2. 1 Project Time Management It’s Your Time

3. 2 Project Time Management  Processes required to ensure timely completion of a project  Delivering projects on schedule is the main challenge  Schedule issues are the main reason for conflicts throughout the project

4. 3 Project Time Management 1.Plan Schedule Management – establish policies, procedures, documentation for planning, developing, managing, executing, and controlling project schedule 2.Define Activities – identify specific activities needed to produce deliverables 3.Sequence Activities – identify & document relationships among activities 4.Estimate Activity Resources – estimate the type and quantities of resources required to perform each schedule activity 5.Estimate Activity Durations – estimate work periods needed to complete activities 6.Develop Schedule – analyze activity sequences, duration estimates & resource requirements to create a schedule 7.Control Schedule – monitor the project status to update project progress and manage changes to the schedule baseline

5. The Planning Effort  Schedule Management Plan Describes how the project schedule will be developed and controlled and how changes will be incorporated into the project schedule Selects a scheduling methodology which defines the rules and approaches for the scheduling process  CPM, Critical Chain Select a scheduling tool  Excel, MS Project, Planner Sets the format for developing and controlling the schedule  Organization of information like list, or categorized list, network diagram, etc Establishes criteria for developing and controlling the schedule  Standard or test by which project progress and control may be compared or judged 4

6. Select a Methodology  Critical Path Method (CPM) Schedule network analysis technique Used to determine the  Amount of scheduling flexibility (float) on various logical network paths in the schedule  Minimum total project duration (longest path) 5

7. 6 Define Activities  Identifying/documenting the work to produce the deliverables  Start with Work Packages – deliverables at the lowest level in the WBS or work packages which are  Decomposed into smaller components  Know as Activities which provide a basis for Estimating, Scheduling, Executing, and Monitoring and controlling the project work  All this is done to ensure that the project objectives will be met

8. Define Activities ITTO 7

9. Define Activities DFD 8

10. 9 Define Activities Process  Continue to breakdown of the work package elements of the WBS  This can be done during construction of the WBS  Process produces an output called an activity list  When completed the WBS may need to be updated

11. Define Activities: Inputs  Schedule Management Plan Prescribed level of detail needed to manage the work  Scope Baseline Deliverables, assumptions and constraints  Enterprise Environmental Factors Project Management Information System  Organizational Process Assets In/formal activity planning policies and guidelines like scheduling methodology Lessons learned 10

12. Define Activities: Tools and Techniques  Decomposition Activity list, WBS and WBS dictionary may be developed sequentially or concurrently Each work package is decomposed into the activities required to produce the work package deliverables Let the team do this to achieve better results 11

13. Define Activities: Tools and Techniques  Rolling Wave Planning A form of progressive elaboration where 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 Work can exists at various levels of detail depending on where it is in the project life cycle 12

14. Define Activities: Tools and Techniques  Templates Activity lists from a previous project is often reusable as a template for a new project  Expert Judgment Team members or others experienced or skilled in developing detailed scope statements, WBS and project schedules and can provide insight in defining activities 13

15. Define Activities: Outputs  Activity List A comprehensive list including all schedule activities required on the project with identifier and description  Activity Attributes Extends the description by identifying multiple components which evolve over time Activity codes, predecessor/successor, leads, lags, resource requirements, dates  Milestone List Significant point or event in the project 14

16. 15 Sequence Activities  Steps to identify and document the relationships among the project activities  Each activity except for the 1 st and the last have at least 1 predecessor and successor

17. Sequence Activities ITTO 16

18. Sequence Activities DFD 17

19. Sequence Activities: Inputs  Schedule Management Plan  Activity List  Activity Attributes  Milestone List  Project Scope Statement  Organizational Process Assets 18

20. Sequence Activities: Tools and Techniques  Precedence Diagramming Method (PDM) aka – Activity on Node (AON) Used in CPM to construct a project schedule network diagram that uses boxes, referred to as nodes to represent activities and connects them with arrows to show the relationship that exists between them 19

21. 20 Task (Activity) Diagramming On the critical path: ES = LS & EF = LF T ESEF LFLS (Expected Task time) 1. Description of Task goes here

