Online PMP Training Material for PMP Exam - Time Management Knowledge Area

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Time ManagementChapter 6

www.GLOBALSKILLUP.comChapter 6Objectives

Understand the different Time Management Processes

Their Inputs, Tools and Techniques, Outputs

This chapter entails one to understand the various Time Management aspects required to understand the customer delivery timeline needs.

Also, how the timeline will be approached, managed and finally honored making the project successful!

www.GLOBALSKILLUP.com Project Time Management includes processes to ensure the schedule is defined, managed, controlled and has updated schedule baseline to meet project timeline.

Establishing a Project schedule involves using the Project Information, Project Scheduling Methods & Tools.

Most common scheduling methods include Critical Path Method (CPM) & Critical Chain Method (CCM).

Schedule may be represented in many a ways including the Bar Chart, Network Diagram and/or Activity List.Knowledge Area: Time Management

www.GLOBALSKILLUP.comThere are 7 Time Management processes:

Plan Schedule ManagementEstablishing Project Schedule in Schedule Management Plan Document which will be used across project to control timelines as project evolves and changes occur.

Define ActivitiesBreaking down the larger chunks of scope into actionable small activities using the WBS by defining project activities

Sequence ActivitiesEstablishing the relationships between the defined project activities to ensure the sequence of activities are done in rightful manner

Estimate Activity ResourcesWhat type and amount of estimated resources are required to accomplish sequenced activity

Estimate Activity DurationsHow long will it take to ensure the estimated resources perform the activity assigned

Develop ScheduleBased on all the available information from defined activities to sequence activities to estimate resource & durations will aid to arrive at develop schedule

Control ScheduleMonitoring and Controlling the project schedule across the project duration w.r.t schedule baseline and achieve the project objectives

Knowledge Area: Time Management

www.GLOBALSKILLUP.com6.1 Plan Schedule ManagementIs the process to ensure project schedule is managed from beginning of the project to the end of the project with a defined approach.

Key benefit of this means to provide a guidance and oversight on how the project schedule is to be managed with an upfront defined schedule thresholds.

The schedule management plan also defines how schedule contingencies will be reported and assessed over the course of the project delivery.

www.GLOBALSKILLUP.comThis may involve options to estimate and schedule the project using the Scheduling methodology, scheduling Tools and techniques, estimation approaches, formats and project management software.

Approaches are defined to ensure speedy delivery while ensuring the project risk is managed well.

Crashing or Fast Tracking are common schedule compression techniques using which the work is parallelized. While delivery of the work in parallel is beneficial this may also increase the risk on the project. These decisions are to be well explained to the relevant stakeholders as the case may be.

In some cases, organizations with well established frameworks ensure to have organization policies and procedures with defined techniques to employ such as:

Rolling wave planningLeads and lagsAlternative analysisMethods for reviewing schedule performanceAnalytical Techniques

www.GLOBALSKILLUP.comSchedule Management Plan defines the criteria and activities for developing, monitoring and controlling project schedule. It establishes the following:

Project Schedule Model Development Scheduling Methodology & Scheduling Tool to be used

Level of Accuracy Extent of the estimates supposed to be accurate. Include any contingency for estimation gaps

Units of Measure What units will be applied, staff hours, staff days, weeks, meters, liters, kilometers and so on

Organizational Procedure Links Links to the phases, activities from the WBS to ensure consistency and resulting schedules

Project Schedule Model Maintenance Define the updates and changes to the schedule during the execution phase of the projectControl Thresholds Percentage deviations which ensure that the actions are taken for any threshold value deviations

Rules of Performance ManagementEVM (Earned Value Management) rules or similar performance management rules are setHow the percentage completion will be established?Control Accounts on which the management review to be performedEVM techniques appliedSV (Schedule Variance) & SPI (Schedule Performance Indicator) against the Schedule baseline

Reporting formats What reports are required, Which format and at What frequency

Process descriptions Any processes which will administer the schedule performance and management across the project courseSchedule Management Plan

www.GLOBALSKILLUP.com6.2 Define ActivitiesDefine Activities process is performed to ensure the actions are identified and documented to produce end project deliverables.

Key benefit of this process is to provide an understanding of breaking down the work packages into activities that can be easily estimated, scheduled, executed, monitored and controlled.

The purpose of this process is to identify the specific tasks needed to be done in order to produce the projects deliverables.

Scope Baseline is used as a starting point to breakdown documented deliverables even further, as well as a guide to assure that entire scope of Project is covered, but not extend beyond boundaries of Project.

www.GLOBALSKILLUP.comRolling Wave PlanningRolling wave planning is the iterative planning technique to plan the immediate work in detail and subsequent work at higher levels in at progressive elaboration manner.As an example, in the early stages of the project work packages are defined at a higher level for different phases. However, as we enter the phase more clarity is available and the work packages are made granular.

