0 0 Project Management Professional PMP Memo No ( 971 ) Projects Time Management & Controlling using Projects Management Software by Dr. Abdalla ElDaoushy Dec, 2008 Apr, 2009 pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 1 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 1Contents Page Part I: Theoretical Part . . . . . . 2 Projects Time Management . . . . . 3 Applications of Projects Time Management . . . 4 Project Definition . . . . . . . 6 1. Activity Definition . . . . . 7 2. Activity Sequencing . . . . . 11 3. Activity Resource Estimating . . . . 19 4. Activity Duration Estimating . . . . 23 5. Project Schedule Development . . . 28 6. Controlling the Project Schedule . . . 48 Part II: Practical Part . . . . . . 54 Gantt Charts . . . . . . . . 55 PERT/CPM . . . . . . . . 60 Project Network . . . . . . . 63 Activity loops . . . . . . . 64 Time Analysis . . . . . . . 65 Project Time Analysis . . . . . . 68 Critical Path(s) Determination . . . . . 73 Workshop . . . . . . . . 96 Project Duration Compression --- Time Crashing . . 114 Project Time Crashing by Linear Programming . . 124 Applying Duration Compression --- Fast Tracking . . 135 Self Test . . . . . . . . 136 Appendix . . . . . . . . 145 References . . . . . . . . 148 pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 2 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 2 Part I Theoretical Part pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 3 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 3Projects Time Management: Projects Time Management Processes are the processes required to ensure timely completion of the Project. These processes consist of Activity Definition, Sequencing (Dependencies), Resource Estimating, Activity Duration Estimating, Schedule Development, and Schedule Control. 2ActivitySequencing4ActivityDuration Estimating 1ActivityDefinition5ScheduleDevelopmentPlanning6ScheduleControl3ActivityResource Estimating Execution & Controlling (Updating) PlanningMajor Processes for Projects Time Management pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 4 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 4Applications of Projects Time Management: 1 . Commerce 2 . Industry 3 . Military Projects 4 . Maintenance Projects 5 . Electrical Plants 6 . Airplanes, Ships, and Rockets Projects 7 . Construction Projects 8 . Medical Operations 9 . 10 . . . First Aid Centers during Earthquake 11 . Infrastructures 12 . Highways & Bridges 13 . Metro Underground14 . , .... Educational Planning pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 5 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 5 . Resource Leveling & Smoothing ) ( pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 6 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 6 roject P (Tasks) Activities . Oil Well Discovery Excavation Transportation Equipments Installing Equipments Crude Oil Transportation Organizing an Annual Meeting for Your Company. You may consider the following Activities: o Book the Meeting Space. o Schedule Speakers o Arrange for Audiovisual Equipment o Order Food o Send Out Invitations o Mail Out Annual Reports Constructions Mobilization Excavation for Foundation Walls Installation Slab & Stairs Installation Doors & Windows Fixing Electricity & Sanitary Internal Plastering Finishing pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 7 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 71. Activity Definition: Activity Definition involves identifying and documenting the specific activities that must be performed to produce the deliverables (products) and sub-deliverables identified in the Work Breakdown Structure (WBS). 1.1 Inputs to Activity Definition: 1.1.1 Project Scope: o The work that must be done to deliver a product with the specified features and functions. o The project justification and the project objectives must be considered explicitly during Activity Definition. 1.1.2 Work Breakdown Structure (WBS): o The WBS is a deliverable-oriented grouping of Project elements that organizes and defines the total Work Scope of the project. Each descending level represents an increasingly detailed definition of the Project Work. o The WBS is the primary input to activity definition (see later) 1.1.3 Historical Information: o Historical Information (what activities were actually required on previous similar Projects) should be considered in defining Project Activities. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 8 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 81.1.4 Constraints: o Constraints are factors that will limit the Project Management Teams Options. For example, Apply an overall Deadline to a Project; Apply a Constraint to an Individual Activity. 1.1.5 Assumptions: o Assumptions are factors that (for planning purposes) are considered to be true, real, or certain. o Assumptions affect all aspects of the Project Planning, and are part of the progressive explanation of the Project. o Project Team frequently identify, document, and validate assumptions as part of their Planning Process. For example, if the date that a key person will become available is uncertain, the Project Team may assume accordingly a specific start date. Assumptions generally involve a degree of risk. 1.1.6 Expert Judgment: o Expert Judgment (opinion) will often be required to assess the inputs to this process (Activity Definition). o Such expertise may be provided by any Group or Individual with specialized knowledge or training, and is available from many sources, including: i. Other Units within the Performing Organization. ii. Consultants. iii. Stakeholders including Customers. iv. Professional and Technical Associations. v. Industry Groups. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 9 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 91.2 Tools & Techniques for Activity Definition: 1.2.1 Decomposition (WBS): o Decomposition involves subdividing the Project Work into smaller and more manageable components to provide better Management Control. o The major difference between Decomposition here and in Project Scope Definition is that the final outputs here are described as Activities rather than as Deliverables. o The WBS and the Activity List (all activities that will be performed on the Project) are usually developed sequentially with the WBS being the basis for developing the final Activity List. o In some application areas, the WBS and the Activity List are developed concurrently. 1.2.2 Templates: o An Activity List, or a portion of an activity list from a previous Project is often usable as a template for a new Project. o The Activities in Templates can also contain a list of Resource Skills and their required hours of effort, identification of risks, expected deliverables, and other descriptive information. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 10 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 101.3 Outputs from Activity Definition: 1.3.1 Activity List (all activities that will be performed on the Project): o As with the WBS, the Activity List should include descriptions of each activity to ensure that the Project Team Members will understand how the Work is to be done. 1.3.2 Supporting Detail: o Supporting Detail for the Activity List should be documented and organized as needed to facilitate its use by other Project Management Processes. o Supporting Detail should always include documentation of all identified Assumptions and constraints. The amount of Additional Detail varies by Application Area. 1.3.3 WBS Updates: o In using the WBS to identify which activities are needed, the Project Team may identify missing deliverables, or may determine that the deliverable descriptions need to be clarified or corrected. Any such updates must be reflected in the WBS and related documentation, such as Cost Estimates. o These updates are often called refinements and are most likely when the project involves new or unproven technology. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 11 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 112. Activity Sequencing (Relationship): o Activity Sequencing involves identifying and documenting interactivity logical relationships. Activities must be sequenced accurately to support later development of a realistic and achievable schedule. o Sequencing can be performed with the aid of a computer (i.e., by using the Project Management Software) or manually. 2.1 Inputs to Activity Sequencing: 2.1.1 Activity List: o All Activities that will be performed must be available for the purpose of Activity Sequencing, Relationship, or Dependency. 2.1.2 Product Description: o The product description & characteristics often affect Activity Sequencing (e.g., the physical layout of a plant to be constructed, subsystem interfaces on a software project). While these effects are often apparent in the activity list, the Product Description should generally be reviewed to ensure accuracy. 2.1.3 Mandatory Dependencies: o Mandatory Dependencies are those that are inherent in the nature of the work being done. They often involve physical limitations. For examples, on a Construction Project, it is impossible to erect the superstructure before the foundation has been built; in Electronics Project, a prototype (trial product) must be built before it can be tested. Mandatory Dependencies are also called Hard Logic. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 12 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 122.1.4 Discretionary (unrestricted) Dependencies: o Discretionary Dependencies are those that are defined by the Project Management Team. They should be used with care (and fully documented), since they may limit later scheduling options. o Discretionary Dependencies are usually defined based on knowledge of: Best Practices within a particular Application Area. Some unusual aspects of the Project where a specific sequence is desired, even though there are other acceptable sequences. o Discretionary Dependencies may also be called Preferred Logic, Preferential Logic, or Soft Logic. 2.1.5 External Dependencies: o External Dependencies are those that involve a relationship between Project Activities and non-Project Activities. For example, the testing activity in a software project may be dependent on delivery of hardware from an external source. 2.1.6 Milestones: Milestone is a Significant Event in the Project, usually completion of a major deliverable. Milestone Events need to be part of the Activity Sequencing to assure that the requirements for meeting the milestone(s) are met. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 13 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 132.2 Tools & Techniques for Activity Sequencing: 2.2.1 Precedence Diagramming Method (PDM): o This is a method of constructing a Project Network Diagram that uses boxes or rectangles (nodes) to represent the Activities and connects them with arrows that show the Dependencies. o This technique is also called activity-on-node (AON) and is the method used by most Project Management Software packages. PDM can be done manually or on a computer. o This method includes 4 types of dependencies or precedence relationships: Finish-to Start (FS): the initiation of the work (Activity) of the successor depends upon the completion of the work of the predecessor. Finish-to-Finish (FF): the completion of the work of the successor depends upon the completion of the work of the predecessor. Start-to-Start (SS): the initiation of the work of the successor depends upon the initiation of the work of the predecessor. Start-to-Finish (SF): the completion of the work of the successor depends upon the initiation of the work of the predecessor. In PDM, FS is the most commonly used type of logical relationship. SF relationships are rarely used. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 14 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 14 Network Logic Diagram using Precedence Diagramming Method (PDM) B A C D E F FinishStart pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 15 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 152.2.2 Arrow Diagramming Methods (ADM): o It is also called Activity-On-Arrow (AOA). o ADM uses only FS Dependencies and may require the use of dummy activities to define all logical relationships correctly. o ADM can be done manually or on a computer. o Note: ADM Approach is rarely used in todays Project Management Practices. Network Logic Diagram using Arrow Diagramming Method (ADM) A StartStart pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 16 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 162.2.3 Conditional Diagramming Method: o Diagramming Techniques such as Graphical Evaluation and Review Technique (GERT) allows for non-Sequential Activities such as loops (e.g., a test that must be repeated more than once) or conditional branches (e.g., a design update that is only needed if the inspection detects error). o Neither PDM nor ADM allows loops or conditional branches. 2.2.4 Network Templates: o Standardized Networks can be used to expedite the preparation of Project Network Diagrams. They can include an entire project or only a portion of it. Portions of a network are often referred to as subnets or fragnets. o Subnets are especially useful when a Project includes several identical or nearly identical features, such as: o Floors on Office Building, o Clinical Trials on a Pharmaceutical Research Project, o Program Modules on a Software Project, or o The Start-Up Phase of a Development Project. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 17 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 172.3 Outputs from Activity Sequencing: 2.3.1 Project Network Diagram: o A Project Network Diagram may include full Project Details. o Any unusual sequences should be fully described. o A Project Network Diagram is often referred to as a PERT Chart. Network Logic Diagram using Precedence Diagramming Method (PDM) B5A2C4D4E1F2FinishStart pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 18 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 182.3.2 Activity List Updates: If Approved Change Requests result from the Activity Sequencing Process, then the Activity List is updated to include those Approved Changes. Also, preparation of Project Network Diagrams may reveal instances where an activity must be divided or otherwise redefined to diagram the correct logical relationships. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 19 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 193. Activity Resource Estimating: Estimating Activity Resources involves determining: What Resources (People, Equipments -- Work, Materials, or Cost/Use). What Quantities of each Resource will be used, and When each Resource will be available to perform Project Activities. The Activity Resource Estimating Process is closely coordinated with the Cost Estimating Process. Hint: Work (People or Equipment) Materials Material Label Max. Units Work Std Rate Material Cost/Use ) ( Accrue at (start, proportion, or end) ) . ( pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 20 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 203.1 Inputs to Activity Resource Estimating: 3.1.1 Enterprise Environmental Factors: o The Activity Resource Estimating Process uses the Infrastructure Resource Availability Information included in the Enterprise Environment. 3.1.2 Organizational Process Assets: o Organizational Process Assets provide the policies of the performing organization regarding staffing and the rental or purchase of supplies and equipments that are considered during activity resource estimating. If available, Historical Information regarding what types of Resources were required for similar work on previous Projects are reviewed. 3.1.3 Activity List: o The Activity Attributes of the Activity List developed during the Activity Definition Process provide the primary data input for use in estimating those Resources required for each Activity in the Activity List. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 21 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 213.2 Tools & Techniques for Activity Resource Estimating: 3.2.1 Expert Judgment: o Any group or person with specialized knowledge in Resource Planning and Estimating can provide such expertise. 3.2.2 Alternatives Analysis: o This include using various levels of resource capability or skills, different size or type of machines, different tools (hand versus automated), and make-or-buy decisions regarding the resource. 3.2.3 Published Estimating Data: o Several Companies routinely publish updated production rates and unit costs of resources for an extensive array of labor trades, equipments, and materiel for different countries and geographical locations within countries. 3.2.4 Project Management Software: o Depending upon the sophistication of the software, resource breakdown structures (RBS), resource availabilities, and Resource Rates can be defined, as well as various Resource Calendars. 3.2.5 Bottom-Up Estimating: o When an Activity cannot be estimated with a reasonable degree of confidence, the work within the Activity is decomposed into more detail. The resource needs of each lower, more detailed piece of work are estimated, and these estimates are then aggregated into a total quantity for each of the Activitys Resources. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 22 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 223.3 Outputs from Activity Resource Estimating: 3.3.1 Activity Resource Requirements: o The Resource Requirements Documentation for each Activity can include the basis of estimate for each resource, as well as the assumptions that were made in determining which types of resources are applied, their availability, and what quantity are used. o The Schedule Development Process determines when the Resources are needed. 3.3.2 Activity Attributes (Updates): o The types and quantities of Resources required for each Activity are incorporated into the Activity Attributes and therefore updates the Activity Attributes. 3.3.3 Resource Breakdown Structure (RBS): o RBS is a Hierarchical Structure of the Identified Resources by Resource Category and Resource Type. 3.3.4 Resource Calendar (Updates): o Resources Calendars documents Working Days and non-Working Days for specific Resources, whether a Person or Materiel, and if they are active or idle. The Project Resource Calendar typically identifies Resource-Specific Holidays and Resource Availability Periods. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 23 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 233.3.5 Requested Changes: o The Activity Resource Estimating Process can result in requested changes to add or delete planned schedule activities within the Activity List. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 24 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 244. Activity Duration Estimating: Activity Duration Estimating Process requires that the amount of work effort required to complete the activity is estimated. The assumed amount of resources to be applied to complete the activity is estimated, and the number of work periods needed to complete the activity is determined. All data and assumptions that support duration estimating are documented for each Activity Duration Estimate. The overall Project Duration is calculated as an output of the Schedule Development Process. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 25 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 254.1 Inputs to Activity Duration Estimating: 4.1.1 Activity List: o The Activity List must include all activities that will be performed on the project. Each activity should include description to ensure that the Project Team Members will understand how the work is to be done. 4.1.2 Constraints: o Constraints on specific Activities will be taken into consideration. 4.1.3 Assumptions: o Project Team frequently identifies, document, and validate assumptions as part of their Planning Process. For example, if the date that a key person will become available is uncertain, the Team may assume a specific start date. Assumptions generally involve a degree of risk. 4.1.4 Resource Requirements: o The duration of most Activities will be influenced by the Resources assigned to these Activities. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 26 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 264.1.5 Resource Capabilities: o The duration of most Activities will be significantly influenced by the capabilities of Human and Equipment Resources assigned to these Activities. For example, if both are assigned full time, a Senior Staff Member can generally be expected to complete a given activity in less time than a Junior Staff Member. 