Lecture 1.

01
What is the Project?

Ali KATARY ECCDA, PMP®, PMI-SP®, PMI-RMP®, P3O®, SSYB, NCN-A

 What is the Project?
A project is a temporary endeavor undertaken to create a unique
product, service, or result.

Project Properties

Start Point End Point

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2
 What is the Operation?

The ongoing execution of activities that produce the same result or

product repetitively.

Operation Properties

The main difference between projects and operational activities is that

operational work takes the form of repetition

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 Constructing a Building & Roads & Infrastructure & etc.

Exploring for oil in a region Design of a new Software 4

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 The project's objectives have been achieved

The objectives will not or cannot be met

Funding is exhausted or no longer available for allocation to the project

The need for the project no longer exists

The project is terminated for legal cause or convenience

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.02
What is the Project Management?

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 Sample Portfolio

Programme 01 Programme 02 Portfolio A

Programmme 2.1 Programme 03

Project Project Project Project Project Project Project Project Project

Operations
01 02 03 04 05 05 06 07 08

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2
 Project management is the application of

knowledge skills tools techniques

to project activities

to meet the project requirements

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3
 Project Life Cycle

Project Start Organizing and Preparing Carrying out the work Ending the Project

Process Groups

Monitoring
Initiating Closing
Planning Executing and
Process Process
Controlling

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 Initiating
Planning
Executing
Monitoring and Controlling
Closing

• Collecting Data.
• Collect Work Performance Data.
• Creating Baseline Schedule:
• Apply Actuals in the Baseline (Updating).
• Engineering. • Tracking Testing and
• Work Performance Reports.
• Procurement. Commissioning Activities.
• Recovery Plan.
• Construction. • As Built Drawings.
• Revised Baseline.
• T & C & Closing. • Warranties.
• Issue Log.
• Staff Plan (Deployment • Snag list.
• Risk Register.
Schedule). • Closing Documents.
• Corrective and Preventive Actions.
• Equipment Plan. • Closeout Report
• Delay Analysis.
• EOT Claims.

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.03
Project Management Plan

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 Scheduling is just one part of the project management plan which contains the
followings:
• Scope Plan. • Resource Plan. • Communication Plan.
• Schedule Plan. • Quality Plan. • Stakeholders Plan.
• Cost Plan. • Procurement Plan. • Change Plan.
• Risk Plan.

Schedule Management Plan

Scope Cost Resources Procurement Risks

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2
 Schedule Main Components

Activities Resources Logical Relationships

Activity Predecessor Duration

A - 4

B A 5

C A 4

D B 6

E C 3

F D,E 5

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 Resource Time Schedule Tracking

Manpower Construction Analysis

Equipment Drawings Forecasting

Material Procurement Actions

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.04
Time Schedule Creation

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 Select Schedule
Method

Enter Project Schedule Update and

Project Start Project Complete
Specific Data Model Status

Select Schedule Tool

Start Identified in the Contract Schedule Processes Finish

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 Documents Data Outputs

Start Date Project Duration Milestones

LOA

Finish Date Milestones Mobilization

Particular Conditions

BL Preparation Duration BL Contents Drawings Schedule

General Conditions
Schedule Method Schedule Tool Procurement Schedule

Appendix to Tender Construction Schedule

Shop Drawings Approvals Material Approvals Duration

T & C & Close out

BOQ Scope of Work WBS Cash flow

Drawings Activity List Estimate Duration Manpower Histogram

Productivity Rates Estimate Resources Cost Allocation Staff Plan

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 Estimate
WBS Coding System Activity List Estimate Duration
Resources

Resource Resource
Sequence Engineering Procurement
Leveling Smoothing

Baseline Resources Construction

Cash Flow Narrative Report
Schedule Histogram Methodology

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.05
Time Schedule Approval

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 General Review Schedule Contents Required Reports
Start Date Milestones Narrative Report

