Project Management

Time Management
Text Book PMBOK 5E PMP Exam Prep Rita Mulcahy -7E

Procurement
Management

Management

Scope

Management

Time

Management

Risk

Integration
Management

Management

Cost

Communication
Management

Management

Quality

Management

HR

Stakeholder
Management

Time Management Processes

Processes Process Group

Plan Schedule Management

Define Activities Sequence Activities Estimate Activity Resources

Planning
Planning Planning Planning

Estimate Activity Durations

Develop Schedule

Planning
Planning

Control Schedule

Monitoring and Controlling

What is Schedule Management?

Schedule Methodology SW to be used Rules of stating estimates Schedule Management Plan Schedule Baseline to control Identifying PIs to measure performance How to manage schedule variances Identify schedule control procedures Reporting formats to be used Formal/informal . But, A MUST
Hours/Days/Weeks/Months

Scheduling Overview (PMBOK 5E p144)

Flows - Plan Schedule Management

Guide to Manage Schedule

Establish

Policies Procedures Documentation

Schedule Plan Develop Manage Execute Control

ITTO - Plan Schedule Management

Inputs
PM Plan Project Charter EEF OPA

Tools and Techniques

Expert Judgement Analytical Techniques Meetings

Outputs
Schedule Management Plan

Inputs - Plan Schedule Management

Project Charter
Inputs
PM Plan Project Charter EEF OPA

PM Plans
STQC management plans HR Management plans Risk management plan Procurement management plan Communication management plan Requirement management plan Stakeholder management plan Change management plan Configuration management plan Process improvement plan

Purpose and justification Measurable project objectives Success criteria High level requirements High level project description High level risks Summary mile stone schedule Summary budget Project approval requirements Assigned Project Manager PM: Authority level, responsibility Sponsor: Name, Authority Tools OPA Lesson learnt Historical Info Policies Templates Guidelines change , close Risk control procedures

Orgn. Culture, structure Resources, skills PM SW EEF Published data Authorisation system

Tools and Techniques - Plan Schedule Management

Tools and Techniques
Expert Judgement Analytical Techniques Meetings

Expert Judgment
Application area Knowledge area Discipline Industry

Analytical Techniques
Information exchange Brainstorming Evaluating options Deciding
Regression Grouping methods Causal analysis Root cause analysis Failure Mode Effect Analysis (FMEA) Fault tree analysis (FTA) Reserve Analysis Trend Analysis Earned value Analysis Variance analysis Crashing / Fast tracking

PM Sponsor Selected team members Key Stakeholders Process Owner

Output - Plan Schedule Management

Outputs
Schedule Management Plan

Contents
Methods, tools

Schedule Model development

Level of accuracy
Units of Measure Orgn. Procedure Links Schedule Model upkeep Control thresholds Rules of performance measurement Reporting formats Process descriptions/ flow charts

Range, 3 point estimate

Hours, Days, MKS,FPS WBS, WBS Dictionary Version control Tolerance limits, Action triggers % complete Link to control a/c EVM wrt baselines SV, SPI

Process Owner/s

Flows Define Activities

Work package

Activities

Estimate, Schedule, Execute, Monitor, Control

ITTO Define Activities

Inputs
Schedule Management Plan Scope Baseline EEF,OPA

Tools and Techniques

Decomposition Rolling wave planning Templates Expert judgment

Outputs
Activity list Activity attributes Milestone list

Inputs Define Activities

Inputs
Schedule Management Plan Scope Baseline EEF,OPA Scope Baseline

OPA

Contents

Activity planning related Policies, procedures Methodologies Lessons learnt from previous projects
Tools

Schedule Model development Level of accuracy Units of Measure

Project Scope Statement WBS WBS Dictionary

EEF PMIS Culture Databases

Range, 3 point estimate Hours, Days, MKS,FPS

Orgn. Procedure Links

Schedule Model upkeep Control thresholds Rules of performance measurement Reporting formats

WBS, WBS Dictionary

Version control

Process descriptions/ flow charts

% complete Link to control a/c EVM wrt baselines SV, SPI

Tools and Techniques Define Activities

Decomposition Tools and Techniques
Decomposition Rolling wave planning Expert judgment

