Project Time Management_25 Sep 2010

7/29/2019 Project Time Management_25 Sep 2010

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PROJECT TIME MANAGEMENT

By

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This training is

sponsored bywww.itfunda.com

supported by www.questpond.com and www.dotnetfunda.com

Vijay Bandaru
mailto:[email protected]://www.itfunda.com/http://www.questpond.com/http://www.dotnetfunda.com/http://www.dotnetfunda.com/http://www.questpond.com/http://www.itfunda.com/mailto:[email protected]


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PROJECT TIME MANAGEMENT

2

Vijay BandaruMCA, MBA & PMP

Contact:

Email:[email protected]

Phone: +91-984-803-2144


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What is a Project?

What is the difference between Project &Operations?

What is WBS?

What are project constraints?

What is a scope baseline?

Why should scope to be controlled?


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Deliverable:Any Unique and verifiable product, Result or Capability toperform a service that must be produced to complete a process, phase orproject

Constraint:The state, quality or sense of being restricted to a given courseof action. Eg: A date constraint assigned to complete an activity.

Activity:A Component of work performed during the course of a project

Activity Attributes: Include activity codes, predecessor activities, Successoractivities, Logical relationships, Leads and Lags, Resource requirements,constraints and assumptions etc

Schedule activity:An activity that is assigned a start and end date alongwith estimated resources and cost

Activity Duration:The time in calendar units between the start and finish ofa schedule activity

Effort: The number of labor units required to complete a schedule activity or WBScomponent


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Milestone: A significant point of event in the project (Eg: Design sign off)

Project Schedule: The planned dates for performing schedule activitiesand the planned dates for meeting schedule milestones

Lead: Accelerating the successor (next) activity [Eg: Coding can start 5days before design is finished]

Lag: Waiting time between two tasks [Eg: A delay of 5 days to build a wallafter foundation is laid

Free Float [Free Slack]: Amount of time an activity may be delayedwithout delaying the early start date of any successor activity

Total Float [Total Slack]: Amount of time an activity may be delayed from the earlystart date without delaying the project finish date


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After completing this session, you will be able to:

Understand and appreciate Time management processesof Project Management

Understand the need for estimating activity resourcesand durations

Appreciate the need for controlling the schedule

Use various techniques to develop and control schedule

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Define Activitiesis the process of identifying the specific

actions to be performed to produce the projectdeliverables

Sequence Activities is the process of identifying anddocumenting relationships among project activities

Estimate Activity Resources is the process of estimatingthe type and quantities of material, people, equipment,

or supplies required to perform each activity

Estimate Activity Durations is the process ofapproximating the number of work periods needed tocomplete individual activities with estimated resources

Develop Schedule is the process of analyzing activitysequences, durations, resource requirements, and

schedule constraints to create the project schedule

Planning

Control Schedule is the process of monitoring the status ofthe project to update project progress and managingchanges to the schedule baseline

Monitor& Control

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Project Time Management includes the processes required tomanage timely completion of the project.


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Project Alpha: Setup ofR&D Division for Company X

StaffEquipmentSite Bldg XXXX

Core Staff Support Staff Staff Training

Conduct Kickoff Meeting

Plan for recruitment

Advertise for Recruitment

Conduct Interviews

Shortlist Candidates

Conduct Final Interviews

Make Offer Letters

Consolidate Offer Acceptance

Handover to Manager and Close Project

Conduct multiple Orientations of 1 day each

Conduct Domain training

Scope(Nouns)

Time(Verbs)

Work Packages

Activity List

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0

20

40

60

80

100

120

29-Sep

8-Nov

18-Dec

27-Jan

8-Mar

17-Apr

Planned%

Actual %

Activity List

Network Diagram

Resource requirements Activity durations

Schedule

Performancemeasurements

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InputsScope

Baseline

Enterpriseenvironmentalfactors

Organizationprocess assets

Too

ls&

TechniquesDecomposition

Rolling WavePlanning

Templates

ExpertJudgment

Ou

tputsActivity List

ActivityAttributes

Milestone List

DefineActivities

SequenceActivities

Est. ActivityDurations

DevelopSchedule

ControlSchedule

Est. ActivityResources

Process of identifying the specific actions that need to be performedto produce the project deliverables

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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


TOOLS & TECHNIQUES

DECOMPOSITION Subdividing the project work packages into smallerand manageable components called Activities

ROLLING WAVE PLANNING Near term activities planned in detail Long term activities planned at high level

TEMPLATES Standard activity list from a previous similar project can be reused

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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


OUTPUTS

ACTIVITY LIST Comprehensive list including all the scheduledactivities. Contains

Activity identifier

Scope of work description for each activity

ACTIVITY LIST ATTRIBUTE Extend the description of activities.Contains

Activity identifier, WBS Identifier Activity Name, Code and Description

Relationships, Leads, Lags Constraints, Assumptions

MILESTONE LIST Significant point or event in a project, but not anactivity itself, hence effort is zero.