22.  PDM has 4 types of dependencies or logical relationships 21 PDM Relationships

23. PDM has 4 types of dependencies or logical relationships 1.FS means B can’t ___________ until A ____________ 2.FF means B can’t ___________ until A ____________ 3.SS means B can’t ___________ until A ____________ 4.SF means B can’t ____________until A ____________ 22 PDM Relationships

24. PDM Relationships Diagram 23

25. Finish to Start Relationships Fig2.5 Finish to Start; Fig2.7 Start to Start+4days (Lag) Fig2.8 Start to Start+8days(Lag); Fig2.9 Finish to Start+5days(Lag)

26. 25 Precedence Relationships Task C may not begin until both A and B have been completed. A and B may occur concurrently and are parallel tasks. B A CD B A C F D E Task D may begin after B is completed. Task E may begin after C is completed. A-B-D-F and A-C-E-F are parallel paths.

27. Precedence Diagramming Method Example 26

28. Sequence Activities: Tools and Techniques  Dependency Determination (4 types) Mandatory Dependencies  aka: Hard logic  Inherent in the nature of the work or contractually required  Often involve physical limitations (can’t erect superstructure until after the foundation is built) Discretionary Dependencies  aka: Preferred, preferential, or soft logic  Established based on knowledge of best practices  Should be fully documented since they create arbitrary float External and Internal Dependencies  Relationships between the project activities and non-project activities, usually outside/inside the project teams control, example can’t test until after HW from external/internal source is delivered 27

29. Sequence Activities: Tools and Techniques  Applying Leads and Lags Determine where leads/lags are needed Should not replace schedule logic Activities and their related assumptions should be documented  A lead accelerates the successor activity  A lag delays the successor activity  Schedule Network Templates Helpful when project includes several identical or nearly identical deliverables 28

30. Sequence Activities: Outputs  Project Schedule Network Diagrams Schematic displays of schedule activities and the logical relationships among them  Project Document Updates Activity lists Activity attributes Risk Register 29

31. Estimate Activity Resources  Process of estimating the type and quantities of Material People Equipment Supplies to perform each activity  Closely coordinated with the Estimate Costs process 30

32. Estimate Activity Resources: ITTO 31

33. Estimate Activity Resources: DFD 32

34. Estimate Activity Resources: Inputs  Activity List  Activity Attributes  Resource Calendars Which resources (people, equipment, material) are potentially available during planned activity period  Enterprise Environmental Factors Factors that influence the process like resource availability and skills  Organizational Process Assets Policies and procedures regarding staffing, rental and purchase of supplies and equipment Historical information about resources used for similar work on previous projects 33

35. Estimate Activity Resources: Tools and Techniques  Expert Judgment Assesses the resource related inputs to the process  Alternatives Analysis Alternatives in the resources available like skills, machinery, tools, make vs. buy decisions  Published Estimating Data Routinely published production rates, unit costs  Bottom-Up Estimating Decomposition to a detailed level to get accurate estimate  Project Management Software 34

36. Estimate Activity Resources: Outputs  Activity Resource Requirements Definition of the types and quantities of resources required for each activity in a work package  Resource Breakdown Structure Hierarchical structure of the identified resources by resource category and type  Project Document Updates Activity list Activity attributes Resource Calendars 35

37. Estimate Activity Durations  Approximates the time required to complete activities with estimated resources  Uses information on activity scope of work, required resource types, estimated resources quantities and resource calendars  Are progressively elaborated and considers what the quality and availability of the input data (based on what you know now)  Comprehends amount of work effort required to complete activity and # of resources to be applied to complete the activity is estimated 36

38. Estimate Activity Durations: ITTO 37

39. Estimate Activity Durations 38 Estimate Activity Durations: DFD

40. 39 Estimate Activity Durations  Duration = effort (actual amount of time worked on an activity) + elapsed time  Duration does not necessarily equal effort, the amount of time required to complete a task  Duration related to the time estimate not effort estimate  Need to document assumptions  People who do the work should participate in this activity

41. 40 Project Time Effort = Person Days Duration = Work Days Calendar Time = Elapsed Days Estimate using Effort, schedule using Duration and report using Calendar Time Effort Duration Calendar Time 2001

42. 41 Estimate Effort & Duration  Select a consistent unit of measure (hours, days, etc.)  Task owner is responsible for the estimate  Estimate any additional time  Document assumptions  Best effort estimate now

