PROJECT TIME

MANAGEMENT

Ir. AGUNG NUGROHO, M.Kom

Teknik Elektro FT UNDIP

 OVERVIEW

What is A Project?
A temporary endeavor undertaken to create a
unique product, service, or result
(PMBOK, Third Edition)
Temporary

Progressive Unique
Elaboration Deliverable
 OVERVIEW
Four Basic Type of Project
Project
Work CRAFT INTELECT
Product

PHYSICAL
Physical-Craft Physical-Intellect
(VISIBLE)

NON-PHYSICAL Non Physical - Non Physical -

(INVISIBLE) Craft Intellect
 OVERVIEW
Project Management Process

Project Management
Process menurut
PMBOK@ Guide
2000 Edition
Third
 OVERVIEW

Project Management Knowledge Area

1. Project Integration Management

2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resources Management
7. Project Communication Management
8. Project Procurement Management
9. Project Risk Management
 OVERVIEW
How to Achieve Project Success?
By balancing stakeholders’ competing
demands for :
Cost

Time
Scope
Quality
PROJECT TIME MANAGEMENT

Process required to accomplish timely

completion of the project

Activity Definition
Activity Sequencing
Activity Resources Estimating
Activity Duration Estimating
Schedule Development
Schedule Control
 PROJECT TIME MANAGEMENT

1. Activity Definition
6. Schedule Control
2. Activity Sequencing
3. Activity Resource Estimating
4. Activity Duration Estimating
5. Schedule Development
PROCESS FLOW DIAGRAM
1. ACTIVITY DEFINITION

The process of identifying the specific schedule

activities that need to be performed to produce the
various deliverables
Inputs Tools & Techniques Outputs

q Enterprise environmental
factors
q Organizational process assets
q Project scope statement
q Work breakdown structure
q WBS dictionary
q Project management plan
q Decomposition q Activity list
q Templates q Activity attributes
q Rolling wave planning q Milestone list
q Expert judgment q Requested changes
q Planning component
 ACTIVITY DEFINITION :
TOOLS & TECHNIQUE
Defining the schedule activities involves identifying
and documenting the work that is planned to be
performed

1. Decomposition  WBS
2. Templates
3. Rolling Wave Planning (Progressive Elaboration Planning
where the work to be accomplished in the near term is planned in
detail at a low level of WBS, the work far in the future is planned for
WBS components that are at relatively high level of the WBS)
4. Expert Judgment
5. Planning Component
2. ACTIVITY SEQUENCING

Identifying and documenting the logical relationships

among schedule activities.
Inputs Tools & Techniques Outputs

q Project scope statement q Precedence diagramming q Project schedule network

q Activity list method (PDM) diagrams
q Activity attributes
q Arrow diagram method (ADM) q Activity list (updates)

q Milestone list q Schedule network templates q Activity attributes (updates)

q Approved change requests q Dependency determination q Requested changes

q Applying leads and lags
 ACTIVITY SEQUENCING

 Identifying and documenting interactivity

dependencies

 Activities must be sequenced accurately in

order to support later development of a
realistic and achievable schedule

 can be performed with the aid of a computer

or with manual techniques
 TYPES OF SEQUENCES
1. FINISH TO START (FS) :
the initiation of successor Activity A Activity B
depends upon the completion of
the predecessor
2. START TO START (SS) :
Activity A
the initiation of successor
depends upon the initiation of the Activity B
predecessor
3. FINISH TO FINISH (FF) : Activity A
the completion of successor
depends upon the completion of Activity B
the predecessor
4. START TO FINISH (SF) : Activity A
the completion of successor
depends upon the initiation of the Activity B
predecessor
TYPES OF DEPENDENCIES

1. Mandatory Dependencies (Hard Logic).

Inherent in the nature of the work being done. (eq. You
must design before you can construct)

2. Discretionary Dependencies (Preferred,

Preferential or Soft Logic). Based on experience,
desire or preference.

