Project Time Management
Sections of this presentation were adapted from A Guide to the Project
Management Body of Knowledge 5th Edition, Project Management Institute
Inc., © 2013
Project Time Management
“The processes required to accomplish timely completion of the
project”
Why Time Management is Important?
Part of triple constraint, can’t manage one without the
others (scope, time, and quality)
How to Manage Time?
Sven processes in order
1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
4. Estimate Activity Resources
5. Estimate Activity Durations
6. Develop Schedule
7. Control Schedule
Plan Schedule Control
Management Schedule
Estimate Estimate
Define Sequence Develop
Activity Activity
Activities Activities Resources Durations Schedule
Plan Schedule Management
Tools & Techniques
Project management
plan Expert judgment
Project charter .Analytical techniques
Enterpriseenvironmental Inputs .Meetings
Schedule management
factors Output
plan
Organizational process
assets
Plan Schedule Control
Management Schedule
Estimate Estimate
Define Sequence Develop
Activity Activity
Activities Activities Resources Durations Schedule
Schedule Management Define Activities
Enterprise Environmental Tools & Techniques
Factors
Decomposition
Organizational
Process Assets Templates
Activity List
Rolling wave planning
Project Scope
Statement Inputs Expert judgment
Activity Attributes
Work Breakdown Planning component Outputs
Structure
Milestone List
WBS Dictionary
Project Requested Changes
Management Plan
Plan Schedule Control
Management Schedule
Estimate Estimate
Define Sequence Develop
Activity Activity
Activities Activities Resources Durations Schedule
Define Activities
Rolling Wave Planning – Progressive planning where near
term work is broken down in detail and distant work is
kept at a higher WBS level
Planning Component – WBS items that cannot be broken
down into work packages are put in a:
• Control Account – High level planning dates for the scope to be defined
• Planning Package – Package includes scope to be completed but no activities.
Sequence Activities
Schedule Management
Tools & Techniques
Project Scope
Statement Precedence diagramming Project Schedule
Activity List method (PDM-AON) Network Diagrams
Arrow diagramming method
Activity
(ADM-AOA) Project Document
Attributes Inputs Updates :Activity List
Schedule network
Milestone List Updates/Activity
templates Outputs
Attributes/Requested
Enterprise environmental Dependency determination Changes
factors
Organizational process Applying leads and lags
assets
Plan Schedule Control
Management Schedule
Estimate Estimate
Define Sequence Develop
Activity Activity
Activities Activities Resources Durations Schedule
Project Network Diagrams
show the precedence relationships among
activities
help to understand the flow of work in a
project
a useful tool for project planning and
control, as well as for scheduling
“A picture is worth a thousand words”
9
Building the Network
1- Precedence diagramming method
called also (Activity on Node) AON Network
emphasizes activities
no dummy activities
2-Arrod Diagraming Method
Called also (Activity on Arrow) AOA Networks
sometimes requires dummy activities
emphasizes events; milestones can be easily flagged
Activity on Node (AON)
Activity on Node (AON) showcases the inter-dependencies among
various project activities.
This technique is used to draw the project schedule network
diagrams; e.g. Critical Path Network Diagram to identify the
Critical path and the float for each activity
In an AON diagram, each rectangle box represents a node and a
definable achievement in the project.
These boxes portray the project dependencies.
Boxes have zero duration and does not consume any resource.
AON emphasizes activities and does not involve dummy activities
On the internet you can see many videos, this is one of these:
http://www.youtube.com/watch?v=nLiAvW7Xvq4
AON Network 2:
Activity on Node uses four types of dependencies.
Finish to Start (FS): The end of one activity is required for the start
of the next one. This is the most common dependency
Finish to Finish (FF): The end of the first activity is required for the
second activity to finish
Start To Start (SS): The second activity starts only after the first
activity has started
Start to Finish (SF): second activity cannot be finished until first
activity starts.
AON Network (cont.)
Activity on Node uses four types of dependencies.
Activity 1
Finish to Start (FS): The end of one Finish-to-Start
activity is required for the start of the Linkage (FS)
Activity 2
next one. This is the most common
dependency
Activity 1
Start To Start (SS): The second activity Start-to-Start
starts only after the first activity has Linkage (SS)
Activity 2
started
Finish to Finish (FF): The end of the Finish-to-Finish Activity 1
first activity is required for the second Linkage (FF)
activity to finish Activity 2
Start to Finish (SF): second activity Activity 1
Start-to-Finish
cannot be finished until first activity
Linkage (SF)
starts. Activity 2
Activity on Arrow (AOA)
The length of the arrow has no significance neither has its
orientation.
