SECTION 6 PROJECT TIME MANAGEMENT. PROJECT TIME MANAGEMENT

SECTION 6

PROJECT TIME MANAGEMENT

PROJECT TIME

MANAGEMENT

PROJECT TIME MANAGEMENT• PLAN SCHEDULE MANAGEMENT• DEFINE ACTIVITY• SEQUENCE ACTIVITY• ESTIMATE ACTIVITY RESOURCES• ESTIMATE ACTIVITY DURATION• DEVELOP SCHEDULE• CONTROL SCHEDULE

Objectives for DiscussionsPlan Schedule Management

Define Activities

Sequence Activities

Estimate Activity Resource

Estimate Activity Durations

Develop Schedule

Control Schedule

PROJECT TITLE

THE CONSTRUCTION OF A 2000 SEATER CAPACITY AUDITORIUM FOR GIMPA

Front View of the Auditorium to be built

Inner View of the Auditorium

FINAL PRODUCT

INTERIOR

2000 SEATER CAPACITY AUDITORIUM

PROJECT CHARTER

IDENTIFIED STAKEHOLDERS

PROJECT SCOPE STATEMENT

WORK BREAKDOWN STRUCTURE

tell how to plan anything

tell how to think when planning

tell how to decide when planning

tell how to act when planning

tell what to expect in planning

predict planning outcomes

tell the nature of plans

Planning Principles:

Assumption

Constraint

Objective

Arduousness

Uniqueness

Dynamism

Decision

Real plan

Execution

Stakeholder

Experience

Perspective

Iteration

Integration

Planning Principles

12

scopeWBS

cost

pro.

comms.

hr

quality

risktime

Project Management Plan

A Framework of Frameworks

13

The Time Sub-framework

SCOPEWBS

TIME

Plan Schedule Management

Define Activities

Sequence Activities

Estimate Activity Resources


Develop Schedule

Schedule Control

THE SPANISH COMPUTER

PLAN SCHEDULE MANAGEMENT

Planning process

PLAN SCHEDULE MANAGEMENT

• Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

• The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

Tools and Techniques

• Expert Judgment

• Analytical Techniques

• Meetings

Outputs

• Schedule Management Plan

Inputs

• Project Management Plan

• Project Charter

• Enterprise Environmental Fs

• Organizational Process Assets

AUDITORIUM PROJECT

Create WBS

Define Activities


17


Plan Schedule Management• Project Schedule Model Development (Schedule Methodology, Schedule Tool to be used)

• Level of Accuracy (Acceptable ranged used in determining realistic activity duration estimates including amount of contingency)

• Unit of Measurement (Each unit for measurement be specified)

• Organizational Procedures Links (For the WBS provides a framework for the SMP)

• Project Schedule Model maintenance ( the process of updating the status and recording progress of the project in the schedule model is specified)

• Control Thresholds (Agreed upon amount of variance to be allowed before action is taken is specified)

• Rules of Performance measurement (Earned value management rules of performance are set, e.g. rule for establishing percent complete, SPI, SV etc.)

• Reporting Formats • Process Description (Description of each of the Schedule management processes are documented)

DEFINE ACTIVITIES

Planning process

DEFINE ACTIVITIES

• Define Activities is the process of identifying the specific actions to be performed to produce the project deliverables.

CLASSROOMCLASSROOMBLOCKBLOCK

SUBSUBSTRUCTURESTRUCTURE

SUPERSUPERSTRUCTURESTRUCTURE

EXCAVATION EXCAVATION & &

EARTHEARTHWORKWORK

MASONRYMASONRY CARPENTRYCARPENTRY PAINTINGPAINTINGCONCRETECONCRETEWORKSWORKS

STEELSTEELWORKSWORKS GLAZINGGLAZINGELECTRICAL ELECTRICAL

WORKSWORKSPLUMBING PLUMBING

WORKSWORKS

SIMPLIFIED WORK BREAK DOWN STRUCTURE FOR THE CONSTRUCTION OF SIMPLIFIED WORK BREAK DOWN STRUCTURE FOR THE CONSTRUCTION OF 2000 CAPACITY AUDITORIUM2000 CAPACITY AUDITORIUM

