attention for details, ability of finding solutions, leadership ability, readiness
for responsibility and etc. are also expected from the project manager and/or other professional
that takes the task of defining project activities.
2.2.3. Define activities: Constraints

Define activity processes are constrained by but not limited to the outlined items. Previous
sections could be referred in regards to explanations of the above mentioned items.
 The project charter;
 Enterprise environmental factors;
 Organizational process assets;

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 Resource availability; and

 Availability of detailed information regarding the project;
Define activities: Outputs

The outputs of define activity process are discussed in the subsequent sections.
Activity list
This is a long and exhaustive list of relevant activities or work packages that need to be
executed during the execution of the project. Activities listed for the project can be used for
subsequent time management processes.
Activity attributes
These are the specific features of each activity that will be necessary for future time
management activities. Activity attributes may include activity identifier (ID), work break
down structure ID (WBS ID), activity name, activity codes, activity descriptions, and
predecessor’s activity, successor activity, logical relationships, leads and lags, resource
requirements, imposed dates, constraints, and assumptions.
Milestone list
A milestone is an important event or target in the life span of the project. Milestone Lists are
established from the define activity process. They also show the scheduled dates for specific
milestones.
Change requests
A change request is a formal proposal to modify any document, deliverable, or baseline. When
issues are found while project work is being performed, change requests can be submitted,
which may modify project policies or procedures, project or product scope, project cost or
budget, project schedule, or quality of the project or product results. Other change requests
cover the needed preventive or corrective actions to forestall negative impact later in the
project. Any project stakeholder may request a change. Change requests can be initiated from
inside or outside the project and they can be optional or legally/contractually mandated.
Project management plan updates

Any change to the project management plan goes through the organization’s change control
process via a change request. Any component of the project management plan may require a
change request as a result of this process.

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2.3. Process Group Three : Sequence Activities

Activity sequence is a logical relationship or dependency between project activities whereby
they are arranged and linked in their order of execution. The start dates of some activities are
naturally dependent on the completion or progress of other activities. Figure 4. 1 depicts input,
tools and techniques, constraints and outputs of sequence activities process.
The sequence of activities needs to be logically organized for optimum utilization of resources
and to ensure their execution without time, space and methodology conflict. The contribution of
the inputs, mechanisms, controls, constraints and outputs to the sequence activity process are
discussed in the next sections.
2.3.1. Sequence activity: Inputs

The following inputs can be used for sequencing the activities of a project.
The time management plan serves as an input in guiding on the choice of techniques, tools,
contractually imposed milestones and knowledge and experience requirements for the activity
sequencing. Section 2 of this manual can be referred for detailed information about project
management plan.
Activity list
The activities list which has been defined in the defining activities process is used as an input in
defining the relationship between the individual activities. The interdependency of the
activities has to be studied to sequence the activities.
Activity attributes
Any specific information concerning an activity is the attribute of the activity. The logical
relationships of activities, the predecessor and the successor, the lead and the lags of activities,
resource requirements, constraining conditions and assumptions are the attributes of activities
that help in sequencing the activities.

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Constraints:
•Knowledge, experience, and attitude
of scheduler
Input:
•Project time management
plan Output:
•Activity list
•Activity attributes •Project schedule network
•Milestone list
SEQUENCE ACTIVITIES diagrams
•Project documents updates
•Project scope statement
factors

competences:
•Precedence diagramming method

•Dependency determination and
integration
•Leads and lags
•Project management information system
Figure 4. 1 IMCO for sequence activities process
Milestone list
The list of milestones will guide in the sequencing of the key deliverables of the project.
Project scope statement
The project scope statement contains such characteristics as project deliverables, constraints and
assumptions that can be used as input in the sequencing of the various project activities. During
the design and construction stages, the contract document of the project replaces the purpose of
the scope statement that define scope of works, the time for completion of the project and
project deliverables incorporated in the contract document can be used as input in the
sequencing of the various project activities.
Organizational process asset

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Organizational process assets can be used as inputs when sequencing project activities.
Knowledge bases, lessons learned and etc. can specifically indicate as to how the activities of the
project under consideration can be sequenced.
These include organizational structure, culture, geographic distribution of facilities and

etc. climatic conditions for example can affect the sequencing of activities.
2.3.2. Sequence activity: Tools, techniques and competences

Techniques
Below are presented a few proven techniques that are relevant for sequencing of project
activities.
i. Precedence Diagram Method (PDM)

There are two techniques used to develop a network diagram. The first is called the activity-on-
arrow (AOA) method because activities are represented on the arrow. The second technique is
called the activity-on-node (AON) method because the activity is represented on the node. The
activity-on-node technique referred to as Precedence Diagram Method (PDM) is used by most
planning software including Primavera. Figure 4. 2 illustrates typical Activity-on-arrow and
Activity-on-node network diagrams.
Precedence Diagram Method (PDM) has four types of activity relationships that define the
linkage of the predecessor and successor activities. A predecessor activity is the activity that
precedes or comes before the dependent activity and the successor activity is an activity that is
dependent on the preceding activity and that logically comes after another activity in a
schedule.
D
B D F
F
B
A B' H A H
C
G
E C E G
ARROW DIAGRAM
PRECEDENCE DIAGRAM
Figure 4. 2 Arrow and precedence diagrams

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a. 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) is completed.
b. Finish-to-finish (FF) - A logical relationship in which a successor activity cannot finish

until a predecessor activity has finished.
c. Start-to-start (SS) - A logical relationship in which a successor activity cannot start until
a predecessor activity has started.
d. Start-to-finish (SF) - A logical relationship in which a successor activity cannot finish

until a predecessor activity has started.
The finish to start (FS) is most widely used type of relationship and start to finish (SF) is rarely
used type of relationship
ii. Dependency determination
Dependency of activities is divided into four characteristics. These are mandatory,

discretionary, internal and external dependencies. However, external and internal dependencies
may be mandatory or discretionary and the features sometimes may be reduced up to two types
of dependencies. These could be mandatory internal and discretionary internal or mandatory
external and discretionary external.
Mandatory dependencies are dependencies of activities that are legally or contractually

mandatory or physically or naturally dictated dependencies. In other words, the sequence of the
activities cannot be switched under normal circumstances since their dependency is binding in
one or the other way.
Discretionary dependencies are preferred dependencies which can be governed at the

discretion of the scheduler depending on the preferred execution priorities.
External dependencies are typically the relationship between project and non-project activities.
Activities within the project may be dependent on decisions or execution of other activities
outside the project.
Internal dependencies are dependencies among the project activities which are either
mandatory or discretionary.
iii. Leads and lags
A lead is the amount of time whereby a successor activity can be advanced with respect to a
predecessor activity. This is however a specific relationship of the predecessor and the successor
activities when their precedence is preferential and not mandatory. A lag is the amount of time
whereby a successor activity will be delayed with respect to a predecessor activity.