Activities needed to complete a work package Involve team members

Rolling wave planning

A form of progressive elaboration Detailed planning for near term Ritas book p180

Expert Judgement
SMEs Other departments Consultants Relevant stakeholders

More on p148, 149, 150 of Ritas book

Outputs Define Activities

Contents - Activity List Outputs
Activity list Activity attributes Milestone list Milestone list An event in project As needed by project / stakeholder Milestone duration = 0

For a given work package Activity identifier Scope of work involved Activity ID
Activity Attributes Activity ID WBS ID Activity name Activity code Activity description Predecessor activities Successor activities Logical relationships Leads/ Lags Resources needed Imposed dates Constraints/ assumptions Person responsible Location Level of effort

WBS Dictionary and Activity Attributes (04-05-2012)

WBS Dictionary Code of account identifier Description of work Responsible organisation/ dept./person List of scheduled milestones Associated schedule activities Cost estimates Quality requirement Acceptance criteria Technical references (standards) Contract Due date Preceding activity Successor activity Assumptions and risks Activity Attributes Activity ID WBS ID Person Responsible Activity name Activity code Activity description Logical relationships Leads/ Lags Resources needed Imposed dates Location, environment Level of effort Predecessor activities Successor activities Constraints/ assumptions

Sequence Activities

Flows Sequence Activities

ITTO Sequence Activities

SMP - Covered in Slides 15,16 Project Scope Statement explained in Scope Management

Inputs
Schedule

Management Plan
Activity list Activity attributes Project Scope statement Milestone list EEF,OPA

Tools and Techniques

PDM Dependency determination Applying leads and lags

Outputs
Project Schedule network diagrams Project document updates

Page 155, PMBOK 5E

Tools and Techniques Sequence Activities

Precedence Diagramming (Activity on Node) Method -

4 Dependencies
Finish to Start Finish to finish Start to start

Successor activity
Start Depends on Finish depends on Start depends on

Predecessor activity Finish of this activity Finish of this activity Start of this activity

Start to finish* * Rarely used

Finish depends on

Start of this activity

Tools and Techniques Sequence Activities

Precedence Diagramming (Activity on Node) Method Determining Dependencies
1.Mandatory or Hard Logic Teach before test Design before construct Coding before testing
2.Discretionary/preferred/soft logic Defined by project team 3.External Dependencies NET (Not earlier than) NLT ( Not earlier than) ON (date or time) 5.Lead Allows acceleration of Successor activity 4.Lag Waiting time Time by which successor can be delayed

Tools and Techniques Sequence Activities

Other diagramming methods
1.Conditional diagramming methods For non-sequential activities Loops Conditional branched 2.GERT (Graphical Evaluation and Review Technique) For conditional and probabilistic treatment of logical relationships Example next slide

Project with looped activities GERT Example

Execution Phase
N

Mech
N

OK ?

Initiating Phase
N N Y

Elec
N Y OK ?

OK ?

Y OK ?

Start

Concept

OK ?

Design

Electro
N

Integrate
N

Planning Phase
Civil

OK ?

Y Y

OK ?

SW
OK ?

OK ?

Transport

Monitoring and control

Y End N OK ?

Instal
Y N

Commission

OK ?

Closing Phase

Output Sequence Activities

Outputs
Project Schedule network diagrams Project document updates

Project Document Updates Activity lists Activity attributes Milestones list Risk register

Sequence Activities Network diagrams Types

Network Diagram

P160,PMBOK 5E

Flow Estimate Activity Resources

Resources : People Machines Material Supplies Suppliers

Resources : Type Quantity Specs

ITTO Estimate Activity Resources

Inputs

Schedule Management Plan

Activity list Activity attributes

Risk register Activity Cost estimates

Resource calendars EEF, OPA

Tools and Techniques

Expert judgment Alternative analysis Published estimating data Bottom up estimating PM SW

Outputs
Activity Resource requirements Resource breakdown structure (RBS) Project document updates

Inputs Estimate Activity Resources - 1

Resource Calendars

Inputs

Schedule Management Plan

Activity list Activity attributes

Risk register Activity Cost estimates

Resource calendars EEF, OPA

People, machines, materials Availability: When and how long Experience required Skill level required At activity / project level

