A3004 Time Rev1 23sep15

pmbok-141
module 4.
Project
Time
Management
PMI is abbreviation for Project Management Institute as well as

trade and service mark registered in the United States and other
nations; PMBOK, is trademarks of the Project Management
Institute.
Copyright 2015 PII BKTI All rights reserved.

Modul-Baku
Project Management
mengacu pada
Standar Kompetensi
Kerja
Nasional Indonesia
SKKNI
dari
LPJK
module 4 Project Time Management
30
pmbok-141
Project Time Management

the processes required to manage
timely completion of the project

pmbok- 50 & 61
54
pmbok-143
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities 6.7
6.4 Estimate Activity Resources Control Schedule

6.5 Estimate Activity Duration
Monitoring &
6.6 Develop Schedule Controlling
Planning
Initiating Closing
Executing

A B C D E pmbok-145
31
6.1. Plan Schedule The process of establishing the policies,
procedures, and documentation for
Management planning, developing, managing, executing
and control the project schedule.
Input Tools & Techniques Output

35
33
1. Project management 1. Expert judgment 1. Schedule

plan 2. Analytical techniques
2. Project charter 343. Meetings management
3. Enterprise
36
plan
environmental factors
4. Organizational process
assets

Plan Schedule Management

Data Flow Diagram
pmbok-146
6.1.1.3. Enterprise Environmental Factors (EEF)

that influence the Plan Schedule Management process
1. Organizational culture and structure can all influence schedule management;

2. Resource availability and skills that may influence schedule planning;
3. Project management software provides the scheduling tool and alternative
possibilities for managing the schedule;
4. Published commercial information, such as resource productivity information, is
often available from
5. commercial databases that track; and
6. Organizational work authorization systems.

pmbok-147
6.1.1.4. Organizational Process Assets (OPA)

1. Monitoring and reporting tools to be used;

2. Historical information;
3. Schedule control tools;
4. Existing formal and informal schedule control related policies, procedures, and
guidelines;
5. Templates;
6. Project closure guidelines;
7. Change control procedures; and
8. Risk control procedures including risk categories, probability definition and impact,
and probability and
9. impact matrix.

pmbok-147
6.1.2.1. Expert Judgment

1. Historical Information:
Environment
Information from prior similar projects.
2. Combine methods and differences between them.
3. Judgment based upon expertise in an application area:

Knowledge Area,
Discipline,
Industry,

A B C D E pmbok-149
31
6.2 The process of identifying the specific
Define Activities actions to be performed to produce the
project deliverables
32 Input Tools & Techniques Output

33
35
1. Schedule management 1. Decomposition 1. Activity list

plan 2. Rolling wave planning 2. Activity attributes
2. Scope baseline 343. Expert judgment
3. Milestone list
36
3. Enterprise
assets

Define Activities
Data Flow Diagram
pmbok-151

that influence the Define Activities process
1. Organizational cultures and structure,

2. Published commercial information from commercial databases, and
3. Project management information system (PMIS).

1. Lessons learned knowledge base containing historical information regarding

activity lists used by previous similar projects,
2. Standardized processes,
3. Templates that contain a standard activity list or a portion of an activity list from a
previous project, and
4. Existing formal and informal activity planning-related policies, procedures, and
guidelines, such as the scheduling methodology, that are considered in developing
the activity definitions.

pmbok-152

Project team members or other experts, who are experienced and skilled in:
1. Developing detailed project scope statements,

2. The WBS,
3. Project schedules,

6.2.2.2
pmbok-152
Define Activities
Rolling Wave Planning

37
a form of progressive
elaboration planning - the work
to be accomplished in the near
term is planned in detail ,
and future work is planned at a
higher level of the WBS

A B C D E pmbok-153
6.3
38 Identifying and documenting relationships
Sequence Activities among the project activities

40 41
Schedule management Precedence diagramming 1. Project schedule

plan method (PDM) network diagrams
.2 Activity list .2 Dependency 2. Project documents
.3 Activity attributes determination updates
.4 Milestone list .3 Leads and lags
.5 Project scope statement
39
.6 Enterprise environmental
factors
.7 Organizational process
assets

Sequence Activities
Data Flow Diagram
pmbok-155

that influence the Sequence Activities process
1. Government or industry standards,

