PROJECT
TIME
MANAGEMENT
Definition
Project time Management?
The processes required to ensure timely completion
of a project.
Processes in Project Time Management
Planning schedule management
Defining activities
Sequencing Activities
Estimating Activity Resources
Estimating Activity duration
Developing the Schedule
Controlling the Schedule
Planning Schedule Management
Project schedule model development
The schedulling methodology
Level of accuracy and units of measure
Control threshold
Rules of performance measurements
Reporting format
Process descriptions
Defining Activities
Defining activities : identifying the specific actions that will produce the project
deliverables in enough detail to determine resource and
schedule estimates.
Activity list: A tabulation of activities to be included on a project schedule
Activity attributes: schedule-related information about each activity, such as
predecessors, successors, logical relationships, leads and lags,
resource requirements, constraints, imposed dates, and
assumptions related to the activity
Sequencing Activities
Inputs: the schedule management plan, activity list and attributes, project
scope statement, milestone list, and organizational process asset
A dependency or relationship: the sequencing of project activities or tasks.
Basic reasons for creating dependencies
Mandatory Dependencies
Discretionary Dependencies
External Dependencies
Network Diagrams
A network diagram: a schematic display of the logical relationships among project
activities and their sequencing
Arrow Diagramming Method (ADM)
Also called activity-on-arrow (AOA) network diagrams
Activities are represented by arrows
Nodes or circles are the starting and ending points of activities
Process for Creating AOA Diagrams
1. Find all of the activities that start at node 1: Draw their finish nodes and draw
arrows between node 1 and those finish nodes; put the activity letter or name
and duration estimate on the associated arrow
2. Continue drawing the network diagram, working from left to right: Look for
bursts and merges
• Bursts occur when a single node is followed by two or more activities
• A merge occurs when two or more nodes precede a single node
3. Continue drawing the project network diagram until all activities are included
on the diagram that have dependencies
4. As a rule of thumb, all arrowheads should face toward the right, and no arrows
should cross on an AOA network diagram
Precedence Diagramming Method (PDM)
Also called activity-on-node (AON) network diagrams
Activities are represented by boxes
Arrows show relationships between activities
Task Dependency Types
Sample PDM Network Diagram
Activity Resource Estimating
Inputs: a project’s schedule management plan, activity list, activity attributes,
resource calendars, risk register, activity cost estimates, enterprise
environmental factors, and organizational process assets such as policies
regarding staffing and outsourcing
Outputs: a list of activity resource requirements, a resource breakdown structure,
and project documents updates
Estimating Activity Durations
Duration: the actual amount of time worked on an activity plus elapsed time
Inputs: the schedule management plan, activity list, activity attributes, activity
resource requirements, resource calendars, project scope statement, risk
register, resource breakdown structure, enterprise environmental factors,
and organizational process assets
Outputs: the estimates themselves and project documents updates
DEVELOPING THE SCHEDULE
The goal of developing a realistic project schedule is to provide a basis for monitoring
project progress for the time dimension of the project.
The main outputs of this process are the project schedule, a schedule baseline,
schedule data, project calendars, project management plan updates, and project
documents updates.
Tools and techniques assist in schedule
development:
Gantt Chart
Critical Path Analysis
Critical Chain Schedulling
PERT analysis
Gantt Chart
Critical Path Method
Calculating the Critical Path:
First develop a good network diagram
Add the duration estimates for all activities on each path through the
network diagram
The longest path is the critical path
If one or more of the activities on the critical path takes longer than
planned, the whole project schedule will slip unless the project
manager takes corrective action
Critical Path Method
Calculating Early and Late Start and Finish
Dates
Free and Total Float or Slack for Project X
Critical Chain : Multitasking Example
Critical Chain Scheduling
Program Evaluation and Review Technique
(PERT)
• PERT is a network analysis technique used to estimate
project duration when there is a high degree of
uncertainty about the individual activity duration
estimates
• PERT uses probabilistic time estimates
• Duration estimates based on using optimistic, most likely,
and pessimistic estimates of activity durations, or a three-
point estimate
PERT Formula and Example
• PERT weighted average =
optimistic time + 4X most likely time + pessimistic time
6
• Example:
PERT weighted average =
8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6
where optimistic time= 8 days,
most likely time = 10 days, and
pessimistic time = 24 days
Therefore, you’d use 12 days on the network diagram instead of
10 when using PERT for the above example
Schedule Control
• Perform reality checks on schedules
• Allow for contingencies
• Don’t plan for everyone to work at 100% capacity all the time
• Hold progress meetings with stakeholders and be clear and honest in
communicating schedule issues
Schedule Control (continued)
• Goals are to know the status of the schedule, influence
factors that cause schedule changes, determine that
the schedule has changed, and manage changes when
they occur
• Tools and techniques include:
• Progress reports
• A schedule change control system
• Project management software, including schedule
comparison charts like the tracking Gantt chart
• Variance analysis, such as analyzing float or slack
• Performance management, such as earned value (chapter 7)
Reality Checks on Scheduling
• First review the draft schedule or estimated completion date in the
project charter
• Prepare a more detailed schedule with the project team
• Make sure the schedule is realistic and followed
• Alert top management well in advance if there are schedule problems
Working with People Issues
• Strong leadership helps projects succeed more than
good PERT charts
• Project managers should use:
• Empowerment
• Incentives
• Discipline
• Negotiation