Finish Date Engineering Construction Methodology

Milestones Dates Procurement Activity List

WBS Cover all project Scope/Areas Mobilization Productivity Sheet

Activity list covers all BOQ items Construction Cash Flow

Total Cost T & C & Closeout Manpower Histogram

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 Technical Review

Logic Relationship

Total Float

Activity Duration

Open End Activities / Activities without predecessor

Activity calendar / Resource Calendar

Auto Compute actuals

Dangling Activities

Resource Smoothing

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 Inputs Outputs Analysis
Actual Start Dates Updated Finish Dates Finish Dates Variance

Actual Finish Dates Performance % Complete % Complete Variance

Activity % Complete Schedule % Complete Earned Value Management

Duration % Complete Delayed Activities Manpower Analysis

Unit % Complete Remaining Project Duration Anticipated Completion Date

Remaining Durations Schedule Performance Index Risk / Issue Log & Recommendations

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.06
Schedule Methods & Techniques

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 Scheduling Methods

CPM PDM Critical Chain Method

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 Scheduling Techniques

Rolling Wave Planning Agile Technique Monte Carlo Simulation

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CONTACTS
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Planning Force
Lecture 1.07
Critical Path Method

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 Activity Box Relationships Types

Early Start Early Finish FS SS

Duration (D)
(ES) (EF)

Activity Name

Late Start Total Float Late Finish FF SF

(LS) (TF) (LF)

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2
 Activity Predecessor Duration
A - 4 Forward Path
B A 5 Total Float (TF) = LS-ES or LF-EF
C A 4
D B 6
E C 3 5 5 9 10 6 15
F D,E 5 B D
5 0 9 10 0 15

1 4 4 16 5 20

Start A F Finish
1 0 4 16 0 20

5 4 8 9 3 11

C E Backward Path
9 4 12 13 4 15

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 Activity Predecessor Duration Lag
FS + Lead
A - 3 - FS FS + Lag FS - Lag
B - 4 -
C A 4 5
D B 6 -
E C,D 3 -
F E 2 -2

1 3 3 9 4 12
5
A C
1 0 3 9 0 12
13 3 15 14 2 15
-2
Start E F Finish
13 0 15 14 0 15
1 4 4 5 6 10

B D
3 2 6 7 2 12

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.08
Resources

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 Time

Scope

Cost Quality

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 Resource Types

Manpower (Labor) Equipment (Non-Labor) Material

Direct In Direct
Long Lead Items Normal Items

Heavy Equipment Light Equipment

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 Estimate Resources Estimate Duration Resource Assignment Resources Histogram

Resource Leveling Resource Smoothing

Tracking Resources Actions

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 Analogous Estimating Parametric Estimating Three-Point Estimating

✓ Analogous Resources and ✓ Parametric estimating uses a ✓ Most likely (tM).

duration estimating is frequently statistical relationship between ✓ Optimistic (tO).
used to estimate project historical data and other ✓ Pessimistic (tP).
resources and duration when variables (e.g., square footage
there is a limited amount of in construction) to calculate an ✓ tE = (tO + tM + tP) / 3.
detailed information about the estimate for activity
project. parameters, such as cost, ✓ Triangular distribution is used
Resources, and duration. when there is insufficient
✓ Analogous estimating is historical data or when using
generally less costly and less ✓ This technique can produce judgmental data.
time-consuming than other higher levels of accuracy ✓ provide an expected duration
techniques. depending on the and clarify the range of
sophistication and underlying uncertainty around the
✓ But it is also less accurate data built into the model. expected duration/resources.