Understand it this way, waves closer to us give better clarity on what they bring along with them. Similar to the immediate work at hand, we know more detailed view of them to accomplish, than the far away waves or work.This is a comprehensive list of all activities to be performed as part of the project.

Each activity is supplemented with an activity identifier and sufficient detailed scope of work so as that could be accomplished.

Is Activity List same as WBS?

An activity list is a list of What we are doing in the project to accomplish deliverables.

Whereas a WBS is a list of What we are making in the project as deliverables.

Imagine this as WBS is a high level view of deliverables and Activity list as a low level view of the deliverables.

Activity List

www.GLOBALSKILLUP.comActivity AttributesOften the activity has just more than the activity identifier like WBS ID, Activity label, Activity code, successor activity code, predecessor activity code, logical relationship definition, leads, lags, resource associated, cost associated, geographic tag, the project calendar the activity is assigned, effort type(level of effort, apportioned effort, discrete effort) and so on.

All these attributes help bring more organized and clarity in the accomplishment of each activity.

A Milestone is an important event of accomplishment of major work.

These milestone activities are simply put, the zero duration activities.

They could be either internal to the organization or external market commitment requirements.

Milestone List

www.GLOBALSKILLUP.com6.3 Sequence ActivitiesActivities need to be sequenced or connected with each other by a relation and dependencies to ensure the proper flow and completion of the project work considering all the constraints.

This also ensures realistic schedules and efficiency in delivery of project work since the appropriate leads and lags are added.

All activities other than the very first and very last activity/milestone, rest all of them need to be connected with each other.

www.GLOBALSKILLUP.comPDM is one of the activity sequencing techniques in practice; in which activities are represented in a graphical manner to show precedence of activities to be accomplished in sequence.

In this technique, activities are represented as Nodes. Also known as AON (Activity on Node).Most software packages use this type of representation including Microsoft Project.

PDM (Precedence Diagramming Method)StartABCDEGHFinish

www.GLOBALSKILLUP.comPDM (Precedence Diagramming Method)Finish to Finish RelationshipStart to Start RelationshipResearch Data StartedProduce Report StartedData Transfer FinishedMigration FinishedStart to Finish RelationshipMost Rarely UsedServer Installation StartedVendor Job FinishedFinish to Start RelationshipMost Commonly UsedDraft Manual FinishedPrint Manual StartedPDM also used logical relationships between activity to activity. Four types of relationships:

www.GLOBALSKILLUP.comDependencies can be of different nature.

Mandatory These are the legally or contractually required or inherent in the nature of work being done. Hard logic which has to be met at any cost.

Discretionary These dependencies are at discretion of Project Team. And are the preferred dependencies based on the best practices of work done in the past or as defined by the SME(Subject Matter Experts) for an alternate option. Also know as Soft logic which can undergo an alternate option.

External Dependencies where the project team has to consider the external work done beyond the project teams control. This is more rampant in case of Contractual Projects. This is beyond control of project team.

Internal Dependencies where project team has to lookup to internal precedence to ensure the previous work is accomplished. This is in the control of the Project team.

These 4 dependencies can be clubbed in combination:Mandatory External DependenciesMandatory Internal DependenciesDiscretionary External DependenciesDiscretionary Internal DependenciesDependency Determination

www.GLOBALSKILLUP.comLead TimeLet us understand what a lead is with an example.

For a movie, Activity A(movie shooting) takes 5 Days. Post the movie shooting, Activity B(mass production) takes another 10 Days for release. The movie in such a scenario is produced for release at 5+10=15 days.

Let us now consider a little smart situation. Activity A takes 5 days. Activity B takes another 10 days for mass production. However, as the movie is been shot, the production activities can be started with 3 days in advance(lead) to completion of movie shooting.

This would mean the new release date of the movie can be as early as 12 days instead of 15 days with a lead time of 3 days for production.Let us understand what a lag is with an example.

For a wooden house construction, Activity A(Procurement of wood) takes 4 days. Activity B(Construction of house) takes 6 days. The schedule for the house construction in such an ideal scenario is 4+6=10 days.

Let us now consider a little practicality, After the wood is procured, we would want to ideally have the wood seasoned for 3 days(Lag) during which time, neither the procurement can be done nor the construction can begin.