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Tools
The sequencing of activities with their dependencies is easily accomplished with planning tools
like Microsoft Project and Primavera software. There are also several other software emerging
from time to time in different industries applicable for construction.
`The most logical and effective sequencing of activities with their starts and finishes or lags and
leads should be accomplished with professionals that have adequate knowledge of the
techniques and tools used for this task. Previous activity sequencing experience in similar
projects with comparable scope undoubtedly eases this component of the time management
process.
Ability to communicate, sensibility, holistic thinking with attention for details, ability of finding
solutions, leadership ability, ability to resolve conflicts, readiness for responsibility, openness
and etc. are also expected from the project manager and/ or other professional that takes the
task of sequencing project activities
2.3.3. Sequence activity: Constraints

Resource availability, enterprise environmental factors, organizational process assets,
knowledge, experience and attitude of the schedulers can affect the sequencing of activities.
2.3.4. Sequence activity: Outputs

The integrated application of relevant inputs, techniques, tools, knowledge, experience and
proper attitude results in the creation of the project schedule network diagram and updating of
the project documents of the project management plan. The project schedule network diagram
is a graphical representation of the activities sequenced according to their mandatory or
preferred dependencies in which predecessor and successor activities are shown with their
leads or lags, when necessary.

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2.4. Process Group One: Estimate activity durations

Estimation of activity duration is the process of estimating the time period required for the
execution and completion of the individual activities defined and networked in the activity
definition and activity sequencing process, respectively. The durations of the individual
activities will then establish the duration of the project. Figure 5. 1 illustrates input, tools and
techniques, constraints and outputs of estimate activity duration process. The relationship of
the different inputs, mechanisms, Controls, constraints and outputs with estimate activity
duration discussed in the following sections.
Constraints:
•Contract requirements
Input:
•Project time management plan Output:
•Activity list ESTIMATE ACTIVITY •Duration estimates
•Activity attribute DURATION •Project documents updates
•Activity requirement/
assignment

competences:
•Expert judgment
•Analogous estimating
•Parametric estimating
•Resource base estimating
•Three-point estimating
•Group decision making techniques
•Reserve analysis
•Bottom-up estimating
•Data analysis Decision making
•Standard crew outputs
•Meetings
Figure 5. 1 IMCO for estimate activity duration process
Estimate activity durations process is preceded by estimation of activity resources which

involves estimation of the quantity, type and attributes of the resources necessary to be engaged
for the execution of the individual activities of the project. The resources may include

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equipment, human resource, material, services, commodities, supplies, funds and tools like
communication technology and software for office works. The appropriate estimation of the
resources needed, with their quantities and characteristics, helps to estimate a more accurate
duration and cost of the activities. Estimation of activity of resources is addressed in other
manuals and it is not within the scope of this manual.
2.4.1. Estimate activity duration: Input
Time management plan

The schedule management plan, being the road-map of the scheduling process, is used at this
stage to provide guidance on the preferred method or technique of activity duration estimation,
the acceptable level of accuracy, and update cycle of the duration estimate.
Activity list
The activity list helps in establishing the list of activities for which the duration will be
prepared.
Activity attribute
The activity attributes like the precedence of activities, the leads and lags are factors that can be
used to establish the duration of the activity.
Activity resource requirement /assignment
Activity resource requirements will significantly affect the duration of each activity. The
resource required for a certain activity may be delayed than the intended activity duration.
Some resources on the other hand may be surplus just before the start of the activity. Thus,
depending on its criticalness the duration of an individual activity may be prolonged or
shortened to align its duration with the availability of resource for the activity. A resource
calendar is a time table which shows which of the resources will be available for how long and
during which working days, shifts or seasons including their quantity and attributes related to
their capacity or knowledge and skill.
2.4.2. Estimate activity duration: Techniques, tools and competences

 Expert judgment
The consent of experts provides guiding duration based on similar experience of other projects.
Some experts, after looking at the attributes of an activity can provide an initial estimate
duration that may be used for early planning purpose and later verified with other methods.
 Analogous estimating
This technique is the estimation of the duration of an activity from a historical duration data
from a similar activity of a project with similar complexity, size, and other features. This

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technique is used when detail information regarding the activity or project under consideration
is limited. The reliability of this technique highly depends on the similarity of the activity or the
project parameters of the historical activity or project with the one under consideration.
The method can be used during concept and design phases of the project. Its applicability at
construction phase during which the scope of majority of the activities is defined is minimal.
However, it can still be used as a preliminary duration estimate technique at the construction
phase for activities that lack detail information from which duration can be estimated.
 Parametric estimating
Parametric estimation technique is the estimation of duration of specific activities by

mathematically relating the measurable numerical value of the individual activities and
historical hourly or daily performance data (productivity). This technique is by far more
accurate for the estimation of the duration of construction phase activities when historical
performance data are realistic. The durations of the individual activities are established by
dividing the quantity of work with the hourly or daily performance output or productivity of
the labor or equipment crew that is assigned to carry out the task.
In this technique, the hourly or daily production for an activity may be governed by the
productivity of the complete crew or sometimes by the lead resource assuming that the other
resources are fully available. Commonly used parametric indicators are ratio of steel in
concrete (average steel per cubic meter), percentage of reinforcement steel for different
components of structure, and labor requirement for 1 m3 of reinforced concrete.
For example, the duration required for placing of sub base in a 1km road project may be dictated by the
hourly productivity of the grader though roller, shower trucks, dump trucks and other resources are used.
To calculate the duration, we calculate the volume of sub base to be placed on the stretch of 1km and
divide it with the hourly sub base volume placing capacity of the grader. In this way, the duration for the
activity is calculated.
The technique is highly dependent on proper recording and analysis of historical hourly or
daily performance data. Performance data (productivity) may also be obtained from published
documents which should be used with appropriate adaptation for the context of the activity or
project.
 Resource based estimating
When project duration estimation is conducted under conditions of strictly limited resource
availabilities, resource conflicts often occur which prevent concurrent scheduling of parallel
activities requiring the same resources. The theoretical durations of some activities calculated
using other methods may be increased or decreased to account for resource availability or
release of the required resource from or for other activities. However, since the start and end
dates of the project are fixed usually by contract, the effect of resource based estimation need to
be checked for critical and near critical activities.