2. Project management information system (PMIS),
3. Scheduling tool, and
4. Company work authorization systems.

that influence the Sequence Activities process
1. Project files from the corporate knowledge base used for scheduling methodology,
2. Existing formal and informal activity planning-related policies, procedures, and
guidelines, such as the scheduling methodology that are considered in developing
logical relationships, and templates that can be used to expedite the preparation of
networks of project activities.
3. Related activity attributes information in templates can also contain additional
descriptive information useful in sequencing activities.
6.3.2.1
pmbok-160
42
Precedence Diagramming Method (PDM)

Sequence 12 activities, 23 logic diagram
Activities
A B
C D E
Begin H F G End
I J
K L
certified:
1. ISO 9001:2008
2. ISO14001:2004
3. OHSAS 18001:2007
pmbok-156
Sequence Precedence Diagramming Method (PDM)
Activities
ES : Earliest Start
ES EF ES EF EF : Earliest Finish
Activity Name 1 Activity Name 2
Duration (D) Duration (D)
LS LF LS LF LS : Latest Start
LF : Latest Finish
Earliest Finish (EF)

(EF) = (ES) + (D) - 1 Float (F)
(F) = (LS) - (ES) = (LF) - (EF)
Latest Start (LS) Critical path F = 0
(LS) = (LF) - (D) + 1
pmbok-156
43 84
Sequence
Precedence Relationship Types
Activities
FS
Finish to Start Activity A Activity B
Activity A
Start to Start SS
Activity B
Activity A
FF
Finish to Finish Activity B
Activity A
Start to Finish Activity B
SF
6.3.2.3
pmbok-158
44
Sequence Leads and Lags

Activities
A
Leads
FS 5 days
B
A
Lags
B
FS + 5 days

Sequence
Precedence Calculation
Activities
Forward Calculation
Backward Calculation
6.6.2.2
pmbok-176
Sequence
Critical Path Identification and Float
Activities
Early Late Total
Activity Duration
Start Finish Finish FLOAT
No. (Day) Start (LS)
(ES) (EF) (LF) (TF)
A10 2 1 2 1 2 0
A20 3 3 5 5 7 2
A30 1 6 6 8 8 2
A40 4 3 6 3 6 0
A50 2 7 8 7 8 0
A60 5 9 13 9 13 0
Total FLOAT (TF) = (LS) - (ES) = (LF) - (EF)

Total FLOAT = 0 (Critical Path)
6.3.2.2
pmbok-157
Sequence
Dependency Determination
Activities
Mandatory
45 Dependency (Hard Logic)
Discretionary
46 Dependency (Soft Logic)
External Dependency

certified:
1. ISO 9001:2008
2. ISO14001:2004
3. OHSAS 18001:2007
A B C D E pmbok-160
6.4. Estimate Activity Estimating the type and quantities of material,

Resources 47
people, equipment, or supplies required to
perform each activity
Input Tools & Techniques 52

Output
50
48
1. Schedule management 1. Expert judgment 1. Activity resource

plan 2. Alternative analysis requirements
2. Activity list 3. Published estimating 2. Resource breakdown
data structure
3. Activity attributes 3. Project documents
4. Resource calendars 4. Bottom-up estimating
updates
5. Risk register 5. Project management
6. Activity cost estimates software
7. Enterprise
51
49
assets

Estimate Activity Resources

Data Flow Diagram
pmbok-163

that influence the Estimate Activities Recourses process
1. resource location,
2. resource availability,
3. resource skills.

1. Policies and procedures regarding staffing,

2. Policies and procedures relating to rental and purchase of supplies and
equipment, and
3. Historical information regarding types of resources used for similar work
on previous projects.

pmbok-164

1. Expert judgment is often required to assess the resource-related inputs

to this process.
2. Any group or person with specialized knowledge in resource planning

and estimating can provide such expertise.

A B C D E pmbok-165
6.5 Estimate Activity Estimating the number of work periods that

53
Durations needed to complete individual schedule
activities with estimated resources

77
1. Schedule management 1. Expert judgment 1.