This would mean the practical end to end of construction of wooden house is 4+3+6=13 days. More realistic sense.Lag TimeA 5 DaysB 10 DaysLead of 3 DaysTotal Duration 2+10=12 DaysA 4 DaysB 6 DaysLag of 3 DaysTotal Duration 4+3+6=13 Days

www.GLOBALSKILLUP.comPay attention to Tasks where convergence and divergence occurs. These are critical tasks. Any defects introduced in these tasks or delays will lead to major quality deficit.Activity Convergence Many outputs of activities converge into one activity making it critical activityActivity Divergence Many outputs will diverge from this activity making it critical activityActivityActivityOutputMany OutputsInputMany InputsA project is termed highly complex with many activities with convergences and divergences, not just the many number of tasks on the Project schedule network.

www.GLOBALSKILLUP.comAs the name suggests it is a graphical representation of the Project Schedule in a Network format. Though it is usually represented in graphical manner, it is also accompanied by descriptions for any exceptions represented in the graphic.ABDICEKJFLGStartEndHExceptions--------------------------------------------Project Schedule Network Diagram

www.GLOBALSKILLUP.com6.4 Estimate Activity ResourcesThis is the process of estimating based on the type, quantity, quality of human resources, material resources to arrive at more accurate estimate(key benefit).

Estimate Activity Resources and Estimate Costs are closely linked to each other.For example, a high rise tower construction needs specialized government approvals and specialized skilled workers to execute tasks at such a high rise tower. This means additional cost incurred to procure these resources.

www.GLOBALSKILLUP.comActivity Cost Estimates are the probable costs which may be incurred on the particular activities and summed to arrive at the project completion cost.

The cost of resources may impact resource selection to keep the project cost optimal to respect the triple constraints.

Activity Costs may be direct or indirect :

Direct:Labor Cost, Materials, Equipment, ServicesInterest Charges, Exchange Rates, Cost Contingency ReserveIndirect:Depends on the performing business unit and/or OrganizationActivity Cost Estimates

www.GLOBALSKILLUP.comAlternative AnalysisMany activities can be accomplished in more than one way. Alternative Analysis is the ways of finding the best optimal manner to accomplish the activities and project completion.

This includes various skill levels of the resources, type of resources used, size and performance of the machines used, manual or automated tools, make-rent-or-buy decisions and so on.

A make-or-buy analysis results whether work can best be accomplished by project team or purchased from contracted sources.

In Practice, these type of decisions are some times best defined by the organizational culture and project managers decision is limited in nature. Some organizations prefer to always buy a new tool instead of development of one. And some other prefer to develop their own tool instead of buy. A few also venture out to sell their own use tools to the market.

Many Organizations have a predefined rate lists, estimation production chart data, per unit costs defined for geographies, countries, time zones, special work days and so on. This type of data is readily usable to arrive at the estimation.

In this technique, the activity is compared to the activities for which data exists and the actual cost or durations of the closest comparable activity is selected from the data and used as the estimate.

The advantage of this technique is that it is very accurate when the project conditions match the conditions under which the published data was generated.

The disadvantages are that data does not exist for many activities and that the published data that does exist is based upon the characteristics of the organizations who compiled and published the data.

Published Estimating Data

www.GLOBALSKILLUP.comBottom up EstimatingAggregation of all the bottom most elements which can be individually estimated to sum up for estimate is known as bottom up estimate.

All WBS elements broken down into work packages and further granular elements are used to arrive at the bottom up estimating.

Advantage of such estimate analysis is that it is highly accurate form of estimate as the work is better understood.

Disadvantage of such estimate analysis is that it is time consuming and also may not be practical at the beginning of the project since it may not have a decomposed WBS.

Advance in technology has led us to utilize the software tools to ensure we have more accurate and reliable estimates based on the input collaboration of various project management aspects like scheduling, risks, optimized resource utilization, breakdown structures and so on.

Project Management Software

Source Acknowledged: http://www.tenrox.com/

www.GLOBALSKILLUP.comDefines the list of resources to be applied for any given activity on the project. Identification of Set of Responsibilities for a Role. Pooling all different roles into Resource requirements for meeting the Project objectives.Activity Resource RequirementsIt is a structural illustration of resources based on category and type. This is useful for organizing and reporting project schedule data with resource utilization information.Resource Breakdown Structure

www.GLOBALSKILLUP.com6.5 Estimate Activity DurationThis is one of the most important process which aids in the overall estimation of the project size in terms of duration.

It is the process of estimating the period taken for each activity to complete with estimated resources.

May not be possible to estimate completely at the beginning and may be progressively elaborated for accurate estimations.

Assumptions should be called out to the reviewer. Estimates usually originate from the person or group with the most familiarity about the task at hand. This minimizes estimation gaps upfront due to ambiguity of task.

