Project Time Management

SEESION 5
Project Time Management
Eng.Mukhlis Mirghani
Project Time Management
• It includes the processes required to manage the

timely completion of the project.
• A schedule model is a representation of the plan
for executing the project’s activities including
durations, dependencies, and other planning
information
6.1 Plan Time Managements
DIFINTION KEY BENEFIT

The process of establishing: • it provides guidance and
•policies, direction on how the project
•procedures, schedule will be managed
•documentation throughout the project
for:
planning, developing, managing,
executing, and controlling
the project schedule.
.1 Project mgt
plan
.2 Project 1 Expert judgment
charter 2 Meetings 1 Schedule mgt
.3 EEF 3 Analytical plan
.4 OPA Techniques
INPUTS T&T
1 Project management plan

• e.g. Scope baseline (WBS) 3 Analytical Techniques
details used for defining choosing strategic options to
activities, duration estimate and schedule the
estimation. project such as:
2 Project charter •scheduling methodology
•scheduling T & T
• defines the summary •estimating approaches
milestone schedule •project mgt software
OUTPUTS
1 Schedule management plan • Project schedule model
• Project schedule model maintenance
development to update the status and record
The scheduling methodology and the progress of the project in the
schedule model during the
scheduling tool to be used) execution
• Level of accuracy • Control thresholds
• Units of measure (such as staff Variance thresholds for monitoring
hours, staff days, or weeks for schedule performance % deviations
time measures, or meters, liters, from the parameters established in
tons, kilometers) the baseline plan
• Process descriptions
• Reporting formats
6.2 Define Activities

The process of : • to break down work packages
identifying and documenting into activities that provide a
basis for
the specific actions to be
performed to produce the estimating, scheduling,
project deliverables. executing, monitoring, and
controlling the project work
.1 Schedule mgt plan
.2 Scope baseline .1 Decomposition
.1 Activity list
.3 EEF .2 Rolling wave
.2 Activity attributes
.4 OPA planning
.3 Milestone list
.3 Expert judgment
INPUTS
.1 Schedule mgt plan (Guidance, process description)
.2 Scope baseline
• The project WBS, deliverables, (what will be
decomposed )
.4 OPA
• activity lists used by previous similar projects,
• Standardized processes,
• Templates that contain a standard activity list
Tools & Techniques
.1 Decomposition
• A technique used for dividing and subdividing the work package into
activities
• The Define Activities process defines the final outputs as activities
rather than deliverables, as done in the Create WBS process
.2 Rolling wave planning
Plan in detail what in near tem It is a form of progressive elaboration
OUTPUTS
.1 Activity list
oa comprehensive list that includes all schedule activities required on the
project
oincludes the activity identifier and a scope of work description for each
activity in sufficient detail
oActivity begin with verb, has object (may has subject)
.2 Activity attributes (evolve over time)
oactivity identifier (ID), WBS ID, and activity label or name, and when
completed, activity description, predecessor, successor, logical
relationships, leads and lags, resource requirements, constraints, and
assumptions
.3 Milestone list (zero duration)
oA milestone is a significant pointEng.Mukhlis
or event Mirghani in a project
6.3 Sequence Activities

The process of : • it defines the logical sequence
of work to obtain the greatest
• identifying and documenting efficiency given all project
relationships among the constraints
project activities.
.2 Activity list
.3 Activity attributes .1 Precedence
.4 Milestone list 1 Project schedule
diagramming method
.5 Project scope network diagrams
(PDM)
statement .2 Project
.2 Dependency
.6 EEF documents updates
determination
.7 OPA .3 Leads and lags
INPUTS
1 Schedule mgt plan guidance how the activities may be sequenced.
.2 Activity list all activities which are to be sequenced
.3 Activity attributes describe a necessary sequence of events
.4 Milestone list
scheduled dates for specific milestones, which may influence the way
activities are sequenced
.5 Project scope statement
product scope description, which includes product characteristics may
affect activity sequencing, such as the physical layout of a plant to be
constructed
.6 EEF (scheduling tool)
T&T
1 Precedence Diagramming Method
• activities are represented by nodes and are graphically linked by one
or more logical relationships to show the sequence in which the
activities are to be performed
• Used 4 Relationship Types:
oFinish-to-start (FS).
oFinish-to-finish (FF).
oStart-to-start (SS).
oStart-to-finish (SF).
2 Leads and lags
Lead: to accelerate the successor
Lag: to delay the successor
T&T
3 Dependency determination
Mandatory dependencies (contract, physical limitation)

