Time

Management
Time Management Process
• Enterprise environmental factors
• Organizational process assets

Activity Activity Activity

Definition Sequencing Resource
Estimation

Schedule
Activity Schedule
Control
Duration Development
Estimating
Enterprise Environmental Factors
• Organizational or company culture and structure
• Governmental or industry regulatory issues
• Infrastructure, facilities and systems
• Existing human resources
• Personnel administration
• Company Work authorization system
• Marketplace conditions
• Stakeholder Risk tolerance
• Commercial information
• PMIS
 Organizational Process Assets
• Standard processes & procedures
• Policies etc. Regulatory etc
• Work instructions, evaluations criteria and work
performance measurement criteria
• Templates
• Communication requirements
• Project closure guidelines
• Financial control system and guidelines
• Issue and defect management
• Authority system
• BIS
– Project files and Post-Mortems
– CM
– Financial data
– Defect data
 Time Management Process

Activity Activity
Input Definition Sequencing
Activity
Resource
•Project Scope Estimation
Statement
•WBS
•WBS Schedule
Activity Schedule
Dictionary Duration Development Control
•Project Estimating
Management
plan
 Tools and Techniques
• Activity Definition • Activity Duration Estimating
• Decomposition ₋ Expert judgments
• Templates (for activity lists) ₋ Analogous estimation
• Expert judgment ₋ Parametric estimating
₋ Three-point estimates
• Activity Sequencing ₋ Reserve analysis
₋ Precedence diagramming (PDM,AON)
• Schedule Development
₋ Arrow diagramming (ADM, AOA) ₋ Progress reporting
₋ Schedule Network templates ₋ Schedule change control system
₋ Dependency determination ₋ Performance measurement
₋ ₋ Project management software
Applying leads and lags
• Activity Resource Estimation • Schedule Control
₋ Cost change control system
₋ Expert judgment ₋ Performance measurement analysis
₋ Alternatives analysis ₋ Forecasting
₋ Published estimating data ₋ Project performance reviews
₋ ₋ Project management Software (PMS)
Project management software
₋ Bottom up estimating
 What work needs to be done?
The Time Management Process
Inputs
• Enterprise environmental factors
Activity Outputs
• Definition • Activity lists
Organizational process assets
• Project Scope Statement • Activity attributes
• WBS • Milestone list
• WBS Dictionary • Requested changes
• Project Management plan

Tools and techniques

• Decomposition
• Templates (for activity lists)
• Expert judgment
 Is there a specific order between the activities?
The Time Management Process

Inputs Outputs
• • Project schedule network diagram
Project Scope Statement
• Activity lists Activity • Activity list updates
• Activity attributes Sequencing • Activity attributes (updates)
• • Requested changes
Milestone list
• Approved change requests

Tools and techniques

• Precedence diagramming (PDM,AON)
• Arrow diagramming (ADM, AOA)
• Schedule Network templates
• Dependency determination
• Applying leads and lags
 How shall the project be equipped?
The Time Management Process
Inputs Activity Outputs
• Resource • Activity resource requirements
Enterprise environmental factors
• Estimation • Activity attributes (updates)
Organizational process assets
• Activity lists • Resource breakdown structure
• Activity attributes • Resource Calendars (updates)
• Resource availability • Requested changes
• Project Management Plan

Tools and techniques

• Expert judgment
• Alternatives analysis
• Published estimating data
• Project management software
• Bottom up estimating
 How long time will each activity take?
The Time Management Process
Inputs
• Enterprise environmental factors Activity
• Organizational process assets Duration
• Project Scope Statement Estimation Outputs
• Activity list • Activity duration estimates
• Activity attributes (updates) • Activity attributes (updates)
• Activity resource requirements
• Resource Calendars
• Project Management plan

Tools and techniques

• Expert judgments
• Analogous estimation
• Parametric estimating
• Three-point estimates
• Reserve analysis
 How do we coordinate our efforts?
The Time Management Process

Inputs
• Organizational process assets Outputs
• Project Scope Statement Schedule • Project schedule
• Activity list Development • Schedule model data Schedule baseline
• Activity attributes • Project calendar
• Project schedule network diagram • Requested changes
• Activity resource requirements
• Resource Calendars
• Activity duration estimates
• Project Management plan

Tools and techniques

• Schedule Network analysis
• Critical Path method
• Schedule compression
• What-if scenario analysis
• Resource leveling
• Project management software
• Applying calendars
• Adjusting leads and lags
• Schedule model
 Will we deliver on time?
The Time Management Process
Inputs
• Schedule management plan Schedule
• Schedule baseline Control Outputs
• • Performance measurements
Performance reports
• • Requested changes
Approved Change requests
• Recommended corrective actions