EEF
Market place situation Contract laws and regulations

SMP - Slides 15,16 Activity list, attributes Slide 15

OPA
HR Policies Rental policies : Suppliers/ equipments Historical information about: Types of resources used Duration of use

Inputs Estimate Activity Resources - 2

Inputs
Risk register

SAMPLE RISK REGISTER / RISK ANALYSIS

No. Rank Risk Description Category Root Cause Triggers Potential Responses Risk Owner Probability Impact Severity Status

R44

R21

R7

Project severity = expectation (1-10) * impact (1-10)

Inputs Estimate Activity Resources - 3

Inputs
Activity Cost Estimates

Activity Cost Estimates

People, machines, materials Availability: When and how long Experience required Skill level required At activity / project level

Cost of resources influences Resource selection Activity duration More when we study cost.

Tools and Techniques Estimate Activity Resources

Alternative Analysis
Methods to perform activity

Tools and Techniques

Expert judgment Alternative analysis Published estimating data Bottom up estimating PM SW

Published data
By vendor companies

Bottom Up Estimating
Further decompose activities Start estimating at lowest level Aggregate upwards Most realistic Also time consuming

Outputs Estimate Activity Resources*

Activity Resource Requirements Outputs
Activity Resource requirements Resource breakdown structure (RBS) Project document updates

People, machines, materials Availability: When and how long Experience required Skill level required At activity / project level

Resource Breakdown Structure (RBS)

Types and Quantities per work package Basis of estimate Assumptions Used to organise and report project data More when we study HR

Project Document Updates

Activity list Activity attributes Resource calendars

* Additional Reading: Ritas book p183-187

Flow Estimate Activity Durations

ITTO Estimate Activity Durations

Inputs

Schedule management plan

Activity list Activity attributes Activity resource requirements Resource calendars Project scope statement Risk register Resource breakdown structure EEF, OPA

Tools and Techniques

Expert judgment Analogous estimating Parametric estimating Three point estimates Group decision making techniques Reserve analysis

Outputs
Activity duration estimates Project document updates

Inputs Estimate Activity Durations -1

Inputs

Schedule management plan

Activity list Activity attributes Activity resource requirements Resource calendars Project Scope statement Risk register

Assumptions and constraints

SMP - Slides 15,16 Activity list, attributes Slide 15 Resource Breakdown structure slide 33 Activity resource requirements slide 33 Project scope statement explained in scope management Risk register slide 30

Inputs Estimate Activity Durations - 2

Resource Calendars

Inputs
Resource calendars EEF, OPA

People, machines, materials Availability: When and how long Experience required Skill level required At activity / project level

EEF
Duration estimate databases Productivity metrics Published data

OPA
Historical duration information Project calendars Scheduling methodology Lessons learnt

Inputs Estimate Activity Durations - 3

Inputs
Resource breakdown structure

Project

Designers
Mechanical Electrical

Fabricators Welders Assemblers

Erectors
Skilled
Unskilled Specialists

Programmers

Painters

Tools and Techniques Estimate Activity Durations

Analogous Estimating Tools and Techniques
Expert judgment Analogous estimating Parametric estimating Three point estimates Group decision making techniques Reserve analysis

Based on similar data in the past Gross value estimating When information is limited Less costly and less accurate Type of expert judgment

Parametric Estimating
Based on activity parameters Time per unit of work Better accuracy

Reserve Analysis
Time reserves, buffers Provide for risks Needs constant review Rita book p193

Three point estimate Triangular (average of 3) Beta (shown below)

Also Called PERT TM Most likely time TO Optimistic time TP Pessimistic time TE Expected time TE= (4TM+TO +TP)/6

Slide 16 Project Scope Management

Outputs Estimate Activity Durations*

Activity duration estimates Outputs
Activity duration estimates Project document updates

Indicates a range Indicates a probability

Project document updates

Activity attributes Assumptions made to estimate durations

*Also read Ritas book: p187-194

Flow Develop Schedule

ITTO Develop Schedule

Inputs

Schedule management plan

Activity list Activity attributes Network diagrams Activity resource requirement Resource calendars Activity duration estimates Project Scope statement Activity Resource Requirements Risk register Resource breakdown

