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Company
LOGO Project Time Management
Waleed El-Naggar, MBA, PMP
Agenda
1. Define Activities
2. Sequence Activities
3. Estimate Activity Resources
4. Estimate Activity Durations
5/12/2009 2Prepared by: Waleed El-Naggar
5. Develop Schedule
6. Control Schedule
Project Time Management
Includes the processes required to accomplish timely
completion of the project; involved 6 processes used to
in developing time schedule
The schedule can have any format.
5/12/2009 3Prepared by: Waleed El-Naggar
6.1 Define Activities
Identify the specific actions to be performed to produce
the project deliverables
Activities provide a basis
for estimating,
scheduling, executing
and monitoring and
controlling the project
work.
5/12/2009 4Prepared by: Waleed El-Naggar
Define Activities: Inputs
Scope baselines
Enterprise Environmental Factors
Organizational Process Assets
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Define Activities: T & T
Decomposition
Rolling Wave Planning
Templates
Expert Judgment
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Define Activities: Outputs
1. Activity List: A list of all the activities that will
be performed on the project and a description
of each
2. Activity Attributes
3. Milestone List: A milestone is a significant
point or event in project.
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6.2 Sequence Activities
The process of identifying and documenting
relationships among the project activities.
Lead/Lag time between activities should be
considered to support a realistic schedule.
Can be performed by a software or manually.
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Sequence Activities: Inputs
1. Activity List
2. Activity Attributes
3. Milestone List
4. Project Scope Statement
5. Organizational Process Assets
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Sequence Activities: T & T
1. Precedence Diagramming
The most common method of arranging the
project activities visually. Activities are put in
boxes, called nodes,
and connected with
arrows (Activity on
Node).
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Logical Relationship
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Sequence Activities: T & T
2. Dependency Determination
• Mandatory Dependency
• Discretionary dependency: preferred logic,
preferential logic, or soft logic.
• External dependencies
3. Applying Leads an Lags
4. Schedule Network Templates
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Sequence Activities: Outputs
1. Project Schedule Network Diagrams
2. Project Document Updates
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Exercise
Activity Predecessor
A -
B A
C B, F
D C
E -
F E
G F
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Estimate Activity Resources: Inputs
1. Activity List
2. Activity Attributes
3. Resource Calendars
4. Enterprise Environemental Factors
5. Organizational Process Assets
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Estimate Activity Resources: T & T
1. Expert Judgment
2. Alternatives Analysis
3. Published Estimating Data
4. Bottom-up Estimation
5. Project Management Software
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Estimate Activity Resources: Outputs
1. Activity Resource Requirements
2. Resource Breakdown Structure
3. Project Document Updates
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6.4 Estimate Activity Duration
The process of approximating the number of
work periods needed to complete individual
activities with estimated resources.
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Estimate Activity Duration: Inputs
1. Activity List.
2. Activity Attributes
3. Activity Resource Requirements
4. Resource Calendar
5. Scope Statement
6. Enterprise Environmental Factors
7. Organization Process Assets
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Estimate Activity Duration: T & T
1. Expert Judgment
2. Analogous Estimating (Top-down)
• Use actual values of a similar project
3. Parametric Estimating
4. Three-point Estimate
5. Resource Analysis
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Program Evaluation & Review
Technique (PERT)
Uses a weighted average duration estimate to calculate
activity durations.
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Gantt Chart
Bar charts are relatively easy to read, and are
frequently used in management presentations.
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Estimate Activity Duration: Outputs
1. Activity Duration Estimates: Quantitative
estimates of the likely duration of each
activity as well as the range of possible
results ( 10 ± 2 day )
2. Project Document Updates
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6.5 Develop Schedule
The process of analyzing activity sequence,
durations, resource requirements, & schedule
constraints to create a project schedule.
Developing an acceptable schedule is often
an iterative process.
5/12/2009 24Prepared by: Waleed El-Naggar
Develop Schedule: Inputs
1. Activity List
2. Activity Attributes
3. Project Schedule Network Diagrams
4. Activity Resource Requirements
5. Resource Calendars
6. Activity Duration Estimates
7. Project Scope Statement
8. Enterprise Environmental Factors
9. Organizational Process Assets
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Develop Schedule: T & T
1. Schedule Network Analysis
2. Critical Path Method
3. Critical Chain Method
4. Resource Leveling
5. What-if Analysis
6. Applying Leads and Lags
7. Schedule Compression
8. Scheduling Tools
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The longest duration path through a network diagram
which represents the shortest time to complete the
project
Critical Path
A:2
E : 2 H : 2
D : 2
B : 3 C : 4
Start
End
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Duration Compression
Duration compression is a special case of
mathematical analysis to shorten the project schedule
without changing the project scope
Crashing : cost & schedule tradeoffs are analyzed
to determine how to obtain the greatest amount of
compression for the least incremental cost.
Fast-tracking: doing activities in parallel that would
normally be done in sequence. Fast tracking often
results in rework and usually increases risk.
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Resource Leveling
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Develop Schedule: Outputs
1. Project Schedule
• Milestone Charts
• Bar Charts
• Schedule Network Diagrams
2. Schedule Baseline
3. Schedule Data
4. Project Document Updates
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Float
Total float (Slack): the amount of time an activity
can be delayed without delaying the project end
date or/and intermediary milestone.
Free Float (Slack): the amount of time an activity
can be delayed without delaying the start of its
successor.
Project Float: the amount of time a project can be
delayed without delaying the externally imposed
project completion date.
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Quiz
Which of the following is the BEST project
management tool to use to determine the longest time
the project will take?
A. WBS
B. Network Diagram
C. Bar chart
D. Project Charter
The Answer is: B
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Quiz
Which of the following is correct?
A. A schedule can have several critical paths
B. There must be only one critical path
C. The network diagram will change every time the
end date changes
D. A project can never have negative float
The Answer is: A
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6.6 Control Schedule
The process of monitoring the status of the
project to update project progress and
manage changes to schedule baseline.
Concerned with:
Determine current status
Influence the factors that cause changes
Manage actual changes as they occur
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Control Schedule: Inputs
1. Project Management Plan
2. Project Schedule
3. Work Performance Information
4. Organizational Process Assets
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Control Schedule: T & T
1. Performance Reviews
2. Variance Analysis
3. Project Management Software
4. Resource Leveling
5. What-If Scenario Analysis
6. Adjusting Leads and Lags
7. Schedule Compression
8. Scheduling Tool
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Control Schedule: Outputs
1. Work Performance Measurements
2. Organizational Process Assets Updates
3. Change Requests
4. Project Management Plan Update
1. Schedule baseline
2. Schedule Management Plan
3. Cost baseline
5. Project Document Updates
5/12/2009 37Prepared by: Waleed El-Naggar