4.1.6 Historical Information: o Historical Information on the likely durations of many categories of activities is often available from one or more of the following sources: Some Organizations involved in the project may maintain records of previous Project Results that are detailed enough to aid in developing Duration Estimates. Commercial Duration Estimating Databases --- These databases are useful when activity durations are not driven by the actual work content (e.g., how long it takes concrete to cure; how long a Government Agency usually takes to respond to certain types of requests). Project Team Knowledge --- The Individual Members of the Project Team may remember previous actual or estimates for similar Projects. 4.1.7 Identified Risk: o The Project Team considers information on Identified Risks when producing estimates of Activity Durations, since risks can have a significant influence on duration. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 27 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 274.2 Tools & Techniques for Activity Duration Estimating: 4.2.1 Expert Judgment: o Activities Duration are often difficult to estimate because of the number of factors that can influence them (e.g., resource levels, resource productivity). o Expert judgment guided by Historical Information should be used whenever possible. o If such expertise is not available, the estimates are uncertain and risky. 4.2.2 Analogous Estimating: o This means using the actual duration of a previous, similar activity as the basis for estimating the duration of a future activity. o It is frequently used to estimate Project Duration when there is a limited amount of detailed information about the Project. o Analogous (Similar) Estimating is a form of Expert Judgment. o Analogous Estimating is most reliable when the previous activities are similar in fact and not just in appearance and the Individuals preparing the estimates have the needed expertise. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 28 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 284.2.3 Quantitatively Based Duration: Estimate Time = Volume of Work / (number of Resources * Resources Productivity) 4.2.4 Reserve Time (Contingency-Emergency): o Project Teams may choose to improve Activity Duration Estimating by using what is called time reserve, contingency, or buffer that can be added to the Activity Duration. o This reserve time can be a percentage of the estimated duration, or a fixed number of work periods. The reserve time can later be reduced or eliminated, as more precise information about the project becomes available. Such reserve time should be documented along with other data and assumptions. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 29 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 294.3 Outputs from Activity Duration Estimating: 4.3.1 Activity Duration Estimates: o Activity Duration Estimates should always include some indication of the range of possible results. o For example: 2 weeks 2 days to indicate that the activity will take at least 8 days and no more than 12 days (assuming a 5 days workweek). 4.3.2 Basis of Estimates: o Assumptions made in developing time estimate must be documented. 4.3.3 Activity List Updates: o The preparation of Project Network Diagrams may reveal instances where an activity must be divided or otherwise redefined to diagram the correct logical relationships and therefore updates the Activity List. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 30 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 305. Project Schedule Development: o Project Schedule Development means determining Start & Finish Dates for Project Activities and how long the entire Project will take. o Now that estimates of durations for Activities are complete, it is the time to work to see how the Start & Finish Date for each Activity of the Project & how long the Entire Project will take. o If the Start & Finish Dates are not realistic, then the Project is unlikely to be finished as scheduled. o The creation of the Project Schedule is iterative. It is rare for a schedule to get created, approved, and complete without some iterative examination & arrangement. o When Activity List updates, Constraints, Assumptions and other inputs are considered, it is easy to see why Scheduling can become complex. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 31 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 315.1 Inputs to Schedule Development: 5.1.1 Project Network Diagram: o The Project Network Diagram is important during Schedule Creation because it allows the Project Manager and the Project Team to evaluate the Decisions, Constraints, and Assumptions that were made earlier in the Process to determine why certain Activities must occur in a particular order. 5.1.2 Relying on Activity Duration Estimates: o Relying on Activity Duration Estimates is another key input to Schedule Creation. The Project Manager needs to know how long the whole Project will take, so the Activity Duration Estimates will help calculate that number. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 32 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 325.1.3 Considering the Resource Requirements: o Considering the Resource Requirements will affect the Project Schedule. o Remember the difference between Duration and Effort. Duration is how long the Activity will take, Effort is the Labor applied to the Activity (Task). For example, Painting a Building may take 80 hours to complete with two Workers assigned to the Job. Add two more Workers; the Work may take only (not necessarily) 40 hours to complete. 5.1.4 Considering the Resource Pool Description: o The availability of the Project Resources Pool must be evaluated. If certain Activities require a Worker with a highly Specialized Skill, these Activities are called Resource-Dependent. If the Worker not be available for the timeframe of the required Activity, one of several things must happen: The Project Manager must negotiate to make the Resource available for the Activity in the Project Schedule. The Activity must be moved in the schedule for when the Resource is available. The Activity, and possibly the Project, must wait for the Resource to become available. The Project may incur Additional Costs by finding other Resources to complete the Scheduled Work. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 33 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 335.1.5 Calendars: o There are 2 Calendar Types that will affect the Project: 1. Project Calendar: The Project Calendar accounts for holidays, working hours, and work shifts for the Project. 