Time Management

Dr. (Mrs.) G.S.Vyas

College of Engineering Pune (COEP)

2/13/2018 Forerunners in Technical Education
 Steps in Project Management
What is a Project ?
• PURPOSE : An undertaking or venture to accomplish some objective or goal
STRUCTURE : A set of interrelated jobs whose accomplishment leads to the
completion of the project
COMPONENTS: Jobs or activities consume time and resources and are governed by
precedence relations
1. Project Planning- Steps
I. Define: the objectives of the project in definite words.
II. Establish: goals and stages intermediate to attain final target.
III. Develop: forecast and means of achieving goals i.e. activities.
IV. Evaluate: organization's resources-financial, managerial and operational to carry out activities
and to determine what is feasible and what is not.
V. Determine: alternatives
VI. Test: for consistency with company’s policy
VII. Choose: an alternative which is not only consistent with its goals and concept but also one that
can be accomplished with the evaluated resources.
VIII. Decide: on a plan

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Forerunners in Technical Education
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2. Project Scheduling: allocation of resources
I. Calculate: detailed control information.
II. Assign: timings to events and activities
III. Give: consideration to resources
IV. Allocate: the resources

3. Project Controlling: established to determine deviations from the basic

plan, to determine precise effect of these deviations on the plan, to replan and
reschedule to compensate for the deviation
I. Establish: standards or targets
II. Measure: performance against standards set down in the first step.
III. Identify: the deviations from the standards.
IV. Suggest and select: correcting measures.

Source: B.C. Punmia and K.K. Khendelwal Project planning and control with PERT and CPM

College of Engineering Pune (COEP)

Forerunners in Technical Education
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 Work Break down structure
• Forming a construction plan is a highly challenging task. As Sherlock Holmes noted:
“Most people, if you describe a train of events to them, will tell you what the result
would be. They can put those events together in their minds, and argue from them
that something will come to pass. There are few people, however, who, if you told
them a result, would be able to evolve from their own inner consciousness what the
steps were which led up to that result. This power is what I mean when I talk of
reasoning backward.
• Planning consists of breaking down a large project (the ‘work”) into small pieces.
• Splitting the project work into hierarchical work break down levels of sub projects,
tasks, work packages
• The WBS represents the organization of work as it is divided in manageable work
packages. It displays and defines the products to be developed or produced, and
relates the elements of work to be accomplished to each other and to the end
product. It may identify project phase, contractor, line segment, and other organizing
information. It is normally prepared in a hierarchical or multi-tiered fashion with the
lower tiers being defined during design and project execution. A number, or alpha-
numeric identification, is assigned to every WBS element. The WBS should be
developed to meet the needs of project management, not merely the needs of the
control functions or other specialties.
Source: K.K. Chitkara-Construction Project Management

College of Engineering Pune (COEP)

Forerunners in Technical Education
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• Work Breakdown Structure
• Hardware orientation (Identification of basic work packages)
• Agency orientation (Based on assignment of responsibility to different agencies)
• Function oriented (e.g Design, Procurement, Construction and Commissioning)
• Generally a WBS includes 6-7 levels. More or less may be needed for a situation.
• All paths on a WBS do not go down to the same level.
• WBS does not show sequencing of work.
• A WBS should be developed before scheduling and resource allocation are done.
• A WBS should be developed by individuals knowledgeable about the work.This
means that levels will be developed by various groups and the the separate parts
combined.
• Break down a project only to a level sufficient to produce an estimate of the
required accuracy.

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 WBS-Construction of House
Knowing the basics of the WBS, it
is time to examine them in more
detail and to begin to understand
how to build one. To do this, let’s
look at building a WBS for the
construction of a single family
house.
First, take a moment to familiarize
yourself with some background
information about the
construction company, which
appears on the next slide.

6
The ACME Housing Corporation, which you own, has been contracted to build its first
house. You want to be able to manage your projects effectively and efficiently, so you
charge your project managers to develop an appropriate WBS. You decide to manage the
project by the individual tasks necessary to complete the house.

