pmp exam preparation course: 05 project time management

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B. M. Shahrier Majumder, PMPPMP® Exam Preparation

Project Time Management


Learning Objectives

Upon completion of this topic you will learn about

– The processes, activities and documentation items for Project Time Management

– Elements (and deliverables) for Project Time Management– Tools and techniques of the key activities of the Project Time

Management

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Time Management

Project Time Management includes the processes required

to accomplish timely completion of the project.

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Key Activities of Time Management

• Define Activities: The process of identifying the specific actions to be performed to produce the project deliverables.

• Sequence Activities: The process of identifying and documenting relationships among the project activities.

• Estimate Activity Resource: The process of estimating the type and qualities of material, people, equipment, or supplies required to perform each activities.

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Key Activities of Time Management

• Estimate Activity Duration: The process of approximating the number of work periods needed to complete individual activities with specific resources.

• Develop Schedule: The process of analyzing activity sequences, durations, resource requirements, and schedule constrains to create the project schedule.

• Control Schedule: The process of monitoring the status of

the project to update project progress and managing changes to the schedule baseline.

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Define Activities | Data Flow Diagram

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Diagram Source | PMBOK 4th Edition


Define Activities

Inputs Tools & Techniques Outputs

Scope baselineEnterprise environmental factorsOrganizational process assets

DecompositionRolling wave planningTemplatesExpert judgment

Activity listActivity attributesMilestone list

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Define Activities > Tools and Techniques

Rolling Wave Planning Rolling wave planning is a form of progressive elaboration planning

where the work to be accomplished in the near term is planned in

detail at a low level of WBS, while work far in the future is planned for

the WBS components that are at relatively high level of the WBS.

Templates A standard activity list or a portion of activity list from a

previous project is often usable as a template for new project.

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Define Activities > Outputs

Activity List Activity list is a comprehensive list including all schedule activities required on the project.

Activity Attributes Activity attributes extend the description of the activity by identifying the multiple

components associated with each activity.

The component of each activity evolve over time.

During the initial stages of the project they include the Activity ID, WBS ID, and activity

name, and when completed may include activity codes, activity description, predecessor

activities, successor activities, logical relationships, leads and lags, resource

requirements, imposed dates, constrain and assumptions.

Milestone List A milestone is a significant point or event in the project.

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Sequence Activities | Data Flow Diagram

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Sequence Activities


Activity listActivity attributesMilestone listProject scope statementOrganization process assets

Precedence diagramming method (PDM)Dependency determinationAppling leads and lagsSchedule network template

Project schedule network diagramProject document (updates)

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Sequence Activities > Tools and Techniques

ActivityA

ActivityB

Finish to Start (FS) Relationship

ActivityA

ActivityB

Start to Start (SS) Relationship

ActivityA

ActivityB

Finish to Finish (FF) Relationship

ActivityA

ActivityB

Start to Finish (SF) Relationship

• Precedence diagramming method (PDM)

• PDM is a method used in Critical Path Methodology (CPM) for constructing a project

schedule network diagram that uses boxes or rectangular, referred to as nodes, to

represent activities and connect them with arrows that show the logical relationships

that exists between them.

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Sequence Activities > Tools and Techniques

Dependency Determination Mandatory dependency

Discretionary dependency

External dependency

Appling Leads and Lags A lead allows an acceleration of a successor activity

A lag directs a delay in the successor activity

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ActivityA

ActivityBL=3

FS Relationship: The Start of B must lag (L) the Finish of A by 3 days

ActivityA

ActivityB

L=4

SS Relationship: The Start of B must lag (L) the Start of A by 4 days

ActivityA

ActivityB

L=5

FF Relationship: The Finish of B must lag (L) the Finish of A by 5 days

ActivityA

ActivityB

L=6

SF Relationship: The Finish of B must lag (L) the Start of A by 6 days


Sequence Activities > Outputs

Network Diagram

Any schematic display of the logical relationships of Project Activities. Always

drawn from left to right to reflect project chronology. Often incorrectly referred to

as a “PERT Chart”.

Network Diagram Rules of Thumbs

There is a starting point

There is an ending point

There are predecessors for all activities

There are successors for all activities (no hangers!)

There are no loops

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Estimate Activity Resources | Data Flow Diagram

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Estimate Activity Resource


Activity listsActivity attributesResource calendarsEnterprise environmental factorsOrganizational process assets

Expert judgmentAlternative analysisPublished estimation dataBottom-up estimatingProject management software

Activity resource requirementsResource breakdown structureProject document updates

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Estimate Activity Resource > Inputs

• Resource Calendars• A calendar that documents the working and nonworking days that

determine the dates that a resource is available or not.