43. 42 Summary: Estimate Activity Durations  Takes activities defined in the WBS & activity list & assesses number of work periods (usually in hours or days) needed to complete these activities  Estimates the length of time the activity will take to complete including any elapsed time

44. Estimate Activity Durations: Inputs  Activity List  Activity Attributes  Activity Resource Requirements Actual resource assignment and availability impacts duration estimates  Project Scope Statement Consider assumptions  Existing conditions  Availability of information  Length of reporting periods Consider constraints  Available skilled resources  Contract terms and requirements 43

45. Estimate Activity Durations: Inputs  Enterprise Environmental Factors Duration estimating databases and other reference data Productivity metrics Published commercial information  Organizational Process Assets Historical duration information Project calendars Scheduling methodology Lessons learned 44

46. 45 Estimate Activity Durations: Tools & Techniques  Expert Judgment – most accurately estimated by team members who will perform tasks, but combine with historical information  Analogous Estimating – Top down estimating is a form of expert judgment using actual duration of a similar activity from a previous project & can be used to estimate the project duration  Parametric Estimating (Qualitatively Based Durations) – taking a known element, such as cable needed & multiplying it by time it takes to install a unit of cable  Three-Point Estimates – used to improve the estimate by considering uncertainty and risk and originated with PERT  Reserve Analysis – Buffer by adding a portion of time or percentage of time to the activity to account for schedule risk

47. 46 Program Evaluation & Review Technique (Weighted Average Estimating)  Network analysis technique used to estimate project duration when there is a high degree of uncertainty about individual activity duration estimates Three time estimates per activity  Most likely (t M ) – realistic expectation  Optimistic (t O ) – best case scenario  Pessimistic (t P ) – worse case scenario  E=(4M+O+P)/6 – Expected Activity Duration PERT supports the calculation of standard deviation  SD = (P-O)/6

48. PERT Estimating Technique (Weighted Average Estimating)  Since many estimates are uncertain, it makes sense to talk of ranges of durations, and the probability that an activity duration will fall into that range 47

49. Estimate Activity Durations: Outputs  Activity Duration Estimates Quantitative assessments of the number of work periods that will be required to complete an activity May include some indication of the range of possible results  2 weeks +/- 2 days (8-12 days)  15% probability of exceeding 3 weeks (85% chance that the activity will take 3 weeks or less) 48

50. Estimate Activity Durations: Outputs  Project Document Updates Activity Attributes Assumptions made in developing the activity duration estimate like skill levels and availability 49

51. 50 Estimation Guidelines  Define detailed tasks so that its estimate is between 8 and 80 hours(1 to 10 days) Combine or divide tasks Consider 80% utilization when determining effort  Use a MEDIUM skill level May prevent underestimating if skill level is unknown Do not allow estimates to be padded Adjust estimate later when skill level is known

52. 51 Estimation Exercise (Intranet Website Project) Scenario – E=( 4M+O+P)/6  You are managing the development of a new Intranet website for an existing client.  The task facing you is to design 8 web pages. The existing analysis indicates that it should take one day (8 hours) to design each web page.  Experience has shown that occasionally it takes as long as 3 days to design a web page of a similar nature.  On the other hand, there have been rare occasions when everything progressed so perfectly that it took four hours to design a web page under similar conditions.  Using the weighted average technique, calculate the total expected time for this task. Use hours as your unit of measure.

53. 52 Develop Schedule  Process of analyzing Activity Sequences Duration Resource Requirements Schedule Constraints to create the project schedule  Can be an iterative process  Requires review and revision throughout the project as work progresses

54. 53 Determine Task Dependencies  Identify normal workflow-which tasks must be done  Build logical dependencies between tasks  Predecessor and Successor tasks identified  Assume 100% availability of resources  This will establish a “precedence network” of tasks

55. Develop Schedule: ITTO 54

56. Develop Schedule: ITTO 55 Develop Schedule DFD

57. Develop Schedule: Inputs  Activity List  Activity Attributes  Project Schedule Network Diagrams  Activity Resource Requirements  Resource Calendars  Activity Duration Estimates  Project Scope Statement Assumptions and Constraints  Enterprise Environmental Factors Include, but are not limited to a scheduling tool  Organizational Process Assets Include, but are not limited to a scheduling tool  Scheduling Methodology  Project Calendar – a calendar of working days or shifts that establishes the dates on which schedule activities are worked 56