Discretionary dependencies (best practice)
External dependencies (non-project activities usually out of project team
CONTROL)
Internal dependencies (project activities usually IN project team CONTROL)
Dependency has four attributes, but two can be applicable at the same time in
following ways:
1. mandatory external dependencies,
2. mandatory internal dependencies,
3. discretionary external dependencies,
4. discretionary internal dependencies
T & T cont.
Leads and lag Relationship Types
OUTPUTS
.1 Project schedule network diagrams

• Graphical representation of the logical relationships, also
referred to as dependencies, among the project schedule
activities
• Manually or by software
.2 Project documents updates
• Activity lists,
• Activity attributes e.g. successor, predecessor
6.4 Estimate Activities Resources

The process of: • it identifies the type,
quantity, and characteristics
• estimating the type and of resources required to
quantities of material, complete the activity which
human resources, allows more accurate cost and
equipment, or supplies duration estimates
required to perform each
activity.
.1 Schedule mgt
plan
.2 Activity list
.3 Activity .1 Expert .1 Activity
attributes judgment resource
.4 Resource .2 Alternative requirements
calendars analysis .2 RBS
.5 Risk register .3 Published .3 Project
.6 Activity cost estimating data documents
estimates .4 Bottom-up updates
.7 EEF estimating
.8 OPA .5 Project mgt
software
INPUTS
.1 Schedule management plan 6 Activity cost estimates
• the units of measure for the The cost of resources may impact
resources to be estimated resource selection
.2 Activity list .7 EEF
.4 Resource calendars resource location, availability, and
skills (AFFECT)
WHEN and HOW LONG the
resources are available .8 OPA
.5 Risk register Historical information regarding
types of resources used for
Risk events may impact resource similar previous projects
selection and availability
Policies and procedures regarding
staffing AND rental and purchase
of supplies and equipment
Tools & Techniques
.4 Bottom-up estimating
.2 Alternative analysis
• When an activity cannot be
• Hand versus automated estimated with a reasonable degree
• make- or-buy decisions of confidence,
.3 Published estimating data • the work within the activity is
decomposed into more detail.
• production rates and unit costs
of resources • then aggregated into a total
quantity for each of the activity’s
• Cost of labor, material, and resources
equipment
.5 Project mgt software.
• e.g. scheduling software tool to
plan, organize, and manage
resource pools and develop
OUTPUTS
.1 Activity resource req. .2 RBS

• TYPES and QUANTITIES of A HIERARCHICAL
resources required for each representation of resources
activity by category and type
• then can be aggregated to .3 Project documents
determine the estimated updates
resources for each work • Activity list,
package and each work
period • Activity attributes, and
• Resource calendars
Sample of RBS
Software Product
Release 5.0
Project Product Integration and

Detail Design Construct
Management Requirements Test
planning Software Software
User User
Meeting
documentation documentation
Training Program Training Program

Administration
Materials Materials
6.5 Estimate Activity Durations

The process of : • it provides the amount of time
each activity will take to
• estimating the number of complete, which is a major
work periods needed to input into the Develop
complete Schedule process
individual activities with
estimated resources
.1 Schedule mgt plan .1 Expert
.2 Activity list judgment
.3 Activity attributes .2 Analogous .1 Activity duration
.4 Activity resource estimating estimates
req .3 Parametric .2 Project
.5 Resource calendars estimating documents
.6 Project scope .4 Three-point updates
statement estimating
.7 Risk register .5 Group decision-
.8 RBS making techniques
.9 EEF .6 Reserve analysis
.10 OPA
INPUTS
.1 Schedule mgt plan .7 Risk register
• defines the method used .8 Resource breakdown structure
• the level of accuracy .9 EEF
.4 Activity resource requirements • Productivity metrics,
• The LEVEL of resources assigned • Published commercial information,
IMPACT the duration of the activity and
(Senior or Junior, machinery or • Location of team members
manual)
.5 Resource calendars .10 OPA
availability of specific resources e.g. • Historical duration information,
full-time basis or partial take LONGER • Project calendars,
or LESS • Scheduling methodology, and
.6 Project scope statement • Lessons learned
(assumptions / constraints)
Existing conditions / contract terms
Tools & Techniques
2 Analogous estimating
• Experts using Historical information for similar activities
• When no sufficient info.
• Accurate
• Time consuming LESS
• Cost
• Applied for total project or to segments
.3 Parametric estimating
• More accurate depend on the sophistication of the model.
• Use statistical relationships between hist. info. and other variable (equation).
.5 Group decision-making techniques
• Involvement of the project team in estimating process increases enhances
BUY-IN CONCEPT
Tools & Techniques
.4 Three-point estimating
• considering estimation uncertainty and risk
• PERT uses Most likely (tM), Optimistic (tO), Pessimistic (tP)
• Triangular Distribution. tE = (tO + tM + tP) / 3
• Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6
.6 Reserve analysis
means adding extra time to the schedule (called a contingency reserve or a
buffer) to account for extra risk
• Contingency reserves are the estimated duration within the schedule baseline
to address the “known-unknowns”
• Management reserve is not included in the schedule baseline, but it is part
of the overall project duration requirements to address the “unknown unknowns”
OUTPUTS
.1 Activity duration estimates