Estimation activity uses multiple information including activity scope of work, required resource types, estimated resource quantities and resource calendars.

www.GLOBALSKILLUP.comExample.For your new bungalow, installing an artificial lawn will take 80 hours of effort.

With one worker who can work 40 hours a week(8 hours a day for 5days) will take 10 work days of duration which is 2 weeks of elapsed time to complete 80 hours of effort.

With two workers who can work 40 hours a week(8 hours a day for 5days) will take 5 work days of duration which is 1 week of elapsed time to complete 80 hours of effort.

With four workers who can work 40 hours a week(8 hours a day for 5days) will take 2.5 work days of duration which is 1/2 week of elapsed time to complete 80 hours of effort.

With two workers who can work 80 hours a week(16 hours a day for 5days) will take 2.5 work days of duration which is 1 week of elapsed time to complete 80 hours of effort.

Effort Duration Elapsed Time

www.GLOBALSKILLUP.comAnalogous Estimating(Cost or Duration)Based on the previous experiences or historical information, one may readily come up with the duration or cost estimate for a similar work.

This is known as Analogous(equivalent) estimating also sometimes knows as Gross value estimating.

Most easily and commonly used form of estimation, costless form of estimation. However, it is also less accurate.

Example:Two years back I spent 4 months for this

Based on my past experience of such a,I believe the new

would cost us the same 4 months.

Based on the estimating technique in which an algorithm is used to calculate cost or duration using the historical information or project parameters(statistical relationship).

Example:For a 1 square foot of construction, it took INR 3500 in the previous construction project.

For the construction of the 50 square foot of new construction project,

The estimate will be 50*3500 = INR 175000.Parametric Estimating(Cost or Duration)projectproject

www.GLOBALSKILLUP.comAccuracy of the estimates may be significantly improved considering the risk and uncertainty of every estimate. This can be achieved by using the PERT(Program Evaluation and Review Techniques) values.

PERT uses 3 different estimates to define an approximate range for an activitys duration.Most Likely (M) This is the most likely estimateOptimistic (O) based on thinking best case scenarioPessimistic (P) based on thinking worst case scenario

Considering the range of risk and uncertainty, the 3 different estimates can be either:Triangular Distribution (simple average). Estimate =(O+M+P) / 3Beta Distribution (weighted average). Estimate = (O+4M+P) / 6Three Point EstimatingExample: For development of an e-commerce website:

It will take 3 days to complete (optimistic) Best case scenarioIt will take 5 days to complete (most likely)It will take 13 days to complete (pessimistic) Worst case scenario

Realistic Estimate = (3+4*5+13)/6 = 3+20+13 /6 = 36/ 6 = 6 DaysRealistic Estimate will always be closer to Most Likely Estimate.

www.GLOBALSKILLUP.comLearning Curve EstimationA common learning curve on Project depicts that thecumulative average timeto complete a manual task which involves learning will decrease 20% whenever volume doubles. This is referred to as an 80% learning curve.

Let's illustrate the 80% learning curve with a person learning to design and code websites of similar size and complexity. If the first website takes 100 hours, then after the second website the cumulative average time will be 80 hours (80% of 100 hours).

The cumulative average of 80 hours consists of 100 hours for the first website plus only 60 hours for the second website resulting in a total of 160 hours divided by 2 websites.

After the fourth website the cumulative average time will be 64 hours (80% of 80 hours).

After the eighth website the cumulative average will be 51.2 hours (80% of 64 hours). In other words, total time to complete all eight websites will be 409.6 hours (8 websites times an average time of 51.2 hours).

Improvements in technology can mean time and cost reductions beyond those in the learning curve.

For example, software may become available to assist in the design and coding, computer processing speeds might increase, there may be lower costs of processing and storage, etc.

The learning curve is important for setting standards, estimating costs, and establishing selling prices.

www.GLOBALSKILLUP.comEstimates may sometimes include the Contingency Reserve (Time reserves or Money buffers) which is included for estimates considering the known-unknowns of the estimates. However, these are different from Management Reserve, which are kept for any unknown unknowns scope additions by management.

Contingency Reserve is used by Project Manager.Management Reserve is used by Stakeholders(Management).Reserve Analysis

www.GLOBALSKILLUP.com6.6 Develop ScheduleIt is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create project schedule model.

Key benefit is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.

As the project evolves, it is a continuous process to ensure the schedule is updated for changes.

www.GLOBALSKILLUP.comIt is a technique that generates the project schedule model. More importantly the analysis will help you identify the points of path convergence and divergence.

