B U D I L U H U R U N I V E R S I T YPOST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY
IT PROJECT MANAGEMENT
PROJECT TIME MANAGEMENT
Project Time Management Processes
• Project time management involves the processes required to ensure timely completion of a project. Processes include:1. Define activity 2. Sequence activity 3. Estimate activity resources
4. Estimate activity durations 5. Develop schedule 6. Control schedule
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Define Activity
• Identifying the specific schedule activities that need to be performed to produce the various project deliverables
• Project work packages are planned into smaller components (decomposed) called schedule activities to provide a basis for estimating, scheduling, executing, and monitoring and controlling the project.
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Define Activities
INPUT OUTPUT1. Scope baseline2. Enterprise environmental
factors3. Organizational process
assets
1. Activity list2. Activity attributes3. Milestone list
TOOLS & TECHNIQUES1. Decomposition2. Rolling wave planning3. Templates4. Expert judgment
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Activity DefinitionInput (1)
1. Scope baselineProject deliverables, constraints & assumptions documented in the scope statement
2. Enterprise environmental factorsAvailability of project ISScheduling S/W tools, etc
3. Organizational process assetsActivity planning-related policies, procedures, guidelines that are considered in developing activity definitions
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Define Activity Outputs
Activity listComprehensive list of schedule activities
Activity attributes1 Identifier 6 Logical relationship2 Codes 7 Leads and lags3 Description 8 Resource requirement4 Predecessor 9 Imposed dates5 Successor 10 Constraints & assumptions
Milestone listComponent of the PM planIndicates whether mandatory or optional milestone
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Define ActivitiesTools & Techniques
DecompositionSubdividing the project work packages into smaller more manageable components called schedule activities
Rolling wave planningA form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS
TemplatesExpert judgment
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Sequence Activities
• Identifying and documenting dependencies among schedule activities
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Sequence Activities
INPUT OUTPUT1. Activity list2. Activity attributes3. Milestone list4. Project scope statement5. Organizational process
assets
1. Project schedule network diagram
2. Project document updates
TOOLS & TECHNIQUES1. Precedence diagramming method (PDM)2. Dependency determination3. Applying leads and lags4. Schedule network templates
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Sequence ActivitiesTools & Techniques
Precedence Diagramming Method• Activities are represented by boxes• Arrows show relationships between activities• More popular than ADM method and used by project
management software• Better at showing different types of dependencies
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Sequence ActivitiesTools & Techniques
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FS: Finish-to-start
SS: Start-to-start
FF: Finish-to-finish
SS: Start-to-finish
B cannot start until A finishesA
B
A
B
A
B
A
B
B cannot start until A starts
B cannot finish until A finishes
B cannot finish until A starts
Determine dependencies between tasks
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Sequence ActivitiesTools & Techniques
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Sequence ActivitiesTools & Techniques
Dependency determination– Mandatory dependencies (inherent in the nature
of the work being done)– Discretionary dependency (prefer logic /
preferential logic / soft logic)– External dependency (the project activities are
dependent on non-project activities Applying leads & lags• A lead allows an acceleration of the successor
activity• A lag directs a delay in the successor activity
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Schedule network templates– Templates for the entire project– Templates for sub network (fragment
network)
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Estimate Activity Resources
• Estimating the type and quantities of resources required to perform each schedule activity
Inputs Outputs1. Activity lists2. Activity attributes3. Resource availability4. Enterprise environmental
factors5. Organizational process
assets
1. Activity resource requirements
2. Resource breakdown structure
3. Project document updates
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Activity resource requirementsIdentification and description of the types and quantities of resources required of each schedule activity in a work package
Resource breakdown structureA hierarchical structure of the identified resources by resource category and resource type
Project documents updates
Estimate Activity ResourcesOutput
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Estimate Activity Resources Tools & Techniques
Expert judgments
Alternatives analysisMany schedule activities have alternative methods of accomplishment
Published estimating dataProduction rates, unit cost of resources, etc
Project management software
Bottom-up estimating• Decompose the schedule activities into more
details; estimate the resource needed to complete each detailed piece of work. Aggregate bottom-up wise 19
Estimate Activity Duration • Estimating the number of work periods that will be needed
to complete individual schedule activities
Inputs Outputs1. Enterprise environmental factors2. Organizational process assets3. Project scope statements4. Activity lists5. Activity attributes6. Activity resource requirements7. Resource calendars8. Project management plan:
– Risk register– Activity cost estimate
1. Activity duration estimates
2. Activity attributes
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Estimate Activity Duration Tools & Techniques
Expert judgment
Analogous estimatingUsing actual previous data and expert judgment
Parametric estimationDuration = Quantity of work to be performed x productivity rate
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Estimate Activity Duration Tools & Techniques
Three-Points estimates• Most likely (M)• Optimistic (O)• Pessimistic (P)
Formula in CPM:Duration = ( O + 4M + P)/6
Reserve analysis
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Develop Schedule
Analyzing :• activity sequences, • activity durations, • activity resources requirements, • schedule constraints to create the project schedule
