Project Time Management Fifth Edition

PROJECT TIME MANAGEMENT

For the PMP® Exam using PMBOK® Guide 5th Edition

© Khaled El-Nakib, PMP, PMI-RMP 2014

PMI®, PMP®, PMBOK® Guide are registered trade marks of Project Management Institute, Inc.


CONTACTS

• Name: Khaled El-Nakib, PMP

• URL: http://www.khaledelnakib.com

• E-mail: [email protected]


Time is a resource that when lost or misplaced, is gone forever.

HAROLD KERZNER, PHD


FACTS

• We all have 24hours a day, 168 hours a week, 8760 hours a year.

• Time cannot be saved for future use

• Time has a value like currency

• Time is not elastic, we can not extend the hours

• Resource equally distributed among all human beings


GLASS JAR STORY

Remember it’s you who decides what the BIG ROCKS are


Exercise # 1

Sense the seconds


THINGS TO REMEMBER

Same Job can take

One Week Two Weeks Three Weeks

Parkinson’s Law states that work expands to fill the time allowed


PROJECT TIME MANAGEMENT

Project Time Management includes the processes required to manage timely completion of the project


TIME MANAGEMENT PROCESSES

Project Time Management

(6.1)Plan

Schedule Management

(6.2)

Define Activity

(6.3)Sequence

Activity

(6.4)Estimate

Activity Resource

(6.5)Estimate

Activity Duration

(6.6)Develop

Schedule

(6.7)Control

Schedule

PlanningMonitoring and

Controlling


TIME MANAGEMENT PROCESSES

Flexible combination of planning processes:

1. In simple, low risk projects all five processes

can be seen as one big process.

2. In complex, high risk projects they can be seen

as five distinct processes


6.1 – PLAN SCHEDULE MANAGEMENT

Plan Schedule Management is the process of

establishing the policies, procedures and

documentation for planning, developing,

managing, executing, and controlling the project

schedule.


IN-1: PROJECT MANAGEMENT PLAN

• Scope Baseline

• Other related decisions such as risk, communication or cost


IN-2: PROJECT CHARTER

• The project charter is the document that formally authorizes a projects

• It includes high-level requirements high level project description


IN-3: ENTERPRISE ENVIRONMENTAL FACTORS

• Governmental or Industry standards

• Organization infrastructure (Existing facilities, or equipment)

• Personnel skills

• Resource availability


IN-4: ORGANIZATIONAL PROCESS ASSETS

• Historical information

• Lessons learned

• Templates

• Change control procedures

• Existing formal or informal schedule control policies and procedures


TT-1: EXPERT JUDGMENT

• Expert judgment refers to input received from knowledge and experienced parties


TT-2: ANALYTICAL TECHNIQUES

• Choosing from options such as:

• Scheduling software

• Scheduling tools

• Estimating approaches

• Formats


TT-3: MEETINGS

• Project team may attend project meetings to develop the schedule management plan.


OUT-1: SCHEDULE MANAGEMENT PLAN

• A document that establishes criteria and the activities for developing and controlling the project scheduleIt includes, but not limited to the following:

1. Scheduling tool

2. Level of accuracy

3. Rules of performance measurements

4. How schedule variances will be handled

5. Schedule change control procedures

6. Reporting format


6.2- DEFINE ACTIVITY

Define activities is the process of identifying the specific actions to be performed to produce the project deliverables


6.2- DEFINE ACTIVITY

Purpose of process

Decomposing the work package into smaller components called Schedule Activities to provide a basis for estimating


IN-1: SCHEDULE MANAGEMENT PLAN

• A document that establishes criteria and the activities for developing and controlling the project scheduleIt includes, but not limited to the following:

1. Scheduling tool

2. Level of accuracy

3. Rules of performance measurements

4. How schedule variances will be handled

5. Schedule change control procedures

6. Reporting format


IN-2: SCOPE BASELINE

� Scope Statement

� WBS

� WBS Dictionary


IN-3: ENTERPRISE ENVIRONMENTAL FACTORS

• Project Management Information System (PMIS)

• Governmental or Industry standards

• Marketplace conditions

• Stakeholders Risk Tolerance

• Infrastructure (Existing facilities, or equipments)

• Existing Human Resources (skills, knowledge)

• Personnel administration


IN-4: ORGANIZATIONAL PROCESS ASSETS

• Organization’s processes and procedures for conducting work• Standards and policies (e.g. Safety policy, project

management policy, quality policy)

• Guidelines and work instructions

• Templates

• Corporate knowledge base• Historical information and lessons learned

• Measurement database

• Projects files


TT-1: DECOMPOSITION

• Subdivision of work packages into smaller, more manageable components called Schedule Activities


TT-2: ROLLING WAVE PLANNING

• It is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail



• Project team members or other experts who are experienced and skilled in developing detailed project scope statement, WBS’s, and project schedule provide expertise in defining activities.