You hope that this is the first of many houses that ACME will build, so you start the WBS
with ACME in the highest position, or Level 1. Accordingly, Level 1 is given a WBS code of
1. You assign the WBS code of 1 to the highest level because all future projects (houses)
will be summarized at Level 1.
NOTE:
For ease of explanation,
our example will assume
the following:
Level 1 
• Design is complete
• All permits issued
• All material ordered
• Inspection happens 7
With Level 1 established, you can begin to complete the WBS. But
what should the next level be?

The logical next level for ACME is the project level. Level 2 is the
level for each individual project, or house, that ACME undertakes. As
the chart shows below, Level 2 is identified at the project level:
House.

Appropriately, the code for Level 2 corresponds to Level 1. In this

case, the code is 1.1.

Level 1 

Level 2 

8
Now the WBS for the housing project is complete, right? Actually, no, the
WBS is not complete. At this point you determine that you want to divide the
work into the major elements needed to build a house.

You choose to divide Level 3 into six elements: concrete, framing, plumbing,
electrical, interior and roofing. You realize that these are both major
deliverables and milestones for managing the project. They also enable you
to get to your goal of managing the project by task.

Notice the WBS codes at level 3. Each is unique to the project and starts with
the WBS code from the level above (11.11.1.1). Now lets look and see
if another level is needed.

Level 1 

Level 2 

Level 3 
9
The ACME WBS is taking shape, but it does not quite define the project at a
level that shows needed tasks for completion. To do this, one more level needs
to be included.

Level 4 of the WBS will enable us to manage the project as desired. All
of our contractors fit into specific elements at level 4, and so do all
specific departments. As with the previous levels, note the WBS codes
that have been assigned to the tasks and their relationship to the
previous Level.
Level 1 

Level 2 

Level 3 

Level 4 

10
What do you think? Is the WBS complete? Does it enable the manager to
manage at the task level?

After a review to make sure that only approved scope is included, our WBS is
complete. It does include the necessary components to manage the project by
task. 11
1 ACME Housing Corporation
1.1 New Home Construction
1.1.1 Concrete
1.1.1.1 Pour Foundation
1.1.1.2 Install Patio
1.1.1.3 Pour Stairway
1.1.2 Framing
1.1.2.1 Frame Exterior Walls
1.1.2.2 Frame Interior Walls
1.1.2.3 Install Roofing Trusses
1.1.3 Plumbing
1.1.3.1 Install Water Lines
1.1.3.2 Install Gas Lines
1.1.3.3 Install B/K Fixtures
1.1.4 Electrical
1.1.4.1 Install Wiring
1.1.4.2 Install Outlets/Switches
1.1.4.3 Install Fixtures
1.1.5 Interior
1.1.5.1 Install Drywall
1.1.5.2 Install Carpets
1.1.5.3 Install Painting
1.1.6 Roofing
1.1.6.1 Install Felt
1.1.6.2 Install Shingles
1.1.6.3 Install Vents
12
 WBS Dictionary
Once the WBS is complete, the WBS dictionary needs to be the next item
developed. The WBS dictionary is a narrative documentation of the effort
needed to accomplish all work defined in the WBS. The WBS dictionary is
developed for the lowest level element in the WBS only.

To better understand how a WBS and a WBS dictionary work, let’s compare it to a
book and the book’s table of contents:

– The WBS is the table of contents for the project. It captures the contents in
an organized fashion (chapters, subchapter).

– The WBS dictionary is the book itself. It tells the story. In our case the story
is what work will be accomplished and what outputs will be produced in
each of the WBS elements. The total of these descriptions is how a house
will be built and what is needed to build the house.

The WBS dictionary will often lead to the development of the Scope of work
(SOW) for the project.