58 Activity duration
plan 2. Analogous estimating estimates
2. Activity list 783. 2. Project documents
Parametric estimating
3. Activity attributes
554. Activity resource
4. Three-point estimating updates
requirements 5. Group decision-making
5. Resource calendars techniques
6. Project scope statement 6. Reserve analysis
7. Risk register
8. Resource breakdown 57
structure
9. Enterprise environmental
factors
10. .Organizational process
56
assets
Estimate Activity Durations

Data Flow Diagram
pmbok-169

that influence the Estimate Activities Durations process
1. Duration estimating databases and other reference data,

2. Productivity metrics,
3. Published commercial information, and
4. Location of team members.

1. Historical duration information,

2. Project calendars,
3. Scheduling methodology, and
4. Lessons learned.
pmbok-169

Historical information from prior similar projects.
1. duration estimate information

2. recommended maximum activity durations

6.5.2.2
pmbok-169
Estimate Activity Duration
59 Analogous Estimating
Duration Estimation Method 82

Parametric Estimating
Three-Point Estimating

6.5.2.4
pmbok-170
Estimate Activity Duration
83
Most Likely
Three-Point Estimating Optimistic
Pessimistic

A B C D E pmbok-172
61
Analyzing activity sequences, durations,

6.6 Develop Schedule resource requirements, and schedule
constraints to create the project schedule.
Input 62
Tools & Techniques Output
1. Schedule management plan 1. Schedule network 63 1. Schedule baseline
2. Activity list analysis 2. Project schedule
3. Activity attributes
2. Critical path method 89 3. Schedule data
4. Project schedule network
diagrams
3. Critical chain method 4. Project calendars
5. Activity resource requirements76 4. Resource optimization 5. Project
6. Resource calendars techniques management plan
7. Activity duration estimates 5. Modeling techniques updates
60
8. Project scope statement 6. Leads and lags 6. Project documents
9. Risk register 7. Schedule updates
10. Project staff assignments compression
11. Resource breakdown structure
8. Scheduling tool
12. Enterprise environmental factors
13. Organizational process assets

Develop Schedule
Data Flow Diagram
pmbok-176

that influence the Develop Schedule process
1. Standards,
2. Communication channels, and
3. Scheduling tool to be used in developing the schedule model.

that influence the Develop Schedule process
1. scheduling methodology and project calendar(s).

6.6.2.2
pmbok-176
Develop
Schedule 64
Critical Path Method
determine the amount of scheduling
flexibility (the amount of float) on various
logical network paths in the project
schedule network, and to determine the
minimum total project duration. 65
Critical Chain Method

adds duration buffers that are non-work
schedule activities to maintain focus on
the planned activity durations

6.6.2.7
pmbok-181
Develop
Schedule
66 Fast Tracking
Compressing Project Schedule
Crashing
Schedule Compression Taking action to decrease project duration
1. Increase productivity
2. Increase manpower
3. Work overtime
4. Reduce the scope of work (if possible)
5. Subcontracting part of the work

pmbok-182
67
Bar-Chart Schedule
JUL AUG SEP OCT NOV
Building Construction
Electrical Equipment
Mechanical
Equipment
Cold Test
Hot Test
Performance Test
68 pmbok-182
Milestones Schedule
JUL AUG SEP OCT NOV
Mechanical
Equipment
Cold Test
Hot Test
Performance Test
Hierarchy of Scheduling
Executive Management MILESTONE SCHEDULE

level-1
CONTRACT MASTER SCHEDULE
level-2
Senior Project Management
Precedence Network Schedule
Planning Engineer level-3
WORKING DETAIL
TWO WEEK LOOKAHEAD SCHEDULE
WEEK 1 WEEK 2 DESCRIPTION WEEK 3 WEEK 4
level-4
Activity-1
Activity-2
Activity-3
Crew Supervisors Activity-4
Activity-5
Activity-6

80
81
Workgroup Session:
How to Develop Project Schedule
A B C D E pmbok-185
6.7. Control Schedule The process of monitoring the status of the

project progress and manage changes to the
schedule baseline
70
72 74
1. Project management plan 1. Performance reviews 1. Work performance

2. Project schedule 2. Project management information
3. Work performance data software 2. Schedule forecasts
4. Project calendars
3. Resource optimization 3. Change requests
5. Schedule data
techniques 4. Project management
assets 4. Modeling techniques plan updates
71 735. Leads and lags 75
5. Project documents
6. Schedule compression updates
7. Scheduling tool 6. Organizational
process assets
updates

Control Schedule
Data Flow Diagram
pmbok-188
6.7. Enterprise Environmental Factors (EEF)

that influence the Control Schedule process
1. n/a

that influence the Control Schedule process
1. Existing formal and informal schedule control-related policies,

procedures, and guidelines;
2. Schedule control tools; and
3. Monitoring and reporting methods to be used.

