03 project time managment

Company

LOGO Project Time Management

Waleed El-Naggar, MBA, PMP

Agenda

1. Define Activities

2. Sequence Activities

3. Estimate Activity Resources

4. Estimate Activity Durations

5/12/2009 2Prepared by: Waleed El-Naggar

5. Develop Schedule

6. Control Schedule

Project Time Management

Includes the processes required to accomplish timely

completion of the project; involved 6 processes used to

in developing time schedule

The schedule can have any format.


6.1 Define Activities

Identify the specific actions to be performed to produce

the project deliverables

Activities provide a basis

for estimating,

scheduling, executing

and monitoring and

controlling the project

work.


Define Activities: Inputs

Scope baselines

Enterprise Environmental Factors

Organizational Process Assets


Define Activities: T & T

Decomposition

Rolling Wave Planning

Templates

Expert Judgment


Define Activities: Outputs

1. Activity List: A list of all the activities that will

be performed on the project and a description

of each

2. Activity Attributes

3. Milestone List: A milestone is a significant

point or event in project.


6.2 Sequence Activities

The process of identifying and documenting

relationships among the project activities.

Lead/Lag time between activities should be

considered to support a realistic schedule.

Can be performed by a software or manually.


Sequence Activities: Inputs

1. Activity List


3. Milestone List

4. Project Scope Statement

5. Organizational Process Assets


Sequence Activities: T & T

1. Precedence Diagramming

The most common method of arranging the

project activities visually. Activities are put in

boxes, called nodes,

and connected with

arrows (Activity on

Node).


Logical Relationship


Sequence Activities: T & T

2. Dependency Determination

• Mandatory Dependency

• Discretionary dependency: preferred logic,

preferential logic, or soft logic.

• External dependencies

3. Applying Leads an Lags

4. Schedule Network Templates


Sequence Activities: Outputs

1. Project Schedule Network Diagrams

2. Project Document Updates


Exercise

Activity Predecessor

A -

B A

C B, F

D C

E -

F E

G F


Estimate Activity Resources: Inputs

1. Activity List


3. Resource Calendars

4. Enterprise Environemental Factors



Estimate Activity Resources: T & T

1. Expert Judgment

2. Alternatives Analysis

3. Published Estimating Data

4. Bottom-up Estimation

5. Project Management Software


Estimate Activity Resources: Outputs

1. Activity Resource Requirements

2. Resource Breakdown Structure



6.4 Estimate Activity Duration

The process of approximating the number of

work periods needed to complete individual

activities with estimated resources.


Estimate Activity Duration: Inputs

1. Activity List.



4. Resource Calendar

5. Scope Statement

6. Enterprise Environmental Factors

7. Organization Process Assets


Estimate Activity Duration: T & T

1. Expert Judgment

2. Analogous Estimating (Top-down)

• Use actual values of a similar project

3. Parametric Estimating

4. Three-point Estimate

5. Resource Analysis


Program Evaluation & Review

Technique (PERT)

Uses a weighted average duration estimate to calculate

activity durations.


Gantt Chart

Bar charts are relatively easy to read, and are

frequently used in management presentations.


Estimate Activity Duration: Outputs

1. Activity Duration Estimates: Quantitative

estimates of the likely duration of each

activity as well as the range of possible

results ( 10 ± 2 day )



6.5 Develop Schedule

The process of analyzing activity sequence,

durations, resource requirements, & schedule

constraints to create a project schedule.

Developing an acceptable schedule is often

an iterative process.


Develop Schedule: Inputs

1. Activity List


3. Project Schedule Network Diagrams


5. Resource Calendars

6. Activity Duration Estimates

7. Project Scope Statement

8. Enterprise Environmental Factors



Develop Schedule: T & T

1. Schedule Network Analysis

2. Critical Path Method

3. Critical Chain Method

4. Resource Leveling

5. What-if Analysis

6. Applying Leads and Lags

7. Schedule Compression

8. Scheduling Tools


The longest duration path through a network diagram

which represents the shortest time to complete the

project

Critical Path

A:2

E : 2 H : 2

D : 2

B : 3 C : 4

Start

End


Duration Compression

Duration compression is a special case of

mathematical analysis to shorten the project schedule

without changing the project scope

Crashing : cost & schedule tradeoffs are analyzed

to determine how to obtain the greatest amount of

compression for the least incremental cost.

Fast-tracking: doing activities in parallel that would

normally be done in sequence. Fast tracking often

results in rework and usually increases risk.


Resource Leveling


Develop Schedule: Outputs

1. Project Schedule

• Milestone Charts

• Bar Charts

• Schedule Network Diagrams

2. Schedule Baseline

3. Schedule Data



Float

Total float (Slack): the amount of time an activity

can be delayed without delaying the project end

date or/and intermediary milestone.

Free Float (Slack): the amount of time an activity

can be delayed without delaying the start of its

successor.

Project Float: the amount of time a project can be

delayed without delaying the externally imposed

project completion date.


Quiz

Which of the following is the BEST project

management tool to use to determine the longest time

the project will take?

A. WBS

B. Network Diagram

C. Bar chart

D. Project Charter

The Answer is: B


Quiz

Which of the following is correct?

A. A schedule can have several critical paths

B. There must be only one critical path

C. The network diagram will change every time the

end date changes

D. A project can never have negative float

The Answer is: A


6.6 Control Schedule

The process of monitoring the status of the

project to update project progress and

manage changes to schedule baseline.

Concerned with:

Determine current status

Influence the factors that cause changes

Manage actual changes as they occur


Control Schedule: Inputs

1. Project Management Plan

2. Project Schedule

3. Work Performance Information



Control Schedule: T & T

1. Performance Reviews

2. Variance Analysis

3. Project Management Software

4. Resource Leveling

5. What-If Scenario Analysis

6. Adjusting Leads and Lags

7. Schedule Compression

8. Scheduling Tool


Control Schedule: Outputs

1. Work Performance Measurements

2. Organizational Process Assets Updates

3. Change Requests

4. Project Management Plan Update

1. Schedule baseline

2. Schedule Management Plan

3. Cost baseline



5/12/2009 Prepared by: Waleed El-Naggar 38

Thank You

[email protected]

03 project time managment

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