PROJECT TIME

MANAGEMENT

Ir. AGUNG NUGROHO, M.Kom

Teknik Elektro FT UNDIP

OVERVIEW
What is A Project?
A temporary endeavor undertaken to create a
unique product, service, or result
Temporary

Progressive
Elaboration

(PMBOK, Third Edition)

Unique
Deliverable

OVERVIEW
Four Basic Type of Project
Project
Work

CRAFT

INTELECT

PHYSICAL
(VISIBLE)

Physical-Craft

Physical-Intellect

NON-PHYSICAL
(INVISIBLE)

Non Physical
-Craft

Non Physical Intellect

Product

OVERVIEW
Project Management Process

Project
Management
Process menurut
PMBOK@ Guide

2000 Edition
Third
Edition

OVERVIEW
Project Management Knowledge Area
1.
2.
3.
4.
5.
6.
7.
8.
9.

Project Integration Management

Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Management
Project Communication Management
Project Procurement Management
Project Risk Management

OVERVIEW
How to Achieve Project Success?
By balancing stakeholders competing
demands for :
Cost

Time
Scope
Quality

PROJECT TIME MANAGEMENT

Process required to accomplish timely
completion of the project
Activity Definition
Activity Sequencing
Activity Resources Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

PROJECT TIME MANAGEMENT

1. Activity Definition
2. Activity Sequencing
3. Activity Resource
Estimating
4. Activity Duration
Estimating
5. Schedule Development

6. Schedule Control

PROCESS FLOW DIAGRAM

1. ACTIVITY DEFINITION
The process of identifying the specific schedule
activities that need to be performed to produce the
various deliverables

ACTIVITY DEFINITION :
TOOLS & TECHNIQUE
Defining the schedule activities involves identifying
and documenting the work that is planned to be
performed
1. Decomposition WBS
2. Templates
3. Rolling Wave Planning (Progressive Elaboration Planning
where the work to be accomplished in the near term is planned in
detail at a low level of WBS, the work far in the future is planned
for WBS components that are at relatively high level of the WBS)

4. Expert Judgment
5. Planning Component

2. ACTIVITY SEQUENCING
Identifying and documenting the logical relationships
among schedule activities.

ACTIVITY SEQUENCING
Identifying and documenting interactivity

dependencies
Activities must be sequenced accurately in

order to support later development of a

realistic and achievable schedule
can be performed with the aid of a computer

or with manual techniques

TYPES OF SEQUENCES
1. FINISH TO START (FS) :
the initiation of successor
depends upon the completion of
the predecessor

2. START TO START (SS) :

the initiation of successor
depends upon the initiation of the
predecessor

3. FINISH TO FINISH (FF) :

the completion of
successor depends upon the
completion of the predecessor

4. START TO FINISH (SF) :

the completion of successor
depends upon the initiation of the
predecessor

Activity A

Activity B

Activity A
Activity B
Activity A
Activity B

Activity A
Activity B

TYPES OF DEPENDENCIES
1. Mandatory Dependencies (Hard Logic).
Inherent in the nature of the work being done. (eq. You
must design before you can construct)

2. Discretionary Dependencies (Preferred,

Preferential or Soft Logic). Based on experience,
desire or preference.

3. External Dependencies. Based on the needs or

desires of party outside the project. (eq. Government or
suppliers)

LAGS AND LEADS

LAGS

Inserted waiting time between task

For example: You must wait three days after pouring
concrete before you can construct the frame for a house
Relationship : FS + 3: 3 days of Lag

LEADS

Designated number of time of periods subtracted from start

or finish the activity.
For example: Activity B start 2 days before the activity A
Complete
Relationship : FS-2 : 2 days of lead

Arrow Diagramming Method (ADM)

or Activity On Arrow (AOA) (1/2)

Draft Drawing
20 days

A10

Initial
Design
10 days

A30

A20

A50
Run Simulation
15 days

Final Design
10 days

A60

A40

Only Finish to Start relationship between task

May use dummies activity as inserted simply to show dependencies between
tasks. They do not require work or take time

Arrow Diagramming Method (ADM)

or Activity On Arrow (AOA) (2/2)