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Develop ScheduleInputs Outputs
1. Organizational process assets
2. Project scope statements3. Activity lists4. Activity attributes5. Project schedule network
diagram6. Activity resource
requirements7. Resource calendars8. Activity duration estimates9. Project management plan:
– Risk register
1.Project schedule2.Schedule model data3.Schedule baseline4.Resource requirements
(updates)5.Activity attributes (updates)6.Project calendars (updates)7.Requested changes8.Project management plan
(updates)– Schedule
management plan (updates)
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Develop Schedule Output
Project scheduleOften presented graphically, – Project schedule network diagram– Bar charts & Milestone chart
Schedule baseline Project schedule, with additional information – Baseline start date– Baseline finish date
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Develop Schedule Output
Schedule data Supporting data for the project schedule:• Schedule milestones• Schedule activities• Activity attributes• Assumption & constraints• Resource requirements by time period• Alternative schedule (best case, worst case)• Schedule contingency reserves
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Develop Schedule Tools & Techniques
1. Schedule network analysis2. Critical path method3. Critical chain method4. Resource leveling5. What-if scenario analysis6. Applying leads and lags7. Schedule compression8. Scheduling model
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Develop Schedule Tools & Techniques
Schedule Network AnalysisEmploys a schedule model and various analytical
techniques:– CPM (critical path method)– Critical chain method– What-if analysis– Resource leveling
to calculate:– Early start (ES) & late start (LS) dates– Early finish (EF) & late finish (LF) dates
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Develop Schedule Tools & Techniques
Critical Path Method (CPM)• A project network analysis technique used to predict
total project duration• A critical path for a project is the series of activities
that determines the earliest time by which the project can be completed
• The critical path is the longest path through the network diagram and has the least amount of slack or float
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Develop Schedule Tools & Techniques
Finding the Critical Path1. Develop a good project network diagram2. Add the durations for all activities on each path
through the project network diagram3. The longest path is the critical path
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Develop Schedule Tools & Techniques
Schedule compressionShorten the project schedule without changing the
project scope to meet the schedule constraints, imposed dates, or other schedule objectives
Techniques:Crashing: Cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental costFast tracking: Phases of activities that normally would be done in sequence are performed in paralel
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Develop Schedule Tools & Techniques
OverlappedTasks or fasttracking
Shortenedduration thrucrashing
Original schedule
Source: Schwalbe, ITPM, 3rd ed 32
Develop Schedule Tools & Techniques
Buffers and Critical Chain• A buffer is additional time to complete a task• Murphy’s Law states that if something can go wrong,
it will, and Parkinson’s Law states that work expands to fill the time allowed. In traditional estimates, people often add a buffer and use it if it’s needed or not
• Critical chain schedule removes buffers from individual tasks and instead creates– A project buffer, which is additional time added
before the project’s due date– Feeding buffers, which are addition time added
before tasks on the critical path33
Source: Schwalbe, ITPM, 3rd ed 34
Develop Schedule Tools & Techniques
Program Evaluation and Review Technique (PERT)• A network analysis technique used to estimate project
duration when there is a high degree of uncertainty about the individual activity duration estimates
• Uses probabilistic time estimates based on using :– optimistic (O), – most likely (M), – pessimistic (P)estimates of activity durations
• PERT weighted average formula:
O + 4 M + P 6
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Control Schedule
• Controlling changes to the project schedule
Inputs Outputs1. Schedule
management plan2. Schedule baseline3. Performance
reports4. Approved change
requests
1. Work performance measurements2. Organizational process assets
updates3. Change requests4. Project mgmt plan updates5. Project managements updates
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Control ScheduleInput
Schedule management plan• Establishes how the project schedule will be manage
and control• Component of the project management planSchedule baseline• Latest, approved schedule• Component of the project management planPerformance reports• Provide information on schedule performance• Alert to issues that may cause schedule
performance problems in the futureApproved change requests
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Control ScheduleOutput
Work Performance Measurements• SV (schedule variance)• SPI (schedule performance index)
Organizational Process Assets UpdatesLesson learned documentation(cause of variance, the reasoning behind the corrective actions chosen)
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Control Schedule Output
Change RequestsProcessed for review and disposition through the integrated change control process
Project Management Plan UpdatesSchedule baseline updatesSchedule management plan updates
Project Documents UpdatesSchedule dataProject schedule
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Control Schedule Tools & Techniques
1. Performance reviews
2. Variance analysis
3. Project management software
4. Resource levelling
5. What-if scenario analysis
6. Adjusting leads and lags
7. Schedule compression
8. Scheduling tool
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Control Schedule Tools & Techniques
Project management softwareProvides the ability – To track planned dates vs actual dates– To forecast the effects of project schedule
changes
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Control Schedule Tools & Techniques
Variance analysis– Schedule control
Schedule comparison bar chart– Displays current status bar & approved project
schedule baseline
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B U D I L U H U R U N I V E R S I T YPOST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY
IS PROJECT MANAGEMENT