58. Develop Schedule: Tools and Techniques  Schedule Network Analysis A technique that generates the project schedule Uses the following to calculate the early and late start and finish dates for the uncompleted portions of project activities  Critical Path Method  Critical Chain Method  What-if Analysis  Resource Leveling There may be points of path convergence or divergence that can be identified and used in schedule compression analysis or other analyses 57

59. 58 Steps in Project Management Network Analysis  Task Definition and Decomposition  Define Relationships  Estimate Task Times  Construct Diagram  Network Evaluation  Project Tracking and Revision

60. Develop Schedule: Tools and Techniques  Schedule Network Analysis  Critical Path Method  Critical Chain Method  Resource Leveling  What-If Scenario Analysis  Applying Lead and Lags  Schedule Compression  Scheduling Tool 59

61. Develop Schedule: TT Critical Path Method  Calculates the theoretical early start and early finish dates late start and finish dates  Calculates this for all activities Without regard for any resource limitations By performing a forward and backward pass analysis through the schedule network  Results are not necessarily the project schedule, but ideas about when the activity could be scheduled, given activity durations, logical relationships, leads, lags, and other known constraints 60

62. 61  Network analysis technique used to predict total project duration  Critical Path - Series of activities that determine the earliest time which a project can be completed  Critical path has float equal to zero  Calculating the critical path involves adding the durations of all the activities on each path & then determining which one is the longest path Develop Schedule: TT Critical Path Method

63.  Used to modify the project schedule to account for limited resources  Adds buffers to reduce schedule risk  When random events occur that cause project activities to be late Activity Buffers are added  If they don’t solve the problem project Buffers are added If paths that feed the critical path are late then the critical path may be delayed and if this happens  Feeding buffers are used which will extend the overall duration of the project  The idea is that the buffers added will protect the critical path, but this is at the cost of additional $$ Critical Chain Scheduling https://en.wikipedia.org/wiki/Critical_chain_project_management

64. 63 CPM Terminology EXPECTED TIME of a task (activity) EARLIEST START -- Earliest time expected to complete all previous tasks. EARLIEST FINISH = ES + T for a task. LATEST FINISH -- Latest time a task can finish and still allow the project to finish on time. LATEST START = LF - T for a task. SLACK TIME = LS - ES or LF - EF (there is NO slack on the CP) T ES EF LF LS S

65. 64 Using Critical Path to Make Schedule Tradeoffs  PM can make schedule tradeoffs once the critical path is known  A technique to assist PMs in making schedule tradeoffs is free float & total float Free float – amount of time an activity can be delayed without delaying the early start date of any immediately following activity Total float – amount of time an activity can be delayed from its early start date without delaying the planned project finish date Total & free float can be determined using the forward & backward passes

66. 65 Using a Network Diagram to Determine Critical Path 25 13 4 6 7 8 A=1 D=4 H=6 E=5 F=4 C=3 B=2 G=6 I=2 J=3 Path 1: ADHJ1+4+6+3 = 14 days Path 2: BEHJ2+5+6+3 = 16 days Path 3: BFJ2+4+3 = 9 days Path 4: CGIJ3+6+2+3 = 14 days

67. 66 Critical Path Method (CPM) (Precedence Network)  Critical Path (CP) is longest and least flexible path to completion  Shorten the CP to shorten the schedule  If the CP slips the schedule slips  Focus management attention on the CP

68. Develop Schedule: TT Resource Leveling  Schedule network analysis technique applied to a schedule already analyzed by the critical path method  Can be used When shared or critical required resources are only available in limited quantities To keep resource usage at a constant level When resources are over allocated such as when a resource has been assigned to 2 or more activities during the same time period  Can cause the critical path to change 67

69. Develop Schedule: TT What-IF Scenario Analysis  Answers, what if scenario XYZ happens?  Assesses the feasibility of the project schedule under adverse conditions  Helps prepare contingency and response plans to mitigate the impact of unexpected situations  Uses the schedule to compute different scenarios, like Delaying a major component delivery Extending specific engineering durations Introducing external factors like a  Strike  Bad weather  Monte Carlo Analysis - in which a distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes 68