2. Resource Calendar: The Resource Calendar controls when Resources, such as Project Team Members and Consultants are available to work on the Project. It takes into account vacations, other commitments within the Organization, or Restrictions on Contracted Work, Overtime Issues, and so on. The consideration of the Project Calendar and the Resource Calendar is mandatory to predict when a Project may begin and end. 5.1.6 Evaluating the Project Constraints: o Constraints will restrict when and how the Project may be implemented. It is important to understand why the constraint has been imposed. Here are a few common examples of why Constraints exist: o To work within the parameters of expected weather conditions (for seasonal or outdoor Projects) o To follow the Governments Requirements o To follow the Industry Regulations, Best Practices, or Guidelines o To work within Time Frames that incorporates the expected delivery of Materials from Vendors or other Projects. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 34 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 34o Start No Earlier Than: This Constraint requires that the Project or Activity not start earlier than the Predetermined Date. Consider an Activity to add Software to an existing Network Server in a Technology Project. The Project Manager adds a 'Start No Earlier Than' Constraint on the Activity to ensure the Activity begins on a Saturday when the Server is not in use by the Organization. The Activity can begin any time after the Preset Date, but not before it. o Finish No Later Than: This Constraint requires the Project or Activity to finish by a Predetermined Date. For example, the Installation of Flooring Tile in a Restaurant must be finished by October 25 so the Kitchen Equipment can be installed. The Constraint 'Finish No Later Than' is tied to the date of October 25. The Activity can end sooner than October 25, but not after it. o Finish No Earlier Than: This (somewhat unusual) Constraint requires the Activity to be in motion up until the Predetermined Date. Consider a Project to Create a Special Blend of Wine. The Wine must be aged a specific amount of time before the Winemaking Process can continue; the Process requires a set amount of time so it may 'Finish No Earlier Than' the Predetermined Time. The Activity can end any time after the preset date, but not before it. 5.1.7 Revaluating the Assumptions: Assumptions factored into the Project should be documented and accounted for. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 35 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 355.1.8 Considering Leads & Lags: o Leads and lags are values added to Activities to slightly alter the relationship between two or more activities. For example, a Finish-to-Start Relationship may exist between Applying Primer to a Warehouse and Applying the Paint. The Project Manager, in this scenario, has decided to add one day of Lead-Time to the Activity of Painting the Warehouse. Now the Painting can begin one day before the Priming is scheduled to end. FS (-1) o Lead Time is considered a negative value because time is subtracted from the downstream activity to bring it closer to the start of the Project. o Lag Time is waiting time. Imagine a Project to install Wood Floors in an office Building. Currently, there is a Finish-to-Start Relationship between Staining (Preparing) the Floors and adding a layer of Shellac to seal the Wood Floors. The Project Manager has elected (because of the humidity in the building) to add two days of Lag Time to the downstream Activity of Sealing the Floors. Now the Shellac cannot be applied immediately after the Stain, but must wait two additional days. Lag is considered a positive value since Time is added to the Project Schedule. FS(2) The following illustration shows the difference between Lead and Lag Time. PrimerPaintingPrimerPainting pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 36 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 36 1 2 3 4 5 6 7 8 9 10 A (du = 4) B (du = 3) A (du = 4) B (du = 3) A (du = 4) B (du = 3) FS 3 FS + 3 FS = 0 pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 37 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 375.1.9 Risk Management Plan: o The Risks can alter the Project Schedule for better or for worse. This is not difficult to see. o A Risk in the Project may be identified as delays from the Vendor for the Equipments needed to complete the Project. o The response to this Risk (if it happens) may be to secure an Alternate Vendor that charges slightly more for the same Equipment but has it in Stock. o The delay of the Equipment with the Original Vendor may throw the Project off Schedule, and the Additional Time to find, purchase, and ship the needed Equipment could also add extra time to the Project. 5.1.10 Activity Attributes: o The Activity Attributes can have a direct impact on the Project Schedule. o Some Activities are Effort Driven, which means more effort can reduce the Duration. o Other Activities are of Fixed Duration - that is, Additional Effort does nothing to reduce their Expected Duration. o Activity Attributes are the characteristics of the Work to be completed, including: Person(s) Responsible for completing each Work. Where the Work will take place (Building, City, Outdoors). Type of Activity (Electrical, Technical, and so on). When the Activity must take place (Business Hours, Off-Hours, More Unusual Times). pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 38 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 385.2 Tools & Techniques for Schedule Development: 5.2.1 Applying Mathematical Analysis: o There are three common methods for Mathematical Analysis: 5.2.1.1 Program Evaluation and Review Technique (PERT): i. Specifically, PERT uses a 'pessimistic,' 'optimistic,' and 'most likely' time-estimate to predict when the Project will be completed. 5.2.1.2 Graphical Evaluation and Review Technique (GERT): i. GERT uses Conditional Advancement, Branching, and Looping of Activities and is based on probable estimates. ii. Activities within GERT are dependent on the results of other Upstream Activities. iii. For example, the results of a work package may determine if additional testing is needed, rework is required, or the Project may continue as planned. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 39 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 395.2.1.3 Critical Path Method (CPM): This is the most common Approach to calculating when a Project may finish. It uses a 'forward' and 'backward' pass to reveal which Activities are considered Critical. Activities on the Critical Path may not be delayed; otherwise, the Project End Date will be delayed. The Critical Path is the path with the longest duration to completion. Activities not on the Critical Path have some float (also called slack) that allows some amount of delay without delaying the Project End Date. The critical path is used to determine which Activities have no float. You can also use the critical path to determine the earliest date for when the project may be completed. There can be more than one critical path in a Project. It is possible for the critical path to change. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 40 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 40The following illustration is an example of determining the critical path: Example 1: Watch 1: The Path Start A B C D End = 17 units of time 2: The Path Start E F C D End = 20 units of time 3: The Path Start E F G End = 15 units of time pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 41 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 41 pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 42 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 42 pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 43 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 43Example 2: Determining the Critical Patgh o The Forward Pass: StartEstablishVendor Specsdu=2PrepareDetail ShopDrawings du=3Establish andMonitor VendorContracts du=5FabricateWheel Componentsdu=2SecureHardwaredu=1AssembleHandles andLegs du=2PerformFinalAssemblydu=21 2 7 31 3448 45 4 95KeyES EFSSSS pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 44 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 44o The Backward Pass: StartEstablishVendor Specsdu=2PrepareDetail ShopDrawings du=3Establish andMonitor VendorContracts du=5FabricateWheel Componentsdu=2SecureHardwaredu=1AssembleHandles andLegs du=2PerformFinalAssemblydu=21 2 7 31 3448 45 4 95KeyES EFSSSS8 96 73 51 23 76 77 7LS LF pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 45 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 45o The Critical Pass: StartEstablishVendor Specsdu=2PrepareDetail ShopDrawings du=3Establish andMonitor VendorContracts du=5FabricateWheel Componentsdu=2SecureHardwaredu=1AssembleHandles andLegs du=2PerformFinalAssemblydu=21 2 7 31 3448 45 4 95KeyES EFSSSS8 96 73 51 23 76 77 7LS LF pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 46 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 465.2.2 Applying Duration Compression: o Duration Compression is also a Mathematical Approach to Scheduling. o The trick with Duration Compression, as its name implies, is calculating ways by which the Project can get done sooner than expected. o Consider a Construction Project, the Project may be scheduled to last 8 months, but due to the expected cold and horrible weather; the Project Manager needs to rearrange Activities, where possible, to end the Project as soon as possible. o In some instances, the relationship between Activities cannot be changed due to hard or soft logic. The relationships must remain as scheduled. Now, consider the same Construction Company that is promised a bonus if they can complete the work by the end of month 7. In this case, there is to complete the Work, but there is also the fixed relationship between Activities. o To apply Duration Compression, the Performing Organization can rely on two different Methods. These Methods can be used independently or together and are applied to Activities or the entire Project based on Need, Risk, and Cost. These Methods are: Crashing: This Approach adds more Resources to Activities on the Critical Path to complete the Project earlier. When crashing a Project, costs are added as the Labor Expenses increase. Crashing does not always work. Consider Activities that have Fixed Duration and would not finish faster with additional Resources. The Project Manager must also consider the expenses in relation to the gains of completing on time. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 47 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 47 Fast Tracking: This method changes the relationship of Activities. With Fast Tracking, Activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. Fast Tracking can be accomplished by changing the relation of activities from FS to SS or by adding Lead Time to downstream Activities. For example, a Construction Company could change the relationship between Painting the Rooms and Installing the Carpet by adding Lead Time to the Carpet Installation Task. Before the change, all of the Rooms had to be painted before the Carpet Installers could begin. With the added Lead Time, the Carpet can be installed hours after a Room is painted. Fast Tracking increases Risk and may cause rework in the Project. 5.2.3 Resource Leveling (Redistribution of Resources): o Resource Leveling is a method to flatten (compress) the schedule when Resources are Over-Allocated. Resource Leveling can be applied using different Methods to accomplish different Goals. o One of the most common Methods is to ensure that Workers are not Over-Loaded on Activities. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 48 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 48o For example, Sarah is assigned to Task C and Task H which both are planned to happen concurrently. Sarah cannot be in two places at once, so Resource Leveling changes the timing of the Activities so Sarah can complete Task C and then move onto Task H. As expected, however, Resource Leveling often extends the Project End Date. o Another Method for Resource-Leveling is to take Resources off of Noncritical Activities and apply them to Critical Activities to ensure the Project End Date is met. This Method takes advantage of available slack and balances the Expected Duration of the Noncritical Path with the Expected Duration of the Critical Path. o Resource Leveling also provides for changing the Project Schedule to allow for long work hours to complete the Project such as weekends, evenings, or even adding a second or third shift to bring the Project back in position. o Another Approach, also considered as part of Resource Leveling, is to change the Resources, Tools, or Equipments used to complete the Project work faster. 5.2.4 Using Project Management Software: o When it comes to Project Management Software (Primavera, MS Project, etc), the market is full of them. Many of the Software Titles today automate the processes of Scheduling and Activity Sequencing. The Performing Organization must weigh the Cost of the PMIS against the Benefits the Project Managers will actually use. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 49 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 495.3 Outputs from Schedule Development: 5.3.1 Examining the Project Schedule: o The Project Schedule includes, at a minimum, a Project Start Date and a Project Finish Date. o The Project Schedule is considered proposed until the Resources needed to complete the Project Work are ascertained. o Project Schedules can be presented in many different formats, such as: a. Project Network Diagram (PND): Illustrates the flow of work, the relationship between Activities, the Critical Path, and the expected Project End Date. PNDs when used as the Project Schedule should have dates associated with each Project Activites to show when the Activities are expected to Start and End. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 50 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 50b. Bar Charts: These show the start and end dates for the Project, and the Activity Duration against a Calendar. They are easy to read. Scheduling Bar Charts are also called Gantt Charts. 