chapter 6 time management

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Chapter 6Time Management



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Contents

• Time Management overview• Time Management Processes

• Plan Schedule Management, Sequence Activities, Estimate Activity Resources. Estimate Activity Durations, Develop Schedule, Control Schedule

• Precedence Diagramming Method• Dependencies• Leads and Lags

• Network Diagrams• Critical Path Method• Schedule Compression



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Time ManagementLearning Objectives

• By the end of this chapter, you should be able to:

• Explain the importance of Time Management on a project• Name the Time Management processes• Explain the purpose of and activities performed in each

process• Explain the purpose of the Precedence Diagramming Method • Understand and interpret network diagrams • Identify the critical path and calculate its duration• Explain the purpose and use of schedule compression

techniques



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Project Time Management

Who is responsible for project delays? What Tools and techniques do you use

To estimate activity durations? To Manage Time?

How to handle changes?



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Time Management Processes• Which Process Group do each of these

activities belong in?1. Plan Schedule Management2. Define Activities

• See WBS section under Scope Management

3. Sequence Activities4. Estimate Activity Resources5. Estimate Activity Durations6. Develop Schedule7. Control Schedule



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Plan Schedule Management

• How schedule will be managed, executed, and controlled.

• Component of the Project Management Plan



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Plan Schedule Management

• Class Group Activity – 30 Minutes– Divide Class into 3 groups (3 to 4 students in each

group)– Discuss and brainstorm the inputs/outputs– Present your inputs/outputs to the rest of the

teams– Check and compare your inputs/outputs with

PMBOK® Guide 5th edition

Include in the developmentMake the list in the input box appear fist and then Output listNo Audio



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Sequence Activities

• Process of identifying and documenting relationships among project activities.

Sequenced using logical relationships Connected to a predecessor and successor

Except the first and last activities May be necessary to include lead or lag times

To support a realistic/achievable schedule



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Sequence Activities








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Precedence Diagram Method

• PDM method used in Critical Path Methodology (CPM) for constructing a project schedule network diagram.

• Also called Activity-On-Node

Begin

A

B E

C

D EndSS+5

Make the diagram appear as isNo need for any animationMake is look nice but no animation required



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PDM Dependencies• PDM includes four types of dependencies or logical relationships Finish-to-start (FS)

Initiation of the successor (S) depends upon the completion of predecessor (P)

Finish-to-finish (FF) Completion of S depends upon

completion of P Start-to-start (SS)

Initiation of S depends upon initiation of P

Start-to-finish (SF) Completion of S depends upon

initiation of P (rarely used)

P S

P

S

P

S

P

S




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Dependency Determination•Mandatory dependencies

– Contractually required or inherent in the nature of work (Hard Logic)

•Discretionary dependencies– Preferred logic or soft logic based on best practices

•External dependencies– Usually outside the team’s control

Review Quiz

Which one of the following is not a type of dependency?

A. Mandatory DependencyB. Hard logicC. External DependencyD. Extraneous Dependency



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Applying Leads and Lags A lead allows an acceleration of the successor

activity. Shown as a finish-to-start dependency

A lag directs a delay in the successor activity. Shown as a start-to-start relationship.

P SFS+5

P

SSS+5


Review Quiz

“Define Activities” and “Sequence Activities” belong to which process group?

A. InitiationB. PlanningC. Monitoring and ControllingD. Closing



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Review Quiz

The reason we build a network diagram during the Time Management Process is to

A. Identify activitiesB. Help estimate time and resourceC. Identify relationships between activitiesD. Verify WBS



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Estimate Activity Resources Process of estimating type and quantities of

resources Material Equipment People

Closely linked to Estimate Cost Process Needs experience and industry knowledge for

accurate estimates. Historic documents a key asset in this process



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Estimate Activity Resources








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Estimating Activity Durations One-Point Estimate

Estimator submits one estimate per activity Requires specialized knowledge and experience

Analogous Estimating (Top-down) Expert judgment and historical information Less costly and time consuming but less accurate

Parametric Estimating Regression analysis (scatter diagram) Learning curve

Kamran Note: split slide into three additional slides or have examples popup

Depending on space split or keep on one page

Highlight bullets based on narration



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Estimate Activity Durations (Cont…)

Heuristics - Rule of thumb Design work is always 15% of total project length

Three-Point Estimates Pert Analysis uses three estimates to define an

approximate range for an activity duration Most likely tm, Optimistic to, Pessimistic tp tE = (to+4tm+tp) \ 6 Standard Deviation = (tp-t0) \ 6 Activity Variance = [(tp-t0) \ 6]2

Review Quiz

The 3 types of estimates used in PERT analysis are:

A. Optimistic, Pessimistic, and ActualB. High, Low, and BalancedC. Optimistic, Realistic, and Most LikelyD. Optimistic, Pessimistic, and Most Likely



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Estimate Activity Durations








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Reserve Analysis

• Discussed in Risk management chapter

Contingency reserves After risk planning Also called time reserve or buffers

Management reserves Unforeseen risk



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Develop Schedule

Schedule

Network Diagram

Dependencies

Estimates

Make a nice animationShow funnel and then drop each of the Circles in it, show the output as the Schedule



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Develop Schedule








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Drawing Network Diagrams

Dig FoundationsFloat = 3 Days

ES = Day 3 EF = Day 8

LF = Day 11LS = Day 6

Duration = 5 days

Source: Rita Example Exercises Page 200

No animation neededShow as is Make nice layout



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Critical Path Example

Start

A

B

C

D

EEnd

3 6

4 4

5

0 3

0 4

0 5

3 9

4 8

9

9

F = LS – ES or LF - EF

94

330

551

How much float does a critical path have?

