Project Time Management

1. Project Time Management Third Knowledge Area of PMBOK

2. Project Time Management ProcessesProject Time Management includes the Processes required to accomplish timely completion of the project. • Plan Schedule Management • Define Activities • Sequence Activities • Estimated Activities Resources • Estimated Activity Durations • Develop Schedule • Control Schedule

3. Plan Schedule ManagementA new process added in PMBOK 5th Edition • It is a process of: • Establishing the policies • Establishing the Procedures and Documentation For • Planning & Developing • Executing • Controlling Project Schedule It provides guidance and direction on how the project schedule will be managed throughout the project.

4. Plan Schedule Management • Input: • (Scope Baseline + WBS) • Project Charter (Constraints + Assumptions + Milestones) • Enterprise Environmental Factors (Resource availability & skills, Work authorization system, software tools for scheduling ) Organizational Process Assets (Historical Info, Risk Control Procedures, Scheduling control related policies, Procedures and guidelines). • Tools & Techniques • Expert Judgment • Analytical Techniques (Scheduling methodologies, tools) • Meetings (how to develop schedule management plan) • Outputs • Schedule Management Plan

5. Define Activities • Decompose WP into Activities • How to do that? • Example package for trip abroad (Commander Javed) Create a list of activities and add attributes Rolling Wave Planning (progressive elaboration)

6. Activity Attributes • WBS ID • Activity ID • Activity Name • Activity Description • Predecessor Activities • Successor Activities • Logical Relationship • Leads and Lags • Resource requirements • Imposed Dates, Constraints • Assumptions • Person responsible for work execution • Geographic Area

8. Sequence Activities Precedence Diagramming Method: • Finish to Start (FS) • Finish to finish (FF) • Start to Start (SS) • Start-to-finish (SF) Finish to start is the most commonly used type of precedence relationship. The start-to-finish relationship is most rarely used but is included to complete list of the PDM relationship types. • FS: The initiation of the successor activity depends upon the completion of the predecessor activity • FF The completion of the successor activity depends upon the completion of the predecessor activity

9. Sequence Activities

10. PDM Examples Start to Start: Task (B) cannot start until task (A) starts. For example, if you have two tasks, "Pour foundation" and "Level concrete," "Level concrete" can't begin until "Pour foundation" begins Finish to Finish: Task (B) cannot finish until task (A) finishes. For example, if you have two tasks, "Add wiring" and "Inspect electrical," "Inspect electrical" can't finish until "Add wiring" finishes. Can you find other examples?

11. Sequence Activities • Dependency Determination • Mandatory Dependencies: • Discretionary Dependencies: • Internal Dependency: • External Dependencies: • Applying Leads and Lags • A lead allows an acceleration of the successor activity • A lag directs a delay in the successor activities. • Example: A technical editing team can begin editing the draft of a large document 15 days after they began writing it. SS with 15 day lag.

12. Sequence Activities • Schedule Network Templates • Standardized schedule network diagram templates can be used to expedite the preparation of network of project activities. They can include an entire project or only a portion of it. Portions of a project schedule network diagram are often referred to as a subnetwork or fragment network. Subnetwork templates are especially useful when a project includes several identical or nearly identical deliverables, such as floors on a high rise office building.

13. Sequence Activities • Purpose to prepare a network diagram

15. Classroom Example

16. Example: Draw a Network Diagram Activity Precedence DurationA - 3 B A 15 C - 5 D C 20 E A 5 F A 1 G F 25 H G 10 I H,K 3 J B 5 K J 10 L B 1 M L 10 N E,D 10 O M,I,N 10

17. Estimate Activity Resources • Estimate activity Resources is the process of estimating the type and the quantities of material, people, equipment or supplies required to perform each activity. The estimate activity resource process is closely coordinated with the estimate cost process.