Quantitative assessments of the likely number of time
periods that are required to complete an activity (2
weeks ± 2 days)
.2 Project documents updates
• Activity attributes; and
• Assumptions made in developing the activity duration
estimate
Develop schedule Brings
everything you’ve done so far
together into one final
schedule.
All of the outputs from the
other Time Management
processes are inputs to
Develop Schedule.
6.6 Develop Schedule

The process of : • The KB is that by entering
schedule activities,
• analyzing activity durations, resources,
sequences, durations, resource availabilities, and
resource requirements, and logical relationships into the
schedule constraints to scheduling tool, it generates a
create the project schedule schedule model with planned
model dates for completing project
activities
.2 Activity list
.3 Activity attributes .1 Schedule
4 Prg. schedule network .1 Schedule baseline
diag.
network analysis .2 Project schedule
.5 Activity resource req.
.6 Resource calendars .2 CPM .3 Schedule data
.7 Activity duration .3 CCM .4 Project
estimates .4 Resource calendars
.8 Project scope optimization tec. .5 Project mgt plan
statement .5 Modeling tec. updates
.9 Risk register
.6 Leads and lags .6 Project
.10 Project staff
assignments .7 Schedule documents
.11 RBS compression updates
.8 Scheduling tool
INPUTS
.1 Schedule management plan
.7 Activity duration estimates
scheduling method and tool used to
create the schedule DURATIONS will be used to calculate
the schedule
.2 Activity list
.8 Project scope statement
activity list identifies the activities
that will be included in the schedule Assumptions and constraints that can
model impact the development of the
project schedule
.3 Activity attributes
.9 Risk register
provide the details used to build the
schedule model .10 Project staff assignments
.4 Project schedule network diagrams .11 RBS
Contain the logical relationships of .12 EFF (e.g. Scheduling tool to be
predecessors and successors that will used in developing the schedule
be used to calculate the schedule model)
.5 Activity resource requirements .13 OPA (e.g. project calendars may
influence develop schedule process)
.6 Resource calendars
Tools & Techniques
.1 Schedule network analysis .5 Modeling techniques

