Chapter 6 of PMBOK

Project Time Management Processes

Project time management includes the processes required to manage timely completion of the project.


Activity Definition:


The process of Identifying the specific schedule activities required to create specific project deliverables The process of Identifying and documenting relationships (dependencies) among project activities The process of estimating the type and quantities of resources required to perform each schedule activity

Activity Sequencing:


Activity Resource Estimation:



Project Time Management Processes



Activity Duration Estimation:



The process of estimating the number of work periods that will be needed to complete individual schedule activities The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline.

Schedule Development:


Schedule Control:


Activity Definition
 

Define activities is the process of identifying the specific actions to be performed to produce the project deliverables. The create WBS process identifies the deliverables at the lowest level in the WBS, the work package. Project work packages are decomposed into smaller components called activities that represent the work necessary to complete the work package. These activities provide basis for estimating, scheduling, executing and monitoring and controlling the project work sot that the project objectives are met.

Activity Definition cont



 

An activity is an element of a work package that has an expected duration, cost, and resource requirement. Activities involve finer dissections (decomposition) of the WBS into actions that must be done to estimate and schedule the work package components. Activities output Actions WBS output Deliverables

Activity Definition
Inputs Tools & Techniques Outputs
Activity List Activity Attributes Milestone List Requested Changes (Corrective / Preventive) Enterprise Environmental Factors Decomposition Organizational Process Assets Project Scope Statement Work Breakdown Structure WBS Dictionary Project Management Plan Templates Rolling Wave Planning Expert Judgment Planning Component

Inputs


Enterprise Environmental Factors: These are

organizational factors that influence the project s success. They include company culture, standards, facilities, HR and its administration, stakeholder risk tolerance, PMIS, work authorization, databases, marketplace and others. Organizational Process Assets: These include policies, procedures, plans and guidelines as well as lessons learned from previous projects. Project Scope Statement: Describes the project s deliverables and the work required to create those deliverables, and discusses constraints and assumptions.

Inputs


Work Breakdown Structure: The WBS defines and

organizes the total scope of the project, and is a primary input to schedule activity definition. Work not included in the WBS is outside the scope of the project. People who will do the work should participate in planning the work and creating their parts of the WBS WBS Dictionary: The WBS dictionary describes the detailed content of the WBS work packages, and is a primary input to schedule activity definition. Project Management Plan: The PM Plan defines, integrates and coordinates all other plans. It is updated by the ICC process.

Tools and Techniques



Decomposition:


Decomposition, as applied to activity definition, is the subdivision of work packages into smaller, more manageable components called schedule activities. The lowest level of a WBS is the work package and the outputs are deliverables. Activity definition further decomposes the work packages so that the final inputs are schedule activities (actions), rather than deliverables

Tools and Techniques cont



Templates:
 

An activity list from a previous project can be used as a template for a new project. Activity information in templates can include resource skills, level of effort, identified risks, deliverables and schedule milestone Progressive elaboration of the plan throughout the project life cycle. Work accomplished in the near term is elaborated at a greater level of detail at a low level of the WBS, work in the future is planned at a higher level of the WBS Comes from Project team, senior management, and others.

Rolling Wave Planning:

 

Expert Judgment:


Outputs


Activity List: A comprehensive list of all activities

planned. The activity list will be used in activity sequencing and activity duration estimating, and it may be consulted in resource estimating. It is advisable, therefore, to include the activity identifier, the name of the activity, and a description of its scope of work Activity Attributes: Activity attributes are extensions of the activity listings and include the activity identifier, activity code, description, predecessor and successor activities, logical relationships, leads and lags, resource requirements, work owner, and constraints and assumptions. These attributes are used for project schedule development.

Outputs cont


Milestone List: The list identifies all schedule

milestones and indicates if the milestone is mandatory (required by contract) or optional (based on project requirements or historical information). The milestones in this list are used in the schedule model.

Requested Changes (Corrective / Preventive):

Changes to the scope statement and WBS may be developed during the Activity Definition process. If so, they are handled through the ICC process

Activity Sequencing


Activity sequencing means identifying and then documenting logical relationships among schedule activities. Accurate and complete activity sequencing is critical to developing accurate, realistic, and achievable schedules. Schedule activities can be sequenced using precedence relationships, and leads & lags, to develop the project schedule.