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 Three-point estimating
This technique is an estimation of the mean duration from three distinct single point estimates
established using different risk and uncertainty levels. The three-point estimating technique can
be used for establishing the duration of activities that cannot be estimated using the parametric
or analogous techniques. This technique can also be used in coordination with other techniques.
However, the accuracy of the estimate is highly dependent on the accuracy of any one of the
three single estimates.
The three single point estimates are briefly explained below.
Most Likely (tM) - The most likely duration is the assumed duration of the activity with known
information regarding the likely resources to be assigned, their realistic productivity, realistic
expectations of their availability for the activity, their dependencies on other participants and
the possible interruptions to the activity etc.
Optimistic (oM) - Optimistic duration is the assumed duration of the activity with the
assumption of best scenarios for the activity or with the assumption that everything will run as
planned without interruption
Pessimistic (tP) - Pessimistic duration is the assumed duration of the activity based on worst-
case scenario for the activity
Based on the above single point duration estimates the expected duration (tE) or mean duration
of the activity or the project is calculated using the following two options
i. Triangular Distribution.
t t t
t  o M P
E 3
ii. Beta Distribution
t 4 t M  t P
t  o
E 6
 Group decision making techniques
Group decision making techniques such as brain storming, Delphi and normal group
techniques defined below enhance decision making processes by involving group of experts.
Brain storming is a group problem-solving technique that involves the spontaneous

contribution of ideas from all members of the group
Delphi technique is a structured communication technique or method, originally developed as

a systematic, interactive forecasting method which relies on a panel of experts.

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Normal group technique is a group process involving problem identification, solution

generation, and decision making
The project manager may involve a team from the project or from other similar functions of the
organization and conduct any or all of the above mentioned techniques to estimate the duration
of some obscured activity or milestone for which establishing the duration is difficult with other
simple methods.
 Reserve analysis
In the context of project time management, reserve analysis is the inclusion of time reserve,
contingency reserve or buffer time into the project scheduled duration to account for schedule
uncertainty. The contingency reserve may be a percentage of the estimated activity duration, a
fixed number of work periods or may be quantitatively established using statistical methods. As
more accurate information is obtained about the project, the contingency reserve may be used,
reduced, or removed based on the existing situation.
The contingency reserve has to be documented in the project schedule. Contingency reserves
may also be estimated for management reserves. Management reserves are the specified
amount of the project duration withheld for management control purposes and are reserves for
unforeseen works within the scope of the project. Management reserve is not shown in schedule
base line but is part of the overall project duration requirements.
 Tools
Industry crew productivity standard documents (example CMS), previous records of the
company on other projects and best practice records with project management software and
spreadsheet programs can be used to estimate the duration of the project activities.
Competencies
Similar to the other time management processes, the project manager or any person who is
assigned for the estimation of the duration of the project activities must be able to judge the
accuracy of the durations estimated for each activity. The scheduler should also be able to
understand the different techniques used for duration estimation and has to have the capacity
to choose the most suitable techniques applicable for each activity based on scientific reasoning.
The scheduler has to be able to appropriately use the tools specified in the contract document or
the best tool that enable him acquire the exact durations of the individual activities.
In addition to the technical competences described above the behavioral competence of the
project manager should include but not limited to:
 Leadership ability,
 Ability to communicate,
 Argumentation capacity,

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 Sensibility,
 Fairness,
 Ability of finding plausible solutions,
 Holistic thinking abilities etc.
2.4.3. Estimate activity duration: Constraints

The constraints that affect the duration estimation process are:
 The contract document (for example by being specific on tools and techniques and by
fixing some activity durations),
 Organizational process asset,
 Enterprise environmental factors and resource availability etc.
It is to be noted that the above mentioned constraints are explained in the previous sections.
2.4.4. Estimate activity duration: Outputs
Activity duration estimates

Activity durations are the time periods (hours, days, weeks, months and years) that are
required for the completion of project activities. The preferred method for presenting durations
of activities is typically in days. For the purpose of contracts and communications the estimated
working days will have to consider non-working days when the schedule is developed.
Contingency estimates may also be added to the calculated durations.
Project documents updates
The output of estimate activity duration process may initiate project documents like activity
attributes and assumptions used for duration estimation like number of crews etc.

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2.5. Process Group Five : Develop schedule

The developing of the project schedule process is the analysis and organization of the identified
list of activities, their logical sequence (networks), their estimated durations, required resource
and the constraining conditions to create a schedule model. Figure 6. 1 illustrates input, tools
and techniques, constraints and outputs of develop schedule process. The process is usually
carried out using a scheduling tool by entering schedule activities, durations, resources,
resource availabilities, constraints and logical relationships into the scheduling tool which
generates a schedule model with planned dates for completing project activities.
A schedule model is representation of the plan for executing the project’s activities including
durations, dependencies, and other planning information, used to produce a project schedule
along with other scheduling artifacts. The relationship between the inputs, tools and techniques,
constraints and outputs and the develop schedule process are presented in the subsequent
sections.
2.5.1 Develop schedule: Inputs

The schedule developing process uses the outputs of many of the preceding time management
functions and others as an input. The inputs include,
 Project Charter/Project contract document,

 Time management plan ,
 Activity list,
 Activity attributes,
 Activity network diagrams,
 Activity resource requirements,
 Resource calendars,
 Activity duration estimates,
 Project risk register
 Project staff assignments,
 Resource breakdown structure,
 Organizational process assets and enterprise environmental factors etc.

