For the PMP Exam using PMBOK Guide 5 th Edition. PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc.

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1 For the PMP Exam using PMBOK Guide 5 th Edition PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc. 1

Contacts Name: Khaled El-Nakib, MSc, PMP, PMI-RMP URL: http://www.khaledelnakib.

com/pub/khaled-el-nakib-mscpmp-pmi-rmp/16/471/6a8 Project Time Management

2 Contacts Name: Khaled El-Nakib, MSc, PMP, PMI-RMP URL: LinkedIn: Project Time Management Project Time Management includes the processes required to manage timely completion of the project 2

3 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 Planning Monitoring 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 3

6.1 Plan Schedule Management Plan Schedule Management is the process of establishing the policies, procedures and documentation for planning, developing, managing, executing, and

4 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. 6.1 Plan Schedule Management Inputs: IN-1: Project management plan IN-2: Project charter IN-3: Enterprise environmental factors IN-4: organizational process assets 4

5 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 5

6 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 schedule It 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

6.2- Define Activity Define activities is the process of identifying the specific actions to be performed to produce the project deliverables 6.

7 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 7

8 6.2- Define Activity Inputs: IN-1: Schedule Management Plan IN-2: Scope Baseline IN-3: Enterprise Environmental Factors IN-4: Organizational Process Assets TT-1: Decomposition Subdivision of work packages into smaller, more manageable components called Schedule Activities 8

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 at a low level of WBS TT-3: Expert

9 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 at a low level of WBS TT-3: Expert judgment 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. 9

Out-1: Activity List The activity list is a comprehensive list including all schedule activities that are planned to be performed on the project.

10 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-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. 10

whether the milestone is mandatory, or optional. Milestone list is a component of the project management plan. 6.

11 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 Sequence Activity Sequence activity involves identifying and documenting the logical relationships among project activities. 11

12 Inputs IN-1: Schedule Management Plan IN-2: Activity List IN-3: Activity Attributes IN-4: Milestone List IN-5: Project Scope Statement IN-6: 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 12

13 TT-2:Applying Leads and Lags Lead Allows an acceleration of the successor activity Activity A Activity B Lag Directs a delay in the successor activity 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) 13

14 Preceding Diagramming Method (PDM) (Continued) Finish-to-Start Finish Activity A to Start Activity B Finish Installing Windows in order to start installing Office Activity A Activity B Preceding Diagramming Method (PDM) (Continued) Start-to-Start Start Activity A to Start Activity B Start coding (Activity B) 5 days after starting design (Activity A) Activity A Activity B 14

15 Preceding Diagramming Method (PDM) (Continued) Finish-to-Finish Finish Activity A to Finish Activity B Finish buying the new truck in order to end finish ending rent contract Finish writing last chapter to finish writing the whole book Activity A Activity B Preceding Diagramming Method (PDM) (Continued) Start-to-Finish Start Activity B to Finish Activity A Theoretical, rarely used Start night shift to finish day shift Activity B Activity A 15

16 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 16

17 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 Inputs IN-1: Schedule Management Plan IN-2: Activity List IN-3: Activity Attributes IN-4: Resource Calendars IN-5: Risk Register IN-6: Activity Cost Estimate IN-7: Enterprise environmental factors IN-8: Organizational process assets 17

TT-2: Alternative Analysis You can accomplish an activity in more than one way.

18 TT-1: Expert Judgment 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 18

TT-3: Published Estimating Data Some organizations publishes production rates, unit cost for labor, materials, equipments, for different countries and geographical locations within

19 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. 19

20 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 20

21 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 21

22 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 22

6.5 - Activity Duration Estimate Inputs 1. Schedule Management Plan 2. Activity list 3. Activity attributes 4. Activity resource requirements 5. Resource calendars 6. Project scope statement 7.

23 6.5 - Activity Duration Estimate Inputs 1. 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 TT-1: expert judgment 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 23

K.A. Top-down estimating Using actual duration of a previous similar schedule activity as the basis for estimating the duration of

24 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 Line if code/shift 24

25 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 25

26 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) 26

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

27 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 27

28 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 28

29 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 Inputs 1. 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 29

30 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) TT-1: Schedule Network Analysis Schedule network analysis is a technique that generates the project schedule. 30

31 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 (continued) 31

activity is the latest of the earliest finish dates

32 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) 32

33 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 Calculation (continued) 33

34 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 34

35 Total Float Calculation (continued) (6-0) or (10-4) (10-6) or (17-13) (17-13) or (22-18) (9-6) or (14-11) Float = LS ES OR Float = LF EF (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 35

36 Free Float Calculation 6-4 = = 0 Free Float = ES 2 EF 1 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 36

37 TT-4: Resource optimization techniques 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. 37

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

38 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 38

Schedule Crashing (continued) Time, weeks Costs Crashing cost Activity Normal Crash Normal Crash per

39 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 Activity Normal Crash Normal Crash per week, $ A B C D E F

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

40 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 40

41 Out-1: Project Schedule GANTT (BAR) Chart with relationships Out-1: Project Schedule (Continued) GANTT (BAR) Chart 41

42 Out-1: Project Schedule (Continued) Network Diagram Out-1: Project Schedule (Continued) Milestone Chart 42

43 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 43

44 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 44

Determining the current status of the project schedule 2.

45 Out-6: Project Document updates Activity Attributes update Activity Resource Requirements Calendar Risk Register 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 45

46 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. 46

TT-3: Resource optimization techniques Resource Smoothing A technique that adjusts the

47 TT-2: Project Management Software Project management software is used to track the actual schedule dates against planned schedule dates. TT-3: Resource optimization techniques 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. 47

48 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 48

forecasts Schedule forecast are estimates or predictions of conditions and events in

49 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. 49

50 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 50

51 Identify the critical Path Calculate Float of activity D Activity Duration Dependent on Start 0 - A 3 Start B 4 Start C 2 Start D 2 B E 5 A,C F 1 B G 6 D,F H 11 E I 8 D,F Finish 0 G,H,I Question & Answers 51

52 52

Project Time Management

Project Time Management Project Time Management Project Time Management includes the processes required to manage timely completion of the project. Plan schedule management The process of establishing