5.3.2 Updating the Resource Requirements: o Due to Resource Leveling, additional Resources may need to be added to the Project. For example, a proposed leveling may extend the Project beyond an acceptable Completion Date. To reach the Project End Date the Project Manager elects to add Additional Resources to the Critical Path Activities. o The Resources the Project Manager adds should be documented; the Associated Costs should be listed and Approved. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 51 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 516. Controlling the Project Schedule o Schedule Control is part of Integrated Change Management. Throughout a typical Project, Events will happen that may require updates to the Project Schedule. o Schedule Control is concerned with three processes: 1. The Project Manager works with the factors that can cause Schedule. Factors can include Project Team Members, Stakeholders, Management, Customers, and Project Conditions. 2. The Project Manager examines the Work Results, conditions, and Demands to know if the Schedule has changed. 3. The Project Manager manages the Actual Changes in the Schedule. 6.1 Managing the Inputs to Schedule Control 6.1.1 Project Schedule 6.1.2 Performance Reports 6.1.3 Change Requests 6.1.4 The Schedule Management Plan pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 52 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 526.2 Tools & Techniques Applying a Schedule Control System: o A Schedule Control System is a formal Approach to Managing Changes to the Project Schedule. o It considers the Conditions, Reasons, Requests, Costs, and Risks or Making Changes. o The Schedule Control System Process is part of Integrated Change Management. 6.2.1 Measuring Project Performance: o Poor Performance may result in Schedule Changes. Consider a Project Team that is completing a work on time, but all of the Work Results are unacceptable. The Project Team may be rushing through their Assignments to meet their deadline. To compensate for this, the Project may be changed to allow for Additional Quality Inspections and More Time for Activity Completion. Project Performance is often based on Earned Value Management (EVM). 6.2.2 Returning to Planning: o Planning is an Iterative Process. If the Schedule, Work Results, or Performance is unacceptable, the Project Manager should revisit (re-examine) the Planning Processes to determine the root cause. o Additional Planning is also needed when the scope may be changed, Risks are discovered, and when other Project Events happen. o Additional Planning is expected throughout most Projects. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 53 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 536.2.3 Relying on Project Management Software: o Project Management Software can assist when a Task is delayed, additional Resources are added, or the relationship between Activities are changed. o Project Management can streamline (recognize) Schedule Control. 6.2.4 Examining the Schedule Variance: o The Project Manager must actively monitor the variances between the Scheduled and Actual Dates of Activities. o The differences between Scheduled and Actual Dates may result in a Schedule Variance. o The Project Manager must also pay attention to the completion of Activities on paths with float, not just the Critical Path. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 54 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 546.3 Outputs from Schedule Control: 6.3.1 Updating the Project Schedule: When the Project Schedule Change occurs, the Project Manager must ensure that the Project Schedule is updated to reflect the change, document the change, and follow the guidelines within the Schedule Management Plan. Any formal Processes, such as notifying Stakeholders or Management, should be followed. Revisions are a special type of Project Schedule Change, which cause the Project Start Date, and more likely, the Project End Date to be changed. Schedule Delays, for whatever reason, may be so strong that the Entire Project has to be rebaselined. Rebaselining is a Worst-Case Scenario and should only be used when adjusting for drastic (strong) and long Delays. When rebaselining happens, all of the Historical Information up to the point of the rebaseline is eliminated. Schedule Revision is the preferred (and most common) Approach to changing the Project End Date. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 55 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 556.3.2 Applying Corrective Action: o Corrective Action is any Method applied to bring the Project schedule back to its original Dates and Goals for the Project End Date. o Corrective Actions are efforts to ensure Future Performance meets the expected performance levels. It includes: Extraordinary Measures to ensure Work Packages complete as scheduled Extraordinary Measures to ensure Work Packages complete with as little delay as possible Implementing Measures to recover from Schedule Delays 6.3.3 Writing Lessons Learned: o Lessons Learned on creating the Schedule, Changes to the Project Schedule, and Response to Variances are needed as part of the Project's Historical Information. o Recall that Lessons Learned Documentation happens throughout the Project Plan, not just at the Conclusion of the Project. pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 56 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 56 Part II Practical Part pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 57 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 57 ) ( Gantt-Charts : 1 - Suppose you are a Construction Contractor and you have won a Contract for the Construction of a Simple Bridge - You are required to do the following: Determine the Project Activities and estimate their Duration Draw up the Gantt-Chart for this Project pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 58 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 58 pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! 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Dummy Activity Milestone pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 66 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 66 Activity Loops , . You are trying to link a task to another task that has a series of task links back to the first task. You can not do this because it would create a circular task relationship with other task..MS Project S/W Alert Graphical Evaluation and Review Technique (GERT): GERT uses Conditional Advancement, Branching, and Looping of Activities and is based on probable estimates. Activities within GERT are dependent on the results of other upstream activities. For example, the results of a work package may determine that additional testing is needed, rework is required, or the project may continue as planned Act A Act B Act C Act X Act E Act D pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 67 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 67