Tools and Techniques

Schedule network analysis CPM Critical Chain method Resource optimising

Outputs
Project Schedule Schedule baseline Schedule data Project Calendars PM plan updates Project document updates

techniques Modeling techniques

Applying leads and lags Schedule compression Scheduling tool

structure

EEF, OPA

Inputs Develop Schedule

EEF
Scheduling tool Standards Communication channels

Inputs

Schedule management plan

Activity list Activity attributes Network diagrams Activity resource requirement Resource calendars Activity duration estimates Project Scope statement Activity Resource Requirements Risk register Resource breakdown

OPA

Scheduling methodology Project calendar

Already explained

structure

EEF, OPA

Tools and Techniques Develop Schedule

CPM Important for exam

Tools and Techniques

Schedule network analysis CPM Critical Chain method Applying leads and lags Schedule compression

Critical Chain Method#

When resources are limited Find CP first Superimpose resource limitations Find new schedule Buffers are added Project buffer Feeding buffer Iterate PMBOK V5 -P178

Schedule Compression
Crash Fast track

Resource Leveling
When resources are over allocated Shared limited Often changes CP

#Also read p59-62: Project Management and appraisal,Khatua.

Critical Chain Method PMBOK 5E, p178

Tools and Techniques Develop Schedule

Tools and Techniques
Resource optimising techniques Modeling techniques

Resource Optimising Techniques 1.Resource Leveling

When resources are over allocated Shared limited Often changes CP Example p179,PMBOK 5E

2.Resource Smoothing
Control resource deployment No change in CP Delays < float Optimisation not possible

Modeling Techniques
What-if-analysis Simulation Monte Carlo analysis Show xl sheet

#Also read p59-62: Project Management and appraisal,Khatua.

Schedule Compression Crashing Method

1. Calculate the COST SLOPE for each activity on CRITICAL PATH

CrashCost NormalCost NormalTime CrashTime

CostSlope

2. Select activity having smallest cost slope on CRITICAL PATH 3. Continue in ASCENDING order of Cost Slope 4. Crash other NON-Critical activities that may become critical 5. Continue till no further crashing possibilities exist

Project Management and Appraisal, Sitanshu Khatua. P51-62 For resource leveling Read p57

Outputs Develop Schedule*

Outputs
Project Schedule Schedule baseline Schedule data Project Calendars PM plan updates Project document updates

Milestone charts Bar charts Project Schedule Network diagrams Example P183,PMBOK 5E Schedule Baseline Version of schedule Approved by project management team Part of PM plan

Project Document Updates Activity resource requirement Activity attributes Project Calendar Risk register

Schedule data
Resources needed per time period Resource histogram Alternate schedule Best/Worst case Schedule of contingency reserves

Project Management Plan Updates: Schedule Baseline, Schedule Management Plan

*Also read Ritas book: p 194-215 and solve problems on p220

Develop Schedule Problem -1

Develop Schedule Problem - 2

Activity 1 can start immediately and has an estimated duration of 3 week Activity 2 can start after activity 1 is completed and has a duration of 3 weeks Activity 3 starts after activity 1 is completed and has a duration of 6 weeks Activity 4 starts after activity 2 is done and has a duration of 8 weeks Activity 5 can start after 4 and 3 are completed and has a duration of 4 weeks Activity 5 is the last activity. Find Duration of critical path Float of activity 3 and 2 Float of the longest path

Develop Schedule Problem - 3

Activity Start D A F E Preceding Activity None Start Start D,A D Duration in days 0 4 6 7 8 Find : CP Slack for Activity B Slack for Activity E Slack for Activity D

G
B H

F,E
F G

5
5 7

C
End

H
C,B

8
0

Develop Schedule Problem - 4

Activity Duration in days Start -A Start B Start - C A-D B-E C-E C-F F- End E-End 1 2 6 10 1 Dummy 2 3 9 Which activity will you shorten? : Start-B A-D E-End C-D

D-End

Develop Schedule Problem - 5

Task 1 can start immediately and has an estimated duration of one week. Task 2 can start after Task 1 is completed and has a duration of 4 weeks. Task 3 can start after task 2 is completed and has an estimated duration of 5 weeks. Task 4 can start after task 1 is completed and must be completed when Task 3 is completed. It has an estimated duration of 8 weeks.

Find: CP What happens if Task 4 takes 10 weeks?