ACTIVITYACTIVITY1. Site Clearing1. Site Clearing2. Setting Out2. Setting Out3. Profiling3. Profiling4. Trenching4. Trenching5. Back Filling5. Back Filling

ACTIVITYACTIVITY1. Blinding1. Blinding2. Top Flow2. Top Flow

ACTIVITYACTIVITY1. Footing Wall1. Footing Wall2. Concrete 2. Concrete WorksWorks3. Block Work3. Block Work4. Plastering4. Plastering

ACTIVITYACTIVITY1. Reinforcement1. Reinforcement of Beams &of Beams & ColumnsColumns

ACTIVITYACTIVITY1. Form Work for1. Form Work for Beams & Beams & ColumnsColumns2. Framing (Doors2. Framing (Doors and Windows)and Windows)3. Roofing Rafters3. Roofing Rafters4. Roofing4. Roofing5. Ceiling5. Ceiling

ACTIVITYACTIVITY1. Conduiting1. Conduiting2. Wiring2. Wiring3. Fittings &3. Fittings & FixturesFixtures

ACTIVITYACTIVITY1. Pipe Laying1. Pipe Laying2. Fittings &2. Fittings & FixturesFixtures

ACTIVITYACTIVITY1. Fitting of Sheet1. Fitting of Sheet Glass &Glass & Louvre BladesLouvre Blades

ACTIVITYACTIVITY1. Application of1. Application of Undercoat &Undercoat & Finishing CoatFinishing Coat of Paintof Paint

Page 2

Group Work

22

Define Activities

5 minutes

Objectives

Plan activities

State activity attributes


• Decomposition

• Templates

• Rolling Wave Planning

• Expert Judgment

Outputs

• Activity List

• Activity Attributes

• Milestone List

Inputs

• Scope Baseline

• Enterprise Environmental Fs


AUDITORIUM PROJECT

Create WBS

Activity Sequencin

g

Define Activities Process

23

Define Activities

Identity A 100

Description Dig the house foundations

Calendar 5 days per week/ Mon to Fri

Duration 20 working days

Procurement Bought in items

Resources 5 men per day

Budget $20,000

WBS 1.1.1

Logic List preceding activities

Target Assigned Start and Finish Dates

Activity Attributes

DEFINED ACTIVITY ACTIVITIES DEFINITION

Interview Users Progress of identifying what the Client wants.

Define Project Objectives Defining quantitatively and qualitatively what the project should achieve

Feasibility Study Assessment of the Client environment

Define Deliverables Defining the expected outcomes over the life of the project

Define Milestone Defining the significant events in the project that occurs at a particular time

Define Technical Requirements Defining the requirements to ensure proper performance and to satisfy the client

Define Limits and Exclusions Defining what the project should not include or what should be left out

Review Requirements with Users Accessing the requirements with the client

Prepare Preliminary Design Developing a solution for the project

Develop Enterprise Architecture Developing a schematic frame work of the design

Prepare Data Flow Diagram Developing a frame work of the design

Prepare Detailed Design Developing a solution for the project into details

Prepare Physical Data Model

Prepare Data Dictionary defining all the data

Document Design Documenting Design

Develop Design Specification Specification of Design. Detailed Information

Review Design Accessing the Design

DEFINED ACTIVITIESDesign Logic Defining the sequences and the activities

Procure Software Packages Purchase of software needed

Purchase Database Purchase Database

Purchase User Interface Building Tool Purchase software for developing interface

Purchase Operating System Purchase software for developing interface

Develop Server Application Develop main server application

Develop User Interface Designing Interface

Develop XYZ Interface Designing Interface

Purchase Hardware Purchasing the hardware needed for the project

Assemble Hardware Putting the hardware items together

Perform Integration Process of the incorporating the hardware and software

Develop Installation plan Developing the Process of the incorporating the hardware and software