18. Estimate Activity Resources • Tools & Techniques • Expert Judgment • Alternative Analysis (Make or buy, Machinery & Tools) • Published estimating data (production: labor, material and equipment & unit costs of resources) • Bottom-up estimating (when activity cannot be estimated with confidence) • Project Management Software (Plan, organize, manage resource pools and develop resource estimates). • Outputs • Activity resource requirements • Resource breakdown structure • Project document updates (activity List, Activity attributes & Resource calendar)

19. Estimate Activity Duration • Tools & Techniques • Expert Judgment • Analogous estimating (Duration, budget, size, weight & Complexity from a previous project) • Parametric estimating (square footage – cost budget & duration) • Three-point estimates (PERT) Most likely, Optimistic, Pessimistic (Triangular & Beta Distribution) • Group Decision Making Techniques (Brainstorming, NGT, Delphi) to improve estimate accuracy • Reserve analysis (Caters for Contingency Reserves) • Outputs • Activity duration estimates (@ weeks +- 2 days etc) • Project document updates (activity attributes, assumptions made in developing the activity duration)

20. Activity Duration Estimates • Activity duration estimates are quantitative assessments of the likely number of work periods that will be required to complete a schedule activity. Activity duration estimates include some indication of the range of possible results. For example: • •2 weeks ±2 days to indicate that the schedule activity will take at least eight days and no more than twelve (assuming a five-day workweek). • •15 percent probability of exceeding three weeks to indicate a high probability—85 percent—that the schedule activity will take three weeks or less.

21. Analogous Estimating • It uses parameters such as duration, budget, size, weight and complexity from a previous and similar project as the basis for estimating the same parameters or measures of a future project.

22. Develop Schedule • Tools & Techniques • Schedule Network Analysis • Critical Path Method • Critical Chain Method • Resource Leveling (Resource Optimizing Techniques) • Modeling Techniques (What-if Scenario Analysis & Simulation using probability distribution) • Applying leads and lags • Schedule compression • Scheduling tool (Project Management Software Applications) • Output • Schedule baseline Component of project management plan with baseline start & finish dates. • Project Schedules (milestone chart, bar charts - Gantt Chart, project schedule network diagrams) • Schedule Data (resource requirement by time period in resource histogram, alternative schedules best case & worst case, scheduling of contingency reserves.) • Project Calendar (working days & shifts available for work, can be modified) • Project document updates (Activity resource requirements, activity attributes, calendar, risk register)

23. Schedule Compression Crashing. Schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Crashing does not always produce a viable alternative and can result in increased cost. Fast tracking. A schedule compression technique in which phases or activities that normally would be done in sequence are performed in parallel. An example would be to construct the foundation for a building before all the architectural drawings are complete. Fast tracking can result in rework and increased risk. This approach can require work to be performed without completed detailed information, such as engineering drawings. It results in trading cost for time, and increases the risk of achieving the shortened project schedule.

24. Critical Path & Critical Chain • Critical Path: calculates the theoretical early start and finish dates for all activities, irrespective of resource any resource limitations by performing forward and backward pass analysis through the schedule network. • Critical chain: is a schedule network analysis technique that modifies the project schedule to account for limited resources. The resource constraint critical path is known as critical chain.

25. Control Schedule • Tools & Techniques: • Performance review • Measures, compares, and analyzes schedule performance such as actual start and finish dates, percent complete and remaining duration of work in progress. • Also reviews if corrective action is required • Variance Analysis: • Schedule performance measurements are used to assess the magnitude of variation to the original schedule baseline. • Project Management Software • It provides the ability to track planned dates versus actual dates and to forecast the effects of changes to the project schedule.

26. Control Schedule • Tools & Techniques: • Perform Reviews (Trend analysis, CPM, CCM, EVM) • Resource Leveling & Optimizing Techniques • To optimize the distribution of work among resources • What-if Scenario Analysis • Used to review various scenarios to bring the schedule into alignment with the plan • Adjust Leads and Lags • To find ways to bring project activities that are behind into alignment with plan • Schedule Compression • Scheduling Tool • Data is updated and compiled into the schedule to reflect actual progress of the project and remaining work to be completed.

27. Crashing Projects • Causes: • Initial schedule may be too optimistic • Market needs change and the project is in demand earlier than anticipated • The project has considerably slipped behind the schedule • The contractual constraints

30. Any Questions Thank you