70. Develop Schedule: TT Lead/Lags and Schedule Compression  Applying Leads and Lags Refinements applied to develop a viable schedule  Schedule Compression Shortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives Include techniques like:  Crashing  Fast Tracking 69

71. 70 Crashing: TT  Adding more resources to activities on the critical path to accomplish work faster  Almost always increases project costs

72. 71 Fast Tracking: TT  Analyzing critical path to see which activities can be done in parallel as opposed to sequentially  Usually requires more resources than crashing  Usually increases risk because greater coordination is required for concurrent activities

73. Develop Schedule: TT Scheduling Tool  Expedites scheduling process by Generating start and finish dates based on the:  Inputs of activities,  Network diagrams,  Resources and activity durations 72

74. Develop Schedule: Outputs  Project Schedule Contains planned start and finish date for each activity May be presented in summary form known as a Milestone Schedule Milestone Chart  Like bar charts, but only identify scheduled start and completion of major deliverables Bar Charts  Show activity start and end dates as well as expected durations Project Schedule Network Diagrams  Show project network logic and project’s critical path schedule activities 73

75. Develop Schedule: Outputs  Schedule Baseline A specific version of the project schedule Accepted and approved by the project management team Use to compute schedule variance  Schedule Data includes: Schedule milestones, activities, activity attributes, documentation about assumptions and constraints Supporting Details like  Resource requirements by time period  Alternative schedules from what-if analysis  Scheduling of contingency reserves 74

76. Develop Schedule: Outputs  Project Document Updates Activity Resource Requirements as a result of resource leveling Activity Attributes with any revised resource requirements Calendar used for each project may use different calendar units as the basis for scheduling the project Risk Register updated to reflect opportunities or threats perceived through scheduling assumptions 75

77. 76 Develop Schedule Reality Checks  Review high level schedule included in the project charter  Prepare a more detailed schedule & obtain stakeholder approval  Prepare a realistic schedule versus yielding to marketing or upper management ☺  Do not schedule resources more than 80% utilization  PMs keep project on track and keep stakeholders informed  Take proactive approach  Avoid surprises to upper management

78. 77 Develop Schedule Project Tracking Tips  Update Project as needed  Make sure tasks are broken down enough to see progress (or lack of progress)  Poor “task status” communication often means poor progress  Watch for changes in Critical Path  Make sure that there are no “resource conflicts”

79. Control Schedule  Process of monitoring the status of the project to update project progress and manage change to the schedule baseline  Concerned with: Determining the current status of the project schedule Influencing factors that create schedule changes Determining that the project schedule has changed Managing the actual changes as they occur 78

80. Control Schedule: ITTO 79

81. Control Schedule: DFD 80 Control Schedule DFD

82. Control Schedule: Inputs  Project Management Plan  Project Schedule  Work Performance Information about progress like which: Activities have started and their progress Activities have finished 81

83. Control Schedule: Inputs  Organizational Process Assets that influence Control Schedule like: Existing in/formal schedule control policies, procedures, guidelines Schedule control tools Monitoring and reporting methods used 82

84. Control Schedule: Tools and Techniques  Performance Reviews  Variance Analysis  Project Management Software  Resource Leveling  What-If Scenario Analysis  Adjusting Leads and Lags  Schedule Compression  Scheduling Tool 83

85. Control Schedule: TT Performance Reviews  Measure, compare, and analyze schedule performance like actual start and finish dates percent complete and remaining duration for work in progress  May use Earned Value Management (EVM) to calculate Schedule Variance and Schedule Performance Index  Used to decide if corrective action is necessary for Near-critical activity Analysis of remaining project or feeding buffer remaining amounts 84

86. Control Schedule: TT Variance Analysis  Schedule Performance Measurements like SV or SPI are used to assess the magnitude of variation to the original schedule baseline  Determining the cause of and degree of variance to the baseline and deciding if corrective action or preventive action is required 85

87. Control Schedule: TT PM Software, Resource Leveling  Project Management Software Provides the ability to track planned vs. actual dates and forecast the effects of changes in the schedule  Resource Leveling Used to optimize the distribution of work among resources 86

