Project Time Management

Introduction

This section highlights the purpose and importance of the schedule management plan. It provides a
general description of what should be included in the schedule management plan. These items will be
described in more detail later in the plan under each corresponding section. The project schedule is the
roadmap for how the project will be executed. Schedules are an important part of any project as they
provide the project team, sponsor, and stakeholders a picture of the project’s status at any given time.
The purpose of the schedule management plan is to define the approach the project team will use in
creating the project schedule. This plan also includes how the team will monitor the project schedule and
manage changes after the baseline schedule has been approved. This includes identifying, analyzing,
documenting, prioritizing, approving or rejecting, and publishing all schedule-related changes. To meet
the stringent timelines this activity is considered to be the backbone of any project.

Schedule Management Approach

This section provides a general framework for the approach which will be taken to create the project
schedule. This includes the scheduling tool/format, schedule milestones, and schedule development roles
and responsibilities. Project schedules will be created using Primavera P6 starting with the deliverables
identified in the project’s Work Breakdown Structure (WBS). Activity definition will identify the specific
work packages which must be performed to complete each deliverable. Activity sequencing will be used
to determine the order of work packages and assign relationships between project activities. Resource
estimating will be used to assign resources to work packages to complete schedule development. Activity
duration estimating will be used to calculate the number of work periods required to complete work
packages.

Once a preliminary schedule has been developed, it will be reviewed by all the members of project team.
The project team and resources must agree to the proposed work package assignments, durations, and
schedule. Once this is achieved the project sponsor will review and approve the schedule and it will then
be baselined.

The project manager will be responsible for facilitating work package definition, sequencing, and
estimating duration and resources with the project team. The project manager will also create the
project schedule using Primavera P6 and validate the schedule with the project team, stakeholders, and
the project sponsor. The project manager will obtain schedule approval from the project sponsor and
baseline the schedule.

The project team is responsible for participating in work package definition, sequencing, and duration
and resource estimating. The project team will also review and validate the proposed schedule and
perform assigned activities once the schedule is approved.

The project sponsor will participate in reviews of the proposed schedule and approve the final schedule
before it is baselined. The project stakeholders will participate in reviews of the proposed schedule and
assist in its validation.
1.1 Plan Schedule Management
Plan Schedule Management is the process of establishing the policies, procedures and documentation
for planning, developing, managing, executing and controlling the project schedule. As this project is
complex in nature and the spectrum of this project is very wide therefore it is important to keep track
on the activities to get the best possible results and following the stringent time lines of the project. The
key benefit of this process is that it provides guidance and direction on how the project schedule will be
managed throughout the project. The input, tools & techniques and outputs of this process are depicted
as follow.

After taking relevant information from the inputs of this process and applying above tools & techniques
the output of the process is Schedule Management Plan. It is very important to extract information from
Scope management plan which is the input of this process. The scope management plan defines how
the project scope will be defined, validated and controlled. It includes

A. Process for preparing a detailed scope statement.

B. Process that enables the creation of WBS from the detailed project scope statement.

As this project, has been declared complex, therefore there are multiple stakeholders at consultant’s
end. ECSP has the project implementation and administration control, Lahmeyer International has the
complete control on technical aspects of the project and Renewable Resources has the complete
planning and monitoring control of the project.

The scope of the project is to provide Construction Supervision of 10861 schools. The role of the
consultant is to inspect all the sites and certify completion of individual sites. Certify payments to the
developer contractor. Assist the client in reviewing contractor’s performance with respect to quality and
scheduling. Assist the client in reviewing training plan of the contractors. Assist the client in reviewing
the progress of the project.

The work break down structure is a deliverable oriented hierarchical decomposition of the work to be
executed by the project team. Below given is the work break down structure in line with the project
requirement:

a. Baselined Project Schedule

b. Approval of final project budget and resources
c. Project Kick-off (LI onboard)
d. Define roles and responsibilities of resources
e. Requirement definitions approval
f. Contract Management
 g. Schedule management
h. Develop criteria for payment certification
i. Risk Management Plan (Review)
j. Training Plan (Review)
k. Develop mechanism for Site Inspection
l. Site Inspection (25 % Completion)
m. Documents Management
n. Remote Monitoring System Plan (Review)
o. Punch List/Final Deliverables
p. Project Completion Report
q. O&M Works

The above work break down structure has been designed with the consultation from scope
management plan, enterprise environmental factors and Organizational Process Assets. The following
two tools and techniques have been used in creating the above work breakdown structure.

i. Expert Judgement
ii. Analytical Techniques (strategic options, scheduling methodology, tools)

1.2 Define Activities

In this process, work break down structure is further divided into activities that provide a basis for
estimating, scheduling, executing, monitoring and controlling of the project. The input tools &
techniques and outputs are depicted in the table below

After taking inputs from the relevant activities and applying the tools & techniques mentioned in the
above figure the output can be extracted. The following three tools & techniques are required to be
implemented to get the said output

i. Decomposition
ii. Rolling Wave Planning
iii. Expert Judgement
Decomposition is a technique used for dividing and subdividing the project scope and project
deliverables into smaller, more manageable parts. Activities represent the effort needed to complete a
work package. The define activities process defines the final outputs as activities rather than
deliverables.

Rolling wave planning is an iterative planning technique in which the work to be accomplished in the
near term is planned in detail, while the work in the future is planned at a higher level. It is a form of
progressive elaboration. Therefore, work can exist at various levels of detail depending on where it is in
the project life cycle. During early strategic planning when information is less defined work packages
may be decomposed the known level of details.

In this project since all the Work Break Down Subjects are required to be divided into further activities
by using the decomposition technique. All the activities and sub activities are further divided using the
decomposition technique and by expert judgement following activities are being identified:
1.3 Sequence Activities

Sequence Activities is the process of identifying and documenting relationships among the project
activities. The key benefit of this process is that it defines the logical sequence of work to obtain the
greatest efficiency given all project constraints.

To determine the sequence of activities above given tools & techniques will be used to get the best
outcome. The following three tools & techniques will be used:

1. Precedence diagramming method (PDM)

2. Dependency Determination
3. Leads and Lags

1.3.1 Precedence diagramming Method (PDM)

This technique is used to identify the relationship between the activities. There are four kind of
relationships between activities:

1. Finish to start (FS)

2. Finish to finish (FF)
3. Start to Start (SS)
4. Start to Finish (SF)

By using these logical relationship a project schedule is being developed which is integral part of project
management plan.
1.4. Project Schedule Baseline