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Project Time ManagementSections of this presentation were
adapted from A Guide to the Project Management Body of Knowledge
4th Edition, Project Management Institute Inc., 2009
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Project Time ManagementThe processes required to accomplish
timely completion of the project
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Why Time Management?Part of triple constraint, cant manage one
without the others (scope, time, and quality) Second hardest
section on the test behind integration
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How Do We Manage Time?Six processesDefine ActivitiesSequence
ActivitiesEstimate Activity ResourcesEstimate Activity
DurationsDevelop ScheduleControl Schedule
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Define ActivitiesEnterprise Environmental FactorsOrganizational
Process AssetsProject Scope StatementDecompositionTemplatesRolling
wave planningExpert judgmentPlanning componentInputsOutputsTools
& TechniquesWork Breakdown StructureWBS DictionaryProject
Management PlanActivity ListActivity AttributesMilestone
ListRequested Changes
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Define ActivitiesRolling Wave Planning Progressive planning
where near term work is broken down in detail and distant work is
kept at a higher WBS levelPlanning Component WBS items that cannot
be broken down into work packages are put in a:Control Account High
level planning dates for the scope to be definedPlanning Package
Package includes scope to be completed but no activities.
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Sequence ActivitiesProject Scope StatementActivity ListActivity
AttributesPrecedence diagramming method (PDM)Arrow diagramming
method (ADM)Schedule network templatesDependency
determinationApplying leads and lags
InputsOutputsTools & TechniquesMilestone ListApproved Change
RequestsProject Schedule Network DiagramsActivity List
UpdatesActivity Attributes UpdatesRequested Changes
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Precedence Diagramming Method (PDM)Commonly called Activity on
Node (AON), most commonly used sequencing methodBoxes are used to
represent tasks with arrows used for dependenciesFour types of
dependenciesFinish to Start Task must finish before next one can
startFinish to Finish One task must finish before the other can
finishStart to Start One task must start before the other can
startStart to Finish One task must start before the other can
finishActivityAActivityBNodeDependency
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Arrow Diagramming Method (ADM)Commonly called Activity on Arrow
(AOA)Boxes are used to represent dependencies with arrows used for
tasksOnly Finish to Start relationshipsCan use dummy activitiesUsed
for CPM and PERT estimating methodsTaskDependencyActivityA
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Method ComparisonStartBuild FoundationBuild WallsInstall
GrassBuild RoofFinishStartBuild FoundationBuild WallsBuild
RoofFinishInstall GrassPDM (AON) MethodADM (AOA) Method
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Estimate Activity ResourcesEnterprise Environmental
FactorsOrganizational Process AssetsActivity ListExpert
judgmentAlternatives analysisPublished estimating dataProject
management softwareBottom-up estimating
InputsOutputsTools & TechniquesActivity AttributesResource
AvailabilityActivity Resource RequirementsActivity Attributes
UpdatesResource Breakdown StructureResource Calendar UpdatesProject
Management PlanRequested Changes
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Estimate Activity DurationsEnterprise Environmental
FactorsOrganizational Process AssetsProject Scope StatementExpert
judgmentAnalogous estimatingParametric estimatingThree-point
estimatesReserve Analysis
InputsOutputsTools & TechniquesActivity ListActivity
Resource RequirementsActivity Duration EstimatesActivity attributes
updatesResource CalendarActivity AttributesProject Management
PlanRisk RegisterActivity Cost Estimates
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Estimating MethodsCPM (Critical Path Method)One time estimate
per taskControls cost with flexible scheduleOnly on AOA networks
(can have dummies)Not the same thing as schedule critical pathPERT
(Program Evaluation and Review Technique)Three estimates per
activity (Optimistic, Pessimistic, most likely)Emphasis on meeting
schedule with flexible costOnly on AOA networks (can have
dummies)Monte Carlo SimulationGives probabilities of completing
project on time, cost, and whether or not project is on critical
path
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Estimating with PERTPERT Formula (Expected
Duration)=(P+4M+O)/6Standard Deviation = (P-O)/6Variance =
[(P-O)/6]2
TaskOOptimisticMMost LikelyPPessimisticPERT (Expected
Duration)Std DevVarianceA2 days4 days8 days4.3 days1 day1 day
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Develop ScheduleEnterprise Environmental FactorsOrganizational
Process AssetsProject Scope StatementSchedule network
analysisCritical path methodSchedule compressionWhat-if
analysisResource levelingCritical chain methodProject management
softwareApplying calendarsAdjustable leads and lagsSchedule
model
InputsOutputsTools & TechniquesActivity ListActivity
Resource RequirementsSchedule baselineActivity attributes
updatesResource CalendarActivity AttributesProject Management
PlanRisk RegisterActivity Cost EstimatesProject scheduleSchedule
model dataResource requirements updatesRequested changesProject
management plan updatesSchedule management plan updatesProject
calendar updates
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Scheduling from EstimatesCritical PathLongest time through the
network diagram, the shortest time the project is expected to
takeSlack (or Float)The amount of time a task can be delayed
without impacting the projectCalculated using:Late Start Early
Start (LS-ES)OrLate Finish Early Finish (LF-EF)Early Starts
computed by making a forward pass through the network while late
starts are computed using a backward pass
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Critical Path DeterminationEF=ES+DUR-1LS=LF-DUR+1Slack=LF-EF or
LS-ESTask NameESLSEFLFDURSlack42223198632108901043078102Task ATask
BTask CTask D
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Control ScheduleSchedule Management PlanSchedule
BaselineSchedule network analysisCritical path methodSchedule
compressionWhat-if analysisResource levelingCritical chain
methodProject management softwareApplying calendarsAdjustable leads
and lagsSchedule model
InputsOutputsTools & TechniquesPerformance reportsSchedule
baseline updatesRequested changesApproved Change RequestsSchedule
model data updatesPerformance measurementsOrganizational process
assets updatesActivity list updatesRecommended corrective
actionsActivity attribute updatesProject Management Plan
updates
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Other Important TermsLag Inserted waiting time between tasksFree
Slack Available delay time without impacting start of
successorTotal Slack Amount of time a task can be delayed without
delaying project completion dateProject Slack Amount of time a
project can be delayed without impacting completion dates imposed
by clientCrashing Adding resources to critical path items to
shorten scheduleFast Tracking Performing critical path tasks in
parallel rather than seriesResource Leveling Adjusting completion
dates of tasks to meet available resourcesHeuristics Rules of
thumb
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