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Estimate Activity Resource > Outputs

• Activity Resource Requirement• An identification and description of the types of quantities of

resources required for each schedule activity in a work package

• Resource Breakdown Structure• A hierarchical structure of identified resources by resource category

and type

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Estimate Activity Duration | Data Flow Diagram20



Estimate Activity Durations


Activity listsActivity attributesActivity resource

requirementResource calendarProject scope statementEnterprise

environmental factorsOrganizational process

assets

Expert judgmentAnalogous estimationParametric estimatingThree point estimatesReserve analysis

Activity duration estimates

Project document updates

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Estimate Activity Durations

• Activity Effort and Duration

Total Time = Duration

Not working Time on Tasks

Actual Working on Tasks = Effort

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Estimate Activity Durations > Tools and Techniques

Analogous Estimating Top down estimating, uses actual duration of activities from previous projects

Parametric Estimating Top down estimating, activity duration can be uses a mathematical model to

determine estimates

Estimating the basis for activity duration can be quantitatively determine by multiply

the quantity of work to be performed by the productivity rate. e.g. Function Point

Estimation, Use Case Estimation.

Three Point Estimating Estimating an average of the most likely, optimistic, pessimistic estimated duration.

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Estimate Activity Durations > Tools and Techniques Multi Point Estimating (PERT)

Program Evaluation and Review Technique (PERT)Calculation:

Mean = (P + 4M + O)/6 Standard Deviation = (P-O)/6 Variance = ((P-O)/6)2

Here, P = Pessimistic Estimation, O = Optimistic Estimation and M = Most likely Estimation

Reserve AnalysisCalled time reserve, contingency, or bufferPurpose – To add time to individual activities or the overall project

duration for schedule risksAccumulated for the project and included in the project contingency

fund or management reserve

Note: Authors discourage adding time to individual activities since this is a form of padding

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• Complete the table using the formulas of PERT

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Activity O M P Expected Duration

Activity Standard deviation

Range of the Estimates

A 14 27 47

B 41 60 89

C 39 44 48

D 29 37 42


• What do you need before you try to develop a schedule for your project?

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Develop Schedule | Data Flow Diagram27



Develop Schedule


Activity listsActivity attributesProject schedule

network diagramsActivity resource

requirementResource calendarActivity duration

estimatesProject scope statementEnterprise

environmental factorsOrganizational process

assets

Schedule network analysis

Critical path methodCritical chain methodResource levelingWhat-if scenario

analysisAdjusting leads and

lagsSchedule compressionSchedule model

Project scheduleSchedule baselineSchedule dataProject document

updates

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Develop Schedule > Tools and Techniques

• Critical Path Method (CPM)• Critical Path Method (CPM), is a procedure for using network analysis

to identify those tasks which are on the critical path: ie where any delay

in the completion of these tasks will lengthen the project timescale,

unless action is taken.

• For all tasks off the critical path, a degree of tolerance is possible (eg.

late start, late completion, early start, etc.).

• Network charts and CPM analysis used to be carried out by hand.

• Software is now available which requires the user only to enter the tasks,

duration of each task and dependencies upon other tasks; a network

chart and CPM is then automatically created.

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• Why Critical Path Method (CPM)• The CPM formally identifies tasks which must be completed on time

for the whole project to be completed on time

• Identifies which tasks can be delayed for a while if resource needs to

be reallocated to catch up on missed tasks

• It helps you to identify the minimum length of time needed to

complete a project

• The CPM determines both the early start and the late start date for

each activity in the schedule.

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• How to Use CPM

SAMPLETask ID Duration Dependency

A 7B 3C 6 AD 3 BE 3 D, FF 2 BG 3 CH 2 E, G

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• Calculating the Forward Pass

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Schedule Development >> Tools and Techniques

• Calculating the Backward Pass

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Develop Schedule >> Tools and Techniques

• Calculating the Critical Path

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• Critical Chain Method (CCM)• Critical Chain Method (CCM), is a schedule network analysis

techniques that modifies the project schedule to account for limited

resources.

• Initially, the project schedule network diagram is built using duration

estimates with required dependencies and defined constrains as input.

The critical path is then calculated. After the critical path is designed,

resource availability is entered and the resource-limited schedule result

is determined. The resulting schedule often has an altered critical path.

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Control Schedule | Data Flow Diagram36



Control Schedule


Schedule management planProject ScheduleWork performance informationOrganization process assets

Performance reviewsVariance analysisProject management softwareResource levelingWhat-if scenario analysisAdjusting leads and lagsProgress reportingSchedule compression Scheduling tool

Work performance measurementsOrganizational process assets updatesChange requestsProject management plan updatesProject document updates

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Control Schedule > Tools and Techniques

• Progress reporting• Actual Start and Finish Dates

• Remaining duration for unfinished tasks

• Percent completion (from Earned Value Analysis)

• Schedule Change Control System• Part of Integrated Change Control

• Performance Measurements• Schedule Variance (SV), Schedule Performance Index (SPI) (from Earned Value

Analysis)

• Schedule Comparison Bar Charts• Tracking Gantt

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Questions

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pmp exam preparation course: 05 project time management

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