PROJECT TIME MANAGEMENT

By

Vijay Bandaru

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PROJECT TIME MANAGEMENT

Vijay Bandaru
MCA, MBA & PMP

Contact:
Email: VKBANDARU@YAHOO.COM Phone: +91-984-803-2144

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?

Deliverable: Any Unique and verifiable product, Result or Capability to perform a service that must be produced to complete a process, phase or project
Constraint: The state, quality or sense of being restricted to a given course of 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, Successor activities, Logical relationships, Leads and Lags, Resource requirements, constraints and assumptions etc Schedule activity: An activity that is assigned a start and end date along with estimated resources and cost Activity Duration: The time in calendar units between the start and finish of a schedule activity
Effort: The number of labor units required to complete a schedule activity or WBS component
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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 activities and the planned dates for meeting schedule milestones Lead: Accelerating the successor (next) activity [Eg: Coding can start 5 days before design is finished] Lag: Waiting time between two tasks [Eg: A delay of 5 days to build a wall after foundation is laid

Free Float [Free Slack]: Amount of time an activity may be delayed without delaying the early start date of any successor activity
Total Float [Total Slack]: Amount of time an activity may be delayed from the early start 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 processes

of Project Management

Understand the need for estimating activity resources

and durations

Appreciate the need for controlling the schedule Use various techniques to develop and control schedule

Project Time Management includes the processes required to manage timely completion of the project.
Define Activities is the process of identifying the specific actions to be performed to produce the project deliverables Sequence Activities is the process of identifying and documenting relationships among project activities

Planning

Estimate Activity Resources is the process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity Estimate Activity Durations is the process of approximating the number of work periods needed to complete individual activities with estimated resources Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule

Monitor & Control

Control Schedule is the process of monitoring the status of the project to update project progress and managing changes to the schedule baseline

Project Alpha: Setup of R&D Division for Company X

Site Bldg

Equipment

Staff

XXXX

Scope (Nouns)
Core Staff Support Staff Staff Training

Conduct Kickoff Meeting Plan for recruitment Advertise for Recruitment Conduct Interviews Shortlist Candidates
Conduct Domain training Conduct multiple Orientations of 1 day each

Time (Verbs)

Conduct Final Interviews

Make Offer Letters Consolidate Offer Acceptance Handover to Manager and Close Project

Work Packages

Activity List
9

120 100 80 60 40 20 0 29-Sep 8-Nov

Planned% Actual %

Activity List

Performance measurements

Network Diagram Schedule

Resource requirements

Activity durations
10

18-Dec

17-Apr

27-Jan

8-Mar

Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

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

Tools & Techniques

Scope Baseline Enterprise environmental factors Organization process assets

Decomposition Rolling Wave Planning Templates Expert Judgment

Activity List Activity Attributes Milestone List

Inputs

Outputs

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

TOOLS & TECHNIQUES

DECOMPOSITION Subdividing the project work packages into smaller and 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

T I O
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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

OUTPUTS
ACTIVITY LIST Comprehensive list including all the scheduled activities. 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 an activity itself, hence effort is zero.

T I

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

Process of identifying and documenting relationships among the schedule activities

Tools & Techniques

Activity list Activity Attributes Milestone list Project Scope Statement Organizational Process Assets

Precedence diagramming method PDM Dependency determination Applying leads and lags Schedule Network templates

Project Schedule Network Diagrams Project document updates

Outputs

Inputs

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

PRECEDENCE DIAGRAM METHOD

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 activities This is done using arrows
Finish to Start Finish to Finish

Activity A

Activity C

Activity E

Activity G

Activity B

Activity D

Activity F

Activity H

T
Start to Start

Start to Finish
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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

Finish to Start
A - Design B - Build

Finish to Finish
A - Review B - Rework

Start to Start
A - Procure
B - Inspect

Start to Finish A
B
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T I O

Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

DEPENDENCY DETERMINATION

MANDATORY DEPENDENCIES
Inherent in the nature of the work being done. They often involve physical limitations. Also, called as Hard Logic

DISCRETIONARY DEPENDENCIES

EXTERNAL DEPENDENCIES

Based on experience, desire or preferences.

Based on needs or dependencies outside the project

Also, called as Soft, Preferred, Preferential logic

An example: Design should be completed before construction

For example: Plumbing work done before electric work

Example: Environmental hearing before site preparation can begin on your project.

T I O
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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

A (5 days)

APPLY LEADS AND LAGS

B (5 days)

Total (10 days) A (5 days)

B (5 days)

Lead Allows acceleration of the successor event e.g. Design can start before requirements gathering is completed.

