Project Time Management

Agenda

Project Time Management Introduction

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Control Schedule

Project Time Management

The aim of Project Time Management is to ensure that the project can meet its
required end date. The following steps are followed :
Activities are created
Activities are sequenced
Resources and efforts are estimated
Resources are assigned
Final schedule is developed
Initiating

Planning
Plan Schedule Mgnt
Define Activities
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule

Executing

Monitoring & Controlling

Control Schedule

Closing

Project Time Management

A Project Schedule provides the basis to determine the total duration of the project
and to visualize the resources assigned to the activities. It allows a better
allocation/optimization of the resources and helps identify delays and their impact on
the project through the Critical Path. The Critical Path is the longest necessary path
through a network of activities when respecting their interdependencies. Any delay of
an activity that belongs to the Critical Path will result in a delay to the completion of
the project.
The Schedule Management Plan establishes the criteria and activities to be
performed in order to develop and monitor and control the schedule.
It can include the following : the level of accuracy, the units of measure, the reporting
formats, the performance index, etc.

Define Activities
The Define Activities process consists of identifying the actions to be performed in
order to obtain the deliverables. Using the WBS and the Scope Baseline, a breakdown
of the work packages into schedule activity level is made to create the Activity List.
Remember that Work Packages are product deliverables, whereas Activities focus on
the work that needs to be carried out in order to execute such work packages.

Inputs

Tools & Techniques

Outputs

Schedule Management
Plan
Scope Baseline
EEF
OPA

Decomposition
Rolling Wave Planning
Expert Judgment

Activity List
Activity Attributes
Milestone List

Define Activities
Decomposition is the act of breaking down the work packages into activity level.

Activity 6

Activity 5

Activity 4

Activity 3

Activity 2

Activity 1

Work Package

Rolling Wave Planning is a form of Progressive Elaboration and is based on the

assumption that at the beginning of the project, future activities may not be as
detailed and that they will be more clearly known as the project advances.

Define Activities
The Activity Attributes provides details about the activities such as dependencies,
duration, etc.
The Milestone List provides a list of major or minor milestones to be reached before
the completion of the project.

Sequence Activities
The Sequence Activities process consists of putting the activities (identified in the
Define Activities) in the correct order and establishing dependencies between them.
The tool used is called the Precedence Diagramming Method (PDM).

Inputs

Tools & Techniques

Outputs

Schedule Management
Plan
Activity List
Activity Attributes
Project Scope Statement
Milestone List
EEF
OPA

Precedence
Diagramming Method
Dependency
Determination
Leads and Lags

Project Schedule
Network Diagrams
Project Document
Updates

Sequence Activities
A Network Diagram shows the dependencies between activities as well the duration
of each activity. Its a graphical representation of the workflow and it helps estimating
the duration of a project through the Critical Path.
Example of a Network Diagram :

Sequence Activities
There are four Precedence Relationships also known as the Activity on Node (AON)
approach :
1. Finish-to-Start (FS) : Activity A must be completed before Activity B can start

2. Start-to-Start (SS) : Activity A must start before Activity B can start

3. Finish-to-Finish (FF) : Activity A must be completed before Activity B can be completed

4. Start-to-Finish (SF) : Activity B cannot be completed until Activity A is started

Sequence Activities
Another approach is called Activity on Arrow (AOA). Since the activity is defined on
the arrow, it is read as A-C or B-D. The dashed line have a duration of 0 and are used
to show multiple dependencies. They are called dummy activities.

A GERT (Graphical Evaluation and Review Technique) is another representation that

allows conditional branching and loops.

Sequence Activities
A GANTT Chart is a graphical representation of a schedule that helps to plan,
coordinate and control the activities of a project.

Sequence Activities
There are four types of Network Dependency :
Mandatory Dependency : also called hard-logic. It describes the finish-to-start
relationship.

Discretionary Dependency : also called preferred, preferential logic or softlogic. The dependency is established by the project team or the organization. It is
used when compressing the schedule.

External Dependency : the activity is dependent on another non-project thirdparty activity such as a supplier or a government activity.

Internal Dependency : the activity is dependent on another project related activity

under the project teams control

Sequence Activities
A milestone is used as a checkpoint on the progress of the project. They usually
represent the completion of a key deliverable or of a phase in the project. They are
listed in the Project Management Plan, the WBS Dictionary and the Scope Statement.
A Lag is a forced/required/imposed delay in starting a successor activity. For example,
there is a required lag between pouring concrete footing and starting the erection of
the walls. It is a positive number.
A Lead is the opposite of a Lag. It is defined as the time by which one successor
activity is leading the predecessor activity. For example, testing a software code before
the entire application has been completed. It is a negative number.