Activity Sequencing
Inputs
Project Scope Statement Activity List Activity Attributes Milestone List Approved Change Requests

Tools & Techniques

Precedence Diagramming Method (PDM) Arrow Diagramming Method (ADM) Schedule Network Templates Dependency Determination Appling Leads and Lags

Outputs
Project Schedule Network Diagrams Activity List (updates) Activity Attributes (updates) Requested Changes

Tools and Techniques



Precedence Diagramming Method (PDM)  Arrow Diagramming Method (ADM)  Schedule Network Templates  Dependency Determination  Applying Leads and Lags

Precedence Diagramming Method (PDM) Activities on Nodes



PDM is a method that creates schedule networks by placing activities in boxes (or nodes) and connecting the boxes with arrows to show dependencies. This technique also is called activities on nodes or AON, and is the network method used by most PM software programs PDM includes four types of dependencies, or precedence relationships;
* Finish-to-start (FS) * Start-to-start (SS) * Finish-to-finish (FF) * Start-to-finish (SF)

In PDM, finish-to-start is the most common precedence relationship. Start-to-finish are rarely used.

Precedence Relationships


Finish to Start (FS):



Job B can not start until job A is finished. Job B can not start until job A is started. Job B cannot finish until job A is finished Job B cannot finish until job A is started

Start to Start (SS):



Finish to Finish (FF):



Start to Finish (SF):



Dependencies
Activity A FS Activity B SS Activity C Activity D SF Activity E FF

Dependencies
FS Activity A Activity B FF Activity C SS Activity D SF Activity E

Precedence Diagramming Method (PDM)

Activities on Nodes (AON)

   

Finish-to-start (most often used) Finish-to-finish Start-to-start Start-to-finish A B C

A-B; B-C; etc B-E B-D F-C

Start

Finish

No repetitive activities or conditional loops! No Dummies! Often used for Three Point Estimates (was called PERT) and Critical Path Methods (CPM) analysis

Arrow Diagramming Method (ADM): Activities on Arrow (AOA)



 

Arrow Diagramming Method (ADM) is a method that creates schedule networks by placing activities on arrows and connects them at nodes to show dependencies. This technique also is called activity-onarrows or AOA, and is less frequently used than PDM technique. ADM uses only one type of dependency Finish-to-start ADM is the only network that uses dummy relationships (PDM does not). Dummies are shown on the network as dashed lines and have no work content. Dummies are a zero duration dependency

Arrow Diagramming Method (ADM) Activities on Arrows (AOA)

2 Start 1 D 4 5 A dummy F B 3 C Finish 6

E Finish to start only (need additional nodes for leads and lags) No repetitive activities or conditional loops May use dummies Nodes numbered, activities lettered, numbers above arrows are duration Used for TPE and CPM

Arrow Diagramming Rules

 

An arrow is used to represent an activity The work is assumed to flow in the direction in which arrow points It begins at the left end of the arrow and finishes at the right end or head of the arrow Sequences of activities are indicated by the way the arrows are interconnected The solid arrows represent a job or an activity that consumes time (has a duration) and resources

Arrow Diagramming Rules

 

Dummy arrows (drawn as dashed lines) show special interrelationships Dummy arrows do not represent a job or activity, they have no duration and do not consume any resources Dummy arrows are used at times when there may be confusion in identifying activities. The beginning and ending of each arrow is called a node.

Christopher Design/Build Project



Snyder Engineering Associates, a full-service engineering and construction company, has been selected to design and build a manufacturing building for a client, Christopher Development Company. This building will accommodate a fabrication area, office space, and maintenance and storage areas. In this building Christopher development plans to fabricate and assemble household ventilating fans. Christopher wants this project to start no later than October 2, 1995, and be ready for occupation by April 22, 1996, a total duration of 29 weeks. Christopher s board of directors has authorized a budget of US$ 2.4 million for this project.