Site Preparation Preparing the location to install the hardware

Purchase Furniture Purchase Furniture needed for the hardware and Operator

Install hardware at Location Placing the hardware where it needed

Incorporate Hardware and Software installing the software on the computer

Testing of Software Performing a full test of the software

Adjustments Making necessary Adjustments

Develop User Manual Making Manual of how to use the software for the training

Train Senior Staff First providing training for the senior staff of the organization

Train Operators first providing training for the senior staff of the organization

Rollout Launch the Software

Monitoring and Evaluation Continuous assessment of the software performance

Activity Definition - Output

SequenceSequenceActivityActivity

OutputOutput InputInputCreate Create WBSWBS

Activity ListActivity List

27

SEQUENCE ACTIVITIES

Planning process

SEQUENCE ACTIVITIES

• Sequence Activities is the process of identifying and

documenting relationships among activities.

• Scheduled activities are sequenced with logic relationship.

30

2

Activity Representation

Activity on Arrow, AOA

(Program Evaluation and Review Technique PERT, Critical Path Method CPM)

Activity on Node, AON (CPM, PERT)

A B

Activities A and B

A

Activity A

Looped Activities, CDM (GERT)

Activities A and B

A B

Designating Activities


32

Precedence Diagramming

Activity represented as a geometric diagram

Arrow represents connection

Called Activity-on-Node, AON

Used for PERT, CPM

Most common diagramming method

A B

33

Activity A is the predecessor of

activity B

BX

A

Activity Relationships

Activity B is the successor of

activity A

34

merge activity

burst activity

a b

1

2

3

x

y

z

Activity Types

35

merge activity

a

x

y

z

2 days

9 days

4 days

Critical Activity

36

Mandatory

Discretionary

External

Relationship Characteristics-Dependency Determination

37

a b

finish-to-start: b

cannot start until a

finishes

a b

a

bstart-to-start:

b cannot start until a

starts

a

b

a

b

finish-to-finish: b

cannot finish until a

finishes

a

b

a

bstart-to-finish: b

cannot finish until a starts

a

b

Diagramming Logic

finish-to-start: most common relationship

Diagramming Logic

• Finish to start

• Finish to finish

• Start to start

• Start to finish

• The Successor Activity cannot be started until the predecessor activity has already been completed

• The Successor Activity cannot be completed until the predecessor activity has already been completed

• The Successor Activity cannot be initiated until the predecessor activity has already been initiated

• The Successor Activity cannot be completed until the predecessor activity has already been initiated

Group Work

39

Activity Sequencing

5 minutes

Objectives

Determine dependencies

Sequence activities

40

Activity Predecessor

A Contract Signing None

B Questionnaire Design

A

C Target Market A

D Survey Sample B,C

E Develop Presentation

B

F Analyze result D

G Demographic Analysis

C

H Presentation to client

E,F,G

Sequencing Example

ACTIVITY SEQUENCING TABLETASK DESCRIPTION PRECEDING EVENT DURATION (DAYS)

A Measurement of Area None

B Move Equipments to Site A

C Excavation A

D Temporary Shoring BE Backfill D

F Compaction G

G Measure Cells C

H Bottom Liner DI Pipe Laying E, H

J Rock Layering F, Q, R

K Covering J

L Demarcate Roads A

M Grading A

N 1st Compact L, M

O Sub-base material N

P 2nd Compact O

Q Bitumen / Granite I

R 3rd Compact P

0 2

0

0 2

14 16

42

56 58

4 10

0

4 10

32 44

8

40 52

16 22

42

58 64

10 28

6

16 34

10 34

0

10 34

44 50

8

52 58

34 46

0

34 46

50 56

8

58 64

46 64

0

46 64

64 88

0

64 88

88 100

0

88 100

26 32

6

34 40

2 26

8

10 34

2 14

20

22 34

2 14

42

44 56

2 4

0

2 4

A = 2

B = 2

H = 18

F = 6

O = 12

D = 6

G = 2

N = 6

L = 12

C = 12

P = 6

I = 12

R = 6

E = 24

Q = 18

J = 24

K = 12

M = 24

PRECEDENT DIAGRAM

43

Precedence Diagramming Method (PDM)