Estimate Activity Resources

The Estimate Activity Resources process consists of estimating the types and
quantities of resources (whether human or material) required in order to complete
the activities.

Inputs

Tools & Techniques

Outputs

Schedule Management
Plan
Activity List
Activity Attributes
OPA
Activity Cost Estimates
Resource Calendars
Risk Register
EEF

Expert Judgment
Alternative Analysis
Published Estimating
Data
Bottom-up Estimating
Project Management
Software

Activity Resource
Requirements
Resource Breakdown
Structure
Project Document
Updates

Estimate Activity Resources

Estimating Techniques :

Alternative Analysis : to consider alternative ways (more efficient and more

effective) of completing the work.

Published Estimating Data : available in two forms : internal sources based on

historical data or industry-standard tables.

Bottom-up Estimating : most accurate estimate. It consists of estimating individual

work packages and rolling-up to get the total estimate of the project.

Project Management Software : such as Primavera, MS Project help structuring

information.

Estimate Activity Durations

The Estimate Activity Durations process consists of estimating the work periods
required in order to complete the activities with the estimated resources determined
in the previous process Estimate Activity Resources.
Inputs

Tools & Techniques

Outputs

Schedule Management
Plan
Activity List
Activity Attributes
OPA
Project Scope Statement
Resource Breakdown
Structure
Resource Calendars
Risk Register
EEF

Expert Judgment
Parametric Estimates
Analogous Estimates
Reserve Analysis
Three-Point Estimates
Group Decision Making
Techniques

Activity Duration
Estimates
Project Document
Updates

Estimate Activity Durations

Estimating Techniques :
Analogous Estimate : it is based on previous similar projects. Also knows as topdown estimating.
Parametric Estimate : it is basically a linear extrapolation and is applied on scalable
activities. Available experience in a similar previous activity is also required.
Heuristics Estimate : also known as the rule of thumb or trial-and-error. For
example the 80/20 rule (80% of problems are caused by 20% of problem sources).
Reserve Analysis : also called contingency. This estimating technique is an
analytical technique used by risk management. Not to confuse with Padding
(adding fat to an estimate).
Single Estimate : it is a straight forward estimate. A project team member says that
the activity would take such amount of time. Risk of Padding.

Estimate Activity Durations

Estimating Techniques :
Three-point Estimate : also knows as PERT (Project Evaluation and Review
Technique). The approach here is to use weighted average of optimistic,
pessimistic and most-likely estimates
Formulas:

Beta Distribution
=

+ +
+ +
=

+ +
+ +
=

Triangular Distribution

Estimate Activity Durations

Estimating Techniques :
Three-point Estimate : the Standard Deviation (SD) gives a rough level of
confidence you should have in each estimate. The smaller the SD the tighter the
precision.
Formula :
() =

Percentages
A range of One Sigma 1 above and below the mean equals 68.27%
A range of Two Sigma 2 above and below the mean equals 95.45%
A range of Three Sigma 3 above and below the mean equals 99.73%
A range of Six Sigma 6 above and below the mean equals 99.99%

Accuracy is the level of conformity to target values while the Standard Deviation is the precision
of the measurements.

Estimate Activity Durations

PERT Analysis Steps :
1. Calculate the estimate duration for each activity using the formulas
2. Draw the project schedule network diagram and analyze the paths
3. Determine the length of the critical path
4. Calculate the standard deviation of the critical path using :
1

+ 2

+ 3

+ 4

Estimate Activity Durations

Tools comparison
Tool

Advantages

Disadvantages

Analogous
Estimating

Little time and effort

Project costs are capped

Less accurate than Bottom-up

Historical info not available
Difficult for project with high uncertainty

Bottom-up
Estimating

Improved accuracy
Good level of detail
Includes team buy-in

Takes time to create

Potential padding estimates

Parametric
Estimates

More accurate than analogous

Quicker than bottom-up
More accurate projection of
project completion

Accuracy varies
Historical info not available
Not scalable

Estimate Activity Durations

PERT Example :
Act

18

30

40

28

32

52

60

50

27

31

41

37

42

71

Path

Estimate Range

SD

VAR

21.77

50 4.66

32

2.33

5.44

32 2.33

46

5.66

32.11

46 5.66

156

8.53

72.76

3.66

4.66

13.44

28 3.66

Based on the results above, we can calculate probabilities of completing the project :
One Sigma 1 : 68.27% between 147.47 and 164.53 days
Two Sigma 2 : 95.45% between 138.94 and 173.06 days
Three Sigma 3 : 99.73% between 130.41 and 181.59 days
Six Sigma 6 : 99.99% between 104.82 and 207.18 days

Develop Schedule
The Develop Schedule process consists of creating the Project Schedule by analyzing
the activities, the resources, and the durations determined in the previous processes.