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InputsActivity list

Activity

AttributesMilestone list

Project ScopeStatement

Organizational

Process AssetsToo

ls&

Techn

iquesPrecedence

diagrammingmethod PDM

Dependencydetermination

Applying leadsand lags

ScheduleNetworktemplates

Ou

tputsProject

ScheduleNetwork

DiagramsProjectdocumentupdates

DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


Process of identifying and documenting relationships among theschedule activities

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Activity A

Activity B

Activity C

Activity D

Activity E

Activity F

Activity G

Activity H

Activities are represented on Nodes Each node has a start and a finish. There can be only 4 ways of showing dependencies between any two activitie This is done using arrows

Finish to Start Finish to Finish

Start to Start

Start to Finish

DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


PRECEDENCE DIAGRAM METHOD

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Finish toStart

Finish toFinish

Start to Start Start toFinish

A - DesignB - Build

A - Review

B - Rework

A - Procure

B - InspectA

B

DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


MANDATORYDEPENDENCIES

DISCRETIONARYDEPENDENCIES

EXTERNALDEPENDENCIES

Inherent in the nature of

the work being done.They often involvephysical limitations.

Also, called as HardLogic

An example: Designshould be completedbefore construction

Based on experience,

desire or preferences.

Also, called as Soft,Preferred, Preferentiallogic

For example: Plumbingwork done beforeelectric work

Based on needs or

dependencies outsidethe project

Example:Environmental hearing

before site preparationcan begin on yourproject.

DEPENDENCY DETERMINATION

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A (5 days)

B (5 days)

Lag Directs a delay in the successorevent e.g. A lag of 3 days needs to beintroduced after the pouring ofconcrete to allow for curing

Total (10 days)

Total (8 days)Lead (2 days)

A (5 days)

B (5 days)

A (5 days)

B (5 days)

Lag (2 days)

Total (12 days)

Lead Allows acceleration of the successorevent e.g. Design can start beforerequirements gathering is completed.

DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


APPLY LEADS AND LAGS

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InputsActivity list

Activityattributes

Resourcecalendars

Organizationalprocess assets

EnterpriseEnvironmentalFactors

To

ols&

Tech

niquesExpert judgment

Alternativesanalysis

Publishedestimating data

Bottom-upestimating

Project

managementsoftware

O

utputsActivity resource

requirements

Resource

BreakdownStructure

Project documentupdates

DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


Process of estimating the type and quantities of material, people,equipment or supplies required to perform each activity

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TOOLS & TECHNIQUES

DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


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EXPERT JUDGMENT

ALTERNATIVE ANALYSIS Identify alternate ways of estimatingresources

Man or Machine Make or Buy

PUBLISHED ESTIMATING DATA

BOTTOM-UP ESTIMATING Decompose activity further

PM SOFTWARE


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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


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Project A

HumanResources

Executive

Technology Management

Labor

Material

Nomination

Equipment

Electronic Mechanical

RESOURCE BREAKDOWN STRUCTURE


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Inputs

Activity List

Activity Attributes

Activity Resource

requirementsResourceCalendar

Project scopestatement

Enterprise

environmentalfactors

OrganizationalProcess Assets

Tools&

Techn

iquesExpert judgment

Analogousestimating

ParametricEstimating

Three pointestimates

Reserve analysis

Outputs

Activity durationestimates

Project document

updates

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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


Process of approximating the number of work periods needed tocomplete individual activities with estimated resources


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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


Expert Judgment

AnalogousEstimates

(Top Down)ParametricEstimation

Three PointEstimate,

PERT Technique

Optimistic,More Likely,Pessimistic(O+4M+P)/6

Reserve Analysis

Work per unit * No.

of units

Leverageinformation fromprevious projects

Reserve,Contingency

or Buffer


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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