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.09
Resource Leveling VS Smoothing

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 1 2 3 4 5 6 7 8 9 10

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2
 Resource Leveling

1 2 3 4 5 6 7 8 9 10 11 12

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 Resource Smoothing

1 2 3 4 5 6 7 8 9 10 11 12

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 Tracking Resources
Planned
Actual

1 2 3 4 5 6 7 8 9 10 11 12

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.10
Schedule Compressing

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 Required Actions

Corrective Actions Preventive Actions

✓ To Solve the Current Issues ✓ Responses for Future Issues (Risks)

✓ Recover the Current Delays ✓ Plan to Prevent Future Delays

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Normal 1 2 3

4 5 6 7

8 9 10 11 12

Fast Track 1 2 3

3 4 5 6

5 6 7 8 9 High Risk

Crashing 1 2 3

4 5

6 7 8 High Cost
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CONTACTS
Ali Katary

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Planning Force
Lecture 1.11
Cost Allocation

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 Cash In Payments Cash out

Contract
Contractor Owner
Documents

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2
 BOQ Activity List Cost Allocation Insert to Schedule Tool

Tracking the schedule

CBS Cash Flow Planned Values
(EVM)

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 Project X
1M SAR

Work Package 1 Work Package 2 Work Package 3

400K SAR 250K SAR 350K SAR

Work Package 2.1 Work Package 2.2

150K SAR 100K SAR

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 Planned Values

1 2 3 4 5 6 7 8 9 10

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 Planned Values
PV = BAC
PV
PV
PV
PV

PV

PV
PV
PV
PV

1 2 3 4 5 6 7 8 9 10

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 Planned Values
PV = BAC
PV
Earned Value PV
PV
PV

PV

PV
-ve Behind <1 Behind
PV
SV = EV - PV 0.00 ON SPI = EV / PV =1 ON
PV
EV +ve Ahead >1 Ahead
PV EV
EV
1 2 3 4 5 6 7 8 9 10

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.12
Baseline VS Updated Schedule

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 A baseline schedule (also known as a schedule baseline or target schedule or as
planned prgramme) is an approved copy of the project schedule that can be used to
analyze project performance and report schedule variances.
Baseline schedules create a road map to prepare the baseline budget, mobilization
plans, and resource allocation plans.

Baselines are the frozen version of the project schedules. Before updating the project
schedule for the first time, the baseline schedule is retained as a target. This means the
baseline schedule is the same as the project schedule at the beginning.

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 Duration
Activity Predecessor 1 2 3 4 5 6 7 8
(Days)

A - 2

B A 3

C B 1

Planned Start Planned Finish

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 Duration
Activity Predecessor 1 2 3 4 5 6 7 8
(Days)

A - 2

Updated Finish

B A 3
Delay

Remaining
C B 1
Past
Forecasting
Actual

Planned Start Data Date Planned Finish

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.13
EVM Planned Value

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 Duration
Activity Cost 1 2 3 4 5 6 7 8
(Days)

A 200 2

B 600 3

C 200 1

Planned Value 100 200 400 600 800 1000

Schedule %Complete 10% 20% 40% 60% 80% 100%

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 1000
800
600
400
200
100

100%

80%

60%

40%

20%
10%

1 2 3 4 5 6

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.14
EVM Earned Value

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 Duration
Activity Cost 1 2 3 4 5 6 7 8
(Days)

A 200 2

B 600 3

C 200 1 Data Date

Planned Value 100 200 400 600 800 1000

Schedule %Complete 10% 20% 40% 60% 80% 100%

Earned Value 67 133

Performance %Complete 7% 13%

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2
 1000
800
600
400
200
100

67 133

100%

80%

60%

40%

20%
10%
13%
7%
1 2 3 4 5 6

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CONTACTS
Ali Katary

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Planning Force
Lecture 1.15
EVM Key Performance Indicators

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 Earned Value

1000

800

600

400

PV 200
Schedule Variance (SV) = EV - PV = 133 – 200 = - 67
100
Schedule Performance Index (SPI) = EV / PV = 133 / 200 = 0.67
EV 133
67
1 2 3 4 5 6

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2
 - VE 0.00 + VE

PV EV

EV – PV = - VE EV – PV = ZERO EV – PV = + VE

Behind Schedule On Schedule Ahead of Schedule

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 <1 =1 >1

PV EV

EV / PV < 1 EV / PV = 1 EV / PV > 1

Behind Schedule On Schedule Ahead of Schedule

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CONTACTS
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Planning Force
Earned Schedule Management