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Constraints:
•Contract documents
Input:
•Project charter
•Project time management plan
•Project contract documents Output:
•Activity list •Schedule baseline
•Activity attributes •Project schedule
•Activity network diagrams •Schedule data
•Activity resource requirement DEVELOP SCHEDULE • Project calendars
•Resource calendars •Change requests
•Activity duration estimates •Project management plan
•Project risk register updates
•Project staff assignments •Project documents updates
•Resource breakdown structure
factors
competences:
•Schedule network analysis
•Critical path method
•Last planner system
•Critical chain method
•Resource optimization techniques
•Modeling techniques
•Leads and lags
•Schedule compression
•Scheduling PM Software
•Project management information system
•Agile release planning
•Schedule network analysis
•Technical and behavioral competences
Figure 6. 1 IMCO for develop schedule process
2.5.2 Develop schedule: Techniques, tools and competences
Techniques
i. Schedule network analysis
This is a technique that generates the project schedule model. In this technique, the early start,
early finish, late start and late finish dates of the project activities are fixed using the calculated
durations of the activities. Once the activity starts and finish dates are determined, the schedule
is refined to account for conflict of resources, consideration of important milestones etc. The

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overall duration of the project is finally determined using the critical path method or other
suitable techniques.
 Critical Path Method (CPM)

The critical path method is a method in which minimum possible duration of the project is
determined in a network analysis. The method is also used to test the flexibility of a specific
network path of a project schedule. This schedule network analysis technique calculates the
early start, early finish, late start, and late finish dates for all activities without regard for any
resource limitations by performing a forward and backward pass analysis through the schedule
network.
The longest path established with sequence of activities in the network of the project schedule is
called the critical path. The critical path determines the shortest possible project duration which
means any delay on an activity on the critical path will delay the project. The early start and
finish dates on a network path including the critical path are calculated using a forward pass by
using a fixed start date and the late start and finish time are calculated using a backward pass
using a fixed completion date. The amount of time that a schedule activity can be delayed or
extended from its early start date without delaying the project finish date or violating schedule
constraints called “total float”.
Total float is calculated by subtracting the early finish date from the late finish date or the early
start date from the late start date.
Free float is the amount of time that an activity can be delayed without delaying the early start
date of the successor activity or without making change to the constraint. Hence, free float is
calculated by subtracting the early finish date of the activity from the earlier start date of the
successor activity. Under normal circumstances, the critical path is the path with zero total float.
However, critical paths may have also positive or negative total float depending on constraints
applied on the scheduling tool.
Negative float on critical path, means the calculated completion date of the last activity is later
than the targeted completion date established at the beginning of the project. Negative total
float is caused when constraint on the late dates is violated by duration and logic. It may also
show a scheduling mistake.
Positive total float on the critical path is caused when the backward pass is calculated from a
schedule constraint that is later than the early finish date that has been calculated during
forward pass calculation.
 Last planner system
The last planner system is a collaborative planning that involves not only the top management
but also the people who are in charge of direct execution of the activity who know more details.
In this system the start date of activities will be fixed only when the availability of the necessary

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resources is assured and possible constraints are removed. The idea is to decrease assumptions
and authoritative plans that are imposed by the management or by the idealist scheduler.
The preparation of the plan needs the collaborative involvement of the client in the beginning to
ensure that issues that would have been assumed as constraints in ordinary planning will be
removed based on achievable commitments. The direct executers of the activities usually
superintendents or foremen for construction phase also make realistic and achievable promises
based on what they are able to actually execute. This system’s main principle is that
construction activities should only be commenced when all the constraints to production have
been removed.
 Critical chain method
The critical chain method (CCM) is a schedule method that is based on the concept of
establishing a project ‘buffer time’ and then monitoring this time available and allocating
resources to critical chain tasks. The procedure used in this method is briefly discussed as
follows.
First, the most likely (95% confidence) durations for each activity are calculated and
dependencies are established in similar way as in critical path method. All activities are
scheduled based on their latest start time. The total time of the critical path is reviewed from
resource requirements perspective of each activity and when there is shortage of resource on an
activity, the activity is pulled to start on its earlier start date.
Next, the duration of each task is revised with the assumption of 50% chance that the activity
will be completed in time with the available resource. With everything fulfilled as planned (the
resources are available, work is not interrupted and all concerned are able to devote 100% of
their time to complete the activity, that is, no ‘multi-tasking’ or use of resources across different
activities), this 50% chance is estimated to be the best estimated completion time.
Subsequently, the time on the critical path to complete the project is re-calculated based on the
revised durations. The new duration becomes the available allocated time for the activities and
the difference between this new time and the original duration becomes the overall buffer time
for the critical chain. This buffer time is the project buffer and added to the end of the revised
critical chain at the end of the construction work. Additional buffers, known as feeding buffers,
are placed at each point where a chain of dependent activities that are not on the critical chain
feeds into the critical chain. The size of each buffer has to account for the uncertainty in the
estimated duration of the dependent activities that lead to that buffer.
The monitoring of progress in the critical chain method is concerned with how much of the
buffer is consumed. The higher the rate of the consumption of the buffers, it is very likely that
activities and subsequently project will be delayed and resource or constraint adjustment is
initiated. Negative buffer in progress initiates readjustment of the critical chain. The buffer has
to be agreed by all stakeholders in the project.

ECPMI ECPMMS: 2019
ii. Resource optimization techniques
One of the functions of project management is the optimum use of resources. Resource leveling
and resource smoothening are two of the most common resource optimization techniques used
to adjust the schedule based on resource availability.
 Resource leveling and resource smoothing
Many construction activities require the same kind of resource and the quantity of the resource,
for instance equipment, cannot be indefinitely increased. The adjustment of the schedule to use
the same resource when it is released from its assignment by other activities is a resource
leveling. This is a technique in which the start and finish dates of certain activities are adjusted
so that the available resource can be used with the adjusted duration. Some resources may be
shared between two or more concurrent activities. Avoiding the concurrence of the activities
can help to use the shared resource at different durations for both activities.
In cases where critically required resources are only available at certain times, or their quantity
is not sufficient or even over-allocated, resource leveling is used to keep the usage of resource at
constant level. Resource leveling may change the original critical path of the project as start and
end dates of the critical activities will be affected.
Resource smoothing is an element of resource leveling in which limited amount of resource

optimization can be done without affecting the critical path. In resource smoothing, the
activities are adjusted only within their float time to optimize some resource fluctuations. It is a
technique that adjusts the activities of a schedule model such that the requirements for
resources on the project do not exceed certain predefined resource limits. The project’s critical
path is not changed and the completion date may not be delayed by resource smoothing since
the activities are adjusted within their respective float times.
iii.Modeling Techniques
What-if scenario analysis and simulation techniques can be used to predict the outcome of a
scheduling option.
What-if scenario analysis is the analysis of different possible scenarios to predict their
consequences. The response of the schedule model to different varying conditions can be seen
by analyzing different scenarios like delay of mobilization of a major resource, external
environmental factors or others. The results obtained by analyzing the different scenarios of the
schedule are used to assess the feasibility of the project schedule and enables to respond to
unfavorable external conditions and to prepare contingency plans for mitigating the effect of
the risks.
Simulation is a measure of the sensitivity of the durations in the project schedule by entering
several activity assumptions. Probability distributions constructed from three point estimates
are usually used in this technique to cater for uncertainty.