ANALOGOUS PARAMETRIC THREE-POINT

Adopts Top Downapproach

Adopts Unitrateapproach

Adopts O/P/ML

approach

Calculates based onestimates of similarprojects

Calculates estimatesbased on Unit rate * Noof units needed

Calculates based onOptimistic, Pessimistic& More likely estimates

Less expensive andLess Accurate

More AccurateNot applicable always

PERT is more accurateDifficult when too manyactivities are to be

estimated

COMPARISON OF ESTIMATE MODELS


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Inputs

Activity list

Activity Attributes

Project ScheduleNetwork Diagrams

Activity ResourceRequirements

Resource Calendar

Activity durationestimates

Project ScopeStatement

Enterpriseenvironmental factors

OrganizationalProcess Assets

To

ols&

Techn

iquesSchedule NetworkAnalysis

Critical Path Method

Critical Chain Method

Resource LevelingWhat-if Scenario

Analysis

Adjusting Leads andLags

Schedule compression

Scheduling tool

O

utputs

Project schedule

Schedule baseline

Schedule data

Project document

updates

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Process of Analyzing activity sequences, durations, resourcerequirements and schedule constraints to create Project Schedule

DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule



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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


Schedule NetworkAnalysis

ResourceLeveling

MonteCarloAnalysis

Smoothen theresource curve

Calculate Float

(Slack)

Critical PathMethod

Calculate Early &Late Start & Finish

SchedulingTool

Adding Buffers

Critical ChainMethod

Apply Leads &Lags

Accelerate orDelay

What-IfScenario

PlanningSoftwares

ScheduleCompression

Crashing & FastTracking


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A,5

B,7 C,6

I, 8

D,3

H,4

E,4

F,4 G,3

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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


Longest Path on Network Diagram Early start is same as late start. Hence, zero or negative float Delay in Critical path causes delay in project schedule More the number of critical paths, higher the negative risk

CRITICAL PATH IN A NETWORK DIAGRAM


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SCHEDULE COMPRESSION TECHNIQUES

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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


CRASHING Adding additional resources to the project to shorten the schedule

Normally applied on Critical path

Cost and Schedule tradeoffs are analyzed by monitoring risk

FAST TRACKING Activities that are normally done in sequence are done in parallel

May result in rework and negative risk


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X = parameter under consideration e.g. Height of a Man

Y = number of data points for each value of X

-1s-2s-3s +3s+2s+1s

x

y

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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


NORMAL DISTRIBUTIONSD Deviance

from Mean

1 - 0.6827

2 - 0.9545

3 - 0.9973

4 - 0.99937

5 - 0.999994

6 - 0.999999


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PROJECT SCHEDULE

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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


A detailed schedule of all the project activities along with timelines,resources, dependencies . Project schedule is normally represented at 3levels

MILESTONE SCHEDULEA Schedule chart depicting the major deliverables or keyaccomplishments of the project Eg: Completion of construction, Handover

SUMMARY SCHEDULEA schedule chart depicting the status at Work package level Eg: Develop component 1, Test component 2

DETAILED SCHEDULE A Schedule chart depicting the detailed activities along with the

relationships across other activities


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Inputs

Projectmanagement plan

Project schedule

Work Performanceinformation

Organizationalprocess assets

To

ols&

TechniquesPerformance

reviews

Variance analysis

Project

managementsoftware

Resource leveling

What-if scenarioanalysis

Adjusting leads andlags

Schedulecompression

Scheduling tool

O

utputs

Work performancemeasurements

OrganizationalProcess Assetsupdates

Change requests

Project ManagementPlan updates

Project documentupdates

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DefineActivities

SequenceActivities


DevelopSchedule

ControlSchedule


Process of Monitoring the status of the project to update progress andmandating changes to the schedule baseline


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Define activities bydecomposingWBS further

Sequence definedactivities using

network diagram

Estimate resourcesand duration for

sequenced activities

Build a detailedschedule usingvarious tools

Monitor theschedule variance

to ensure projectis on-time


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FLEXERCISE

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Activity Duration PredecessorA 5 --

B 7 A

C 6 B

D 3 C

E 4 D,H

F 4 A

G 3 F

H 4 G,I

I 8 B

Q : Identify the critical Path in the activity list above and its duration?

Answer : Critical path is 5+7+8+4+4 = 28 days.

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Q : What is the Slack time of Activity D ?

Q : Would crashing of task F by 2 weeks reduce the project duration?

Q : Would crashing of task B by 2 weeks reduce the project duration?

Q : Which tasks should the project manager look at as candidates for

crashing?Q : Activity G has an early start time of ______ weeks and an earlyfinish time of _______ weeks

Q : How many weeks can the activity F be allowed to slip?

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A,5

B,7

F,4

C,6

I, 8

G,3

D,3

H,4

E,4

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Q : Calculate Critical path by calculating Early start and Late start foreach Of the activities ?