69
Control Schedule
JUL AUG SEP OCT NOV
Planned
Actual : 73%
Planned Planned
Actual : 40%
Mechanical Planned Planned
Equipment Actual : 63%
Planned
Cold Test
Hot Test
Performance Test
Control Schedule Using Project Management Software

WORK BREAKDOWN STRUCTURE
25 MOVING OFFICE
MOVING OFFICE LEVEL 1
SUBCONTRACTING FURNITURE DISCONNECTING & MOVING ITEMS PACK / UNPACK

DISMANTLING RECONNECTING LEVEL 2
REASSEMBLE ELECTRICAL & PLUMBING
INVITATION FURNITURE DISCONNECT RUTE PLAN PACKING

DISMANTLING LEVEL 3
BID TRANSPORTATION
DESK, CHAIRS PREPARE TOOLS LABELING LEVEL 4
EVALUATION CUPBOARDS P.I.C ITEM LIST BOX
RACKS RECONNECT UNPACKING

AWARD
COMPUTER FAC.
MISC. PREPARE TOOLS
FURNITURE P.I.C
REASSEMBLE

25

18
Pm150c
top

10

35

36

36

33

19
Contoh schedule baseline

89

41

44

44

www.bkti-pii.or.id

A3004 Time Rev1 23sep15

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pmbok-141

PMI is abbreviation for Project Management Institute as well as

Copyright 2015 PII BKTI All rights reserved.

Project Time Management

Copyright 2015 PII BKTI All rights reserved.

6.4 Estimate Activity Resources Control Schedule

Copyright 2015 PII BKTI All rights reserved.

Input Tools & Techniques Output

1. Project management 1. Expert judgment 1. Schedule

Copyright 2015 PII BKTI All rights reserved.

Plan Schedule Management

6.1.1.3. Enterprise Environmental Factors (EEF)

1. Organizational culture and structure can all influence schedule management;

Copyright 2015 PII BKTI All rights reserved.

6.1.1.4. Organizational Process Assets (OPA)

1. Monitoring and reporting tools to be used;

Copyright 2015 PII BKTI All rights reserved.

6.1.2.1. Expert Judgment

2. Combine methods and differences between them.

3. Judgment based upon expertise in an application area:

Copyright 2015 PII BKTI All rights reserved.

32 Input Tools & Techniques Output

1. Schedule management 1. Decomposition 1. Activity list

Copyright 2015 PII BKTI All rights reserved.

6.2.1.3. Enterprise Environmental Factors (EEF)

1. Organizational cultures and structure,

6.2.1.4. Organizational Process Assets (OPA)

1. Lessons learned knowledge base containing historical information regarding

Copyright 2015 PII BKTI All rights reserved.

6.2.2.3. Expert Judgment

1. Developing detailed project scope statements,

Copyright 2015 PII BKTI All rights reserved.

Rolling Wave Planning

Copyright 2015 PII BKTI All rights reserved.

Input Tools & Techniques Output

Schedule management Precedence diagramming 1. Project schedule

Copyright 2015 PII BKTI All rights reserved.

6.3.1.6. Enterprise Environmental Factors (EEF)

1. Government or industry standards,

6.3.1.7. Organizational Process Assets (OPA)

Precedence Diagramming Method (PDM)

Earliest Finish (EF)

Sequence Leads and Lags

Copyright 2015 PII BKTI All rights reserved.

Total FLOAT (TF) = (LS) - (ES) = (LF) - (EF)

Copyright 2015 PII BKTI All rights reserved.

6.4. Estimate Activity Estimating the type and quantities of material,

Input Tools & Techniques 52

1. Schedule management 1. Expert judgment 1. Activity resource

Copyright 2015 PII BKTI All rights reserved.

Estimate Activity Resources

6.4.1.7. Enterprise Environmental Factors (EEF)

6.4.1.8. Organizational Process Assets (OPA)

1. Policies and procedures regarding staffing,

Copyright 2015 PII BKTI All rights reserved.

6.4.2.1. Expert Judgment

1. Expert judgment is often required to assess the resource-related inputs

2. Any group or person with specialized knowledge in resource planning

Copyright 2015 PII BKTI All rights reserved.

6.5 Estimate Activity Estimating the number of work periods that

Input Tools & Techniques Output

1. Schedule management 1. Expert judgment 1.

Estimate Activity Durations