Precedence Diagramming Method (PDM)

or Activity On Node (AON) (1/2)
LS

LF

LS

LF

Activity Name

Activity Name

Duration

Duration

ES

EF

ES

EF

A120 Draft Drawing

20 days

A110 Initial
Design

A140 Final Design

10 days

10 days
A130 Run
Simulation
15 days

Notes:
LS : Latest Start
LF : Latest Finish
ES : Early Start
EF : Early Finish

Precedence Diagramming Method (PDM)

or Activity On Node (AON) (2/2)

3. ACTIVITY RESOURCES
ESTIMATING
Determining what resources (manpower, equipment,
material) and what quantity of each resource will be
used, when each resource will be available

RESOURCES REQUIREMENT
What type of resources and in what quantities
Those obtain from staff acquisition and procurement.
Involves:

Manpower
Direct or indirect
Internal or outsource
Material
Direct: hardware or software
Indirect: consumables, supplies
Subcontract
Information

RESOURCES ESTIMATING
What resources, what quantities, and when needed
Resources : People, Equipment, Materials
Involves:
Review

WBS
Identify available
Review historical information
Review organizational policies
Quantity resources requirement by task
Develop plan what type of resources are needed,
what numbers, when

4. ACTIVITY DURATION ESTIMATING

Estimating schedule activity duration uses information
on schedule activity scope of work, required resource
type, estimated resource quantities, and resource
calendars with resource availabilities.

ACTIVITY DURATION ESTIMATING

Estimating the number of work periods that will be
needed to complete individual schedule activities.
Inputs
Resources Requirement
-Number of resources that will be assigned
-Sometimes, too many resources will reduce productivity
Resources Capabilities
-Level of skill, knowledge and experience (seniority)
Etc

ACTIVITY DURATION ESTIMATING :

TOOLS & TECHNIQUE
Expert Judgment. Used when duration difficult to estimate because

of number of factor (resource level, productivity)

Analogues Estimating. Using the actual duration of previous activity

that has similarity (top down)

Parametric Estimating. Uses a statistical relationship between

historical data and other variables. (e.q: Square footage in

construction, lines of code in software development) to calculate an
estimate for activity.

Three Point Estimates. Uses three cost or duration estimates to

represent the optimistic, most likely, and pessimistic scenarios.

This technique is applied to improve the accuracy of the estimates of
cost or duration when the underlying activity or cost component is
uncertain. Average = (Optimistic + Most likely + Pessimistic) / 3

Reserve Analysis. The contingency reserve can be a percentage of

the estimate activity duration, a fix number of work periods, or

developed by quantitative schedule risk analysis.

RESOURCES CALENDARS
Identify periods when work is allowed
Project calendars affect all resources
Define time units, length of work week, non working

period:
Day (s) of the week
Hours of the day
Holidays or non-working period
All activities must be assigned a calendar

5. SCHEDULE DEVELOPMENT
Analyzing activity sequences, durations, resource
requirements, and schedule constraints to create the
project schedule

SCHEDULE DEVELOPMENT :
TOOLS & TECHNIQUE (1/3)
CRITICAL PATH METHOD
Critical Path: series of activities that determine the

duration of the projects

It is Longest Path through the project
Calculating float to determine which activities have
The Least Scheduling Flexibility
Critical Path: Total Float = LS ES = LF EF = 0

SCHEDULE DEVELOPMENT :
TOOLS & TECHNIQUE (2/3)
SCHEDULE COMPRESSION
1. Fast Tracking
Doing critical path task in parallel that were originally
planned in series
Fast Tracking often results in rework, usually increases
risk and requires more attention to communications
2. Crashing
Moving resources from non critical tasks or adding
extra resources to the task from outside project.
Crashing almost result in increased costs.