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The most common simulation technique in project time management is Monte Carlo analysis. It
is a computer model in which a range of possible outcomes are simulated, and presented along
with their probabilities of occurrence. In this technique, the outcome of the total project
duration is calculated from the distribution of possible activity durations for each activity. The
technique can be used with simple spreadsheet program to see what happens to the overall
project schedule when a certain task slips, it is easy enough to change this task’s duration, and
observe the resultant change in the final project duration.
iv. Leads and lags
Leads and lags are traditional methods both used in the development of the project schedule.
Lead is an acceleration of the successor activity and can be used only on finish-to-start activity
relationships. Lag is a delay in the successor activity and can be found on all activity
relationship types. When the resource assigned for a successor activity cannot be ready at the
finish date of the predecessor activity, the successor activity may be deciding to lag for a certain
period of time. On the other hand, the start of a successor activity may be decided to start earlier
than the finish date of the predecessor activity as long as conditions allow doing so.
v. Schedule compression
Schedule compression is an act of reducing the project duration to mitigate delays, to meet a
certain fixed completion date or to achieve certain schedule constraints. Schedule compression
can be done using the following two techniques among others.
Crashing
This is an accelerated execution of the project tasks to shorten the duration of the schedule by
increasing resources and subsequently cost of the project. The crashing of schedule of project
activities can be accomplished through additional payment to accelerate on activities of the
critical path, by allowing overtime work or supplying additional resources. Crashing may not
always result in reduction of duration of the project unless it is done on the critical path
activities. It should also be noted that crushing may have more cost and risk impacts on the
project. When one decides to crash the project activities, he has to analyze the associated risks
and costs and make sure that they are within acceptable range.
Fast tracking
Fast trucking is a schedule compression technique in which activities are carried out
concurrently or in parallel so that the duration will be shortened. Fast tracking may not always
be possible unless the dependency of the activities is discretionarily sequenced. Sequential
activities that have mandatory dependency are difficult to fast truck as the successor activity
cannot be carried out before the predecessor activity.
However, preparatory works for successor activities can be done parallel with the predecessor
in many construction activities. For example, use of technologies like precast systems, early

ECPMI ECPMMS: 2019
production and mobilization of materials, innovation of advanced methodologies are all fast
tracking methods that can to some extent compress the schedule.
Tools
In addition to manual methods of network analysis for scheduling, project management
software like Primavera and Microsoft Project are the most common project management
software used in Ethiopia, there are several other project scheduling tools that are brought to
the market through time.
Competencies
Project schedule development is one of the most important knowledge expected from the
project manager and/ or the scheduling professional. In addition to understanding the different
techniques necessary for activity definition through activity duration, the project manager and/
or the scheduling professional need to understand the pros and cons of the different techniques
used for schedule development and their relevance to the project under consideration. A
scheduler has to understand what scheduling tool or software needs as input and has to be able
to synthesize the network analysis process to understand the outputs of the scheduling tool or
software. The scheduler has to have a relevant experience of scheduling and using the
appropriate scheduling software.
In addition to the above mentioned skill, knowledge, and experience the project manager
should posses the following competences including:
 Leadership ability
 Ability to communicate effectively
 Argumentation capacity
 Sensibility
 Holistic thinking with attention to detail
 Fairness,
 Ability of finding solutions
 Enthusiasm
 Ability of resolving conflicts and
 Ability of resolving conflicts and
 Patience
2.5.3 Develop schedule: Constraints

The constraints to schedule development include, contract document, resource availability,
activity durations, enterprise environmental factors, and organizational process assets. Previous
sections can be referred to the detailed explanations of the above mentioned constraints.
2.5.4 Develop Schedule: Outputs

Below are described outputs involved in develop schedule process.

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Schedule baseline
A schedule base line is a fixed schedule which is the formal schedule that is approved by the
stakeholders and that will not be changed without their authorization. This schedule is the basis
from which executed progress is measured and necessary contractual communications are done
among the stakeholders.
Contractors are normally required under the contract to submit a base line schedule that will be
approved by the Client or the Consultant and will be binding upon the stakeholders. The
change or update of the base line schedule is initiated due to scope change or other contractual
changes in the project and it is only possible with the approval of the stakeholders usually the
client and the consultant.
Project Schedule
The project schedule is an output of a schedule model that presents linked activities with
planned start and finish dates, durations, milestones, and resources. The project schedule has to
include at least the start and finish dates of each activity. The project schedule may be presented
different ways. It can be presented in detail or in a summary schedule (milestone schedule).
Project schedule can be presented in different tables but a graphical presentation is the most
common and easily understandable. The following are the most common graphical presentation
formats.
 Gantt charts
Gantt Chart is a very common representation of list of activities on the vertical axis and time
scale usually in days on the horizontal axis. Bars that are drawn parallel to the horizontal axis
one for each activity represent the duration of that activity. The start and the end of the bar
charts show the start end dates of the activity respectively. Figure 6. 2 depicts a simplified
Gantt chart.
Figure 6. 2 An example of Gantt bar chart for a small project

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 Milestone Charts
Milestones are marked on bar charts or networks by a triangle or diamond and can be turned
into a monitoring system in their own right when used in milestone charts, sometimes also
known as trend charts. Milestone charts is a summary schedule in which only the start or end
date of key deliverables or are indicated. Milestones are usually indicated with points of
different shape (circle parallelogram etc.) as visible as possible on the specific date against the
milestone.
 Project schedule network diagrams
Project schedule network diagram is a network showing the activity relationships in which the
predecessor and successor activities are represented on the nodes and they are linked by arrow.
The network diagram shows the early start/ finish and late start/ finish dates near the node
and the arrow shows the durations of each activity. However, the overall time scale is not
shown on the network diagram. In order to show the time scale, the network diagram can be
presented on a logic bar chart.
Schedule Data
The schedule data is the overall data that is necessary for describe and control the schedule.
This information can be presented both in tabular forms and graphically and it should include
the following items.
 Schedule milestones
 Schedule activities and attributes
 Resource requirement divide in time periods usually as histogram and tubular form
could also be supplementary
 Alternative schedules including pessimistic and optimistic with or without resource
leveling and with or without enforced dates
 Cash flow projections like S-curve and others
 Procurement and delivery schedules
 Schedule of contingency reserve
 All assumptions and constraints etc.
Project calendars
A project calendar contains the working days available within the duration of the project. The
project calendar has to identify the non-working days like holidays and Sundays in each week
of the project period and the unfavorable seasons in which rain or other climatic condition will
suspend some activities. Working hours and working shifts have to be properly identified. The
project calendar may be more than one to account for activity related non-working periods like
rainy seasons in the schedule.