Develop Schedule Problem - 6

Activity Duration in months Original Crash

Time saved 2
1 1 2 2 3

Cost (in Rs.000)

Original Crash Extra Per month

A
B C D E F

14
9 3 7 7 11

12
8 2 5 5 8

10
17 25 14 14 27

14
27 26 20 20 36

4
10 1 6 6 9

2
10 1 3 3 3

If the project is to be crashed by exactly 3 months. Find : Activity to be crashed Cost of crashing What happens if activity C is on critical path?

Develop Schedule Problem - 7

Activity Start C D A E Preceding Activity None Start C C D Duration in days 0 3 6 8 4
What happens if duration of activity F changes to 8 weeks? a. b. c. d. There is no effect on CP CP becomes 16 days Critical path changes Activity A is now on CP

B
F End

A,E
E B,F

5
3 0

Develop Schedule Problem - 8

Activity Start A B C D E F G H Preceding Activity Start Start B A,B B E D,C G Time(weeks) Normal 0 2 5 2 4 3 3 2 5 Crash 0 2 3 1 2 2 3 1 3 Cost (Rs.000s) Normal 0 5 11 7 8 9 9 3 6 Crash 0 5 21 16 22 18 9 6 10

Network diagram No. of paths Duration of CP Number of CP

M
L End

F,C
F H,M,L

4
5 0

2
3 0

6
8 0 72

8
12 0 127

Flow Control Schedule

Flow Control Schedule

Scope Baseline Schedule Baseline Cost baseline Risks, delays Reality Project Team Customer Mystery stakeholder Mistakes Misunderstanding Misrepresentation Market Environment Government

Change Requests

Approved Changes to schedule baseline

Current status of the schedule Factors that influence changes Has the schedule changed? Managing the changes as they occur More on PMBOK 5E,p187,

ITTO Control Schedule

Inputs
PM Plan Project Schedule Work performance

Tools and Techniques

Performance reviews PM SW Resource optimising

data Project calendars Schedule data

OPA

Outputs
Work performance information Schedule forecasts Change requests PM Plan updates Project document updates OPA Updates

techniques Modeling Techniques

Adjusting leads and lags Schedule compression Scheduling tool

Inputs Control Schedule

Project Management Plan

Inputs
PM Plan Project Schedule Work performance data

Contains Schedule Management Plan Schedule baseline For corrective actions

Project calendars Schedule data

OPA

Project Schedule OPA

Most recent version Activity information

Schedule control policies Formal Informal Schedule control tools Monitoring and controlling methods

Work performance data

Activities Started WIP Completed

Schedule data

Resources needed per time period Resource histogram Alternate schedule Best/Worst case Schedule of contingency reserves

Tools and Techniques Control Schedule

Performance Reviews

Tools and Techniques

Performance reviews PM SW Resource optimising techniques Modeling Techniques Adjusting leads and lags Schedule compression Scheduling tool

CPM Critical chain method Earned Value Management Schedule Performance Index (SPI) Schedule Variance (SV) Buffer analysis Trend analysis Earned value management

Variance Analysis
Rest covered in previous slides For corrective action Total float analysis Compared to Schedule baseline

Outputs Control Schedule*

Work Performance information
Outputs
Work performance information Schedule forecasts Change requests PM Plan updates Project document updates OPA Updates

Compute SPI, SV Inform stakeholders

OPA Updates
Causes of variances Corrective actions Reason for choosing them Other lessons learnt

PM Plan Updates Change Requests

Result of SPI and SV Schedule baseline Schedule management plan Cost baseline

Project Document Updates

Schedule data Project schedule Risk register

*Also read Ritas book: p 215-217

Additional Activities - Control Schedule

Re-estimate the remaining part of the schedule Find , manage delays expected in future Look for risks, changes Revisit metrics Work within Integrated Change Control Process

Additional Reading
www.youtube.com/watch?v=H58TPQNr2kM For a lecture on CPM method www.mindtools.com/critpath.html syque.com/quality_tools/toolbook/Activity/do.htm www.tutorialspoint.com/pmp-exams/pmp_mock_exams.htm www.preparepm.com/pmp/schedule.html http://hafeezrm.hubpages.com/hub/Case-Study-PERT--CPM---Calculating-Floats