What-If Scenario Analysis “What if
• It employs various analytical the situation represented by
techniques, such as critical scenario ‘X’ happens?”
path method, critical chain used to :
method, what-if analysis, and • Assesses the feasibility of the
project schedule under adverse
resource optimization conditions, and
• techniques to calculate the Simulation Monte Carlo analysis
early and late start and finish calculating multiple project
durations with different sets of
dates for the uncompleted activity assumptions, usually using
portions of project activities probability distributions
constructed from the three-point
estimates
CPM
estimate the minimum
project duration and
shows schedule
flexibility.
analysis technique
calculates the ES, EF
(forward pass), LS & LF
dates (backward pass)
regardless resource
limitations.
CCM
Resource Dependencies are used to determine
the critical path.
Project Buffer
Feeding Buffer
ALAP = CCM managing Buffers
ASAP = CPM managing Total Float
4.Resource
Optimization tech.
• when shared or critically
required resources are only
available at certain times, or in
limited quantities,
• over-allocation, ONE (R)
assigned to two or more
activities @ same time
• cause the original critical path
to change, usually to increase
• Resource smoothing ( CP not
changed)
• Resource leveling,(CP changed)
T & T cont.
.6 Applying Leads and lags Fast tracking
which activities or phases normally
done in sequence are performed in
parallel for at least a portion of
their duration
only works if activities can be
.7 Schedule compression overlapped to shorten the project
duration
Crashing
may result in rework and increased
• shorten the schedule duration for risk
the least incremental cost
.8 Scheduling tool
• Applied on the critical path where
additional resources will shorten the Automated scheduling tools contain
activity’s duration the schedule model and expedite
the scheduling process
• may result in increased risk and/or
cost
Important Terms
• Total Float the amount of time that a schedule activity
can be delayed or extended from its early start date
without delaying the project finish date.
• Free Float the amount of time that a schedule activity
can be delayed without delaying the early start date of
any successor
• CP normally characterized by zero total float on the
critical path
• CP is the longest path through a project (The shortest
possible project duration.)
OUTPUTS
.1 Schedule baseline
.3 Schedule data
• the approved version of a schedule
model .4 Project calendars
• used as a basis for comparison to actual working days and shifts that are
results available for scheduled activities
• a component of the project mgt plan may require more than one project
calendar
.2 Project schedule
.5 Project mgt plan updates (schedule
an output of a schedule model that mgt plan, schedule baseline)
presents linked activities with planned
dates, durations, milestones, and .6 Project documents updates
resources activity attributes,
Bar charts (Gantt charts) activity resource requirements
Milestone chart (completion of major (Resource leveling effect estimates or
deliverables and key external interfaces) the types and quantities of resources
required)
Project schedule network diagram Eng.Mukhlis Mirghani
6.7 Control Schedule

The process of : • it provides the means to
recognize deviation from the
• monitoring the status of plan and take corrective and
project activities to update preventive actions and thus
project progress and minimize risk
manage changes to the
schedule baseline to achieve
the plan.
.1 Performance
reviews
.2 Project mgt .1 WPI
software .2 Schedule
.3 Resource forecasts
1 Project mgt plan optimization .3 Change requests
.2 Project schedule techniques .4 Project mgt plan
.3 WPD .4 Modeling updates
.4 Project techniques .5 Project
calendars .5 Leads and lags documents
.5 Schedule data .6 Schedule updates
.6 OPA compression .6 OPA updates
.7 Scheduling tool
INPUTS
.1 Project mgt plan
oSchedule mgt Plan how project schedule will be manage and control
(GUIDE)
oSchedule Baseline to be compared to the actual results
.2 Project schedule (Most Recent Version)
.3 WPD
• information about project progress such as which activities have
started and which activities have finished
• *update project progress “main function of control schedule”
.5 Schedule data
will be reviewed and updated
Tools & Techniques
.1 Performance reviews .4 Modeling tech.
• measure, compare, and analyze • used to review various scenarios
schedule performance such as actual guided by risk monitoring to bring the
start and finish dates, percent schedule model into alignment with
complete..techniques used: the project management plan and
Trend analysis approved baseline
Critical path method (CP) .5 Leads and lags (adjusting)
Critical chain method (BUFFERS) • to bring project activities that are
behind into alignment with the plan
Earned value management
.6 Schedule compression
.2 Project mgt software
.7 Scheduling tool
• to track planned dates versus actual
dates and to forecast the effects of manual methods or other project
changes to the project schedule model management software
OUTPUTS
.1 WPI oSchedule Baseline Updates. (caused by
SV and SPI for WBS components, in change)
particular the work packages and oSchedule management plan
control accounts, are documented and o Cost Baseline
communicated to stakeholders
reflect approved change requests or
.2 Schedule forecast changes caused by compression
Forecasts are updated and reissued techniques)
based on work performance .5 Project documents updates
information provided as the project is
executed (includes earned value Risk register
performance indicators) .6 OPA updates
.3Change requests Causes of variances, lessons learned
Schedule variance Analysis can result in
a change request
.4 Project mgt plan updates
ANY
Questions !!
Thanks for your
attention!!

Project Time Management

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SEESION 5

Project Time Management

• It includes the processes required to manage the

DIFINTION KEY BENEFIT

1 Project management plan

DIFINTION KEY BENEFIT

DIFINTION KEY BENEFIT

Mandatory dependencies (contract, physical limitation)

.1 Project schedule network diagrams

DIFINTION KEY BENEFIT

.1 Activity resource req. .2 RBS

Project Product Integration and

planning Software Software

Training Program Training Program

DIFINTION KEY BENEFIT

.1 Activity duration estimates

DIFINTION KEY BENEFIT

.1 Schedule network analysis .5 Modeling techniques

DIFINTION KEY BENEFIT

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