Calculate paths and their durations.

Kamran Note: Please animate this slide as the narrator works through the example

Animate based on the narrationSo show the diagram piece that is Narrated. Not all at once.



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Review Quiz

Start

A

E

B

DEnd

4 3

5

4

C

6

F

7

What’s the critical path and its duration in the following diagram?

A. AB, 13B. CD, 10C. ACEF, 22D. EF, 12


Show formula in the notes section In the answer

If user gets correct answer, show the Fornula

If user gets wrong answer, show the Formula as feedback

Exam Tip

Network diagrams are repeated between questions in the exam



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Trick Question



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A

B

C

6

20

ES = ?


Trick Question 2



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F

G

D

10

2

LF = ?




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Critical Path Method

Critical Path – the longest path in the network diagram and the shortest time to complete the project, using the logical network

Outcome : Forward pass calculations identify the early start (ES) and

early finish (EF) dates Backward pass calculations identify the late start (LS) and

late finish (LF) dates Can a critical path change? Can there be more than one critical paths? What is the impact of more than one critical paths?



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Critical Path Method Benefits

• As the critical path is identified, additional risks may be identified, based on their position in the network

• Shows explicit relationship• Co-ordinates “big picture”• Lays out flow of work• Encourages careful task analysis• Facilitates fact based problem solving



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Critical Path Considerations Near Critical Path

Has duration very close to Critical Path Needs to be closely monitored Can become Critical Path in certain circumstances Why watch near critical paths?

Float (Slack) Total float – delay does not impact project/milestone Free float – delay does not impact successor Project float – delay does not impact external date



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Schedule Compression

Fast Tracking Activities running in series are split to run parallel Impacts?

Crashing Taking resources from non-critical path or from

outside



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Control Schedule•“Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline”

Performance reviews Variance Analysis Project management software Resource leveling What-if scenario analysis Adjust leads and lags Schedule compression



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Control Schedule








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Chapter Summary

• Time Management Processes• Plan Schedule Management• Sequence Activities• Estimate Activity Resources• Estimate Activity Durations• Develop Schedule• Control Schedule

• Precedence Diagramming Method• Critical Path Method• Schedule Compression

End of Chapter QuizQuestion 1: Activity A can start right away and takes 1 day

B can start after A finishes and takes 2 days

C can start after A finishes and takes 4 days

D can start after B & C and takes 5 days

E can start after D and takes 6 days

F can start after C and takes 3 days

G can start after E & F and takes 4 days

Project finishes after G is completed

What is the duration of the Critical Path?

A. 12

B. 30

C. 20

D. 18



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Kamran Note: please add the final network diagram when narrator is talking about the correct answerPicture included; It is the answer, show along the answer as part of the slide or pop up. When the user submits the answer then this will popup. Show when user selects correct answer and also as a feedback when user select wrong answer to show what is correct and diagram.

Show the image as part of the answer feedbackMake the image in Visio or nicely drawn

End of Chapter Quiz

Question 2: It takes the least amount of time to use which estimation technique?

A. One-PointB. Three-PointC. ParametricD. Peer review



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End of Chapter Quiz

Question 3: During execution phase an unforeseen risk is encountered, what should the project manager do?

A. Fast TrackB. Crash resources from a non critical path

activityC. Use Management ReserveD. Use Contingency Reserve



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End of Chapter QuizQuestion 4: Activity A can start right away and takes 1 day

B can start after A finishes and takes 2 days

C can start after A finishes and takes 4 days

D can start after B & C and takes 5 days

E can start after D and takes 6 days

F can start after C and takes 3 days

G can start after E & F and takes 4 days

Project finishes after G is completed

What is the duration of the Float of Activity E?

A. 8

B. 0

C. 1

D. 2



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End of Chapter Quiz

Question 5: During estimating an activity three estimates were given

Optimistic = 2 daysMost likely = 5 daysPessimistic = 8 daysThe calculated estimate for this activity isA. 4 daysB. 6 daysC. 5 daysD. 9 days



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Kamran note: please show pert formula at time of answer

See notes below as formula

In feedback for right or wrong.

End of Chapter Quiz

Question 6: All of the following are Time Management processes except:

A. Estimate Activity ResourcesB. Develop Project CharterC. Estimate Activity DurationsD. Sequence Activities



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End of Chapter Quiz

Question 7: The 2 schedule compression techniques are:

A. Shortening and restrictingB. Alternating and bypassingC. Crashing and fast trackingD. Adjusting and excluding



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End of Chapter Quiz

Question 8: In a network diagram, activity B cannot begin until activity A has begun. This is an example of:

A. Precedence diagrammingB. Critical Path MethodC. A Start to Start dependencyD. A Finish to Start dependency



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chapter 6 time management

Documents

time management chapter

importance of time management

overview of time management

project time management

project cost management

cost management chapter

time estimation technique

veteran project manager