3. External Dependencies. Based on the needs or

desires of party outside the project. (eq. Government or
suppliers)
LAGS AND LEADS

 LAGS
 Inserted waiting time between task
 For example: You must wait three days after pouring
concrete before you can construct the frame for a house
 Relationship : FS + 3: 3 days of Lag

 LEADS
 Designated number of time of periods subtracted from start
or finish the activity.
 For example: Activity B start 2 days before the activity A
Complete
 Relationship : FS-2 : 2 days of lead
Arrow Diagramming Method (ADM)
or Activity On Arrow (AOA) (1/2)

Draft Drawing
A30
20 days

Initial
Design Final Design
A10 A20 A50 A60
10 days 10 days

Run Simulation
A40
15 days

•Only Finish to Start relationship between task

•May use dummies activity as inserted simply to show dependencies between
tasks. They do not require work or take time
Arrow Diagramming Method (ADM)
or Activity On Arrow (AOA) (2/2)
Precedence Diagramming Method (PDM)
or Activity On Node (AON) (1/2)

LS LF LS LF
Activity Name Activity Name
Duration Duration

ES EF ES EF

A120 Draft Drawing

20 days

A110 Initial A140 Final Design

Design
10 days
10 days
Notes:
A130 Run
Simulation LS : Latest Start

15 days LF : Latest Finish

ES : Early Start
EF : Early Finish
Precedence Diagramming Method (PDM)
or Activity On Node (AON) (2/2)
3. ACTIVITY RESOURCES
ESTIMATING
Determining what resources (manpower, equipment,
material) and what quantity of each resource will be
used, when each resource will be available
Inputs Tools & Techniques Outputs

q Enterprise environmental q Expert judgment q Activity resource requirements

factors
q Organizational process assets
q Activity list
q Activity attributes
q Resource availability
q Project management plan
q Alternatives analysis
q Published estimating data
q Project management software
q Bottom-up estimating
q Activity attributes (updates)
q Resource breakdown
structure
q Resource calendar (updates)
q Requested changes
 RESOURCES REQUIREMENT

 What type of resources and in what quantities

 Those obtain from staff acquisition and procurement.
 Involves:
 Manpower
 Direct or indirect

 Internal or outsource

 Material
 Direct: hardware or software

 Indirect: consumables, supplies

 Subcontract
 Information
 RESOURCES ESTIMATING

 What resources, what quantities, and when needed

 Resources : People, Equipment, Materials
 Involves:
 Review WBS
 Identify available
 Review historical information
 Review organizational policies
 Quantity resources requirement by task
 Develop plan what type of resources are needed,
what numbers, when
4. ACTIVITY DURATION ESTIMATING

Estimating schedule activity duration uses information

on schedule activity scope of work, required resource
type, estimated resource quantities, and resource
calendars with resource availabilities.
Inputs Tools & Techniques Outputs

q Enterprise environmental q Expert judgment q Activity duration estimates

factors q Analogous estimating q Activity attributes (updates)
q Organizational process assets q Parametric estimating
q Project scope statement q Three-point estimates
q Activity list q Reserve analysis
q Activity attributes
q Activity resource requirements
q Resource calendar
q Project management plan
· Risk register
· Activity cost estimates
ACTIVITY DURATION ESTIMATING

Estimating the number of work periods that will be

needed to complete individual schedule activities.