Christopher Design/Build Project



From past experience Snyder Engineering realizes that the 29 weeks deadline can only be met by working an accelerated seven-day-aweek schedule. Furthermore, to use the time most effectively, Snyder needs to exercise selected project management techniques to prepare an effective plan and schedule so that this project can be completed on time and within budget. When Snyder Engineering first worked with Christopher Development in preparing

Christopher Design/Build Project



overall objectives, Snyder appointed Bob Sachs to lead this project. This was arguably a good choice. In addition to past experience, technical knowledge, and expertise in managing design/Build projects, he also has the attributes necessary for a successful project manager leadership, communication skills, planning and organization skills and interpersonal and teambuilding skills. Sachs will be responsible for selecting the team members who will assist in preparing the project plan. These individuals should also have the experience to handle their assignments.

Christopher Design/Build Project



In addition to developing the project plan and schedule, the team members will be charged with (1) generating a cost budget schedule for proper and timely disbursement of funds, and (2) allocating resources, including personnel, skilled labor, material, and equipment. They will also be responsible for setting up a communication system that will allow periodic monitoring of the project s status to ensure its successful completion.

Objectives/Milestones of CDB Project

Objectives/Milestones



Date

Responsibility PM (Bob Sachs) Engg. Manager, Const Manager Engg. Manager Const. Manager Engg Manager Const Manager PM (Bob Sachs)

Start CDB Project

Oct2,95 Complete Building Design:  Start Phase I building Construction Jan22,96

Start Mechanical/
Electrical Installation Feb12,96 Mar25,96 Apr22,96 Start Phase II Building Construction

Complete CDB Proj

Define the required activities

            

Design Structural Steel (DSS) Fabricate and Erect Structural Steel (FESS) Design Building (DB) Design Mechanical Equipment (DME) Construct Phase I (CP-1) Construct Phase II (CP-2) Fabricate Mechanical Equipment (FME) Install Mechanical and Electrical Equipment Design Electrical Equipment (DEE) Procure Electrical Equipment (PEE) Design Interior Items (DII) Procure Interior Items (PII) Install Interior Items (III)

(IMEE)

Activities Description for CDB

 

  

DSS Design and detail structural steel FESS Fabricate SS based on design; Erect steel when fabrication is complete DB Design Building concurrent with SSD DME Design appropriate mechanical equip CP-1 After building design and SS are completed, construct the building shell, roof, siding, floor CP-2 After the building shell is closed in start phase 2: installation of building mechanical, electrical, and interior items FME Upon completing design of the mechanical for the building, solicit bids, negotiate, and award contracts for best proposal to fabricate and deliver ME

Activities Description for CDB cont



IMEE start installation of mechanical and electrical equipment when phase 1 is complete and M&E equip on site DEE When design of building and mechanical equip items is complete, start DEE, power requirements, lighting etc PEE upon completing DEE, solicit bids, negotiate and award contracts to fabricate and deliver EE DII II can begin concurrently with Building Design and after DME are essentially complete PII Upon completing IID award contracts to manufacture and deliver II III When interior items are delivered, install concurrent with phase 2 building.

Divide Activities into Work Groups



STRUCTURAL
 

Design Structural Steel Fabricate and Erect Structural Steel Design Building Construct Phase I Building Construct Phase II Building Design Mechanical Equipment Fabricate Mechanical Equipment Install Mechanical and Electrical Equipment Design Electrical Equipment Procure Electrical Equipment Design Interior Items Procure Interior Items Install Interior Items

BUILDING
  

Mechanical
  

ELECTRICAL
 

ARCHITECTURAL
  

Construct the WBS

Christopher DB Project
Structural Design Structur al Steel Fabricat e and Erect Structur al Steel Building Design Building Construct Phase I Building Construct Phase II Building Mechanical Design Mechanical Equipment Fabricate Mechanical Equipment Install Mechanical and Electrical Equipment Electrical Design Electrical Equipment Procure Electrical Equipment Architectural Design Interior Items Procure Interior Items Install Interior Items

Sub Diagram (Step-1)

 

Building Structural Mechanical Electrical

DB DSS DME DEE DII

CP-1 FESS FME PEE PII

CP-2

IMEE

Architectural

III

Sub Diagram (Step-2)