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TE= 28TE= 24

TE= 20

TE= 12

TE= 5TE= 0

TE= 18

TE= 9

Calculate Earliest time TE at each of the nodes

Take a forward pass and find the local Maxima at each node

TE= 12

TE= 21

A,5

B,7

F,4

C,6

I, 8

G,3

D,3

H,4

E,4

TE= 5

TE= 5

TE= 12

TE= 12

TE= 12 TE= 24

TE= 21TE= 18

TE= 20

TE= 9

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Step 1


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TL= 28TL= 24

TL= 20

TL= 12

TL= 5

TL= 0

TL= 21

TL= 17

Step 2

Take a backward pass and find the local Minima at each node

TL= 15

TL= 13A,5

B,7 C,6

I, 8

D,3

H,4

E,4

F,4 G,3

TL= 24

TL= 24

TL= 21

TL= 20

TL= 20

TL= 15

TL= 12

TL= 17

TL= 5

TL= 13

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Calculate Latest Finish time TL at each of thenodes


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n Float / Slack time = Latest Finish time Earliest Finish time

Step 3

n The critical path is the Longest path, float less than orequal to specified value mostly Zero.

n Answer : Float of D = 21-18=3

TL= 28TL= 24

TL= 20

TL= 12

TL= 5

TL= 21

TL= 17

A,5

B,7 C,6

I, 8

D,3

H,4

E,4

F,4 G,3

TL= 24

TL= 24

TL= 21

TL= 20

TL= 20

TL= 15

TL= 12

TL= 17

TL= 5

TL= 13

TL= 0

TE= 28TE= 24

TE= 20

TE= 12

TE= 5TE= 0

TE= 18

TE

= 9

TE= 5

TE

= 5

TE= 12

TE= 12

TE

= 12 TE= 24

TE= 21TE= 18

TE= 20

TE

= 9

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Identify Critical Path


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ACTIVITY NORMAL TIME CRASH TIME NORMAL $ CRASH $

A 5 4 8000 10000

B 7 6 8000 8500

F 4 3 9000 15000

H 4 3 5000 6500

Q : Suppose the Project Manager is allocated $2500 to performcrashing. How should he spend it?

= $2000/week

= $500/week

= $1500/week

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PERTCalculations

Calculate1. Expected time, assuming A,B,C and D are in the critical path.2. Standard deviation.3. With 95% probability what is the Range

Expectedtime

(2 + 4*3 + 8)/6 = 3.7

= 6.3

= 7.2

= 7.8

ACTIVITY Optimisticestimate

Most likelyestimate

Pessimisticestimate

A 2 3 8

B 2 7 8

C 5 7 10

D 5 8 10

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Step 1


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Most likelyestimate

Pessimisticestimate

PERT Time

(OT+4*MLT+PT)/6

Std Dev

(PT-OT)/6

A 2 3 8 3.7 1

B 2 7 8 6.3 1

C 5 7 10 7.2 0.83

D 5 8 10 7.8 0.83

Step 2

Calculate1. Expected time, assuming A,B,C and D are in the critical path.2. Standard deviation.3. With 95% probability what is the Range

PERT Calculations

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= 3.7+6.3+7.2+7.8 = 25

= Sqrt(1+1+0.69+0.69)=Sqrt(3.39)=1.84 (say 2)

= 21 to 29 weeks (2 SD)


Most likelyestimate

Pessimisticestimate

PERT Time

(OT+4*MLT+PT)/6

Std Dev

(PT-OT)/6

Variance

Std Dev ^2

A 2 3 8 3.7 1 1

B 2 7 8 6.3 1 1

C 5 7 10 7.2 0.83 0.69

D 5 8 10 7.8 0.83 0.69

PERT Calculations Step 3

Calculate.1. Expected time, assuming A,B,C and D are in the critical path.

2. Standard deviation.

3. With 95% probability what is the Range

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A project manager working on a long duration project is having atough time in planning in detail for the entire project duration.Which of the technique he should employ?

Decomposition

Developing PDM

Rolling Wave Planning

Bottom up planning

Workbook Section 3.5


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A Project manager decides that he has to procure certain rawmaterial by the time the design can be approved. What type ofrelationship are we referring here?

Finish to Finish

Finish to Start

Start to Finish

Start to Start



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Which of the following type of estimation uses the experience ofprevious projects?

PERT Estimates

Analogous Estimate

Parametric Estimate

Bottom Up estimate



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Due to time constrain, a Project manager decides to add few peopleto the team and complete it on-time. What is he trying to do here?

Fast Tracking

Crashing

Expert Judgment

Network Analysis



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Project Time Management_25 Sep 2010

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