As means of further defining the point in time when an activity
starts or finishes, start and finish events are added.
An Node(= event), unlike an activity, does not consume time or
resources, it merely represents a point in time at which something
or some things happen.
Unique numbers are given to each activity.
The first event in a project schedule is the start of the project. The
last event in a project schedule is the end of the project
Drawing networks
Activities on nodes (AoN)
A B
Activities on arrows (AoA)
A B
Dummy activities – For representing logical relationships, you may need
dummies
In AoA, any 2 events in network
y
can be directly connected
x to onlyy one activity.
x 1 2
1 2
z Dummy z
Wrong: Right: 3
PROJECT MANAGEMENT 15
Drawing networks (cont.)
Many computer programs require one initial event and one exit/final event
A x
1 58
0 Many 60
activities
B y
2 59
Dummy start Dummy stop
What’s wrong with this? Can you explain?
15
B
Many A Many
Dummy start Dummy stop
activities activities
17 16
C
PROJECT MANAGEMENT 16
If there is a loop, it indicates a fault logic. There can not be a looping.
A B C E
17
What is wrong with this activity naming?
60
A
20 40 50 70
B
80
30
6/7/2014 11:36 PM 18
There should be unique numbering and here we need dummies
45 60
A
20 40 50 70
B
80
30
19
Estimate Activity Resources
Inputs Tools & Techniques Outputs
Expert judgment
Schedule management
plan Alternatives analysis
Activity list Published estimating data
Activity attributes Activity resource
Resource calendars Inputs Project management requirements
Risk register software Outputs Resource breakdown
Activity cost estimates Bottom-up estimating structure
Enterprise environmental Project documents
factors updates
Organizational process
assets
Plan Schedule Control
Management Schedule
Estimate Estimate
Define Sequence Develop
Activity Activity
Activities Activities Resources Durations Schedule
Estimate Activity Durations
Schedule management Tools & Techniques
plan
Activity list Expert judgment
Activity attributes
.Activity resource Analogous estimating Activity Duration
requirements Parametric estimating Estimates
Resource calendars Inputs
Project scope statement Three-point estimates
Outputs
Project Document
Risk register Reserve Analysis
Resource breakdown updates
structure Group Decision-making
Enterprise environmental Techniques
factors
Organizational process
assets
Plan Schedule Control
Management Schedule
Estimate Estimate
Define Sequence Develop
Activity Activity
Activities Activities Resources Durations Schedule
Estimating Methods
CPM (Critical Path Method)
• One time estimate per task
• Controls cost with flexible schedule
• Only on AOA networks (can have dummies)
• Not the same thing as schedule critical path
PERT (Program Evaluation and Review Technique)
• Three estimates per activity (Optimistic, Pessimistic, most likely)
• Emphasis on meeting schedule with flexible cost
• Only on AOA networks (can have dummies)
Estimating Methods
Critical Path
• Longest time through the network diagram, the shortest
time the project is expected to take
Slack (or Float)
• The amount of time a task can be delayed without
impacting the project
• Calculated using:
– Late Start – Early Start (LS-ES)
Or
– Late Finish – Early Finish (LF-EF)
• Early Starts computed by making a “forward pass”
through the network while late starts are computed using a
“backward pass”
Critical Path-Definition
The critical path is defined as the longest path in the
diagram
If one of the activities on the critical path is delayed
the entire project is delayed!
It is important to determine if the project will be
delayed if an activity is delayed.
If the activity is on any critical path the answer is
Yes!
If not, it depends on if the delay makes the activity
create a new critical path. If not, the answer is No!