Inputs
 Resources Requirement
-Number of resources that will be assigned
-Sometimes, too many resources will reduce productivity
 Resources Capabilities
-Level of skill, knowledge and experience (seniority)
 Etc
ACTIVITY DURATION ESTIMATING :
TOOLS & TECHNIQUE

 Expert Judgment. Used when duration difficult to estimate because

of number of factor (resource level, productivity)
 Analogues Estimating. Using the actual duration of previous
activity that has similarity (top down)
 Parametric Estimating. Uses a statistical relationship between
historical data and other variables. (e.q: Square footage in
construction, lines of code in software development) to calculate an
estimate for activity.
 Three Point Estimates. Uses three cost or duration estimates to
represent the optimistic, most likely, and pessimistic scenarios.
This technique is applied to improve the accuracy of the estimates of
cost or duration when the underlying activity or cost component is
uncertain. Average = (Optimistic + Most likely + Pessimistic) / 3
 Reserve Analysis. The contingency reserve can be a percentage of
the estimate activity duration, a fix number of work periods, or
developed by quantitative schedule risk analysis.
RESOURCES CALENDARS

 Identify periods when work is allowed

 Project calendars affect all resources
 Define time units, length of work week, non working
period:
 Day (s) of the week
 Hours of the day
 Holidays or non-working period
 All activities must be assigned a calendar
5. SCHEDULE DEVELOPMENT
Analyzing activity sequences, durations, resource
requirements, and schedule constraints to create the
project schedule
Inputs
q Organizational process assets
q Project scope statement
q Activity list
q Activity attributes
q Project schedule network
diagram
q Activity resource requirements
q Resource calendars
q Activity duration estimates
q Project management plan
· Risk register
Tools & Techniques
q Schedule network analysis
q Critical path method
q Schedule compression
q What-if scenario analysis
q Resource leveling
q Critical chain method
q Project management software
q Applying calendars
q Adjusting leads and lags
q Schedule model
Outputs
q Project schedule
q Schedule model data
q Schedule baseline
q Resource requirements
(updates)
q Activity attributes (updates)
q Project calendar (updates)
q Requested changes
q Project management plan
(updates)
· Schedule management
plan (updates)
 SCHEDULE DEVELOPMENT :
TOOLS & TECHNIQUE (1/3)
CRITICAL PATH METHOD

 Critical Path: series of activities that determine the

duration of the projects
 It is Longest Path through the project
 Calculating float to determine which activities have
The Least Scheduling Flexibility
 Critical Path: Total Float = LS – ES = LF – EF = 0
SCHEDULE DEVELOPMENT :
TOOLS & TECHNIQUE (2/3)
SCHEDULE COMPRESSION

1. Fast Tracking
 Doing critical path task in parallel that were originally
planned in series
 Fast Tracking often results in rework, usually increases
risk and requires more attention to communications

2. Crashing
 Moving resources from non critical tasks or adding
extra resources to the task from outside project.
Crashing almost result in increased costs.
 SCHEDULE DEVELOPMENT :
TOOLS & TECHNIQUE (3/3)

RESORCE LEVELING
 Leveling lets schedule and cost slip in favor of having a
stable number of resources each month
 Allocate scarce resources to critical path activities first

CRITICAL CHAIN METHOD

 Focuses on managing the buffer activity durations and
the resources applied to planned schedule activities
 Combine deterministic and probabilistic approaches
 FLOAT (SLACK)

 Float. The amount of time a task can be delayed

without delaying the project
 Free Float. The amount of time a task can be delayed
without delaying the early start date of its successor
 Total Float. The amount of time a task can be delayed
without delaying the project completion date
 Project Float. The amount of time a project can be
delayed without delaying the externally imposed project
completion date required by customer or management
 Negative Float. Critical path task that are delayed or
have dictated dates can result in negative float
Arrow Diagramming Method (ADM) -
Example (1/7)

Activity Title Duration Preceding

(days) Activities
A Mobilize 10 -
B Obtain permits 15 -
C Site works 8 A
D Exterior utilities 12 A
E Excavate catch basin 2 B,C
F Excavate footers 5 B,C
G Excavate foundation peers 6 B,C
H Pour footers 8 D,E,F,G
I Erect building frame 10 H
Arrow Diagramming Method (ADM) -
Example (2/7)

D
12

A C E H I
1 2 3 6 7 8
10 8 2 8 10

4 F
B 5
15
G
5
6
Arrow Diagramming Method (ADM) -
Example (3/7)

Analyze Project Network to:

