CHAPTER # 06

• PROJECT TIME MANAGEMENT

1
 RECAP: PROJECT SCOPE MANAGEMENT

• PLAN SCOPE MANAGEMENT

• COLLECT REQUIREMENTS
• DEFINE SCOPE
• CREATE WBS
• VALIDATE SCOPE
• CONTROL SCOPE

2
 PROJECT TIME MANAGEMENT: AN
INTRODUCTION

• ONE OF THE TRIPLE CONSTRAINTS OF THE PROJECT

• ALL ABOUT SKILLS, TOOLS AND TECHNIQUES USED TO MANAGE TIME WHILE
WORKING ON TASKS
• DONE AFTER SCOPE
• SCHEDULE IS ACTIVITY BASED AND BUILT FROM GROUND UP
• MUST BE CAREFULLY MANAGED THROUGHOUT THE LIFE OF THE SCHEDULE

3
PROJECT TIME MANAGEMENT

4
 PLANNING SCHEDULE MANAGEMENT

• THE PROJECT TEAM USES EXPERT JUDGMENT, ANALYTICAL TECHNIQUES, AND MEETINGS TO
DEVELOP THE SCHEDULE MANAGEMENT PLAN
• A SCHEDULE MANAGEMENT PLAN INCLUDES:
• PROJECT SCHEDULE MODEL DEVELOPMENT
• THE SCHEDULING METHODOLOGY
• LEVEL OF ACCURACY AND UNITS OF MEASURE
• CONTROL THRESHOLDS
• RULES OF PERFORMANCE MEASUREMENT
• REPORTING FORMATS
• PROCESS DESCRIPTIONS

Source: Kathy Schwalbe, Information Technology Project Management, Seventh Edition, Course Technology – Cengage Learning, 2013. 5
 CONTENTS: SCHEDULED MANAGEMENT PLAN

• INTRODUCTION
• THE APPROACH
• REPORTING AND CONTROL
• THRESHOLDS/CHANGES
• ACCEPTANCE

6
 DEFINING ACTIVTIES

Source: http://www.free-management-ebooks.com/faqpm/schedule-02.htm 7
 DEFINE ACTIVITY EXAMPLE

• E-COMMERCE APPLICATION
• CREDIT CARD TRANSACTION SYSTEM
• DB SYSTEM
• SHOPPING CART SYSTEM
• CHECK OUT SCREEN
• PRODUCT SCREEN
• ANALYZE REQUIREMENTS
• DESIGN REQUIREMENTS
• DEVELOP REQUIREMENTS
• TEST REQUIREMENTS

• MILESTONE 1 – DELIVERY OF WORK PACKAGE PRODUCT SCREEN

• MILESTONE 2 – DELIVERY OF CREDIT CARD TRANSACTION SYSTEM
• MILESTONE 3 – DELIVERY OF E-COMMERNCE APPLICATION

8
 ROLLING WAVE PLANNING

Source: http://www.free-management-ebooks.com/faqpm/schedule-02.htm 9
 DEFINE ACTIVITY OUTPUTS

• ACTIVITY LIST
• ACTIVITY ATTRIBUTES
• MILESTONES

10
ACTIVITIES LIST

11
 SEQUENCING ACTIVITIES

• INVOLVES REVIEWING ACTIVITIES AND DETERMINING

DEPENDENCIES
• A DEPENDENCY OR RELATIONSHIP IS THE SEQUENCING OF
PROJECT ACTIVITIES OR TASKS
• YOU MUST DETERMINE DEPENDENCIES IN ORDER TO USE
CRITICAL PATH ANALYSIS

Source: Kathy Schwalbe, Information Technology Project Management, Seventh Edition, Course Technology – Cengage Learning, 2013. 12
ACTIVITIES LIST AND PREDECESSORS

13
AON

14
ACTIVITY ON NODE

15
LOGICAL RELATIONSHIP

16
 ESTIMATING ACTIVITY RESOURCES
• BEFORE ESTIMATING ACTIVITY DURATIONS, YOU MUST HAVE A
GOOD IDEA OF THE QUANTITY AND TYPE OF RESOURCES THAT
WILL BE ASSIGNED TO EACH ACTIVITY; RESOURCES ARE
PEOPLE, EQUIPMENT, AND MATERIALS
• CONSIDER IMPORTANT ISSUES IN ESTIMATING RESOURCES
• HOW DIFFICULT WILL IT BE TO DO SPECIFIC ACTIVITIES ON THIS
PROJECT?
• WHAT IS THE ORGANIZATION’S HISTORY IN DOING SIMILAR
ACTIVITIES?
• ARE THE REQUIRED RESOURCES AVAILABLE?
• A RESOURCE BREAKDOWN STRUCTURE IS A HIERARCHICAL
STRUCTURE THAT IDENTIFIES THE PROJECT’S RESOURCES BY
CATEGORY AND TYPE
Source: Kathy Schwalbe, Information Technology Project Management, Seventh Edition, Course Technology – Cengage Learning,
2013