13
 WBS Dictionary
• WBS Dictionary describes each component of the
WBS e.g.
– Milestone
– Deliverables
– Activities
– Scope
– Resources
– Quality
– Cost
– Sometime dates

14
 Organization Breakdown Structure (OBS)
Now that our WBS is developed, the appropriate resources and
responsibilities need to be assigned.
The first step in doing this is developing the Organizational
Breakdown Structure (OBS) for the project.

The OBS indicates the organizational relationships and is used as

the framework for assigning work responsibilities.

The OBS for the ACME house building project is on next slide. The
OBS is structured by Responsible Department and then by
Performing Department at the lowest level. This Performing
Department level is where the responsibility and resource needed
to accomplish the project will be assigned.

With the relationships and responsibilities defined,

second and final step is to15merge the WBS and OBS.
 Organization Breakdown Structure (OBS)
PROJECT OFFICE
RESP
DEPT
B. Smithers

CIVIL STRUCTURAL ELECTICAL PLUMBING

RESP DEPT RESP DEPT RESP DEPT RESP DEPT
R. Kelly P. Tate J. Sims R. Lee

CONCRETE CARPENTRY WIRING WATER/SEWER

PERF DEPT 6010 PERF DEPT 5010 PERF DEPT 4010 PERF DEPT 3010
M. Manning R. Sites S. Johnson K. Wells

MASONRY ROOFING HOOKUP/TIE-IN GAS

PERF DEPT 6020 PERF DEPT 5020 PERF DEPT 4020 PERF DEPT 3020
T. Greams Y. Taylor P. Ottis R. Oriely

TEST DRYWALL
PERF DEPT 6030 PERF DEPT 5030
K. Neumann D. Smith

16
 Responsibility Assignment Matrix
(RAM)
By merging WBS and OBS, Project Manager creates a
Responsibility Assignment Matrix (RAM). The RAM
displays the lowest level of both WBS and OBS.

The integration identifies specific responsibility for

specific project tasks. Lets look at what the RAM
may look like on the ACME house construction
project on the next slide.

17
 PROJECT OFFICE
RESP DEPT
B.Smithers

CIVIL STRUCTURAL ELECTICAL PLUMBING

RESP DEPT RESP DEPT RESP DEPT RESP DEPT
R. Kelly P. Tate J. Sims R. Lee

CONCRETE CARPENTRY WIRING WATER/SEWER

PERF DEPT 6010 PERF DEPT 5010 PERF DEPT 4010 PERF DEPT 3010
M. Manning R. Sites S. Johnson K. Wells

MASONRY ROOFING HOOKUP/TIE-IN GAS

PERF DEPT 6020 PERF DEPT 5020 PERF DEPT 4020 PERF DEPT 3020
T.Greams Y. Taylor P.Ottis R.Oriely