 Find the Critical Path that establish the
minimum duration of the project
 calculate the Early Start time for each activity
 calculate the Late Start time for each activity
 calculate the Float, or time, available for delay
for each activity
Arrow Diagramming Method (ADM) -
Example (4/7)

Forward-Pass Algorithm

D
12
0 10 18 24 32 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10

4 F
B 18 5
15
G
5
6
18
Arrow Diagramming Method (ADM) -
Example (5/7)

Backward-Pass algorithm

D
12
0 0 10 10 18 18 24 24 32 32 42 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10

4 F
B 18 19 5
15
G
5
6
18 18
Arrow Diagramming Method (ADM) -
Example (6/7)

Calculating float
2 2
D
12
0 0 10 10 18 18 24 24 32 32 42 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10
0 0 0 0 4 4 0 0 0 0
4 F
B 18 19 5 1 1
15
3 3 G
5 Note:
6
18 18 0 0 FF TF
Arrow Diagramming Method (ADM) -
Example (7/7)

Critical path
2 2
D
12
0 0 10 10 18 18 24 24 32 32 42 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10
0 0 0 0 4 4 0 0 0 0
4 F
B 18 19 5 1 1
15
3 3 G
5 Note:
6
18 18 0 0 Critical activity
 SCHEDULE CHARTS

Milestone Charts
Similar to bar charts but only show major events. Milestone have no
duration. Milestone charts are good tools for reporting to management
and customer

Flowcharts
Depict workflow and process flow through a system. Used for quality or
engineering.

Bar (Gantt) Charts

Effective tools for progress reporting and control. They are completed
after WBS and a network diagram in the project management process.

Network Diagram
Shows how the project tasks will flow from beginning to end. Used for
planning, organizing, controlling, crashing, and fast tracking the project
SCHEDULE CHARTS
 BART (GANT) CHART
Project Management software makes an attempt to draw
lines between tasks on a Gantt chart to show
interdependencies. However, Gantt charts do not show
task interdependencies or resources assigned. A Gantt
chart looks similar to this:
September
ID Task Name Durations Start Finish
01-Sep 08-Sep 15-Sep 22-Sep 29-Sep
1 Start 0 1-Sep-06 1-Sep-06
2D 4 1-Sep-06 4-Sep-06
3A 6 1-Sep-06 6-Sep-06
4C 7 3-Sep-06 9-Sep-06
5B 8 2-Sep-06 9-Sep-06
6E 12 10-Sep-06 21-Sep-06
7 Finish 0 21-Sep-06 21-Sep-06
BART (GANT) CHART
SCHEDULE LEVELS
6. SCHEDULE CONTROL
Controlling changes to the project schedule which includes determining
the current status of the project schedule, influencing the factors that
create schedule changes, determining that the project schedule has
changed, and managing the actual changes.
Inputs Tools & Techniques Outputs

q Schedule management plan q Progress reporting q Schedule model data

q Schedule baseline q Schedule change control (updates)

system
q Performance reports
q Performance measurement
q Approved change requests
q Project management software
q Variance analysis
q Schedule comparison bar
charts
q Schedule baseline (updates)
q Performance measurements
q Requested changes
q Recommended corrective
actions
q Organizational process assets
(updates)
q Activity list (updates)
q Activity attributes (updates)
q Project management plan
(updates)
SCHEDULE CONTROL :
TOOLS & TECHNIQUE
 Progress Reporting. Includes information such as
actual start and finish dates and the remaining
durations.
 Schedule Change Control System. Includes the
paperwork, tracking system, and approval levels
necessary for authorizing changes.
 Performance Measurement. Schedule Variance
(SV) and Schedule Performance Index (SPI)
 Earned Value Analysis
 Variance Analysis. Comparing target schedule
dates with the actual/forecast finish dates.
Thank You