DB


CP-1 FESS FME DEE PEE PII

CP-2

Building Structural Mechanical Electrical

DSS DME

IMEE

DII

III

Architectural

Project Schedule Network Diagram

Of Christopher Design/Build Project


Structure

1


11

Building

Mechanical

4 5

Electrical

Architectural

10

Applying Leads and Lags



 

Lead: is the amount of time by which one activity precedes the following activity. You lead in to fast track a project A lead allows acceleration of the successor activity  Ex. A team of technical writers can begin writing the second draft of a large document 15 days before they finish the first draft. When scheduling, this is accomplished with a finish-start relationship and a -15 day lead time

Applying Leads and Lags



 

Lag: is the amount of time by which one activity follows the preceding activity. You lag out to allow a waiting time A lag directs a delay in the successor activity


Ex. You have to wait 10 days for concrete to set. This is accomplished using a finish-start relationship and a +10 day lag time

Resource Loading


Assigning resource s to each activity

Resource Leveling
 

You level your resources so there is no spike Leveling is done by moving an activity in its free time


Slack , float

 

Slack: It is the free time at the start Float: It is the free time at the end

Critical Path
 

 

The longest Path through the network diagram It represents the shortest time in which the project can finish There is no float on the critical path Contingency Float


Is float on the critical path imposed by management

Activity Resource Estimating

Inputs
Enterprise Environmental Factors Organizational Process Assets Activity list Activity attributes Resource availability PM Plan

Tool & Techniques

Expert judgment

Outputs
Activity resource requirements Activity attributes (updates) Resource Breakdown structure Resource calendar (updates) Requested changes

Alternatives analysis Published estimating data PM Software Bottom up estimating

Techniques for Alternative Analysis



Brainstorming  A method of joint creative thinking that first records and considers all possible options/solutions without judgment before proceeding to critical evaluation of the options Adaptive Reasoning  A creative method of thinking that adapts previous solutions to new problems Lateral Thinking  A method of divergent and novel thinking to generate possibilities, generally followed by convergent thinking to return to specific solutions Mind Mapping  A graphical method of rapidly identifying and relating all issues relevant to a selected topic

Activity Duration Estimating

Inputs
Enterprise Environmental Factors Organizational Process Assets Project Scope Statement Activity List Activity Attributes Activity Resource Requirements Resource calendar PM Plan: -Risk Register -Activity cost estimates

Tools & Techniques Outputs

Expert judgment Analogous Estimating Parametric Estimating Three-Point Estimates Reserve Analysis Activity Duration Estimates Activity Attributes (Updates)

Duration Estimating Methods



Analogous Time Estimating (a form of expert judgment): Estimating the time to do tasks or to do a current project by extrapolating from actual cost of a previous project. Also called top-down time estimating. Inexpensive but may also be inaccurate Parametric Time Estimating: Using a mathematical model to predict project times, e.g., activity multiplied by productivity rate. Time standards. Two types of parametric estimates: (1) Regression Analysis, (2) Learning Curve Bottom Up Estimating: Rolling up the WBS time estimates to get a project total Reserve Time (Contingency): Buffer for schedule risk Qualitative (%) or Quantitative (Monte Carlo)

Duration Analysis Methods



Critical Path Method (CPM)

 

 

One time estimate per task = most likely duration The emphasis is on controlling cost and leaving schedule flexible Used on ADM (AOA) diagrams and can have dummies Is used on PDM diagrams also, but they have no dummies Uses a weighted average to estimate activity and project durations Provides variance estimates for duration dates Emphasis is on controlling schedule and leaving cost flexible Used on ADM (AOA) diagrams, can have dummies Is used on PDM diagrams also, but they have no dummies

Three Point Estimate (TPE) also called PERT

    