A G

F

E

C

D

B

Finish-to-Start, AB

Finish-to-Finish, BC

Start-to-Start, BD

Start-to-Finish, DEE

D

A

B

C

44

A

Arrow Diagramming Method (ADM)

Activity represented as an arrow

Geometrical shapes represent

connections

Called Activity-on-Arrow, AOA

Used for PERT, CPM

Finish-to-start is the only possible

relationship


• PDM

• Dependency Determination

• Schedule Network Templates

• Applying Leads and Lags

Outputs

• Project Schedule Network Diagrams

• Project Document Update

Inputs

• Project Scope Statement

• Activity List


• Milestone List

• OPAs

AUDITORIUM PROJECT

Activity Definition

Schedule Developmen

t

45

Sequence Activities

Sequence Activities

SEQUENCED ACTIVITIES

PROJECT NETWORK DIAGRAM

Activity Sequencing - Output

Estimate Estimate Activity Activity

ResourcesResources

OutputOutput InputInputSequenceSequenceActivitiesActivities

Project Schedule Network DiagramsProject Schedule Network Diagrams

47

Copyright © 2006 The McGraw-Hill Companies. All rights reserved.

McGraw-Hill/Irwin 5–48

ESTIMATING PROJECT TIMES AND COSTS

• Project estimation is indeed a yardstick for project cost control. And if the yardstick is faulty, you start on the “wrong foot.”…..we exhort you not to underestimate the estimates.(Kharbanda and Pinto, 1996)


Estimating Projects

• Estimating– The process of forecasting or approximating the

time and cost of completing project deliverables.– The task of balancing the expectations of

stakeholders and the need for control while the project is implemented

• Types of Estimates– Top-down (macro) estimates: analogy, group

consensus, or mathematical relationships– Bottom-up (micro) estimates: estimates of

elements of the work breakdown structure



Factors Influencing the Quality of Estimates

A typical statement in the field is the desire to “have a 95

percent probability of meeting time and cost estimates.

Past experience is a good starting point for developing time and

cost estimates. Bust past experience must almost always be

refined by other considerations to reach the 95% probability

level.

Project, people, and external factors all need to be considered to

improve quality of estimates.



FACTORS INFLUENCING THE QUALITY OF ESTIMATES

• Planning Horizon• Project Duration• People• Project Structure and Organization• Padding Estimates• Organization Culture• Others

ESTIMATE ACTIVITY RESOURCES

Planning Process

ESTIMATE ACTIVITY RESOURCES

• Estimate Activity Resources is the process of estimating the type and quantities of materials, people, equipment, and supplies required to perform each Schedule activity.


