This chapter covers key concepts related to Project Time Management.

1. The knowledge area of Project Time Management consists of the following processes Time Management Processes
Process

Project Phase

Key Deliverables

Plan Schedule Management

Planning

Define Activities

Planning

Activity List, Milestone list

Sequence Activities

Planning

Project Schedule network diagrams

Estimate Activity Resources Planning

Activity resource requirements,

Resource breakdown structure

Estimate Activity Durations

Planning

Activity duration estimates

Develop Schedule

Planning

Project Schedule

Control Schedule

Monitoring and Controlling

Work Performance measurements,

Change Requests

2. The Define Activities process has the following Inputs, Tools and Techniques and
Outputs Define Activities Process
Inputs

Tools and Techniques

Outputs

Scope baseline

Decomposition

Activity list

Enterprise environmental factors

Rolling wave planning

Activity attributes

Organizational process assets

Templates

Milestone list

Expert judgment
3. The Sequence Activities process has the following Inputs, Tools and Techniques and
Outputs Sequence Activities Process
Inputs

Tools and Techniques

Outputs

Project scope statement

Precedence diagram method (PDM)

or AON

Project schedule network

diagrams

Activity List

Applying leads and lags

Project document updates

Activity attributes

Schedule Network Templates

Milestone list

Dependency determination

Organizational process
assets
4. The Estimate Activity Resources process has the following Inputs, Tools and Techniques
and Outputs Estimate Activity Resources Process
Inputs

Tools and Techniques

Outputs

Activity List

Expert judgment

Activity resource requirements

Activity attributes

Alternative analysis

Resource breakdown structure

Resource calendars

Published estimating data

Project document updates

Enterprise environmental factors Bottom-up estimating

Organizational process assets

Project Management software

5. The Estimate Activity Durations process has the following Inputs, Tools and Techniques
and Outputs Estimate Activity Durations Process
Inputs

Tools and Techniques

Outputs

Activity list

Expert judgment

Activity duration estimates

Activity attributes

Analogous estimating

Project document updates

Activity resource requirements

Parametric estimating

Resource calendars

Three-point estimates

Project scope statement

Reserve analysis

Enterprise environmental factors

Organizational process assets

6. The Develop Schedule process has the following Inputs, Tools and Techniques, and
OutputsDevelop Schedule Process

Inputs

Tools and Techniques

Outputs

Organizational process assets

Schedule network analysis

Project Schedule

Project scope statement

Critical path method

Schedule baseline

Activity List

Schedule Compression

Schedule data

Activity attributes

What-if scenario analysis

Project document updates

Project Schedule Network diagram

Resource levelling

Activity Resource requirements

Critical chain method

Resource Calendars

Scheduling tool

Activity duration estimates

Applying calendars

Project Management Plan Risk Register

Adjusting Leads and Lags

Enterprise environmental factors

7. The Control Schedule process has the following Inputs, Tools and Techniques and
Outputs Control Schedule Process
Inputs

Tools and Techniques

Outputs

Project management plan

Performance reviews

Work performance measurements

Project schedule

Variance analysis

Organizational process assets

updates

Work performance
information

Project management
software

Change requests

Organizational process assets Resource leveling

What-if scenario analysis

Project management plan updates

Project document updates

Adjusting leads and lags

Schedule compression
Scheduling tool
8. Bar charts (or Gantt charts) are used to display tasks and their dates in a graphical
fashion. They are used to display information of the type task 1 is scheduled from date A
to date B. Typically the date range is displayed in the X-axis and the tasks on the Y-axis.
Bar charts do not show task dependencies. They are generally used to track progress and
show to the team.
9. Milestone charts are similar to bar charts but display only major events. They display
major milestones (for example bridge design completed). They are used to report status to
Management.

10. Network diagrams are used to display activities and their dependencies. Network
diagrams can be used to perform critical path analysis. Network diagrams can also be
used to perform crashing and fast tracking of the project.
There are two type of network diagrams o Activities on Node (or Precedence)
o Activities on Arrow (or AOA)
Precedence is most commonly used. AON and AOA cannot have loops or conditional
relationships.
11. An activity in a network diagram is displayed as shown below.
Activity name
Activity Number

Estimate

12. As an example Documentation

2

5 days

13. In the above example Documentation is activity number 2 and is estimated to last 5 days.
14. Precedence (or Activity on Node) diagrams can be used to display four type of
relationship between activities. These are
o Finish-To-Start
o Start-To-Start
o Start-To-Finish
o Finish-To-Finish
Finish-to-start relationship means the dependent activity cannot start until the first
activity is finished. This is the most common way to represent relationships between
activities.
15. Activity on Array (AOA) network diagrams have the following characteristics.
o AOA only uses Finish-To-Start relationship between tasks.
o PERT and CPM can only be used with AOA.

o Dummy events are shown with dotted lines. They do not take any time. They
show dependencies between tasks.
16. Longest path through the network diagram is called the critical path. The activities on the
critical paths are called critical activities.
17. Lags are inserted waiting times in between tasks. For example Task B cannot start until
three days after task A completes.
18. Slack or Float is the amount of time a task can be delayed without delaying the project.
Tasks on the critical path have zero float.
19. Critical Path Method (CPM) has the following characteristics.
o It uses one time estimate per activity
o It can be drawn only using AOA diagrams
o It can have dummy events
20. Program Evaluation and Review Technique (PERT) has the following characteristics.
o It uses three estimates per activity - optimistic, pessimistic and most likely
o It can be drawn only using AOA diagrams
o It can have dummy events
21. PERT utilizes more information than CPM as it considers the "Pessimistic" and
"Optimistic" values in addition to the "Most Likely" value in its calculations. The
following are formulae used by PERT Mean = (P + 4M + O)/6
Standard Deviation = (P-O)/6
Variance = ((P-O)/6)2

Here P is the pessimistic estimate, O is the optimistic estimate and M is the most likely
estimate.
22. GERT is another type of network diagram. It can support looping.
23. If a project has more than one critical paths then the risk to the project increases.
24. Resource levelling refers to keeping the resources same across the duration of the project.