TEST DRYWALL
PERF DEPT 6030 PERF DEPT 5030
K. Neumann D. Smith

18
Responsibility
Assignment Matrix
 Below is part of RAM for the ACME housing project.
– The lowest level of the WBS appears across the top
– The lowest level of the OBS appears on the vertical axis
An “X” appears at the intersection of the WBS task and OBS personnel.
The “X” defines the specific performing department (from the OBS)
assigned to complete a task (from the WBS).
CONCRETE FRAMING PLUMBING
1.1.1 1.1.2 1.1.3
Frame Frame Install Install
Pour Pour Exterior Interior Roofing Water Install Gas Install B/K
Foundation Install Patio Stairway Walls Walls Trusse Lines Lines Fixtures
Performing Dept. Manager 1.1.1.1 1.1.1.2 1.1.1.3 1.1.2.1 1.1.2.2 1.1.2.3 1.1.3.1 1.1.3.2 1.1.3.3
CONCRETE
DEPT 6010 Manning X X X
MASONRY
DEPT 6020 Greams X
TEST
DEPT 6030 Neumann X X X
CARPENTRY
DEPT 5010 Sites X X X
ROOFING
DEPT 5020 Taylor X
DRYWALL
DEPT 5030 Smith X
WIRING
DEPT 4010 Johnson
HOOKUP/TIE-IN
DEPT 4020 Ottis
WATER/SEWER
DEPT 3010 Wells X X
GAS
DEPT 3020 Oriely X X
19
To better understand the RAM, consider the ACME housing project.
The OBS specifies Mr. Sites and the carpentry department as responsible for
framing the exterior walls. Therefore, in the RAM, an X appears at the cross-
section between the task, framing the exterior walls, and the responsible party,
Mr. Sites. Additionally, Mr. Sites is also responsible for framing the interior walls
and installing the roofing trusses.
CONCRETE FRAMING PLUMBING
1.1.1 1.1.2 1.1.3
Frame Frame Install Install
Pour Pour Exterior Interior Roofing Water Install Gas Install B/K
Foundation Install Patio Stairway Walls Walls Trusse Lines Lines Fixtures
Performing Dept. Manager 1.1.1.1 1.1.1.2 1.1.1.3 1.1.2.1 1.1.2.2 1.1.2.3 1.1.3.1 1.1.3.2 1.1.3.3
CONCRETE
DEPT 6010 Manning X X X
MASONRY
DEPT 6020 Greams X
TEST
DEPT 6030 Neumann X X X
CARPENTRY
DEPT 5010 Sites X X X
ROOFING
DEPT 5020 Taylor X
DRYWALL
DEPT 5030 Smith X
WIRING
DEPT 4010 Johnson
HOOKUP/TIE-IN
DEPT 4020 Ottis
WATER/SEWER
DEPT 3010 Wells X X
GAS
DEPT 3020 Oriely X X
20
 Alternatively, hours and rupees may be used in the RAM rather than an “X”.
Using our ACME House example, the “X” was replaced with the hours needed to
complete the task. Now we see that Mr. Sites has 300 hours to frame the exterior
walls, 250 hours to frame the interior walls and 175 hours to install the roofing
trusses.
CONCRETE FRAMING PLUMBING
1.1.1 1.1.2 1.1.3
Frame Frame Install Install
Pour Pour Exterior Interior Roofing Water Install Gas Install B/K
Foundation Install Patio Stairway Walls Walls Trusse Lines Lines Fixtures
Performing Dept. Manager 1.1.1.1 1.1.1.2 1.1.1.3 1.1.2.1 1.1.2.2 1.1.2.3 1.1.3.1 1.1.3.2 1.1.3.3
CONCRETE
DEPT 6010 Manning 200 125 85
MASONRY
DEPT 6020 Greams 50
TEST
DEPT 6030 Neumann 20 10 5
CARPENTRY
DEPT 5010 Sites 300 250 175
ROOFING
DEPT 5020 Taylor 100
DRYWALL
DEPT 5030 Smith 275
WIRING
DEPT 4010 Johnson
HOOKUP/TIE-IN
DEPT 4020 Ottis
WATER/SEWER
DEPT 3010 Wells 100 15
GAS
DEPT 3020 Oriely 125 25
21
 Technical Approach and WBS
The technical approach is conceptual in nature. Development of
the technical approach involves identifying the major tasks that
will be performed and conceptually how (level of effort, quality)
these tasks will be performed.
Many project managers find it helpful to fully develop the
technical approach before attempting to develop the WBS. (This
approach is recommended in most of the PM literature).
However, in practice, many project managers develop the
technical approach and WBS in concurrent fashion.

(It should be possible to present the Technical Approach in two or

three typed pages, even for the most complex projects)

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 Scope of Work Based on WBS
In PM terminology, the scope of work is written text that describe
the work to be accomplished. In other words, the scope of work
describes or represents the details (in terms of level of effort,
quality of performance, resources supplied, materials used, etc.)
of the work that is graphically displayed in WBS.
Note: It is necessary to develop the WBS before a
detailed scope of work.
Once the WBS is complete, developing a written scope of work is a
straight forward process. This is because the WBS serves to outline
the scope of work. Using the WBS as an outline, the names of
major tasks can become text headings for the various sections of
the scope of work. In a similar fashion the subtasks names can
become text subheadings and so on.