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The following elements of the project management plan and others as applicable may be
updated.
• Schedule baseline
• Schedule management plan
The following documents will be updated as a result of the schedule development process
 Activity resource requirements
The quantity and distribution of resources necessary for the individual activities and for the
overall project will significantly change after resource leveling. The activity resource
requirements are one of the documents to be updated as one of the outputs of the schedule
development function.
 Activity Attributes
After the completion of the schedule development process the activity attributes are updated.
 Calendars
The calendar for each project may consist of multiple calendars, project calendars, and
individual resource calendars etc., as the basis for scheduling the project.

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2.6. Process Group Six: Control schedule

One of the major reasons for preparing project schedule is to ensure the proper control of the
project. The schedule control process is the process by which progress of the project activities
are monitored and changes to the schedule base line are managed. The deviations from the plan
are recognized through schedule control process and necessary preventive and corrective
actions are taken based on the findings of the process. Knowledge of the actual performance to
date provides basis for updating the schedule. The schedule control process as part of
integrated change control process includes the following four items.
 Determining the current status of the project schedule,
 Influencing the factors that create schedule changes,
 Determining if the project schedule has changed, and
 Managing the actual changes as they occur.
illustrates input, tools and techniques, constraints and outputs of control schedule process.
The inputs, mechanisms, controls, constraints and outputs of the schedule control process are
described in subsequent sections.
Constraints:
•Reporting systems
•Quality of project schedule and
schedule data
•Contract requirements
Input: Output:
•Project time management
plan •Work performance
•Project schedule information
•Work performance data •Schedule forecasts
•Project calendars •Change requests
CONTROL SCHEDULE •Project management plan
factors updates
•Organizational process •Project documents
assets updates
•Organizational process
asset update
Tools, techniques and competences:

•Trend analysis • Performance review
•Critical path method • Earned value
management
•Resource optimization technique • Leads and lags
•Modeling technique
•Schedule compression techniques
•PM software, formats, project schedule, manuals and
guidelines
Figure 7. 1 IMCO for control schedule process

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2.6.1. Control schedule: Inputs

The following sections present inputs for the project schedule control.
The project management plan includes the schedule management plan in which how the
schedule will be managed and controlled is set out. Besides, the project management plan
contains the schedule baseline which is used to compare the actual progress and to initiate
change, corrective or preventive actions.
Project schedule
The project schedule is the most recently updated version of the schedule and it shows the
status of completed and progressing activities.
Work Performance data
Work performance data may contain quantitative and qualitative information regarding the
progress of individual activities including which activities have started, percent complete,
actual duration and remaining durations etc.
Project calendars
Project Calendars are used to forecast the progress of some activities in future period.
Schedule data
It is required to know the detail schedule data so as to update the data as a result of a schedule
control process.
These include organizational structure, culture, geographic distribution of facilities and

etc. climatic conditions for example can affect the control schedule activities.
Organizational process asset
Organization process assets like existing policies or general directions on schedule control
(formal or informal), the availability and type of schedule control tools and the project schedule
monitoring and reporting methods and etc. specifically affect the schedule control process and
need to be used as input.
2.6.2. Control schedule: Techniques, tools and competences

Techniques

ECPMI ECPMMS: 2019
Performance review, in the context of control schedule process, is the measuring, comparison
and analysis of the accomplishment of schedules activities with respect to their start and finish
times, percent complete and the remaining duration of the outstanding works. Performance
review can be carried out in several ways. Trend analysis, critical path method, critical chain
method and earned value management are commonly used methods discussed below.
 Trend analysis
By analyzing and examining the past performance of the execution of the activities, a general
trend of the progress can be established and the likely progress in the future can be forecasted.
Graphical analysis techniques can be used to understand the past performance and compare the
future performance targets.
 Critical Path Method
As the critical path is the path in which the completion date of the project is determined, the
measuring the progress of the critical activities and comparing with their schedule indicates if
the project will potentially be delayed or will be completed on time. Evaluation of near - critical
paths will also indicate the risk of non-critical paths becoming critical at some stage and
subsequent delay to the project.
 Earned value management
Earned value management (EVM), which is explained in detail in cost management manual
Volume IV, is a systematic process that uses earned value as the primary tool for integrating
cost, schedule, technical performance management, and risk management.
Schedule Variance (SV) and schedule performance index (SPI) discussed in detail in project cost
management manual are schedule performance measurements in earned value management
(EVM) technique. Schedule Variance (SV) is the difference between the earned value (EV) and
the planned value (PV) or mathematically,
SV=EV-PV
It is the amount by which the project is ahead or behind the planned delivery date, at a given
point in time.
Schedule performance index (SPI) is the ratio of the earned value (EV) to the planned value (PV)
or mathematically,
SPI=EV/PV
It is a measure of schedule efficiency and measures how the project team is efficiently using its
time.
The use of earned value management in schedule control contributes to:

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 Determining the cause and degree of variance relative to the schedule baseline
 Estimating the implications of those variances for future work to completion,
 Deciding whether corrective or preventive action is required.
When earned value management is not used in a project, the variances between planed activity
start and actual start or finish dates can be used to measure the actual performance of the
project with respect to the schedule base line.
 Project management software
Project management software enables to track:
 Variances between planned and actual start or finish dates of activities

 Variances to and progresses against the schedule base line and
 Forecast the effect of changes to the project schedule model.
 Resource optimization techniques