Time Analysis

. . . 50 " . . . . . . . . .

. . - 1 - Optimistic Time . pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 68 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 682 - Most Likely Time . . 3 - Pessimistic Time . . , . . C , B , A . , . . . . -

t = A + 4B + C 6 t . Volume of Work Duration = + Uncertainty Factor No of Resources * Average Productivity of each Resource : ... pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 69 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 69 To determinate OD for each Activity - . - , - - - .Activities Resources Estimating . - . ) 180 2. Formwork for Slab Activity ' 2 , . ' 180 2 . . . ' Crew , 2 . 10 2 | , . . , . = , . ------------------ 180 = ------- = 6 3 10 Volume of work (area) OD = ___________________________________________ No. of resources * Productivity of each resource pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 70 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 70 Project Time Analysis , . Early Dates . . , . . .EF = ES + Duration 1 A Early Start (ES) 1 . A Early Finish (EF) 1 + 3 1 = 3 B ES = 01 JAN ES = 04 JAN EF = 03 JAN EF = 04 JAN B 1

Act B A 3

Act A A 3 Act A ES = 1 EF=3 B 1 Act B ES = 4 EF=4 Ordinal Dates Calendar Dates pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 71 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 71 Ordinal Dates Calendar Dates Act A EF=16 Act B EF=3 Act C EF=9 Act D ES=17 Act A EF=16JAN Act B EF=03JAN Act C EF=09JAN Act D ES=17JAN pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 72 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 72 ) ( Late Dates : Late Date , . . Backward Late Start = Late Finish Duration + 1 . pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 73 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 73 LF of Act B = EF =69 LS of Act B = LFOD+1 = 696+1 = 64 LF of Act A = LS of Act B - 1 = 63 LS of Act B = LF OD + 1 = 63 - 1 + 1 = 63 Act ID OD TF Act Description ES EF LS LF A 1 63 63 63 63 B 6 64 69 64 69 pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 74 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 74 LF of B = 59 LS of B = LF OD + 1 = 59 - 5 + 1 = 55 LF of C = 59 LS of C = 59 1 + 1 = 59 LS of A is the Smallest LS of B & C - 1 = 54 LS of A = 54 3 + 1 = 52 For MileStone Act of No Succ, Activity uses Project Finish as its LF A 3 52 54 52 54 B 5 55 59 55 59 C 1 55 55 59 59 0 Finish Milestone

59 59 B 3 55 57 57 59 D 3 60 62 60 62 C 1 52 52 59 59 LS of D = 62 3 + 1 = 60 LS of A,B,C = 60 1 = 59 LS of A = 59 5+1=55 LS of B = 59-3+1= 57 LS of C = 591+1= 59 A 5 55 59 55 59 pdf Machi ne A pdf w r i t er t hat pr oduces qual i t y PDF f i l es w i t h ease! Produce qualit y PDF files in seconds and preserve t he int egrit y of your original document s. Compat ible across nearly all Windows plat forms, simply open t he document you want t o convert, click print, select the Broadgun pdfMachine print er and t hat s it ! Get yours now! 75 Projects Time Management using Computer (Selected Real World Problems) ElDaoushy Mer-1 75 Determining Critical Pass(s) in a Project

ass P orward F :

Start Milestone Finish Milestone Forward Pass For MileStone Act of No Pred, Activity uses Data Date as its ES For MileStone Act of No Succ, Activity uses Project Finish as its LF AB 0

1 A 1

1 1 C 2

2 3 F 6

8 13 EF 0

13 13 E 5

8 12 B 7

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1 1 A 1

1 1 5 5 C 2

2 3 6 7 F 6

8 13 8 13 EF 0

13 13 E 5

8 12 9 13 B 7

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TF = LF - EF = LF - ( ES + d -