OUT-1: ACTIVITY LIST

• The activity list is a comprehensive list including all schedule activities that are planned to be performed on the project.

• Activity list is a component of the project management plan.


OUT-1: ACTIVITY LIST

• Characteristics of well designed activity

• Activity is a discrete element of work.

• A single person should be responsible for performing the activity

• Activity describe the work that must be accomplished (review technical document)

• The activity work once started should be capable of proceeding to completion


OUT-2: ACTIVITY ATTRIBUTES

• Activity attributes are an extension of the Activity attributes in the activity list and identify the multiple attributes associated with each schedule activity.

• It may include:activity code, description, predecessor, successor, logical relationship,

leads and lags, resource requirements, imposed dates, constraints, and assumptions.


OUT-3: MILESTONE LIST

• A milestone is a significant event in the project, usually completion of a major deliverable

• A milestone has duration of zero and no effort

• A list of schedule milestone identifies all milestones and indicates whether the milestone is mandatory, or optional.

• Milestone list is a component of the project management plan.


QUESTION

All of the following statements describe the activity list except which one?

A. The activity list is an output of the Activity Definition process.

B. The activity list includes all activities of the project.

C. The activity list is an extension of and a component of the WBS.

D. The activity list includes an identifier and description of the activity.


6.3 - SEQUENCE ACTIVITY

• Sequence activity involves identifying and documenting the logical relationships among project activities.


INPUTS

• Schedule Management Plan

• Activity List

• Activity Attributes

• Milestone List

• Project Scope Statement

• Organizational process assets


TT-1: DEPENDENCY DETERMINATION

• Mandatory dependencies :(i.e., hard logic): These are dependencies that cannot change

• Discretionary dependencies :(i.e., soft logic): These are dependencies that may be at the discretion of the project management team

• External dependencies:These are dependencies that may be beyond the control of the project team

• Internal dependencies:These are dependencies between project activities, and generally inside the project’s team control


TT-2:APPLYING LEADS AND LAGS

• Lead

• Allows an acceleration of the successor activity

• Lag

• Directs a delay in the successor activity

Activity A

Activity B

Activity A

Activity B


TT-3: PRECEDING DIAGRAMMING METHOD (PDM)

• PDM is a method of constructing a project schedule network diagram used by most project management software packages

• It is also called Activity on Node (AON)


PRECEDING DIAGRAMMING METHOD (PDM) (CONTINUED)

• Finish Installing Windows in order to start installing Office

Activity A

Activity BFinish Activity A to Start Activity B

Finish-to-Start



• Start coding (Activity B) 5 days after starting design (Activity A)

Activity A

Activity BStart Activity A to Start Activity B

Start-to-Start



• Finish buying the new truck in order to end finish ending rent contract

• Finish writing last chapter to finish writing the whole book

Activity B

Activity A

Finish Activity A to Finish Activity B

Finish-to-Finish



• Theoretical, rarely used

• Start night shift to finish day shift

Activity B

Activity AStart Activity B to Finish Activity A

Start-to-Finish


PDM EXAMPLE


PDM EXAMPLE (CONTINUED)


OUT-1: PROJECT SCHEDULE NETWORK DIAGRAM

• Project schedule network diagrams are schematic display of the project’s schedule activities and the logical relationships among them.


