Project Time Control
Definition: Controlling
Control = Monitor + Compare + Analysis + Action
Controlling involves making sure that the results achieved
are in line with the planned results.
The main feature of control is action to correct
performance deviations and to insure that expected results
are forthcoming.
Project Time Control
PURPOSE:
The successful attainment of set time objective is the
essential purpose of the time-management system.
AVAILABLE:
An operational plan and a detailed calendar is prepared to:
meet project objective and
level resource requirements.
WHY?
No plan can ever be perfect.
No planner can anticipate every future circumstances.
Problems arise that could not have been foreseen.
Process of Project Time Control
1.Establish an operational schedule.
2.Measure and report progress (Establish a progress
monitoring and information feedback procedure).
3.Compare actual achievement with planned.
4.Check and analyze time progress and determine effect
on completion date and milestones.
5.Plan corrective action
Bring work back to schedule.
Modify schedule.
6.Implement corrective action.
7.Update operational schedule.
1. Establish Operational Schedule
For project control purposes a hierarchy of schedules may be
needed, depending on who will use it.
Key Dates Schedule
For owners and top-level management in terms of MILESTONES or
KEY DATES.
Detailed Schedule
For engineers, work supervisors, material suppliers and subcontractors.
A schedule of that particular engineer/supervisor work responsibility.
Provide him with a day-to-day forecast of field operations.
Critical activities and free float values should be noted.
Covers limited time spans (2 weeks or 30 days).
Tabular listings and computer-printed bar charts are common forms.
2. Measure and Report Progress
Methods
Estimated number of working days req. to complete the activity.
Estimated % completion of the activity.
Quantities of work units put in place.
Equations
Working days to complete = d (1 - P/100)
Working days to complete = d (1 – (W/T))
Where
d= total activity duration in working days
P = estimated percentage of completion
W= number of work units put into place.
T= total number of work units associated with the activity.
Based on the assumption of straight-line variation between time
and work accomplishment
2. Measure and Report Progress
How often?
Balance between management benefits and costs and efforts.
To serve other reports benefits such as cost control.
According to project characteristics and peculiarities.
Weekly Progress reports
A common procedure in many industries.
Listing those activities that started, finished, or were in progress
during the week and indicating their stages of completion.
Must include procurement, material delivery information, …..
Chose a cutoff date, to be selected to serve both time
management and labor cost accounting.
2. Measure and Report Progress
WEEKLY PROGRESS REPORT
Project: Highway bridge Week ending: Wednesday, July 21 (working day 27)
Job. No: 7903-50 Prepared by: K.M.
Activity Activity Date Date Percent Working days to
Number Started Completed Complete complete
A 110 - July 15 100 0
B 115 - - - 13
C 130 - - 80 2
D 150 July 15 July15 100 0
E 160 July 16 July 21 100 0
2. Measure and Report Progress
Field Progress
Narrative
To accompany weekly progress reporting.
Discussion of projected project features.
General statement about time status.
Critical or low float activities in difficulty.
Potential trouble spots.
Exceptionally well project areas.
3. Compare and Analysis of Project Progress
Concerned primarily with determining the effect of the latest
information on the project completion date and any milestone goals.
1st - A quick and simple check for critical activities status.
2nd - Check the possibility of a new critical path.
SIGNS OF DANGER:
Activities fall behind LS schedule.
Resource availability delays.
Realizing that time duration of future activities have been materially
underestimated.
Change logic becomes necessary.
4. Corrective Actions
When there are small delays that are within network time
contingency, no action is usually required.
Otherwise use Time Reduction Technique to bring project
back on schedule.
Make periodic job progress meetings to enhance time
management efficiency.
Weekly, biweekly, monthly.
Project managers, field supervisors, major subcontractors,
material suppliers, and owner representative.
5. Network Updating (Rescheduling)
Making necessary network corrections and re-computing activity
times and float times.
Concerned with determining the effect of schedule deviations
and plan changes on the portions of the project yet to be
constructed.
INFORMATION NEEDED:
New activities to be added.
Existing activities to be deleted.
Changes in the resource availability and delivery dates.
Changes in the job logic.
New estimate of the time required to finish unfinished activities.
Changes in the scope of work.
……………………………….
Example
he initial AON diagram for a small engineering project is shown below with
anned activity times in days. At the end of the 15th day, the field progress rep
ves you the following information:
Activity “A” was completed on schedule.
Activity “B” started as planned but four days were lost due to waiting for the required
resources.
Activity “C” was completed one day earlier.
The remaining duration of Activity “D” is 2 days.
The duration of activity “H” will be reduced to 12 days instead of 17 days.
The activity “F” cannot start until the morning of day 22.
Activity “Z” is expected to take two days more.
Due to owner requirement the volume of work of activity “X” will be increased by 50%
equired:
onstruct the updated AON diagram, calculate the early and late start times of
ch activity, and indicate the critical path.
Example
3 6 9 11 5 16 16 17 33 33 3 36
B E H Y
0 3 3 3 8 11 13 7 20 25 4 29 36 10 46
A C F Z X
3 10 13 13 12 25
D G
Example
0 13 15 3 18 18 12 30 30 3 33
B E H Y
17 20 20 32 32 35
0 10 21 7 28 29 6 35 35 15 50
A C F Z X
0 22 29 29 35 35 50
15 2 17 17 12 29
D G
15 17 17 29