23
 Specifications based on WBS
Specifications can be addressed as part of the proposal in the
written scope of work or other documents, such as quality
assurance plan or detailed engineering specifications list, can be
referred to. Regardless of how all the specifications are presented,
an effort must be made to identify them by considering the WBS at
the work package level.

WBS and Risk Management

The WBS allows the project planning team to consider potential risk
events at the work package level. Once possible risks have been
identified, methods of managing those risks can be considered.

24
 WBS-Resource Allocation
When you work for a company or organization that has
many projects being performed simultaneously, each of
the projects is competing for the limited resources
available. The WBS enables you to review project details
and distinguish one project’s needs from others within
the company or organization.

Why is distinguishing one project from another

important?
It enables you to identify resource requirements and
allocate resources more effectively.

25
 Multiple Ways to Develop WBS
In developing a WBS, one must realize that there are multiple
ways to develop a WBS for any given project. Some ways might
be better than others, but the two most important points to
remember are that:
1. The WBS must contain all approved scope.
2. The Project Manager must develop the WBS to reflect
the way he/she intends to manage the project.
Other items to consider when developing a WBS are:
– Reporting requirements
– Resource executing the work (contractors vs. in-house)
– Size/Complexity of project etc

26
In developing a WBS there are a number of steps that need to be taken to
make sure the resulted WBS will help to manage your project.

Identify final project outcome necessary for achieving project success.

The WBS should assist the project manager in developing a clear vision of
the end product.

You need to answer the following question:

What must be delivered to achieve project success?

You may need to review the project scope documents for guidance.

Identify the major deliverables necessary for project success. These are
items that by themselves do not satisfy the project need but combined
make up a successful project.

Examples: a design completion, goods delivery, or acceptance test

completion
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 College of Engineering Pune (COEP)
Forerunners in Technical Education
2/13/2018
 College of Engineering Pune (COEP)
Forerunners in Technical Education
2/13/2018
 College of Engineering Pune (COEP)
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 Gantt Chart
• A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts
illustrate the start and finish dates of the terminal dates and summary elements of
a projects. Terminal elements and summary elements comprise the work
breakdown structure of the project.
• Advantages and limitations
• Gantt charts have become a common technique for representing the phases and
activities of a project WBS, so they can be understood by a wide audience.
• Although a Gantt chart is useful and valuable for small projects that fit on a single
sheet or screen, they can become quite unwieldy for projects with more than
about 30 activities. Larger Gantt charts may not be suitable for most computer
displays.
• Gantt charts only represent part of the triple constraint (cost, time and scope) of
projects, because they focus primarily on schedule management. Moreover, Gantt
charts do not represent the size of a project or the relative size of work elements,
therefore the magnitude of a behind-schedule condition is easily
miscommunicated.
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 College of Engineering Pune (COEP)
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 Milestone chart
• It is refinement of bar or Gantt chart.
• Milestones are fixed within individual bars.

Activity 1 1 2 3

5 6
Activity 2 4

Activity 2 7 8 9

10 11 12 13
Activity 2

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• Means of Project Representation
• Project name and description.
• List of jobs that constitute the project.
• Gantt or Bar chart showing when activities take place.
• Project network showing activities, their dependencies and their relation to the
whole. (A-O-A and A-O-N representations)
• Why Use Project Networks ?
• A convenient way to show activities and precedence in relation to the whole
project.
• Basis of project planning:
- Responsibility allocation
- Definition of subcontracting units
- Role of different players
• Basic scheduling and establishment of work time tables
• Critical path determination and selective management control
- Deterministic vs probabilistic activity times

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• Definition
• Event
• Tail event
• Head event
• Duel role event
• Predecessor event
• successor event
• Activity
• Parallel Activity
• Serial Activity
• Predecessor Activity
• successor Activity
• Dummy Activity
EXAMPLE : Organizing a one day Seminar

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2/13/2018