17
RECAP: ESTIMATE ACTIVITIES RESOURCES
EXAMPLE

18
RESOURCE BREAKDOWN STRUCTURE

19
 ACTIVITY DURATION ESTIMATING

• DURATION INCLUDES THE ACTUAL AMOUNT OF TIME

WORKED ON AN ACTIVITY PLUS ELAPSED TIME
• EFFORT IS THE NUMBER OF WORKDAYS OR WORK HOURS
REQUIRED TO COMPLETE A TASK
• EFFORT DOES NOT NORMALLY EQUAL DURATION
• PEOPLE DOING THE WORK SHOULD HELP CREATE ESTIMATES,
AND AN EXPERT SHOULD REVIEW THEM

Source: Kathy Schwalbe, Information Technology Project Management, Seventh Edition, Course Technology – Cengage Learning, 2013

20
ESTIMATE ACTIVITY DURATION TOOLS AND TECHNIQUES

• ANALOGOUS
• PARAMETRIC
• PERT (P + 4*R + O)/6

21
 DEVELOPING THE SCHEDULE

• USES RESULTS OF THE OTHER TIME MANAGEMENT PROCESSES

TO DETERMINE THE START AND END DATE OF THE PROJECT
• ULTIMATE GOAL IS TO CREATE A REALISTIC PROJECT
SCHEDULE THAT PROVIDES A BASIS FOR MONITORING
PROJECT PROGRESS FOR THE TIME DIMENSION OF THE
PROJECT
• IMPORTANT TOOLS AND TECHNIQUES INCLUDE GANTT
CHARTS, CRITICAL PATH ANALYSIS, AND CRITICAL CHAIN
SCHEDULING, AND PERT ANALYSIS

Source: Kathy Schwalbe, Information Technology Project Management, Seventh Edition, Course Technology – Cengage Learning, 2013

22
ACTIVITIES, DURATIONS AND PREDECESSORS

23
ADDING UP ACTIVITY DURATIONS

24
CRITICAL PATH

25
EARLY START, EARLY FINISH, LATE START, LATE FINISH

Left upper box : Earliest Start Time

Right upper box : Earliest Finish Time
Bottom left box : Late most Start Time
Bottom right box : Late most Finish Time

26
EARLIEST START TIME /  EARLIEST FINISH
TIME

27
LATE MOST START TIME/LATE MOST FINISH
TIME

28
ES-EF-LS-LF

29
 FLOAT

THE DIFFERENCE BETWEEN EARLIEST START TIME & LATE MOST START TIME
OR EARLIEST FINISH TIME & LATE MOST FINISH TIME .

30
 LEAD

• WHEN THE FIRST ACTIVITY IS STILL RUNNING AND SECOND ACTIVITY

STARTS, THIS IS CALLED LEAD, AND THE BALANCE OF TIME FOR THE FIRST
ACTIVITY IS KNOWN AS LEAD TIME. LEAD TIME IS THE OVERLAP BETWEEN
THE FIRST AND SECOND ACTIVITY.

31
 LAG

• WHEN FIRST ACTIVITY COMPLETES, IF THERE IS THEN A DELAY OR WAIT

PERIOD BEFORE THE SECOND ACTIVITY STARTS, THIS IS CALLED LAG AND
THE DELAY IS KNOWN AS THE LAG TIME. LAG TIME IS THE DELAY BETWEEN
THE FIRST AND SECOND ACTIVITY.

32
 SOME MORE TOOLS AND TECHNIQUES

• RESOURCE LEVELING
• SCHEDULE COMPRESSION
• FAST TRACKING
• CRASHING

33
SCHEDULE CHARTS

34
 CONTROLLING THE SCHEDULE

• GOALS ARE TO KNOW THE STATUS OF THE SCHEDULE, INFLUENCE

FACTORS THAT CAUSE SCHEDULE CHANGES, DETERMINE THAT THE
SCHEDULE HAS CHANGED, AND MANAGE CHANGES WHEN THEY OCCUR
• TOOLS AND TECHNIQUES INCLUDE
• PROGRESS REPORTS
• A SCHEDULE CHANGE CONTROL SYSTEM
• PROJECT MANAGEMENT SOFTWARE, INCLUDING SCHEDULE COMPARISON
CHARTS LIKE THE TRACKING GANTT CHART
• VARIANCE ANALYSIS, SUCH AS ANALYZING FLOAT OR SLACK
• PERFORMANCE MANAGEMENT, SUCH AS EARNED VALUE (CHAPTER 7)
Source: Kathy Schwalbe, Information Technology Project Management, Seventh Edition, Course Technology – Cengage Learning, 2013

35
 REFERENCES

• KATHY SCHWALBE, INFORMATION TECHNOLOGY PROJECT MANAGEMENT,

SEVENTH EDITION, COURSE TECHNOLOGY – CENGAGE LEARNING, 2013.
• A GUIDE TO THE PROJECT MANAGEMENT BODY OF KNOWLEDGE, FIFTH
EDITION, PROJECT MANAGEMENT INSTITUTE, 2013. (PMBOK GUIDE)
• HTTPS://WWW.PROJECTMANAGER.COM/GANTT-CHART
• HTTPS://PMSTUDYCIRCLE.COM/2013/02/LEAD-TIME-AND-LAG-TIME-IN-
PROJECT-SCHEDULING-NETWORK-DIAGRAM/
• HTTP://WWW.FREE-MANAGEMENT-EBOOKS.COM/FAQPM/SCHEDULE-02.HTM

36
QUESTIONS

37
CREATING A NETWORK DIAGRAM (AON) - EXERCISE

38
39