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8/18/2019 Poject Time Management
http://slidepdf.com/reader/full/poject-time-management 1/43
Importance of Project Schedules
• Managers often cite delivering projects on time as one oftheir biggest challenges.
• Fifty percent of IT projects were challenged in the 2003
!"#$ st%dy& and their average time overr%n increased to
'2 percent from a low of (3 percent in 2000.)• $ched%le iss%es are the main reason for conflicts on projects&
especially d%ring the second half of projects.
• Time has the least amo%nt of fle*ibility+ it passes no matter
what happens on a project.
)The $tandish ,ro%p& -atest $tandish ,ro%p !"#$ /eport $hows roject $%ccess /ates
!ave Improved by 10& 4www.standishgroup.com5 4March 21& 20035.
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Individual Work Styles and Cultural
Differences Cause Schedule Conflicts
• #ne dimension of the Myers67riggs Type Indicator foc%ses
on people8s attit%des toward str%ct%re and deadline.
• $ome people prefer to follow sched%les and meetdeadlines while others do not.
• 9ifferent c%lt%res and even entire co%ntries have different
attit%des abo%t sched%les.
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Project Time Management
Processes
• Activity definition: Identifying the specific activities that the projectteam members and sta;eholders m%st perform to prod%ce the projectdeliverables.
• Activity seuencing: Identifying and doc%menting the relationshipsbetween project activities.
• Activity resource estimating: <stimating how many reso%rces aproject team sho%ld %se to perform project activities.
• Activity duration estimating: <stimating the n%mber of wor;periods that are needed to complete individ%al activities.
• Schedule development: "naly=ing activity se>%ences& activityreso%rce estimates& and activity d%ration estimates to create the
project sched%le.• Schedule control: ontrolling and managing changes to the project
sched%le.
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Activity Definition
• "n activity or task is an element of wor; normally fo%nd on
the ?7$ that has an e*pected d%ration& a cost& and reso%rce
re>%irements.
• roject sched%les grow o%t of the basic doc%ments that
initiate a project.
@ The project charter incl%des start and end dates and b%dgetinformation.
@ The scope statement and ?7$ help define what will be done.
• "ctivity definition involves developing a more detailed ?7$
and s%pporting e*planations to %nderstand all the wor; to be
done& so yo% can develop realistic cost and d%ration
estimates.
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Activity !ists and Attri"utes
• "n activity list is a tab%lation of activities to be incl%ded on a
project sched%le. The list sho%ld incl%de:
@ The activity name
@ "n activity identifier or n%mber
@ " brief description of the activity
• Activity attri"utes provide more information abo%t each
activity& s%ch as predecessors& s%ccessors& logical
relationships& leads and lags& reso%rce re>%irements&
constraints& imposed dates& and ass%mptions related to the
activity.
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Milestones
• " milestone is a significant event that normally has nod%ration.
• It often ta;es several activities and a lot of wor; to
complete a milestone.
• Milestones are %sef%l tools for setting sched%le goals and
monitoring progress.
• <*amples incl%de completion and c%stomer sign6off on
;ey doc%ments and completion of specific prod%cts.
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Activity Seuencing
• Involves reviewing activities and determiningdependencies.
• " dependency or relationship relates to the se>%encing
of project activities or tas;s.
• Ao% must determine dependencies in order to %se critical
path analysis.
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Three Types of Dependencies
• Mandatory dependencies: Inherent in the nat%re of thewor; being performed on a project+ sometimes referred
to as hard logic.
• Discretionary dependencies: 9efined by the project
team+ sometimes referred to as soft logic and sho%ld be%sed with care beca%se they may limit later sched%ling
options.
• #$ternal dependencies: Involve relationships between
project and non6project activities.
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%et&ork Diagrams
• Betwor; diagrams are the preferred techni>%e forshowing activity se>%encing.
• " net&ork diagram is a schematic display of the logical
relationships among& or se>%encing of& project activities.
• Two main formats are the arrow and precedence
diagramming methods.
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Sample Activity'on'Arro& (A)A* %et&ork
Diagram for Project +
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Arro& Diagramming Method (ADM*
• "lso called activity6on6arrow 4"#"5 networ; diagram.
• "ctivities are represented by arrows.
• Bodes or circles are the starting and ending points ofactivities.
• an only show finish6to6start dependencies.
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Precedence Diagramming Method (PDM*
• "ctivities are represented by bo*es.
• "rrows show relationships between activities.