Tools and techniques

• Progress reporting
• Schedule change control system
• Performance measurement
• Project management software
 How do we keep the situation under control?
The Cost Management Process
Inputs
• Cost baseline
• Project funding requirements
Outputs
• • Performance measurements
Performance reports Cost • Forecasted completion
• Work performance information Control
• • Recommended corrective actions
Approved Change requests
• Project management plan

Tools and techniques

• Cost change control system
• Performance measurement analysis
• Forecasting
• Project performance reviews
• Project management Software (PMS)
 Time Management Process

Output
Activity Activity Activity • Performance
Definition Sequencing Resource
Input measurements
Estimation • Requested changes
• Project Scope Statement
• WBS • Recommended corrective
• WBS Dictionary
• Project Management
actions
plan Activity Schedule Schedule
Duration Development Control Updates
Estimating • Schedule model data
• Schedule baseline
• Organizational process assets
• Activity list
• Activity attributes
• Enterprise environmental factors • Project Management plan
• Organizational process assets
 WBS Tools and techniques

• Templates
• Project decomposition
– Identify main elements in project
• Goals, Objectives and Sequence Goals
– Cost and time estimates
– Further Decomposition of elements if necessary
– Verify decomposition
 Methods to Ordering Activities
• ”Near zone”
• Waterfall
• Concurrent
• Sequential
• Dynamic & Incremental
• Subprojects
The near zone – to keep activities together
• Pros
– Unnecessary job avoided
• Cons
– No exact estimate on cost
Waterfall – Sequential development
• Pros
– One step at the time
• Cons
– Takes time (validation)
 Concurrent– Parallel to communicate and speed up

• Pros
– Time saving
• Cons
– Large risks
 Dynamic – Incremental with partial goals
• Pros
– Gradually finished
• Cons
– Difficult to plan
– Strong q-assurance
 Subprojects
• Pros
– Independent parts/planning
• Cons
– Strong req. on control
Resource chart People
HR
Management

IT platforms
IT platform
• HR management

• Project tools
IT sofware
• Product tools System & application
Knowledge
and application
Facilities
Equipment Support and Enterprise
management
and Environmental
materials Factors

System & expert Organizational Contracts,

Knowledge
Process Cost and payments
Assets
 Estimation Methods
• Expert judgments
• Analogous estimation
• Parametric estimating
• Three-point estimates
• Reserve analysis
 Expert Judgment

Expert Judgment, relies on consolidated knowledge to come

to an estimation. It relies on surveying experts independently,
then pooling responses and looking for inconsistencies in the
information received. Its key weakness is that it’s only as
good as the experts you can ask.
 
 Analogous Estimating
 This technique is used to estimate the project parameters by
comparing with any similar project previously completed by
your organization through your expert judgment . You look into
your organization’s historical records.
 It is very fast, less costly, and provides a quick result.
 Used when very little detail about the project is available
 Parametric Estimation
Parametric models use mathematical models to make an
estimation of project effort. A formula is developed for
estimating the time or resources needed to perform a project
activity.

The formula is usually based upon a great deal of historical

experience. A PMO will often develop the parametric model
based upon having done lessons learned on many projects.
 Three-point Estimation
 This technique uses three estimates to calculate the
average estimate. The three estimates are the most
likely cost, the pessimistic cost and the optimistic
cost.
E = (a + 4m + b) / 6
(where: a = the best-case estimate, m = the most likely
estimate, b = the worst-case estimate)

 It reduces the biases, risks, and uncertainties from

the estimation.
 It is more accurate than the Analogous and
Parametric estimating techniques.
 Reserve Analysis
• This technique establishes a reserve pool on
the basis of uncertainty and risk in the
project to offset the unestimated issues risen
in form of :-
– Time
– resources
– performance
. 
 Time analysis
• Gaps
– Free gap = no affection on other activities
– Total gap = possible delay without affecting the end date
of the project
• Critical path
– Critical activity = no gap to other activity
– Critical path = a line of critical activities, from the
project start to end of project

• Resource analysis
– Time critical = Corrections in time only within gaps
– Resource critical = Corrections in time may affect finish
time
 Activity connections
• Activity A must finish before activity B starts
A

• Activity A must finish before activity B finishes A

• Activity A must start before activity B can start A

A
• Activity A must start before activity B can finish
B
 Computer based tools
• Templates
– Pre-defined design
– Pre-defined processes
• Calculation aid
– Estimation
– Critical line analysis
• Reporting
• Simulation
• Follow up
• Coding estimation and control