This helps in schedule compression analysis and ensuring the key points and paths are given due diligence.Schedule Network Analysis

www.GLOBALSKILLUP.comThe longest duration path of the project is known as the critical path. The duration of the project is determined by activities listed on critical path.

Critical Path Method Technique is to identify the minimum longest duration path of project. Any activity on this critical path is called a critical path activity.

Any activity other than the critical path activity with total float gives the schedule flexibility without altering the Project end dates.Critical Path MethodSF

536

49

8SF5+3+6=144+9=138Longest Path is Critical PathThis path of activities would have a Float of 6 (14-8)This path of activities would have a Float of 1 (14-13)

www.GLOBALSKILLUP.comEndD 5

F 9

E 8

C 6

StartEarly Start(ES)Early Finish(EF)Total FloatTask name & DurationLate Start(LS)Late Finish(LF)

Branch1:Non Critical Path: ABCF(3+4+6+9= 22)

Branch2:Critical Path: ADEF(3+5+8+9=25) The longest duration path on the project is identified also known as Critical Path.

Critical Path Method using Forward Pass & Backward PassB 4

A 3

Representation of the task in the Project ScheduleThis method helps the project manager identify the critical activities on the entire project by identification of the Critical Path and also to understand how much delays on tasks is acceptable without impacting the project.

In forward pass, each of the activities, Early Start & Early Finish can be arrived for entire project.

In backward pass, each of the activities, Late Start & Late Finish can be arrived for entire project duration.

After both forward pass & back ward pass, once we have identified ES, EF & LS, LF, one can easily come up with the total float on each of the activities for entire project duration.

www.GLOBALSKILLUP.comEnd38D 5

1625F 9

816E 8

713C 6

StartEarly Start(ES)Early Finish(EF)Total FloatActivity name & DurationLate Start(LS)Late Finish(LF)

Forward Pass (EF = ES + Duration)37B 4

03 A 3

Branch1(ABCF) the last EF is 13.Branch2(ADEF) the last EF is 16.

In forward pass, pick the largest previous EF number from the branches, which will also become the ES for merging activity F. Hence, ES(Task F) will be 16.

On Activity FES(Task F) = 16EF(Task F) = ES(Task F) + Duration(Task F) = 16 + 9 = 25 daysOn Activity AES(Task A) = 0. Start the first activity as soon as possible, 0.EF(Task A) = ES(Task A) + Duration(Task A) = 0 + 3 = 3 days

Let us calculate ES & EF of all branches first.

Branch 1(ABCF)On Activity BEF(Task A) = 3, This value is assigned to ES(Task B)EF(Task B) = ES(Task B) + Duration(Task B) = 3 + 4 = 7 days

On Activity CEF(Task B) = 7, This value is assigned to ES(Task C)EF(Task C) = ES(Task C) + Duration(Task C) = 7 + 6 = 13 days

Branch2(ADEF)On Activity DEF(Task A) = 3, This value is assigned to ES(Task D)EF(Task D) = ES(Task D) + Duration(Task D) = 3 + 5 = 8 days

On Activity EEF(Task D) = 8, This value is assigned to ES(Task E)EF(Task E) = ES(Task E) + Duration(Task E) = 8 + 8 = 16 daysTask representation legend


1625F 91625

816E 8816

713C 61016


Backward Pass (LF DURATION = LS)37B 4610

03 A 303

Branch1(ABCF) the first LS is 6.Branch2(ADEF) the first LS is 3.

In backward pass, pick the smallest LS number from the branches(6 or 3?) which will also become the LF for activity A. Hence, LF(Task A) will be 3.

On Activity ALS(Task A) = LF(Task A) Duration(Task A) = 3 3 = 0.

When ES & LS are 0, that would mean all calculations so far are correct.

On Activity FEF(Task F) = 25, This value is assigned to LF(Task F)ES(Task F) = EF(Task F) Duration(Task F) = 25 9 = 16 days

Let us calculate LS & LF of all branches now.

Branch 1(ABCF)On Activity CLF(Task F) = 16, This value is assigned to LF(Task C)LS(Task C) = LF(Task C) Duration(Task C) = 16 6 = 10 days

On Activity BLS(Task C) = 10, This value is assigned to LF(Task B)LS(Task B) = LF(Task B) Duration(Task B) = 10 4 = 6 days

Branch2(ADEF)On Activity ELS(Task F) = 16, This value is assigned to LF(Task E)LS(Task E) = LF(Task E) Duration(Task E) = 16 8 = 8 days

On Activity DLS(Task E) = 8, This value is assigned to LF(Task D)LS(Task D) = LF(Task D) Duration(Task D) = 8 5 = 3 daysTask representation legend

www.GLOBALSKILLUP.comA Float (also known as Slack) is the amount of time an activity may be delayed without having any further impact.