Lead (2 days)

Total (8 days)

A (5 days)

B (5 days)

T I O

Lag (2 days) Total (12 days)

Lag Directs a delay in the successor event e.g. A lag of 3 days needs to be introduced after the pouring of concrete to allow for curing

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

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

Activity list Activity attributes Resource calendars Organizational process assets Enterprise Environmental Factors

Expert judgment Alternatives analysis Published estimating data Bottom-up estimating Project management software

Tools & Techniques

Activity resource requirements Resource Breakdown Structure Project document updates

Outputs

Inputs

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

TOOLS & TECHNIQUES

EXPERT JUDGMENT ALTERNATIVE ANALYSIS Identify alternate ways of estimating resources Man or Machine Make or Buy PUBLISHED ESTIMATING DATA BOTTOM-UP ESTIMATING Decompose activity further PM SOFTWARE

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

RESOURCE BREAKDOWN STRUCTURE

Project A

Human Resources

Material

Equipment

Executive

Labor

Nomination

Electronic

Mechanical

Technology

Management

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

Process of approximating the number of work periods needed to complete individual activities with estimated resources
Activity List Activity Attributes Activity Resource requirements Resource Calendar Project scope statement Enterprise environmental factors Organizational Process Assets

Tools & Techniques

Expert judgment Analogous estimating Parametric Estimating Three point estimates Reserve analysis

Outputs

Inputs

Activity duration estimates Project document updates

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

Reserve, Contingency or Buffer

Reserve Analysis
Expert Judgment

Three Point Estimate, PERT Technique Analogous Estimates (Top Down)

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

Parametric Estimation
Leverage information from previous projects
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Work per unit * No. of units

Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

COMPARISON OF ESTIMATE MODELS

ANALOGOUS
Adopts Top Down approach Calculates based on estimates of similar projects Less expensive and Less Accurate

PARAMETRIC

THREE-POINT

Adopts Unit rate approach Calculates estimates based on Unit rate * No of units needed More Accurate Not applicable always

Adopts O/P/ML approach Calculates based on Optimistic, Pessimistic & More likely estimates PERT is more accurate Difficult when too many activities are to be estimated

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

Process of Analyzing activity sequences, durations, resource requirements and schedule constraints to create Project Schedule
Activity list Activity Attributes Project Schedule Network Diagrams Activity Resource Requirements Resource Calendar Activity duration estimates Project Scope Statement Enterprise environmental factors Organizational Process Assets

Tools & Techniques

Schedule Network Analysis Critical Path Method Critical Chain Method Resource Leveling What-if Scenario Analysis Adjusting Leads and Lags Schedule compression Scheduling tool

Outputs

Project schedule Schedule baseline Schedule data Project document updates

Inputs

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

Schedule Compression Crashing & Fast Tracking

Planning Softwares Scheduling Tool

Schedule Network Analysis

Calculate Early & Late Start & Finish

Apply Leads & Lags

Accelerate or Delay What-If Scenario MonteCarlo Analysis

Critical Path Method

Calculate Float (Slack)

Resource Leveling Smoothen the resource curve

Critical Chain Method

Adding Buffers
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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

CRITICAL PATH IN A NETWORK DIAGRAM

B,7

C,6

D,3

A,5

I, 8

E,4

F,4

G,3

H,4

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

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

SCHEDULE COMPRESSION TECHNIQUES

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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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

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

Y = number of data points for each value of X

1 2 3 4

Deviance from Mean

- 0.6827 - 0.9545 - 0.9973 - 0.99937

5
6

- 0.999994
- 0.999999

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

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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

PROJECT SCHEDULE
A detailed schedule of all the project activities along with timelines, resources, dependencies . Project schedule is normally represented at 3 levels MILESTONE SCHEDULE A Schedule chart depicting the major deliverables or key accomplishments of the project Eg: Completion of construction, Handover SUMMARY SCHEDULE A 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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Define Activities

Sequence Activities

Est. Activity Resources

Est. Activity Durations

Develop Schedule

Control Schedule

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

Tools & Techniques

Project management plan Project schedule Work Performance information Organizational process assets

Performance reviews Variance analysis Project management software Resource leveling What-if scenario analysis Adjusting leads and lags Schedule compression Scheduling tool

Work performance measurements Organizational Process Assets updates Change requests Project Management Plan updates Project document updates

Outputs

Inputs

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Monitor the schedule variance to ensure project is on-time Build a detailed schedule using various tools
Estimate resources and duration for sequenced activities

Sequence defined activities using network diagram Define activities by decomposing WBS further
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FLEXERCISE

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Q : Identify the critical Path in the activity list above and its duration?
Activity A B C D E F G H I Duration 5 7 6 3 4 4 3 4 8 Predecessor -A B C D,H A F G,I B

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 early finish time of _______ weeks Q : How many weeks can the activity F be allowed to slip?

