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Project Time Project Time ManagementManagement
Sections of this presentation were adapted Sections of this presentation were adapted from from A Guide to the Project Management A Guide to the Project Management
Body of KnowledgeBody of Knowledge 4 4thth Edition, Project Edition, Project Management Institute Inc., © 2009Management Institute Inc., © 2009
Project Time ManagementProject Time Management
““The processes required to accomplish The processes required to accomplish timely completion of the project”timely completion of the project”
Why Time Management?Why Time Management?
Part of triple constraint, can’t manage one without Part of triple constraint, can’t manage one without the others (scope, time, and quality) the others (scope, time, and quality)
Second hardest section on the test behind Second hardest section on the test behind integrationintegration
How Do We Manage Time?How Do We Manage Time?
Six processesSix processes Define ActivitiesDefine Activities Sequence ActivitiesSequence Activities Estimate Activity ResourcesEstimate Activity Resources Estimate Activity DurationsEstimate Activity Durations Develop ScheduleDevelop Schedule Control ScheduleControl Schedule
Define
Activities
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule
Control Schedule
Define ActivitiesDefine ActivitiesEnterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Decomposition
Templates
Rolling wave planning
Expert judgment
Planning component
Inputs OutputsTools & Techniques
Work Breakdown Structure
WBS Dictionary
Project Management Plan
Activity List
Activity Attributes
Milestone List
Requested Changes
Define
Activities
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule
Control Schedule
Define ActivitiesDefine Activities
Rolling Wave Planning – Rolling Wave Planning – Progressive planning Progressive planning where near term work is broken down in detail where near term work is broken down in detail and distant work is kept at a higher WBS leveland distant work is kept at a higher WBS levelPlanning Component – Planning Component – WBS items that cannot be WBS items that cannot be broken down into work packages are put in a:broken down into work packages are put in a: Control Account – High level planning dates for Control Account – High level planning dates for
the scope to be definedthe scope to be defined Planning Package – Package includes scope to Planning Package – Package includes scope to
be completed but no activities.be completed but no activities.
Sequence ActivitiesSequence ActivitiesProject Scope Statement
Activity List
Activity Attributes
Precedence diagramming method (PDM)
Arrow diagramming method (ADM)
Schedule network templates
Dependency determination
Applying leads and lags
Inputs OutputsTools & Techniques
Milestone List
Approved Change Requests
Project Schedule Network Diagrams
Activity List Updates
Activity Attributes Updates
Requested Changes
Define
Activities
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule
Control Schedule
Precedence Diagramming Method (PDM)
Commonly called Activity on Node (AON), most Commonly called Activity on Node (AON), most commonly used sequencing methodcommonly used sequencing methodBoxesBoxes are used to represent tasks with are used to represent tasks with arrowsarrows used for dependenciesused for dependenciesFour types of dependenciesFour types of dependencies
Finish to Start – Task must finish before next one can startFinish to Start – Task must finish before next one can startFinish to Finish – One task must finish before the other can finishFinish to Finish – One task must finish before the other can finishStart to Start – One task must start before the other can startStart to Start – One task must start before the other can startStart to Finish – One task must start before the other can finishStart to Finish – One task must start before the other can finish
Activity
A
Activity
B
NodeDependency
Arrow Diagramming Method (ADM)
Commonly called Activity on Arrow (AOA)Commonly called Activity on Arrow (AOA)
BoxesBoxes are used to represent dependencies are used to represent dependencies with with arrowsarrows used for tasks used for tasks Only Finish to Start relationshipsOnly Finish to Start relationships Can use “dummy” activitiesCan use “dummy” activities
Used for CPM and PERT estimating methodsUsed for CPM and PERT estimating methodsTask
Dependency
Activity
A
Method ComparisonMethod Comparison
StartBuild
FoundationBuild Walls
Install Grass
Build Roof Finish
Start
Build Foundation
Build Walls
Build Roof
Finish
Install Grass
PDM (AON) Method
ADM (AOA) Method
Estimate Activity ResourcesEstimate Activity ResourcesEnterprise Environmental Factors
Organizational Process Assets
Activity List
Expert judgment
Alternatives analysis
Published estimating data
Project management software
Bottom-up estimating
Inputs OutputsTools & Techniques
Activity Attributes
Resource Availability
Activity Resource Requirements
Activity Attributes Updates
Resource Breakdown Structure
Resource Calendar UpdatesProject
Management Plan Requested Changes
Define
Activities
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule
Control Schedule
Estimate Activity DurationsEstimate Activity DurationsEnterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Expert judgment
Analogous estimating
Parametric estimating
Three-point estimates
Reserve Analysis
InputsOutputs
Tools & Techniques
Activity List
Activity Resource Requirements
Activity Duration Estimates