Free Float is known as the delay on the activity without impacting the subsequent tasks.Total Float is known as the delay on the activity without impacting overall project completion itself.

With Floats, Project Manager has little comfort to realign the activity priorities and reschedule for any constraints.Floats on a ProjectABCDEFXY7493819

Alternate Path of Activities

Critical Path of ActivitiesFree Float of X8Free Float of Y9 + 8 = 17Total Float of X8Total Float of YAll Critical Path Activities (A, B, C, D, E, F) will have Zero Free Float Duration & Zero Total Float DurationEndStart


16250F 91625

8160E 8816

7133C 61016


Let us calculate Float/Slack now!373B 4610

030 A 303

Did you notice all activities falling on the critical path?

All activities on this critical path by default have Zero Slack or Zero Float.

In order to calculate Float on all activities, simply use the LS ES otherwise LF EF.

On Activity A0 0 = 0. Float on Activity A is 0.

On Activity B6 -3 = 3. Float on Activity B is 3 days

On Activity C10 7 = 3. Float on Activity C is 3 days.

Please observe, either Activity B or Activity C can be delayed by 3 days, with out impacting the project. This does not mean you can delay both B and C together by 3 & 3 days.

On Activity D3 3 = 0. Float on Activity D is 0.On Activity E8 8 = 0. Float on Activity E is 0.On Activity F16 16 = 0. Float on Activity F is 0.

Task representation legend

www.GLOBALSKILLUP.comActivity: Please performA4B6D9C7E4F5G6FinishStartQ1. Identify the Critical path of the project?Q2. How early can we finish the project itself?Q3. How late can we finish the project without impacting Client?Q4. What is the float on the task C?Q5. What would be the new critical path duration if C7 become C14?

www.GLOBALSKILLUP.comActivity: AnswersA4B6D9C7E4F5G6FinishStartQ1. Identify the Critical path of the project?A4-D9-F5-G6Q2. How early can we finish the project itself?24 DaysQ3. How late can we finish the project without impacting Client? On 24th DayQ4. What is the float on the task C?2 DaysQ5. What would be the new critical path duration if C7 become C14?29 Days0404182418241014141813181318410814411613413413

www.GLOBALSKILLUP.comProject BufferABCProjectBufferIn reality, Project Completion with no Project Buffer may derail the end market commitments and cause major business reputation lossIdeal Project CompletionIdeally, 1 Task is assigned to 1 Project Resource at any given point in time.

No multitasking by same resources.GHXY

Project StartProject EndCritical Path of Project with Project Buffer makes the project more realistic towards end result.

Start-A-B-C-End is the Critical Path.

Start-G-H-B-C-End is alternate path.Start-X-Y-B-C-End is alternate path.Many a times, in order to suppress the ambiguity on projects and overcome the uncertainty, Project buffers are used.

This is simply sometimes an extra timeline after the anticipated Ideal Project Completion.

Project Buffers should not be planned thinking resources on the project will not be productive!

www.GLOBALSKILLUP.comFeeding BufferCritical Path of Project with Project Buffer makes the project more realistic towards end result.

In addition, all alternate paths collision to critical path activities need to be buffered(feeding buffer) to stop derailment of critical path activities. This will protect the Project timeline by not cascading on each individual critical path activity.

Each feeding buffer size must account for uncertainty/ambiguity in the duration of the chain of dependent activities leading up to that buffer.ABCProjectBufferIdeal Project CompletionIdeally, 1 Task is assigned to 1 Project Resource at any given point in time.

No multitasking by same resources.GHXY

Project StartProject EndFeedingBufferFeedingBufferRealProject Completion

www.GLOBALSKILLUP.comCritical Chain MethodIn a typical project to calculate the project duration, we would look into Sequencing of Activities through critical path. And this critical path can be considered as the actual project duration, if the assumption of 1 Task Per Resource Per Project is true.

However, in reality we would want to achieve some benefit(including resource optimization) by applying same resource(SMEs sometimes) to work on some activities, such as in the case depicted above. This application of resource over multiple places on the project alters the critical chain of the project.

This optimized resource constrained critical path is sometimes known as Critical Chain.