Inputs

Tools & Techniques

Outputs

Schedule Management Plan

Activity List
Activity Attributes
OPA
Project Scope Statement
Project Schedule Network
Diagrams
Activity Resource Requirements
Activity Duration Estimates
Resource Breakdown Structure
Resource Calendars
Risk Register
Project Staff Assignements
EEF

Schedule Network Analysis

Critical Path Method
Critical Chain Method
Resource Optimization
Technique
Modeling Techniques
Leads and Lags
Schedule Compression
Scheduling Tool

Schedule Baseline
Project Schedule
Schedule Data
Project Calendars
Project Management Plan
Updates
Project Document Updates

Develop Schedule
Schedule Network Analysis Techniques : Critical Path Method (CPM)
The Critical Path is the longest path through the network.
Activities belonging to the critical path are called critical activities.
Critical activities have 0 float. i.e. the critical path has 0 float.
The critical path can change.
A path with negative float means you are behind the schedule.
A Float is the amount of time an activity can be delayed without delaying the project
schedule.
Free Float : amount of time a single activity can be delayed without delaying the
start of the successor activity
Total Float : amount of time a single activity can be delayed without delaying the
project completion

Develop Schedule
Float definitions :
ES Early Start : is the earliest possible date an activity can start
LS Late Start : is the latest possible date an activity can start without impacting the
late finish LF
EF Early Finish : is the earliest possible date an activity can end
LF Late Finish : is the latest possible date an activity can end without impacting the
start of a successor activity
Float = LS ES or LF EF
Activity Duration
Forward pass calculation : D = EF ES
Backward pass calculation : D = LF LS

Develop Schedule

Forward pass calculation

Early Start numbers for an activity are calculated by adding the early start to the
duration of the predecessor activity
When merging paths for an activity, the highest number wins

Backward pass calculation

Late Starts numbers are calculated by subtracting

the activity duration from the late start of the
successor activity
When merging paths for an activity, the smallest
number wins
All critical path activities will have the same ES/LS and same LS/LF

Develop Schedule
CPM Example
Activity

Duration

Predecesso
rs

Start

B,E

E,G

C,F,H

Critical Path Steps :

Perform forward pass to calculate ES and EF
Perform backward pass to calculate LS and LF
Calculate Float
Determine The Critical Path

Develop Schedule
CPM Example - Solution
Activity

Duration

Predecesso
rs

Start

B,E

E,G

C,F,H

Note :
Critical path is the longest from A to I : A G H I : 18
weeks
All activities on Critical path has 0 float

Develop Schedule
Other Schedule Network Analysis Techniques :
Resource Leveling : consists of adjusting the level of resource usage. The concept
is to stabilize resource usage to avoid resource over-allocation and burnouts. It can
result in delaying the project completion date.
What-If Analysis : based on statistical probabilities. Example Monte Carlo.

Monte Carlo Analysis : consists of running the

estimates (PERT estimates) a thousand times in
order to obtain a distribution of possibilities.
Bar Chart : In a bar chart, high-level summary activities are called Hammock activities.
Milestone Chart : similar to bar chart but only shows major deliverables. Milestones
have 0 duration.

Develop Schedule
Schedule Compression Techniques two types :
1. Fast Tracking :

Activities are allowed to overlap or to run in parallel

Dependencies are not respected
Higher risk
Resource Overload

2. Crashing :
Consists of adding resources to the critical path activities resulting in additional costs
Team will have to work overtime

Control Schedule
The Control Schedule process consists of capturing the current schedule status,
determining the variance from the baseline, identifying the causes of the variance and
finally taking appropriate action.

Inputs

Tools & Techniques

Outputs

Project Management
Plan
Work Performance Data
Project Schedule
Schedule Data
Project Calendars
OPA

Performance Reviews
Resource Optimization
Techniques
Project Management
Software
Scheduling Tool
Leads and Lags
Modeling Techniques
Schedule Compression

Schedule Forecasts
Work Performance
Information
Change Requests
Project Management
Plan Updates
Project Document
Updates
OPA Updates