Activity attributes updates
Resource Calendar
Activity Attributes
Project Management Plan
•Risk Register•Activity Cost Estimates
Define
Activities
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule
Control Schedule
Estimating MethodsEstimating Methods
CPM (Critical Path Method)CPM (Critical Path Method) One time estimate per taskOne time estimate per task Controls cost with flexible scheduleControls cost with flexible schedule Only on AOA networks (can have dummies)Only on AOA networks (can have dummies) Not the same thing as schedule critical pathNot the same thing as schedule critical path
PERT (Program Evaluation and Review Technique)PERT (Program Evaluation and Review Technique) Three estimates per activity (Optimistic, Pessimistic, most likely)Three estimates per activity (Optimistic, Pessimistic, most likely) Emphasis on meeting schedule with flexible costEmphasis on meeting schedule with flexible cost Only on AOA networks (can have dummies)Only on AOA networks (can have dummies)
Monte Carlo SimulationMonte Carlo Simulation Gives probabilities of completing project on time, cost, and Gives probabilities of completing project on time, cost, and
whether or not project is on critical pathwhether or not project is on critical path
Estimating with PERTEstimating with PERT
PERT Formula (Expected Duration)PERT Formula (Expected Duration) =(P+4M+O)/6=(P+4M+O)/6
Standard Deviation = (P-O)/6Standard Deviation = (P-O)/6
Variance = [(P-O)/6]Variance = [(P-O)/6]22
TaskTask OOOptimisticOptimistic
MMMost LikelyMost Likely
PPPessimisticPessimistic
PERT PERT (Expected (Expected Duration)Duration)
Std DevStd Dev VarianceVariance
AA 2 2 daysdays
4 4 daysdays
8 8 daysdays
4.3 4.3 daysdays
1 1 dayday
1 1 dayday
Develop ScheduleDevelop ScheduleEnterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Schedule network analysis
Critical path method
Schedule compression
What-if analysis
Resource leveling
Critical chain method
Project management software
Applying calendars
Adjustable leads and lags
Schedule model
Inputs Outputs
Tools & Techniques
Activity List
Activity Resource Requirements
Schedule baseline
Activity attributes updates
Resource Calendar
Activity Attributes
Project Management Plan
•Risk Register•Activity Cost Estimates
Project schedule
Schedule model data
Resource requirements updates
Requested changes
Project management plan updates
•Schedule management plan updates
Project calendar updates
Define
Activities
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule
Control Schedule
Scheduling from EstimatesScheduling from Estimates
Critical PathCritical Path Longest time through the network diagram, the Longest time through the network diagram, the
shortest time the project is expected to takeshortest time the project is expected to take
Slack (or Float)Slack (or Float) The amount of time a task can be delayed without The amount of time a task can be delayed without
impacting the projectimpacting the project Calculated using:Calculated using:
Late Start – Early Start (LS-ES)Late Start – Early Start (LS-ES)OrOr
Late Finish – Early Finish (LF-EF)Late Finish – Early Finish (LF-EF) Early Starts computed by making a “forward pass” Early Starts computed by making a “forward pass”
through the network while late starts are computed through the network while late starts are computed using a “backward pass”using a “backward pass”
Critical Path DeterminationCritical Path Determination
EF=ES+DUR-1EF=ES+DUR-1
LS=LF-DUR+1LS=LF-DUR+1
Slack=LF-EF or LS-ESSlack=LF-EF or LS-ES
Task Name
ES
LS
EF
LF
DUR
Slack
4
2 2
23
1 9
863
2 10
8
9 0 10
4
3 0
7 8
1 0 2
Task A
Task B
Task C
Task D
Control ScheduleControl Schedule
Schedule Management Plan
Schedule Baseline
Schedule network analysis
Critical path method
Schedule compression
What-if analysis
Resource leveling
Critical chain method
Project management software
Applying calendars
Adjustable leads and lags
Schedule model
Inputs
Outputs
Tools & Techniques
Performance reports
Schedule baseline updates
Requested changes
Approved Change Requests
Schedule model data updates
Performance measurements
Organizational process assets updates
Activity list updates
Recommended corrective actions
Activity attribute updatesProject Management Plan updates
Define
Activities
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule
Control Schedule
Other Important TermsOther Important Terms
Lag – Inserted waiting time between tasksLag – Inserted waiting time between tasksFree Slack – Available delay time without impacting start Free Slack – Available delay time without impacting start of successorof successorTotal Slack – Amount of time a task can be delayed Total Slack – Amount of time a task can be delayed without delaying project completion datewithout delaying project completion dateProject Slack – Amount of time a project can be delayed Project Slack – Amount of time a project can be delayed without impacting completion dates imposed by clientwithout impacting completion dates imposed by clientCrashing – Adding resources to critical path items to Crashing – Adding resources to critical path items to shorten scheduleshorten scheduleFast Tracking – Performing critical path tasks in parallel Fast Tracking – Performing critical path tasks in parallel rather than seriesrather than seriesResource Leveling – Adjusting completion dates of tasks Resource Leveling – Adjusting completion dates of tasks to meet available resourcesto meet available resourcesHeuristics – Rules of thumb Heuristics – Rules of thumb