Duration Analysis Methods



TPE = (PD+OD+4MD)/6 Standard Deviation = (PD Variance = {(PD OD)/6

OD)/6} ^ 2

Schedule Development
Input Organizational Process Assets Project scope statement Activity list Activity attributes Project schedule network diagram Activity resource requirements Resource calendars Activity duration estimates PM Plan -Risk Register Tools & Techniques Schedule Network Analysis CPM Schedule Compression What-if scenarios Resource leveling Critical Chain Method PM Software Applying calendars Adjust leads and lags Schedule Model Outputs Project schedule Schedule model data Schedule baseline Resource req (update) Activity Attributes (update) Project calendar (update) Requested changes PM Plan (update) Schedule Mgt Plan (update)

Schedule Development:
         

Inputs

Organizational Process Assets Project scope statement Activity list Activity attributes Project schedule network diagram Activity resource requirements Resource calendars Activity duration estimates PM Plan Risk Register

Schedule Development:

Tools and Techniques:

Schedule Network Analysis:


Network analysis is a technique that generates the project schedule. It employs a schedule model and includes such tools as CPM, critical chain, what-if analysis, and resource leveling to calculate early and late start and finish dates

Schedule Development: Project Schedule



Planning relates to


what work is to be done; when the work is to be done.

Scheduling,


Scheduling phase begins after completing the project planning process and constructing the project planning diagram It is important not to overlap the planning and scheduling phases.

Schedule Development


Initial scheduling can usually be done expeditiously by placing the scheduled start and finish times of each project activity directly on the planning diagram. The initial calculating effort, earliest start time , allows early review of the project duration, (a quick check that it meets project objectives) If these are not met, changes can be made early in the planning stage, thereby avoiding wasted work and other problems later as the project evolves.

Schedule Development


Critical Items:


Critical items determine the length of a project. Total float of a project activity is the difference between how much time is available to perform that activity and how much time is required. Critical path of a project is the continuous chain of critical items from start to finish of a project. CP determines the project duration Float and CP are an important part of scheduling.

Total Float:


Critical Path (CP):



 

Scheduling Procedure
 

   

In the scheduling phase, we are primarily concerned with timing how much time each job requires to complete and when each job will be scheduled to begin and end. 1. Determine the required time (time estimate) to complete each project item 2. Calculate the available time to complete each project item 3. Compare the required time with the available time of each project item for its float 4. Identify the critical (0 float) project items 5. Determine the float times of non-critical items 6. Calculate the duration of a project. 7. Validate the time schedule by getting concurrence from all the concerned persons 8. Prepare a bar chart time schedule

Estimating Rules


Place time estimates (the activity time durations) on the bottom side of the arrow Use the same unit of time for the entire project e.g., weeks, days. Show the unit of time with each estimate or in the legend of the diagram Use whole numbers (whole nos may not be required in computerized scheduling)

Calculating the Earliest Start Time



The earliest start time is the earliest possible time an activity can begin without interfering with the completion of the preceding activities. Guidelines for calculating EST:


Commence calculating earliest start times with the beginning node of the project planning diagram. (the scheduled time of the beginning node is set at 0 weeks). If one arrow leads into a node, earliest start time for activities starting at that node is determined by adding the earliest start time of the preceding activity to time estimate for the same preceding activity.

Calculating the Earliest Start Time cont



If more than one arrow leads into a node, the earliest start time calculation is made through each of the activities. The largest sum total is the earliest start time for the node.

Time Estimates and Earliest Start Time

2


Structure

DSS 2

F/E SS 10 13 3 C PH-1 B 6 17 6 29 C PH-2 B 23 7 11 6 I M/E E 6

0


Building

DB 13 DME 6 6 4

Mechanical

10 DEE 4 8 DII

FME 9 PEE 7

Electrical

Interior

PI I 4

12 9

III 10

22 10

Calculating the Project Duration

 

Adding the activities on the longest path (the critical path) produces the total of 29 weeks This is the project duration for the Christopher Design/Build Project based upon the estimates used. This value of 29 weeks, the earliest start of the end node 11, is also defined as the duration of this project This is the first chance to determine whether the plan and schedule developed so far meet the objectives for project duration established earlier in the program It suggests that a viable plan and schedule has been assembled management had chosen a start date of Oct 2, 1995 and wanted completion by Apr 23, 1996 29 weeks.