Look at task H & Y to be performed by the same resource Person 1 after task A. This would mean that automatically the project critical path which was earlier Start-A-B-C-End this has now altered to become Start-A-H-Y-B-C-End

As new Critical Chain path emerges, feeding buffers will change so that critical path activities are not cascaded further.APerson1BPerson1CPerson 4ProjectBufferIdeal Project CompletionGPerson2HPerson1XPerson 3YPerson1

Project StartProject EndRealProject Completion

Feeding BufferFeeding Buffer

www.GLOBALSKILLUP.comResource LevelingResource allocation on particular activities may require critical resources which are in high demand. This may impose these critical resources to be over allocated on parallel activities and/or multiple projects.Resource leveling ensures these critical resources are optimally spread across parallel activities and multiple projects so that they dont need to work 16 hours a day!

Resource SmoothingActivities with free float are re-adjusted so that the resources work is evened out.Readjustment of these activities should not cause changes to the project schedule duration.Resource Optimization Techniques

40 Work Hours40 Work HoursLeveling

www.GLOBALSKILLUP.comWhat-IF Scenario AnalysisProcess to evaluate the scenarios and their anticipated outcomes which may be either Positive, Negative or Unknown.

Based on the outcome of the scenarios, the schedule network analysis is performed which may result into actionable results such as delayed production delivery, impacted financial revenue from the product delivery, extended periods of delivery so on.

The outcomes may also be used in adverse situation planning such as in case of a labor union unrest, what may be the contingency plan or response to such situation.

SimulationSimulation involves calculation of multiple project durations based on the activity assumptions.

This may be based on the 3 point estimates distribution(Optimistic, Most Likely, Pessimistic) or Monte Carlo Simulation.

Monte Carlo Simulation is the most common simulation in which a distribution of possible activity durations (based on 3-point estimating Optimistic, Pessimistic, Most Likely) are defined based on probabilistic random number ranges.

This simulation aides the project manager to come up with variations and extremes which in turn helps project manager to inform stakeholders and set rightful expectations on the project schedules and costs.

Stakeholders are in advantage situation to make a better informed decision based on at least some probabilistic patterns of simulation instead of pulling numbers from thin air.

Modeling Techniques

www.GLOBALSKILLUP.comSchedule Compression Techniques are applied to shorten schedule duration of the entire project.

CrashingCost & Schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression with least incremental cost. As the compression is achieved, the risk and the cost on the particular task dramatically increases. It may not be best to crash always.Methods to apply crashing include adding additional resourcesapproving overtime resourcesadding incentives for finishing earlyGeneral practice is to ensure the tasks on critical path are crashed first.

Fast TrackingActivities or Phases performed in parallel instead of sequential leading to quick delivery, though increased cost and/or some rework.This only works when the activities overlap on each other for some duration.Schedule Compression Techniques

40 Work Hours done by 1 Person40 Work Hours done by 2 PersonCrashing done by addition of resources to save time

www.GLOBALSKILLUP.comCrashing GraphicallyTerminate (T)Start (S)7M6M8M7MCritical Path: Longest Duration Path of Project. Any delay on this path of activity will further delay Project itself.Alternate Path: This path if wanted could be delayed by a flexibility of 2M. This flexibility is called Float.Terminate (T)Start (S)7M6M8M7MMonths

www.GLOBALSKILLUP.comCrashing GraphicallyTerminate (T)Start (S)7M6M8M7MInstead of 1 Person working for 8M, let us say 2 people work on this task to complete in 2M1 Person1 Person1 Person1 PersonTerminate (T)Start (S)7M6M2M7MWith 2 Person working now, duration of task reduced to 2M from 8M, incurring an extra cost of maybe 1 extra machine /extra salary for new person1 Person1 Person1 Person2 PersonNew Critical Path is 13M with an Extra Cost of 1 PersonThis is the new Alternate Path with a Float of 13M-9M = 4M

www.GLOBALSKILLUP.comCrashing Exam ExampleWhat activities can be crashed?All Critical Path Activities with Zero Float Activity can be crashed.Non-Critical Path Activities need not be crashed as they dont generate any additional benefit to the project schedule compression.

Which will be most beneficial activity that can be crashed from the list?Activity F will be the most beneficial from the activities among B, C, F, H, J since it has Cost per Month of 433 which is the least.

Project has a float of 5 months, what would be the best possible crash activity to ensure the 5 months float is saved?Zero slack critical path activities B, C, F, H, J.Combining them together to achieve 5 months, looking into Time savings B+C+F, B+J, C+J, B+H, C+H which will be 2200+6000+433, 2200+925, 6000+925, 2200+600, 6000+600The best option is to pick the lowest crash cost per month combination which is B+H.