• More pop%lar than "9M method and %sed by project
management software.
• 7etter at showing different types of dependencies.
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Task Dependency Types
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Sample PDM %et&ork Diagram
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Activity ,esource #stimating
•7efore estimating activity d%rations& yo% m%st have agood idea of the >%antity and type of reso%rces that will
be assigned to each activity.
• onsider important iss%es in estimating reso%rces:
@ !ow diffic%lt will it be to complete specific activities on thisprojectC
@ ?hat is the organi=ation8s history in doing similar activitiesC
@ "re the re>%ired reso%rces availableC
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Task Id- Sam Sally Sue Pete .oe #ffort
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567 867 567 9667 567 5 :
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9667 867 9667567 867
/eso%rce "llocation Matri*
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Activity Duration #stimating
• Duration incl%des the act%al amo%nt of time wor;ed onan activity plus the elapsed time.
• #ffort is the n%mber of wor;days or wor; ho%rs re>%ired
to complete a tas;.
• eople doing the wor; sho%ld help create estimates& and
an e*pert sho%ld review them.
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Three'Point #stimates
• Instead of providing activity estimates as a discrete n%mber& s%ch as
fo%r wee;s& it8s often helpf%l to create a three'point estimate:
@ "n estimate that incl%des an optimistic& most li;ely& and pessimistic
estimate& s%ch as three wee;s for the optimistic& fo%r wee;s for the most
li;ely& and five wee;s for the pessimistic estimate.
•Three6point estimates are needed for </T estimates and Montearlo sim%lations.
• lease refer to </T section for the three6point estimates form%la.
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Schedule Development
• Dses res%lts of the other time management processes todetermine the start and end dates of the project.
• Dltimate goal is to create a realistic project sched%le that
provides a basis for monitoring project progress for the
time dimension of the project.
• Important tools and techni>%es incl%de ,antt charts&
critical path analysis& critical chain sched%ling& and
</T analysis.
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1antt Charts
• 1antt charts provide a standard format for displayingproject sched%le information by listing project activities
and their corresponding start and finish dates in a
calendar format.
• $ymbols incl%de: @ /lack diamonds: Milestones
@ Thick "lack "ars: $%mmary tas;s
@ !ighter hori?ontal "ars: 9%rations of tas;s
@ Arro&s: 9ependencies between tas;s
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1antt Chart for Project +
Note: In Project 2003 darker bars are red to represent critical tasks.
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1antt Chart for Soft&are !aunch Project
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Adding Milestones to 1antt Charts
• Many people li;e to foc%s on meeting milestones&
especially for large projects.
• Milestones emphasi=e important events or
accomplishments in projects.
• Ao% typically create milestone by entering tas;s that
have a =ero d%ration& or yo% can mar; any tas; as a
milestone.
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SMA,T Criteria
• Milestones sho%ld be:
@ Specific
@ Meas%rable
@ Assignable
@ ,ealistic
@ Time6framed
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Critical Path Method (CPM*
• CPM is a networ; diagramming techni>%e %sed to predicttotal project d%ration.
• " critical path for a project is the series of activities that
determines the earliest time by which the project can be
completed.
• The critical path is the longest path thro%gh the networ;
diagram and has the least amo%nt of slac; or float.
• Slack or float is the amo%nt of time an activity can be
delayed witho%t delaying a s%cceeding activity or the projectfinish date.
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Calculating the Critical Path
• 9evelop a good networ; diagram.
• "dd the d%ration estimates for all activities on each path
thro%gh the networ; diagram.
• The longest path is the critical path.
• If one or more of the activities on the critical path ta;es
longer than planned& the whole project sched%le will slip
unless the project manager ta;es corrective action.
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Determining the Critical Path for Project
+
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More on the Critical Path
• " project team at "pple comp%ter p%t a st%ffed gorilla on top
of the c%bicle of the person who was c%rrently managing a
critical tas;.
• The critical path does not necessarily contain all the critical
activities+ it only acco%nts for time.
@ /emember the e*ample in which gro&ing grass was on the critical
path for 9isney8s "nimal Eingdom.
• There can be more than one critical path if the lengths of two
or more paths are the same.• The critical path can change as the project progresses.
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@sing Critical Path Analysis to Make
Schedule Trade'offs
• 0ree slack or free float is the amo%nt of time an activity
can be delayed witho%t delaying the early start of any
immediately following activities.