As discussed in develop schedule section of this manual, resource optimization techniques are
used to redistribute the project resources so that some activities are not delayed due to lack of
resources while the others are over consuming the resources. Thus, resource optimization
techniques ensure the control of the project schedule by rescheduling some activities or
changing working methodologies. For example, an activity that waits for the availability of
equipment may be carried by a different type of equipment or two concurrent activities sharing
the same resources may be rescheduled to be carried out at different times.
Modeling Techniques
Modeling techniques like what-if-scenario analyses and simulation techniques can be carried
out depending on the risk factors of the project to predict the impacts of the risk factors and
take remedial measures to align the progress to the project management plan and the approved
base line schedule.
 Leads and Lags
Leads and lags that are discussed in develop schedule section of this manual, are used to
control the schedule by refining the start dates of the successor activities to start earlier than the
completion date of their predecessors or much later than they were initially planned. In this
way delays due to quest for the same resources or working spaces can be avoided.
 Schedule Compression
Schedule compression techniques like fats tracking and crashing can be used to improve the
progress of the reaming work load of some activities that are behind the schedule.

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Tools
Tools that can be used to compare the performance of the actual construction crew with the
outputs specified in the referenced tools include but not limited to:
 Manuals and guidelines,

 Monitoring formats
 Spreadsheets
 The project schedule
 Past performance records,
 Published performance data,
 Industry specific norms etc.
 Project management software
The schedule data can then be updated and incorporated into the schedule model based on the
findings from the comparison.
Competencies
The project manager and other project management professionals that control the schedule
need to have knowledge about the planning and control methods of the schedule including but
not limited to:
 Performance review
 Trend analysis
 Earned value management (EVM)
 Critical path method (CPM)
 Resource optimization techniques
 Schedule compression
 Application of leads and lags
 Modeling techniques like what if analysis or other simulation
In addition to the above mentioned technical competencies, the project manager and other
project management professionals that control the schedule need to have the following
behavioral competences including:
 leadership ability
 ability to communicate
 argumentation capacity
 sensibility
 holistic thinking with attention to detail
 fairness,
 Ability of finding solutions
 Enthusiasm
 Ability of resolving conflicts and patience

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2.6.3. Control schedule: Constraints

The control schedule process is constrained by:
 Reporting systems
 Organizational process assets
 Enterprise environmental factors (e.g. Availability of communication technology)
 Quality of Project Schedule and Schedule Data
 Contract Requirements (method of reporting)
2.6.4. Control schedule: Output

Outputs of the control schedule process are discussed below.
Work performance information
Work performance information that shows the time performance of the project and the
individual activities defined in the work breakdown structure is established as schedule
variance (SV) and schedule performance index (SPI). The information is documented in
progress reports which are distributed to the relevant stakeholders.
Schedule forecasts
Based on the work performance information produced, previous forecasts are updated with
new forecasts that predict the expected future performances. The forecasts may include
forecasted schedule variance (SV) and schedule performance (SPI) and other earned value
performance indicators.
Change Requests
Based on schedule variance analysis and other schedule performance indicators included in
progress reports, the contractor’s management or the project manager may initiate change
requests to the schedule base line, the scope baseline or other elements of the project
management plan. For example, when the schedule performance indicators show that the
contractor’s performance is lower than planned, the contractor’s management and/ or the
project manager may initiate internal revision to the schedule base line and take progress
improving measures like additional resource mobilization or overtime works.
The client or the consultant may also request revision to schedule base if the delay is due to the
Contractor’s nonperformance. On the other hand, if the decrease in performance is due to risks
associated with the client, official change to the schedule base line or the scope base line will be
initiated by the contractor in the form of claim submitted to the client or his representative
usually the consultant.
The major elements of the project management plan that may be updated as a result of schedule
control process are discussed below

ECPMI ECPMMS: 2019
i. Schedule Baseline
The schedule base line will be updated and officially distributed to all stakeholders
 When the changes initiated by the contractor in the form of claim due to client risks are
approved
 When changes to scope or sequence of activities initiated by the client or his
representative in form of instructions or supplementary agreements
 When instructions for improvement of progress are instructed by the client or his
representative or the contractor takes the initiative to mitigate his own delays by
compressing the schedule through mobilization of additional resources or overtime
works.
ii. Schedule management plan
The schedule management plan may be updated to show the way the schedule will be managed
and controlled
iii. Cost base line

The cost base line of the contractor may be updated and distributed among the contractor’s
organization to show the cash flow outflow and cash inflow changes as result of the
compression of the schedule.
Project documents that may be updated include
i. Schedule data
A revised schedule network diagram showing the approved new remaining durations, start
and end dates of the remaining workload and other approved modifications to schedule will be
prepared. All schedule data as a result of the approved changes will subsequently be revised.
ii. Project schedule

An updated project schedule that incorporates the new schedule data will be produced from the
schedule model to show the changes to the schedule.
iii. Risk Register

The risk register and the associated response plan are updated to reflect the impact of new risks
based on the findings of control the schedule process.

ECPMI ECPMMS:2019
Organizational process assets updates
The project schedule control process results in useful lessons that help improve or update the
organizational process assets. Organizational process assets that may be updated include
 Major cause of project delay and variances to schedules,

 The corrective measures taken and why they were chosen among other possibilities
 Other types of lessons learned from project schedule control.

ECPMI ECPMMS: 2019
3. SECTION 3 : Manual Adjustment, Amendment and Revision
3.1 Manual Adjustment

This CPTM Manual shall be adjusted to confirm to specific requirements of projects in line with
their contractual obligations.
3.2 Manual Amendment

The CPTM Manual may be amended for errata and similar circumstances as and when
recognized.
The correction/improvement of this CPTM Manual shall be initiated by Manuals Preparation

and Revision Standing Committee based on the feedbacks collected during the manual's three
years operation period and decision made by the ECPMI.
3.3 Manual Revision

This CPTM Manual shall be revised every three years unless otherwise required due to special
circumstances.
The revision of this CPTM Manual shall be initiated by Manuals Preparation and Revision
Standing Committee based on the feedbacks collected during the manual's three years
operation period and decision made by the ECPMI.