SCHEDULE DEVELOPMENT :
TOOLS & TECHNIQUE (3/3)
RESORCE LEVELING
Leveling lets schedule and cost slip in favor of having a
stable number of resources each month
Allocate scarce resources to critical path activities first
CRITICAL CHAIN METHOD
Focuses on managing the buffer activity durations and
the resources applied to planned schedule activities
Combine deterministic and probabilistic approaches

FLOAT (SLACK)
Float. The amount of time a task can be delayed

without delaying the project

Free Float. The amount of time a task can be delayed

without delaying the early start date of its successor

Total Float. The amount of time a task can be delayed

without delaying the project completion date

Project Float. The amount of time a project can be

delayed without delaying the externally imposed project

completion date required by customer or management

Negative Float. Critical path task that are delayed or

have dictated dates can result in negative float

Arrow Diagramming Method (ADM) -

Example
Activity
A
B
C
D
E
F
G
H
I

(1/7)
Title

Mobilize
Obtain permits
Site works
Exterior utilities
Excavate catch basin
Excavate footers
Excavate foundation peers
Pour footers
Erect building frame

Duration
(days)
10
15
8
12
2
5
6
8
10

Preceding
Activities
A
A
B,C
B,C
B,C
D,E,F,G
H

Arrow Diagramming Method (ADM) -

Example

(2/7)

D
12

A
10

B
15

C
8

E
2

4 F
5
5

G
6

H
8

I
10

Arrow Diagramming Method (ADM) -

Example

(3/7)

Analyze Project Network to:

Find the Critical Path that establish the

minimum duration of the project

calculate the Early Start time for each activity
calculate the Late Start time for each activity
calculate the Float, or time, available for delay
for each activity

Arrow Diagramming Method (ADM) -

Example

(4/7)

Forward-Pass Algorithm
D
12
0
1

10
A
10

24

18
2

B
15

C
8

E
2

18

4 F
5
5

18

G
6

32
H
8

42
I
10

Arrow Diagramming Method (ADM) -

Example

(5/7)

Backward-Pass algorithm
D
12
0

0
1

10 10
A
2
10
B
15

24 24

18 18
C
8

E
2

18 19

4 F
5
5

18 18

G
6

H
8

32 32
7

42 42
I
10

Arrow Diagramming Method (ADM) -

Example

(6/7)

Calculating float
2

0 0
1
0

10 10
A
2
10

0
B
15
3 3

2
D
12
24 24

18 18
C
8
0 0

E
2

18 19

4
4 F
5
5

18 18

G
6

H
8
0 0

32 32
7

42 42

I
10
0 0

1
Note:

FF

TF

Arrow Diagramming Method (ADM) -

Example

(7/7)

Critical path
2

1
0

10 10
A
2
10

0
B
15
3 3

2
D
12
24 24

18 18
C
8
0 0

E
2

18 19

4
4 F
5
5

18 18

G
6

H
8
0 0

32 32
7

I
10
0 0

1
Note:

Critical activity

42 42
8

SCHEDULE CHARTS
Milestone Charts
Similar to bar charts but only show major events. Milestone have no
duration. Milestone charts are good tools for reporting to management
and customer

Flowcharts
Depict workflow and process flow through a system. Used for quality or
engineering.

Bar (Gantt) Charts

Effective tools for progress reporting and control. They are completed
after WBS and a network diagram in the project management process.

Network Diagram
Shows how the project tasks will flow from beginning to end. Used for
planning, organizing, controlling, crashing, and fast tracking the project

SCHEDULE CHARTS

BART (GANT) CHART

Project Management software makes an attempt to draw
lines between tasks on a Gantt chart to show
interdependencies. However, Gantt charts do not show
task interdependencies or resources assigned. A Gantt
chart looks similar to this:

BART (GANT) CHART

SCHEDULE LEVELS

6. SCHEDULE CONTROL
Controlling changes to the project schedule which includes determining
the current status of the project schedule, influencing the factors that
create schedule changes, determining that the project schedule has
changed, and managing the actual changes.

SCHEDULE CONTROL :
TOOLS & TECHNIQUE
Progress Reporting. Includes information such as

actual start and finish dates and the remaining

durations.

Schedule Change Control System. Includes the

paperwork, tracking system, and approval levels

necessary for authorizing changes.

Performance Measurement. Schedule Variance

(SV) and Schedule Performance Index (SPI)

Earned Value Analysis

Variance Analysis. Comparing target schedule

dates with the actual/forecast finish dates.

Thank You