• Total slack or total float is the amo%nt of time an activitycan be delayed from its early start witho%t delaying the
planned project finish date.
• " for&ard pass thro%gh the networ; diagram determines
the early start and finish dates.• " "ack&ard pass determines the late start and finish
dates.
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Calculating #arly and !ate Start and
0inish Dates
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@sing the Critical Path to Shorten a
Project Schedule
• Three main techni>%es for shortening sched%les:
@ Shortening the d%ration of critical activities or tas;s by adding
more reso%rces or changing their scope.
@ Crashing activities by obtaining the greatest amo%nt of sched%le
compression for the least incremental cost.
@ 0ast tracking activities by doing them in parallel or overlapping
them.
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SD = #arly Start Date
FD = #arly 0inish Date
SD = #0D of Predecessor FD = #SD Duration (te*
For
an "ctivity
LFD = !ate 0inish Date
LSD = !ate Start Date
LFD = !SD of Successor LSD = !0D ' Duration (te*
Float = !ate 0inish ' #arly 0inish
=
!ate Start ' #arly StartFree = Difference "et&een #0D
Float and %#+T activityBs #SD
"dditional :/%les of ritical ath alc%lation
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Forward Pass ...
CHOICE:
Select !argest42ighest #0D as #SD
Backward Pass ...
CHOICE:
Select Smallest4!o&est !SD as !0D
For
the
Network
"dditional :/%les of ritical ath alc%lation
"ctivity
forBetwor;
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WHERE:
T
= 19
W/S Id-
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#SD #0D
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A
ritical ath alc%lation
iti l th l l ti
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WHERE:
W/S Id-
!SD !0D
Duration 0loat
#SD #0D
>
> 96
96>
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ritical ath alc%lation
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Program #valuation and ,evie&
Techniue (P#,T*
• </T is a networ; analysis techni>%e %sed to estimate
project d%ration when there is a high degree of %ncertainty
abo%t the individ%al activity d%ration estimates.
• </T %ses pro"a"ilistic time estimates:
@ 9%ration estimates based on %sing optimistic& most li;ely& and
pessimistic estimates of activity d%rations& or a three6point
estimate.
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P#,T 0ormula and #$ample
• </T weighted average
optimistic time GH most li;ely time pessimistic time
(
• <*ample:
</T weighted average
' wor;days G H J0 wor;days 2G wor;days 9: days(
where:
optimistic time ' days
most li;ely time 96 days
pessimistic time 2G days
Therefore& yo%8d %se 9: days on the networ; diagram instead of J0 when%sing </T for the above e*ample.
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Schedule Control
• erform reality chec;s on sched%les.
• "llow for contingencies.
• 9on8t plan for everyone to wor; at J00 percent capacity
all the time.
• !old progress meetings with sta;eholders and be clear
and honest in comm%nicating sched%le iss%es.
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Schedule Control
•,oals are to ;now the stat%s of the sched%le& infl%ence factorsthat ca%se sched%le changes& determine that the sched%le has
changed& and manage changes when they occ%r.
• Tools and techni>%es incl%de:
@ rogress reports.
@ " sched%le change control system.
@ roject management software& incl%ding sched%le comparison charts&
s%ch as the trac;ing ,antt chart.
@ Kariance analysis& s%ch as analy=ing float or slac;.
@ erformance management& s%ch as earned val%e 4see hapter L5.
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,eality Checks on Scheduling
• /eview the draft sched%le or estimated completion date
in the project charter.
• repare a more detailed sched%le with the project team.
• Ma;e s%re the sched%le is realistic and followed.
• "lert top management well in advance if there are
sched%le problems.
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Working &ith People Issues
• $trong leadership helps projects s%cceed more than
good </T charts do.
• roject managers sho%ld %se:
@ <mpowerment
@ Incentives
@ 9iscipline
@ Begotiation
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@sing Soft&are to Assist in
Time Management
• $oftware for facilitating comm%nication helps people
e*change sched%le6related information.
• 9ecision s%pport models help analy=e trade6offs that canbe made.
• roject management software can help in vario%s time
management areas.
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PROJECT MANAGEMENT PROFESSIONAL
Words of Caution on @sing
Project Management Soft&are
• Many people mis%se project management software
beca%se they don8t %nderstand important concepts and
have not had training.
• Ao% m%st enter dependencies to have dates adj%st
a%tomatically and to determine the critical path.
• Ao% m%st enter act%al sched%le information to compareplanned and act%al progress.