ECPMI ECPMMS:2019
References
1. Andre Baldwin, Devid Boldoni (2014), “A Handbook for Construction Planning and
Scheduling Management”, John Wiley & Sons, Ltd, The Atrium, Southern Gate,
Chichester, West Sussex, PO19 8SQ, UK.
2. Association for Project Management (APM) body of knowledge 5th edition published by
the Association for project Management in 2006.
3. Dinsmore, P.C. and Cabanis-Brewin, J. (2011). The AMA Handbook of Project

Management. 3rd edition, AMACOM, American Management Association.
4. Ethiopian Roads Authority. (2007). Contract Administration Manual. Volume 1 Section

2, Ethiopian Roads Authority.
5. Gould, F. E., 1997. Managing the Construction Process. First ed. New Jersey: Prentice
Hall.
6. International Project Management Association. (1999). Individual Competence Baseline

for Project, Programme, and Portfolio Management. 4th version, International Project
Management Association.

ECPMI ECPMMS: 2019
ANNEXES

ECPMI ECPMMS:2019
Annex I: Sample project charter
5.10.2015
Project Charter: [Name of Project]
Background
[Why is the project being undertaken? Describe an opportunity or problem that the project is to address.]
Goals
· [specific & measurable goal 1]
Scope
[What will be the end result of the project? Describe what phases of work will be undertaken. It’s also important to
mention what activities will not be included in this project.]
Key Stakeholders
Client [name]
Sponsor [name]
Project manager [name]
Project team members [name], [name], [name], [name].
Project Milestones
[Identify the significant project milestones: start date, end date and invoicing dates to the client.]
Project Budget
[Describe the main project expenses: non-recurring & monthly recurring.]
Constraints, Assumptions, Risks and Dependencies

Constraints [Describe here potential factors that will impact the delivery of the project]
Assumptions [Describe here conditions or situations that you are relying on in order to achieve
project goals]
Risks and [What are the most significant risks? What things must happen before the project is
Dependencies delivered?]
Approval Signatures
[Name], Project Client [Name], Project Sponsor [Name], Project Manager

ECPMI ECPMMS: 2019
Annex II: Sample schedule management plan

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Annex III: Scheduling checklist
CHECKLIST FOR PROJECT SCHEDULES
Questions Yes No N/A Remarks
Are the schedules easy to read: simple, straightforward and

uncluttered, producing clarity rather than confusion?
Is there a consistent and manageable level of detail within

each layer?
Can the schedule be used by the team to manage the project

and be kept up to date (i.e., not just used as decoration)?
Is the critical path clear?
Does the schedule include allowance for statutory holidays

and vacation time?
Does the schedule include elapsed time for deliverable review

and turnaround?
Is there appropriate schedule contingency for WBS elements

on or near the critical path?
Is there appropriate schedule contingency around critical

points (e.g., major milestones, customer dependencies,
subcontractor dependencies, resource start dates, acceptance
periods, customer decision points)?
Does the schedule address the strategic aspects of the

customer's schedule requirements (e.g., when phases or
benefits are delivered relative to the timing of future events)?
Was an iterative approach used to identify the network logic,

identify resource availability, and generate a balanced
schedule?
Does the scheduling minimize dependencies and maximize

parallelism consistent with a reasonable level of risk?
Did the scheduling process identify and evaluate alternate

strategies to minimize or avoid the time intensive or difficult
tasks (e.g., if translation is a significant activity, consider
minimizing the number of formal documents to be
translated)?
Was consideration given to duplicating work to reduce risk

(e.g., executing alternate approaches in parallel)?

ECPMI ECPMMS:2019
Questions Yes No N/A Remarks
Was consideration given to shortening activities that occur

early in the project before shortening later ones (you still have
the option of shortening later activities later)?
Was consideration given to transferring resources from non-

critical activities to activities on or near the critical path to
shorten the duration of critical activities?
Was consideration given to reducing the burden on critical

resources by offloading non
Was consideration given to the use of the time
Was consideration given to reducing scope and staggering

delivery (understanding what is essential now and what can
be delivered later)?
Was consideration given to converting formal deliverables

into less formal working documents (formal reviews and sign-
off take time)?
Was consideration given to eliminating deliverables or

activities that can be omitted or combined without
jeopardizing the project?
Are all areas of the schedule clearly defined (i.e., no areas still
"to be defined" or resources still "to be named")?
Was the schedule subjected to peer review to take advantage

of other people's experience?

ECPMI ECPMMS: 2019
Annex IV: Scheduling principles
(Nunnally, 2007)
There are a number of different forms of schedules that may be used, including written
schedules, bar graph schedules, network schedules, and others. Regardless of the scheduling
method employed, the following general principles of scheduling should be observed.
1. Establish a logical sequence of operations.
2. Do not exceed the capabilities of the resources that are available.
3. Provide for continuity of operations.
4. Start project controlling (or critical) activities early.

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Construction Project Management Manuals Preparation Working

Working Groups Chair

Working Groups Coordinator

Original Version Prepared By:

Manual Quality Assurance and Validation Working Group Members

Wubishet Jekale Steering Committee Chair

Muluken Tilahun Project Coordinator

Denamo Addissie Technical Committee

Release Version Prepared By:

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2.4. Process Group 4: Estimate activity durations ...................................................................................39

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Figure 1. 1 Construction project time management process overview .......................................... 21

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ABBREVIATIONS AND ACRONYMS

AAU : Addis Ababa University

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The Ministry of Urban Development and Construction as mandated acknowledges this

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ETHIOPIAN CONSTRUCTION PROJECT MANAGEMENT INSTITUTE

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A. Construction Project Management Manuals

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1.2 Document information

Document name : Construction Project Time Management Manual

Document number : ECPMMS: WM - 08

Document availability : The hard copy of the document is available at Ethiopian

Document owner : Ethiopian Construction Project Management Institute

Document sponsor : Ethiopian Construction Project Management Institute

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1.3 Scope and Application

The manual is prepared as a comprehensive guiding document for construction project

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1.4 Normative References

Document Number Document Title

ISO 21500:2012 Guidance on Project Management

PMBoK Construction Extension to the PMBoK® Guide Third edition, 2017

PMBOK@ Guide Sixth A guide to Project Management Body of Knowledge (PMBoK@guide)

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Construction project time management is the process of organizing and implementing a

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1.6 Policy, principles and considerations

1.6.1 CPTMM policy

Table 1. 1 CPTMM policy document

 Provide guidance and information that would improve the quality of

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1.6.2 CPTMM Principles

Table 1. 2 CPTMM Principles