Reference: PMI (Project Management Institute)

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 01 Elements of Earned Schedule Management

02 Forecasting of Completion Time Scenario 1

03 Forecasting of Completion Time Scenario 2

04 Forecasting of Completion Time Scenario 3

05 Forecasting of Completion Time Scenario 4

06 Earned Schedule Abbreviations

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2
120

BAC
100
TPI = ES ÷ AT
80

PV
60

40

20 EV

0
M.01 M.02 M.03 M.04 M.05 M.06 M.07 M.08 M.09 M.10

ES TV = ES - AT
AT

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SAC
3
The remaining work will be performed according to the original plan and there will be no further delay to (or
speeding of) the project, TEAC = SAC + TV
120
TEAC = SAC + TV BAC BAC
100

80

60
PV

40

20 EV

0
M.01 M.02 M.03 M.04 M.05 M.06 M.07 M.08 M.09 M.10 M.11 M.12 M.13

ES TV

Ali KATARY PMP®, PMI-SP®, PMI-RMP®, P3O®, SSYB, NCN-A SAC TV

4
The remaining work will be performed while maintaining the same rate of doing work for the rest of the
project, TEAC = SAC ÷ TPI
120
TPI = ES ÷ AT BAC BAC
100

TEAC = SAC ÷ TPI

80

60
PV

40

20 EV

0
M.01 M.02 M.03 M.04 M.05 M.06 M.07 M.08 M.09 M.10 M.11 M.12 M.13

ES TV

Ali KATARY PMP®, PMI-SP®, PMI-RMP®, P3O®, SSYB, NCN-A TEAC 5

TEAC can also be calculated using the SPI, they depend on whether the project has reached the planned
completion date. If the date is earlier than SAC and the project has not yet finished: TEAC = SAC ÷ SPI
120
SPI = EV ÷ PV BAC BAC
100

TEAC = SAC ÷ SPI

80

60
PV

40

20 EV

0
M.01 M.02 M.03 M.04 M.05 M.06 M.07 M.08 M.09 M.10 M.11 M.12 M.13

ES TV

Ali KATARY PMP®, PMI-SP®, PMI-RMP®, P3O®, SSYB, NCN-A TEAC 6

After the SAC is reached, SV tends toward 0 and concludes at 0 and SPI tends toward 1.0 and concludes at
1when the project is completed, TEAC = AT + (BAC − EV) ÷ EAR
120
EAR (Expected Accomplishment Rate) PV = BAC BAC
100 AAR (Actual Accomplishment Rate)
= EV ÷ AT EV
80

60 TEAC = AT + (BAC − EV) ÷ AAR

40

20

0
M.01 M.02 M.03 M.04 M.05 M.06 M.07 M.08 M.09 M.10 M.11 M.12 M.13

AT = SAC TVAC

Ali KATARY PMP®, PMI-SP®, PMI-RMP®, P3O®, SSYB, NCN-A TEAC 7

 Schedule at Completion (SAC): This is the original planned completion duration (date) of the project.

Earned Schedule (ES): This duration from the beginning of the project to the date on which the PV
should have been equal to the current value of EV.

Actual Time (AT): This is the duration from the beginning of the project to status date.

Planned Accomplishment Rate (PAR): The average PV per time period can be calculated by
dividing the BAC by SAC, and can be called the PV Rate.

The time estimate at completion (TEAC): The forecasting of time at completion.

The Expected Accomplishment Rate (EAR): the expected average accomplishment rate per time
period from the status date to the completion of the project or the work package.

The Time Variance at Completion (TVAC) gives an indication of the estimated amount of time that
the project will be completed ahead or behind schedule, TVAC = SAC − TEAC.

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CONTACTS
Ali Katary

Ali KATARY PMP®, PMI-SP®, PMI-RMP®, P3O®, SSYB, NCN-A

Planning Force