• Expert Judgment

• Alternatives Analysis

• Published estimating Data

• PM Software

• Bottom-Up Estimating

Outputs

• Activity Resource Requirements

• Resource Breakdown Structure

• Project Document Update

Inputs

• EEF

• OPA

• Activity List


• Resource Calendar

AUDITORIUM PROJECT

Activity List

Activity Duration Estimatin

g

54



ESTIMATION OF RESOURCESCODE ACTIVITY RESOURCES

MATERIAL EQUIPMENT LABOUR

1.1.1 Evacuate / Earthwork

1.1.1.0 Measurement of Area Linen Tape 2 Technicians

1.1.1.1 Move Equipments to Site Payloader 3 Operators

1.1.1.2 Excavation Bulldozer & Excavator

3 Operators

1.1.1.3 Temporary Shoring Timber 2 Technicians, 6 Labours

1.1.1.4 Backfill Clay, Cement, Sand and Stone

2 Technicians, 6 Labours

1.1.1.5 Compaction Clay / Literite Compactor 2 Operators

1.2.1 Construction of Cells

1.2.1.0 Measure Cells Total Station Equipment

2 Surveyors, 1 Labourer

1.2.1.1 Bottom Liner Synthetic flexible Membrane

10 Labourers, 2 Technicians

1.2.1.2 Pipe Layering PVC Pipes, Clips and Glue 2 Technicians, 6 Labourers

1.2.1.3 Rock Layering Granite Rocks Tipper Trucks 3 Technicians, 10 Labourers

1.2.1.4 Covering Membrane Liner 3 Technicians, 10 Labourers

ESTIMATION OF RESOURCES con’tCODE ACTIVITY RESOURCES

MATERIAL EQUIPMENT LABOUR1.3.2 Access Road

1.3.2.0 Demarcate Roads Total Station Equipment and Linen Tape

2 Surveyors, 1 Labourer

1.3.2.1 Grading Grader 1 Grader Operator

1.3.2.2 1st Compact Roller 1 Operator

1.3.2.3 Sub-base material Laterite and Water Tipper Truck 2 Operators, 2 Labourers

1.3.2.4 2nd Compact Roller 1 Operator

1.3.2.5 Bitumen / Granite Chippings

Bitumen and Granite Chippings

1 Operator, 1 Labourer

1.3.2.6 3rd Compact Roller 1 Operator

Inputs-Estimate Activity Resources

1. Activity List2. Activity Attributes3. Resource CalendarsInformation on which resource (such as people, equipment, and

material) are potentially available during planned activity duration is used for estimating resource types. Resource calendars specify when and how long identified project resources will be available during the duration of the project.

4. Enterprise Environmental Factors (EEFs)5. Organizational Process Assets (OPAs)

Tools and Techniques-Estimate Activity Resources

1. Expert Judgment2. Alternative AnalysisMany Schedule activities have alternative methods of accomplishment.3. Published Estimating DataSeveral companies routinely publish updated production rates and unit cost of

resources for an extensive array of labor trades, material, and equipment for different countries and geographical locations within countries.

4. Bottom-Up EstimatingWhen an activity cannot be estimated within a reasonable degree of confidence, the work within the activity is decomposed into more detail. The resource needs are estimated. These estimates are then aggregated into a total quantity for each of the activity’s resources.

5. Project Management SoftwareProject Management Software has the capability to help plan, organize, and manage

resource pools and develop resource estimates. Depending upon the sophistication of the software, resource breakdown structures, resource availabilities, and resource rates can be defined, as well as various resource calendars.

Outputs-Estimate Activity Resources

1. Activity Resource Requirements2. Resource Breakdown Structure3. Project Document Update

RESOURCES AND COST ESTIMATIONS

SITE PREPARATIONACTIVITY RESOURCES NO. OF STAFF /

ITEMSCOST (1 L=10)