OUT-2: PROJECT DOCUMENTS UPDATES

• Activity List (Updates)

• Activity Attributes (Updates)

• Risk Register


6.4 - ESTIMATE ACTIVITY RESOURCE

• Estimate activity resources is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity


COMMON INPUTS

• Schedule Management Plan

• Activity List

• Activity Attributes

• Risk Register

• Activity Cost Estimate

• Enterprise environmental factors

• Organizational process assets


IN-3: RESOURCE CALENDARS

Acquire Project Team Process


IN-3: RESOURCE CALENDARS (CONTINUED)

Conduct Procurement Process


IN-3: RESOURCE CALENDARS (CONTINUED)

• Resource Calendars specify when and how long identified project resources will be available during the project

• Resource Calendar is an output of the Acquire Project Team and Conduct Procurement processes

• Both processes are performed in the Executing process group



• Any group or person with specialized knowledge in resource planning a and estimating can provide such expertise.


TT-2: ALTERNATIVE ANALYSIS

• You can accomplish an activity in more than one way.

• Define the combination of:

• Resource capability and skills levels

• Machine type

• Different tools

• Resource related buy or make decision


TT-3: PUBLISHED ESTIMATING DATA

• Some organizations publishes production rates, unit cost for labor, materials, equipments, for different countries and geographical locations within countries


TT-4: BOTTOM UP ESTIMATING

• When a scheduled activity cannot be estimated with reasonable degree of confidence, the work within the schedule activity is decomposed into more detail.


TT-5: PROJECT MANAGEMENT SOFTWARE

• Project management software has the capability to help plan, organize, and manage resource pools and develop resource estimates.


OUT-1: ACTIVITY RESOURCE REQUIREMENTS

• Identification and description of the types and quantities of resources required for each schedule activities in a work package

• It may include:

• Basis of estimate

• Assumptions

• Availability

• Quantity


OUT-2: RESOURCE BREAKDOWN STRUCTURE (RBS)

• A hierarchical structure of the identified resources by resource category and resource type


OUT-3: PROJECT DOCUMENTS UPDATES

• Activity List (Updates)

• Activity Attributes (Updates)

• Resource Calendars


WHAT DO WE HAVE NOW?

• Activity list

• Activity scope of work

• Required resource types

• Required resource quantities

• Resource calendars


6.5 - ESTIMATE ACTIVITY DURATIONS

• Estimating activity durations process is the process of estimating the number of work periods needed to complete individual activities with estimated resources


EFFORT VS DURATION

• Effort: the number of units required to complete a schedule activity or WBS component. Usually expressed as staff hours, staff days, or staff weeks.

• Duration: The total number of work periods(not including holidays or other nonworking periods) required to complete a schedule activity or WBS component.

• Elapsed Time: The amount of time that elapses between the time the task is started and the time it is completed


6.5 - ACTIVITY DURATION ESTIMATE INPUTS1. Schedule Management Plan

2. Activity list

3. Activity attributes

4. Activity resource requirements

5. Resource calendars

6. Project scope statement

7. Risk Register

8. Work Breakdown Structure

9. Enterprise environmental factors

10. Organizational process assets



• One time estimate means one estimate per activity is received.

• Disadvantages:

• Padding (providing worst-case estimates)

• Hiding information about risks and uncertainties

• Untruthfulness when activity takes less period

• Lack of experience produce risky estimates


TT-2: ANALOGOUS ESTIMATE

• A.k.a. Top-down estimating

• Using actual duration of a previous similar schedule activity as the basis for estimating the duration of future schedule activity.

• Used when there is limited information

• Uses both historical data and expert judgment

• Useful when activities are really similar not just in appearance.

• Usually used in early planning phase


TT-3: PARAMETRIC ESTIMATING

• Multiplying the quantity of work to be performed by the productivity rate.

• Example:

• Cable installation in meters/ labor hours


TT-4: THREE-POINT ESTIMATE

• Program Evaluation and Review Technique (PERT)

• PERT uses three time estimates (optimistic, most likely, and pessimistic

• PERT is probabilistic in nature, based on a beta distribution for each activity time and a normal distribution for expected time duration

• PERT is used on those projects where percent complete is almost impossible to determine except at completed milestones (R&D)


PERT CALCULATIONS

• Activity Duration Estimation

• Most optimistic completion time. This time assumes that everything will go according to plan and with minimal difficulties

• Most pessimistic completion time. This time assumes that everything will not go according to plan and maximum difficulties will develop

• Most likely completion time. This is the time that, in the mind of the functional manager, would most often occur should this effort be reported over and over again


PERT CALCULATIONS (CONTINUED)

Estimated activity duration

In order to calculate the probability of completing the project on time, the standard deviations of each activity must be known


TT-5: GROUP DECISION MAKING TECHNIQUES

• Unanimity (complete agreement by everyone)

• Majority (one vote more than 50% of total votes)

• Plurality (largest number of votes)

• Dictatorship (one person makes the decision)


TT-6: RESERVE ANALYSIS

• Project team can choose to incorporate additional time referred to as contingency reserve, time reserve or buffer, into the overall project schedule as recognition of schedule risk.