What is the cost incurred to crash this Project? Cost incurred to crash any project would be to crash all the critical path zero slack activities and utilize the complete Project float value(in this case 5 Months) to pick the lowest crash cost per month combination as calculated earlier. So the combination is B+H which is 2200+600 = 2800 (Crash cost of the project)

www.GLOBALSKILLUP.comFast Tracking Example

What is the fast tracked duration for above example?Yes, thats correct. It is 16 days.

www.GLOBALSKILLUP.com6.7 Control ScheduleIt is the process of managing the project schedule and controlling the schedule to ensure the project is delivered with in the planned schedule timeframe.

Key benefit includes the project schedule is well within the planned schedule timeframe.

Using control schedule the project can be put back in to track by corrective and preventive actions.

www.GLOBALSKILLUP.comIt is the data required to manage and control the Schedule itself. It is generally observed that alternative schedules arising out of the contingency or due to the funding limit reconciliation are parked here.

Schedule data includes the milestones, schedule related activities, identified risks, assumptions and schedule related constraints. Data could also include the histograms whether the resource leveled or not resource leveled.

Schedule Data

www.GLOBALSKILLUP.comPerformance Review of work in progress and work accomplished may be carried in perspective of:

What is accomplished (actual function/story points to planned function/story points)at what cost (actual amount of money or percentage wise)when it is done (actual hours/dates or the deviation dates)

In the Schedule Performance reviews:actual start date compared to the planned start dateactual end date compared to the planned end datepercentage work accomplished to planned accomplishment

Various Techniques may be used for performance reviews:Trend AnalysisCritical Path MethodCritical Chain MethodEVM(Earned Value Management)Performance Reviews

www.GLOBALSKILLUP.comSchedule Variance (SV) and Schedule Performance Index (SPI) are the two important Schedule Work Performance Information which need to be kept in radar to have the control on the Schedule.Continuous monitoring of these two parameters help one understand the progress being made and the performance of the project on schedule, allowing the recommended corrective and preventive actions.Progress reports on the schedule during the control schedule are continuously reported to the stakeholders on desired intervals.Work Performance Information

Project Status Report

www.GLOBALSKILLUP.comSchedule Forecasts are future predicted timelines of the schedule, it may be for a task, activity, module or for a project.

Mainly the Project schedule forecast is of our importance, however, at times it may be of critical task, activity or a module as well.

Scheduled forecast is arrived based on the already work completed, work in progress and work in future to be accomplished. In other terms, it is progress against schedule baseline and the computed time estimate to complete(ETC).

The past performance indicators reflect the future course of project work accomplishment.

Forecasts are helpful to determine if the project schedule is within the defined tolerance levels of the schedule ranges.Schedule Forecasts


Chapter 6 - Debrief


This brings to Time Management Completion.From what we have understood so far is:

7 Time Management Knowledge Area ProcessesIdentified their Inputs, Tools & Techniques, OutputsChapter 6

www.GLOBALSKILLUP.comPMP Group Trainings across IndiaBangalore | Hyderabad | Pune | Delhi | Chennai | Mumbai | Noida | GurgaonOnline Trainings Too

www.GLOBALSKILLUP.comAcknowledgements & DisclaimerPMI, PMBOK, PMP, CAPM, PgMP, PMI-ACP, PMI-RMP, PMI-SP are registered marks of Project Management Institute, Inc.All registered trademarks, symbols, names are marks of their respective owners and acknowledged.


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FastTracking

Days ->1234567891011121314151617181920212223242526272829303132"A" Task of 6 daysAAAAAA"B" Task of 9 daysBBBBBBBBB"C" Task of 12 daysCCCCCCCCCCCC"D" Task of 5 daysDDDDDTotal Task Duration = 6+9+12+5 = 32 days

Days ->12345678910111213141516"A" Task of 6 daysAAAAAAFast Tracking applicable for overlapping activities & phases only4 daysIf "B" can be fast tracked by 4d"B" Task of 9 daysBBBBBBBBB8 daysIf "C" can be fast tracked by 8d"C" Task of 12 daysCCCCCCCCCCCC4 daysIf "D" can be fast tracked by 4d"D" Task of 5 daysDDDDDTotal Fast Tracked Task Duration = 16 daysDuration Saved from Fast tracking

Crashing

ActivityCritical Path ActivityActivity Float(Slack)Project FloatDuration(month)Crash DurationTime SavingsCost (month)Crash CostExtra CostCost Per MonthA159189300120002700338B054316800900022002200C0532180001400060006000D25431137001800043004300E356156600100003400680F055239700110001300433G25826740085001100183H0573410100125002400600I25103712200175005300757J05844580095003700925

Sheet3

Online PMP Training Material for PMP Exam - Time Management Knowledge Area

Leadership & Management