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

B,7

C,6

D,3

A,5

I, 8

E,4

F,4

G,3

H,4

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Calculate Earliest time TE at each of the nodes

Step 1

TE= 5

TE= 12

TE= 12

TE= 18

TE= 18

TE= 21

B,7

C,6
TE= 12 TE= 20

D,3
TE= 21

A,5
TE= 0 TE= 5

I, 8

E,4
TE= 24 TE= 28

F,4
TE= 5 TE= 9 TE= 9

G,3
TE= 12 TE= 20 TE= 12

H,4
TE= 24

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

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Calculate Latest Finish time TL at each of the nodes

TL= 5 TL= 15 TL= 12 TL= 21 TL= 21 TL= 24

Step 2

B,7
TL= 5

TL= 15

C,6
TL= 20

D,3

A,5
TL= 0 TL= 13

TL= 12

I, 8

E,4
TL= 24 TL= 28

F,4
TL= 13 TL= 17

G,3
TL= 17 TL= 20 TL= 20

H,4
TL= 24

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

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Identify Critical Path

TL= 5 TE= 5 TL= 12 TE= 12 TL= 15 TE= 12 TL= 21 TE= 18 TL= 21 TE= 18 TL= 24 TE= 21

Step 3

B,7

C,6
TL= 12 TE= 12 TL= 20 TE= 20

D,3

A,5
TL= 0 TE= 0 TL= 5 TE= 5

I, 8

E,4
TL= 24 TE= 24 TL= 28 TE= 28

F,4
TL= 13 TE= 5 TL= 17 TE= 9

G,3
TL= 17 TE= 9 TL= 20 TE= 12 TL= 20 TE= 20

H,4
TL= 24 TE= 24

n The critical path is the Longest path, float less than or equal to specified value mostly Zero.
n Float / Slack time = Latest Finish time Earliest Finish time

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

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ACTIVITY

NORMAL TIME

CRASH TIME

NORMAL $

CRASH $

A B F H

5 7 4 4

4 6 3 3

8000 8000 9000 5000

10000 8500 15000 6500

= $2000/week
= $500/week

= $1500/week

Q : Suppose the Project Manager is allocated $2500 to perform crashing. How should he spend it?
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PERT Calculations
ACTIVITY Optimistic estimate

Step 1
Pessimistic estimate

Most likely estimate

Expected time

A B C D

2 2 5 5

3 7 7 8

8 8 10 10

(2 + 4*3 + 8)/6 = 3.7 = 6.3 = 7.2

= 7.8

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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PERT Calculations
ACTIVITY Optimistic estimate Most likely estimate Pessimistic estimate PERT Time
(OT+4*MLT+PT)/6

Step 2

Std Dev

(PT-OT)/6

A B

2 2

3 7

8 8

3.7 6.3

1 1

C
D

5
5

7
8

10
10

7.2
7.8

0.83
0.83

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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PERT Calculations
ACTIVITY Optimistic estimate Most likely estimate Pessimistic estimate PERT Time Std Dev

Step 3
Variance Std Dev ^2

(OT+4*MLT+PT )/6

(PT-OT)/6
1 1

A B

2 2

3 7

8 8

3.7 6.3

1 1

C
D

5
5

7
8

10
10

7.2
7.8

0.83
0.83

0.69
0.69

Calculate.
1. 2. 3. Expected time, assuming A,B,C and D are in the critical path. = 3.7+6.3+7.2+7.8 = 25 Standard deviation.

= Sqrt(1+1+0.69+0.69)=Sqrt(3.39)=1.84 (say 2) = 21 to 29 weeks (2 SD)

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With 95% probability what is the Range

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Workbook Section 3.5

A project manager working on a long duration project is having a tough 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

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Workbook Section 3.5

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

Finish to Finish Finish to Start Start to Finish Start to Start

46

Workbook Section 3.5

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

PERT Estimates
Analogous Estimate Parametric Estimate Bottom Up estimate

47

Workbook Section 3.5

Due to time constrain, a Project manager decides to add few people to 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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