• The contingency reserve can be used completely or partially, reduced or eliminated


OUT-1: ACTIVITY DURATION ESTIMATE

• Activity duration estimate are quantitative assessments of the likely number of work period that will be required to complete a schedule activity.

• 15days – 19days

• 17 days ± 2days

• 80% activity duration 17 days


OUT-2: PROJECT DOCUMENT UPDATES

• Activity attributes are updated to include the durations for each schedule activity, the assumptions made in developing the activity duration estimates, and any contingency reserve.


WHAT DO WE HAVE NOW?

• Activity list

• Activity scope of work

• Activities dependencies

• Required resource types

• Required resource quantities

• Resource calendars

• Resource availability

• Schedule activity duration


6.6 - DEVELOP SCHEDULE

• Purpose: to determine planned start and finish dates for project activities.

• Schedule development continues throughout the project as work progresses, the project management plan changes, and anticipated risk events occur or disappear, or new risks are identified


INPUTS1. Schedule Management Plan

2. Activity list

3. Activity attributes

4. Project schedule network diagram

5. Activity resource requirements

6. Resource calendars

7. Activity duration estimates

8. Project scope statement

• Schedule related Assumptions and Constraints


INPUTS (CONTINUED)

9. Risk Register

10. Project staff assignments

11. Resource breakdown structure

12. Enterprise environmental factors

13. Organizational process assets

• Project calendar (working days, non working days ,shifts)


ADDITIONAL INFORMATION

• Project Calendar

• Local Calendar (in case of international projects)


TT-1: SCHEDULE NETWORK ANALYSIS

• Schedule network analysis is a technique that generates the project schedule.


TT-2: CRITICAL PATH METHOD (CPM)

• The critical path method calculate theoretical early start and finish dates, and late start and finish dates for all schedule activities without regard for any resource limitations by performing a forward pass analysis an a backward pass analysis through the project schedule network.

• Purpose: determine schedule flexibility.


CRITICAL PATH CALCULATION

• Earliest start times (forward pass)

• Earliest starting time of a successor activity is the latest of the earliest finish dates of the predecessors


CRITICAL PATH CALCULATION (CONTINUED)





• Latest starting times (Backward pass)

• The latest finishing time for an activity entering a node is the earliest Late starting time of the activities exiting the node

• The latest starting time can be calculated by subtracting the activity time from the latest finishing time




CRITICAL PATH CHARACTERISTICS

• The longest path through the project

• Activities on the Critical Path have ZERO float


TOTAL FLOAT

• The amount of time you can delay the earliest start of a task without delaying the ending of the project


TOTAL FLOAT CALCULATION (CONTINUED)

(10-6) or (17-13)(6-0) or (10-4) (17-13) or (22-18)

Float = LS – ES Float = LF – EF OR

(9-6) or (14-11) (14-14) or (22-22)


FREE FLOAT

• The amount of time you can delay the start of a task without delaying the earliest start of a successor task

• Free float can only occur when two or more activities share the same successor


FREE FLOAT CALCULATION6-4 = 2

6-6 = 0

Free Float = ES2 – EF1


TT-3: CRITICAL CHAIN

• Construct the schedule network diagram using non-conservative estimates

• Define dependencies.

• Define constraints.

• Calculate critical path.

• Enter resource availability into the schedule.

• The critical chain method adds duration buffers non-work activities where needed as to help manage the planned activity durations


TT-4: RESOURCE OPTIMIZATION TECHNIQUES

• Resource Leveling

• Also called the resource-based method—is used when resources are limited or time constrained (especially those assigned to critical path activities) and when specific schedule dates need to be met

• Resource Leveling approach can cause the original critical path to change



• Resource Smoothing

• A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed predefined resource limits.