Estimating with PERT
PERT Formula (Expected Duration)
• =(P+4M+O)/6
Standard Deviation = (P-O)/6
Variance = [(P-O)/6]2
Task O M P PERT Std Dev Variance
Optimistic Most Likely Pessimistic (Expected
Duration)
A 2 4 8 4.3 1 1
days days days days day day
Develop Schedule
Tools & Techniques
Schedule management
plan Schedule network analysis
Activity list Critical path method Schedule baseline
Activity attributes
Project schedule
Project schedule
Inputs Schedule compression
network diagrams Schedule data
Activity resource Inputs What-if analysis Project calendars
requirements
Resource leveling Outputs Project management
Resource calendars plan
Activity duration Critical chain method updates
estimates
Project documents
Project scope statement Project management
Risk register updates
software
Project staff assignments
Resource breakdown Applying calendars
structure
Enterprise environmental Adjustable leads and lags
factors
Schedule model
Organizational process assets
Plan Schedule Control
Management Schedule
Estimate Estimate
Define Sequence Develop
Activity Activity
Activities Activities Resources Durations Schedule
Let‘s Built a Network
A Sample Set of Project Activities and Precedences
Task Predecessor
a -
b -
c a
d b
e b
f c,d
g e
AON Network- Stage 1
A
Start
B
AON Network- Stage 2
A C
Start D
E
AON Network- Stage 1-
Completed
A C F
Finish
Start
D
B
G
E
AOA Network- Stage 1
A 1
Start
2
B
AOA Network- Stage 2
A 3
1 C
Start
4
2 D
B
E 5
AOA Network- Stage 3-
Completed
A 3 F
1 C
Start Finish
D
2 G
B
E 4
Critical Path-Example
3 Weeks 4 Weeks 2 Weeks
A C D
Start Finish
B E F
4 Weeks
1 Week 3 Weeks
Critical Path
Start – B – E – F – Finish: 8 weeks
Start – A – C – D – Finish: 9 weeks
Start – B – C – D – Finish: 10 weeks
The critical path is path B-C-D that which is of 10
weeks. WHY?
if activity D is delayed 1 week, the project will be
delayed with 1 week.
But if activity E is delayed 1 week, it will not delay
the project WHY?
Information Contents in an AON Node
Earliest Start Time (EST) Duration Earliest Finish Time (EFT)
Activity Name
Latest Start Time (LST) Total Float Latest Finish Time (LFT)
Critical Path Determination
EFT=EST+DUR-1
LST=LFT-DUR+1
Total Float=Slack=LFT-EFT or LST-EST
Critical Path=A-C-D
6 5 10
Non-Critical Path=A-B-D
B
1 5 5 11 5 15 16 15 30
A D
1 0 5 6 10 15 16 0 30
C
6 0 15
Control Schedule
Tools & Techniques
Schedule network
analysis Work performance
Project management plan information
Project schedule Critical path method .Schedule forecasts
Work performance data Inputs Schedule compression .Change requests
Project calendars Project management plan
Schedule data What-if analysis Outputs updates
Organizational process Resource leveling .Project documents
assets updates
Critical chain method .Organizational process
Project management assets updates
software
Applying calendars
Adjustable leads and lags
Scheduling tool
Plan Schedule Control
Management Schedule
Estimate Estimate
Define Sequence Develop
Activity Activity
Activities Activities Resources Durations Schedule
Gantt Charts
It was developed as a tool for scheduling work
in factories by Henri Gannt in 1917
The main purpose of a Gantt chart is to display
the schedule of activities
They are easy to understand
They are flexible in that you can also show other
information on the chart, such as resources
required, who is responsible, critical activities,
percent complete, etc.
All project management software includes Gantt
charts
Gantt Chart-ex.1
http://www.matchware.com/images/special/gantt-chart-template-640.jpg
Gantt Chart-ex 2
http://www.matchware.com/images/special/gantt-chart-template-640.jpg
AON using earliest possible start of the activities
AON using latest possible start of the activities
Ghant Chart with Floats
Important to Notice
A project usually have tens of activities and might have much
more complex dependencies than this example,
Project managers usually use software to set up the activities
and dependencies and let the software calculate the critical
path(s).
If an activity is delayed the project manager can enter the
delay in the software and see how it affects the overall finish
of the project.
If the project is delayed the project manager can use the
software to rearrange activities, dependencies or suggest
additional activities as needed to bring the project back on
track.
The critical path is critical to the Time Management
knowledge area.
Make sure you know how to use it correctly whenyou manage
a project.
Other Important Terms
Lag – Inserted waiting time between tasks
Free Slack – Available delay time without impacting start of
successor
Total Slack – Amount of time a task can be delayed without
delaying project completion date
Project Slack – Amount of time a project can be delayed without
impacting completion dates imposed by client
Crashing – Adding resources to critical path items to shorten
schedule
Fast Tracking – Performing critical path tasks in parallel rather
than series
Resource Leveling – Adjusting completion dates of tasks to meet
available resources
Heuristics – Rules of thumb
Individual Homework
Given the information provided by Instructor please construct a Gantt
chart, with overlaps as specified. You should use a computer software
package