Calculating the Latest Finish Time



The latest finish time is the latest time an activity can be completed without delaying the end of the project. Guides for calculating LFT:


The project duration must first be determined by calculating the early start times. The project duration is the latest finish time (as well as the earliest start time) of the end node of the project. The calculation of latest finish times involved working from the end node back through each node to the first node in the project

Time Estimates and Earliest Start Time & Latest Finish Times
2,7


Structure

10 13,17 3 23,23 6 17,17 6 7 6 29,29 11

0,0 1


Building

13 6,6 4 6 4 10,10 5 7 8,15

Mechanical

Electrical

12,19 9 4 10 10

22,29

Interior

8 2

Calculating the Latest Finish Time cont



If the duration for the project is 29 weeks and the last activity (7,11 construct phase II building) requires 6 weeks, the latest finish time for activities coming into node 7 is 23. If more than one arrow originates at a node, the latest finish time is calculated via each arrow and the smallest result is through each node to the end of the diagram.

Float: Optional Start and Finish Times



The Float feature is one of the most important facets in project management. Float identifies the activities that have optional starting and finishing dates. These activities have TOTAL FLOAT, which is the difference between the time available for performing a job and the time required for doing it.
 

Available Time = LFT EST Required Time = Time Estimate for completing the activity

Tabulating the Schedule



For a complete schedule each project activity needs, in addition to the earliest start and latest finish dates, the latest start and earliest finish dates. All of these dates will provide all of the available scheduling options. Using the float values of each activity, the following formulas can calculate the optional starting and finishing dates:  Latest Start = Earliest Start + Total Float  Earliest Finish = Latest Finish - Total Float

Setting up the Calendar Schedule



The tabulated schedule can be converted into a calendar schedule, which will make it more presentable for reporting and more convenient in monitoring the project The tabulated scheduled dates can be translated into calendar dates using a calendar showing the months and years of the project.

Bar Chart Time Schedule



While the project planning diagram is the standard for planning the project, the bar chart is more acceptable and definitely more readable for showing the project schedule: Advantages:
 

  

Projects are displayed effectively Project activities behind schedule are readily noticed on a bar chart Completion dates are specifically noted Critical jobs are displayed and highlighted Non critical jobs with their float values are easily shown

The Three-Time Estimate Approach



Individuals supplying time estimates may inject a bias in their estimates based on unfortunate experiences on past similar projects. If they expect uncertainties on this project, that unforeseen circumstances may adversely affect it, they do not want to make the same forecasting mistake. Their estimates may be higher than acceptable, however. To offset a potential timing distortion, the threetime estimate method tries to mitigate this bias.

The Three-Time Estimate Approach cont



Its formula requires three time estimates optimistic, normal, and pessimistic for each activity to calculate the expected time.

Expected Time= optimistic t+4(normal t)+ pessimistic t

6

Optimistic Time
 

Optimistic Time is the shortest possible time required for completing an activity. It means that everything goes as planned: very few design changes are made, deliveries are on time, machines and equipment operate with minimal breakdowns, personnel work within the standards, absences are infrequent, weather conditions are ideal etc.

Normal Time


Normal time is the average schedule for this particular activity performed a number of times under similar conditions. Normal time is usually the value used for the project activity when using just one estimate, with little or no contingency.

Pessimistic Time
 

Pessimistic time is the maximum possible time required to complete an activity. An exceptional number of design changes, delivery difficulties, work delays, excessive equipment breakdowns, accidents, and miserable weather conditions are among factors that increase the time required.

Schedule Compression


Crashing


Cost and schedule tradeoffs are analyzed to determine the greatest amount of compression for the least incremental cost. Crashing can result in increased cost Activities that would normally be done in sequence would be done in parallel to compress the schedule. Fast tracking can result in rework and increased risk

Fast tracking


Resource Leveling
 

Overlapping activities of a project may require more resources than are actually available for some periods of time The initial project schedule may also result in patterns of resource usage that are difficult to manage We tend to allocate scare resources to CP activities first


The technique of resource leveling address these issues and could result in longer schedules because it causes the CP to change

 

Resource Leveling addresses a resource-limited schedule The default in PM software is to hold the schedule fixed and move the resources


If the resources are limited one alternative is to expand the schedule