88. Control Schedule: TT What-If Scenario Analysis, Adjusting Lead / Lags, Schedule Compression, Scheduling Tool  Control Techniques used to find ways to bring project activities that are behind into alignment with the plan What-If Scenario Analysis Adjusting Leads and Lags Schedule Compression 87

89. Control Schedule: TT Scheduling Tool  Scheduling Tool Data updated and compiled to reflect actual progress and remaining project work to be completed 88

90. Control Schedule: Outputs  Work Performance Measurements  Organizational Process Assets Updates  Change Requests  Project Management Plan Updates  Project Document Updates 89

91. Control Schedule: Outputs  Work Performance Measurements Calculated SV and SPI values for WBS components used to communicate to stakeholders 90

92. Control Schedule: Outputs  Organizational Process Assets Updates Causes of variances Corrective action chosen and the reasons Other types of lessons learned from the project schedule control 91

93. Control Schedule: Outputs  Change Requests Schedule variance analysis, review of progress reports, results of performance measures and modifications to the project schedule may result in change requests to the schedule baseline and other components in the Project Management Plan Are processed for review and disposition through the Perform Integrated Change Control process 92

94. Control Schedule: Outputs  Project Management Plan Updates Schedule Baseline  Incorporate approved change requests Schedule Management Plan  Updated to reflect a change in the manner in which the schedule is managed Cost Baseline  Updated to reflect changes caused by compression or crashing techiques 93

95. Control Schedule: Outputs  Project Document Updates may include, but are not limited to: Schedule Data  New network diagrams to show remaining durations and modifications to the work plan  Schedule delays may require a new schedule and thus new schedule data Project Schedule  An updated project schedule will be generated from the updated schedule data 94

96. 95  Use Horizontal Bars to represent Tasks on a Horizontal Time Line Sample Laboratory Example Gant Chart

97. 96 Sample Laboratory Example

98. 97 Sample Laboratory CPM 1. Begin project 3.Inspect lab 2. Build lab 4.Install equip 6. Train Staff 5.Recruit staff 7. Pilot eval 8. End project

99. 98 Sample Laboratory CPM 1. Begin project 3.Inspect lab 2. Build lab 4.Install equip 6. Train Staff 5.Recruit staff 7. Pilot eval 8. End project

100. 99 Sample Laboratory CPM 1. Begin project 3.Inspect lab 2. Build lab 4.Install equip 6. Train Staff 5.Recruit staff 7. Pilot eval 8. End project

101. 100 Sample Laboratory CPM 1. Begin project 3.Inspect lab 2. Build lab 4.Install equip 6. Train Staff 5.Recruit staff 7. Pilot eval 8. End project

102. 101 Sample Laboratory CPM

103. 102 Web Page Example

104. 103 Project Start/Stop Interface with Sub-project or third party provider Risk Evaluation Trigger Sign-off or Project Tracking Checkpoint Types of Milestones  Significant project events or checkpoints  Zero duration task markers  Tangible & measurable

105. 104 Scheduling Tool Discussion  Networks (PERT, CPM & PDM) Representation of how project activities & events are related Identifies critical path project duration & activity sequences  Barchart (Gantt Chart) Weak planning tool, but effective progress reporting tool No logical relationships between or among activities  Milestone (0 duration) chart Shows significant events on the project Good for communicating high level status

106. Estimation Exercise – Calculation (Intranet Website Project) 105 E = O + 4 x M + P 6 E = ((4 + (4 x 8) + 24) / 6 ) x 8 E = (( 4 + 32 + 24) / 6 ) x 8 E = (( 60) / 6) x 8 E = 10 x 8 E = 80 hours DeliverableWebpages8 OptimisticO4hours Most LikeyM8hours PessimisticP24hours Expected Activity DurationE80hours

107. Estimation Exercise – Response (Intranet Website Project)  When management asks:  How long will take to develop the Intranet website?  You can answer:  It depends… On rare occasions we’ve been able to pump out web pages in about 4 hours per day which would require 32 hours, but if our existing analysis is correct it should take 8 hours per web page or 64 hours, however in a worst case scenario we have seen it take as long as 3 days per web page, so it could take as much as 192 hours to complete. Now statistically speaking we expect to accomplish this task somewhere between 80 and 192 hours or 10 to 24 days. 106