TT-5: MODELING TECHNIQUES

• What-if scenario analysis is the process of evaluating scenarios in order to predict their effect, positively or negatively on project objectives

• Simulation involves calculating multiple project durations with different set of activity assumptions.


TT-6: APPLYING LEADS AND LAGS

• Lags

• Delay successor activities and require time added either to the start date or to the finish date of the activity

• Leads

• Require time to be subtracted from the start date or the finish date of the activity


TT-7: SCHEDULE COMPRESSION

• Schedule compression shortens the project schedule without changing the project scope, to meet the schedule constraints. Imposed dates, or other schedule objectives. It includes two techniques:

1. Crashing

2. Fast tracking


SCHEDULE CRASHING

• A technique in which cost and time tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost.


SCHEDULE CRASHING (CONTINUED)

Time , weeks Costs Crashing cost per week, $Activity Normal Crash Normal Crash

A 4 2 10000 14000 2000B 6 5 30000 42500 12500C 2 1 8000 9500 1500D 2 1 12000 18000 6000E 7 5 40000 52000 6000F 6 3 20000 29000 3000


SCHEDULE CRASHING (CONTINUED)


FAST TRACKING

• Fast-tracking a project means that activities that are normally done in series are done in parallel

• Fast-tracking a job can accelerate the schedule but requires that additional risks be taken


TT-8: SCHEDULING TOOLS

• Automated scheduling tools expedite the scheduling process by generating start and finish dates based on the inputs of activities, network diagram, resource and activity duration


OUT-1: PROJECT SCHEDULEGANTT (BAR) Chart with relationships


OUT-1: PROJECT SCHEDULE (CONTINUED)

GANTT (BAR) Chart



Network Diagram



Milestone Chart


OUT-2: SCHEDULE BASELINE

• A schedule baseline is a specific approved version of the project schedule.

• A schedule baseline is a component of Project Management Plan, which provides the basis for measuring and reporting schedule performance.


OUT-3: SCHEDULE DATA

• Supporting data for the schedule, this output includes but not limited to the milestones, schedule activities and activity attributes, resource histograms, alternative schedules, schedule contingency reserves, and the assumptions and constraints regarding the schedule


OUT-4: PROJECT CALENDARS

• A project calendar identifies working days and shifts that are available for schedule activities.


OUT-5: PROJECT MANAGEMENT PLAN UPDATES

• Schedule Baseline

• Schedule Management Plans


OUT-6: PROJECT DOCUMENT UPDATES

• Activity Attributes update

• Activity Resource Requirements

• Calendar

• Risk Register


6.7 - SCHEDULE CONTROL

• Objectives:

1. Determining the current status of the project schedule

2. Influencing the factors that create schedule changes

3. Determining that the project schedule has changed

4. Managing the actual changes as they occur


INPUTS

1. Project Management Plan

2. Project Schedule

3. Work Performance Data

• Provide information on schedule performance, such as which planned dates have been met, and which have not, and alert to issues that may cause performance problems

4. Project Calendars

5. Schedule Data

6. Organizational Process Assets


TT-1: PERFORMANCE REVIEWS

• Measure, Compare and analyze schedule performance.


TT-2: PROJECT MANAGEMENT SOFTWARE

• Project management software is used to track the actual schedule dates against planned schedule dates.



• Resource Smoothing

• A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed predefined resource limits.


TT-4: MODELING TECHNIQUES

• What-if scenario analysis is the process of evaluating scenarios in order to predict their effect, positively or negatively on project objectives

• Simulation involves calculating multiple project durations with different set of activity assumptions.


COMMON TOOLS & TECHNIQUES

• TT-5: Adjust leads and lags

• TT-6: Schedule compression

• TT-7: Scheduling tools


OUT-1: WORK PERFORMANCE INFORMATION

• The calculated schedule variance (SV) and schedule performance index (SPI) values are documented and communicated


OUT-2: SCHEDULE FORECASTS

• Schedule forecast are estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time of the forecast.


OUT-3: CHANGE REQUESTS

• Schedule variance analysis, along with review of progress reports may result in requested changes to the project schedule base line.


COMMON OUTPUTS

• TT-4: Project Management Plan Updates

• TT-5: Project Documents Updates

• TT-6: Organizational process asset updates