DAYS TOTAL COST

Site Preparation

Labour and Equipment

Labour (L)= 4Equipment (E) = 1

GHC 40GHC 100

77

280700

Setting Out Labour Labour (L) = 3 GHC 30 5

Excavation of trench and pits

Labour and equipment

Labour (L) = 6Equipment (E) = 1

GHC 60GHC 166.67

33

180500

Casting of columns and beams


Labour (L) = 5Equipment = 1

GHC 50GHC 75

22

100150

Foundation concrete / block work



GHC 60GHC 150

11

60150

Hardcore filling / back filling

Labour Labour (L) = 3 GHC 30 3 90

Floor bed Labour and equipment


GHC 50GHC 10.71

1414

700150

TOTAL COST ESTIMATION = GHC3,060

ACTIVITY RESOURCES NO. OF ITEMS

COSTDAYS TOAL

COST

Timber Members Labour Labour = 5equipment =1 GHC 3.5 5

87.517.5

Joinery Labour Labour = 4 GHC 3.5 7 98.0

Roofing Labour Labour = 5 GHC 3.5 4 70.0

Metal works Labour Labour = 4 GHC 3.5 342.0

Iron mongery Labour Labour = 3 GHC 3.5 4 42.0

Fitting and Fixtures Labour Labour = 2 GHC 3.5 3 21.0

Glazing Labour Labour = 3 GHC 3.5 7 73.5

TOTAL COST ESTIMATION = 451.50

CARPENTRY WORKS

RESOURCES AND COST ESTIMATIONS

RESOURCE ESTIMATED

ACTIVITIES RESOURCES

MATERIAL EQUIPMENT MAN

CIVIL WORKS Cement, Sand, Stone, etc Concrete Mixers, Vibrators, Shovels, etc

Supervisor, Engineers Labourers

ELECTRICAL WORKS

Cables, Plugs, Switches, Pipes, Sockets, etc

Drills, Chisels, Hammers, Testors, etc


MECHANICAL WORKS

Metals, Screws, Welding Rods, etc

Cutting Machines, Welding Machines, etc


HORTICULTURAL & LANDSCAPING

Grass, Soil, Trees, etc

Hand Fork, Spade, Wheel Barrow, Pick Axe,etc

Supervisor, Labourers

INSTALLATION WORKS

Flexible Screws, Computers, Tables, etc.

Screw Drivers, Touch Light, Spanners, etc


Estimate Activity Resources - Output

EstimateEstimateActivity Activity

DurationsDurations

OutputOutput InputInputActivity Activity Resource Resource EstimatingEstimating

Activity Resource RequirementsActivity Resource Requirements

63

ESTIMATE ACTIVITY DURATIONS

Planning process

ESTIMATE ACTIVITY DURATIONS

• Estimate Activity Durations is the process of approximating the number of work periods needed to complete individual activities with estimated resources.

Group Work

66

Activity Duration Estimating

5 minutes

Objective - determine duration per

activity

Transformation

• Expert Judgment

• Analogous Estimating

• Parametric Estimating

• Three Point Estimates

• Reserve Analysis

Outputs

• Activity Duration Estimates

• Activity Attributes (U)

Inputs

• EEF

• OPA


• Activity List


• Activity Resource Requirements

• Resource Calendars

AUDITORIUM PROJECT

Activity Definition

Develop Schedule

67



FATHER AND SON

Tools and Techniques-Estimate Activity Durations

1. Expert Judgment2. Analogous EstimatingAnalogous duration estimating uses the actual duration of a previous, similar activity

as the basis for estimating the duration of a future activity. It is frequently used to estimate project duration when there is limited amount of detailed information about the project, for example, in the early phases of a project. This is most reliable when previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.

3. Parametric EstimatingActivity durations can be quantitatively determined by multiplying the quantity of

work to be performed by the productivity rate. 4. Three points EstimatesThe accuracy of the activity duration estimate can be improved by considering the

amount of risk in the original estimate. Three-point estimates are based on determining three types of estimates:

Three points Estimates-Tools and Techniques-Estimate Activity Durations

• Most likely. The duration of the schedule activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the schedule activity, dependencies on other participants, and interruptions.

• Optimistic. The activity duration is based on a best-case scenario of what is described in the most likely estimate

• Pessimistic. The activity duration is based on a worst-case scenario of what is described in the most likely estimate

An activity duration estimate can be constructed by using an average of the three estimate duration.

Estimated Time = (a + 4m + b)/6

a = optimistic

b = pessimistic

m = likely

71

Duration Estimating

72

Activity Optimistic Most Likely

Pessimistic

Locate Site

7 12 23

Clear Site 4 7 11

Dig Trenches

13 15 28

Three Point Estimates

Tools and Techniques-Estimate Activity Durations

1. Reserve AnalysisProject team can choose to incorporate additional

time refereed to as contingency reserves, time reserves, or buffers into the overall project schedule as a recognition of schedule risk. This contingency reserve may be a percentage of the estimated activity duration, a fixed number of a work periods, or may be developed by quantitative schedule risk analysis. This may be reduced or eliminated, as more precise information about the project become available.

Activity Duration Estimating - Output

Develop Develop ScheduleSchedule

OutputOutput InputInputActivity Activity Duration Duration

EstimatingEstimating

Activity Duration EstimatesActivity Duration Estimates

74

Outputs-Estimate Activity Durations

1. Activity Duration EstimatesActivity duration estimates are quantitative assessment of the likely number of work periods that will be required to complete a schedule activity.

Activity duration estimates include some indication of the range of possible results. For example:

• 2 weeks + 2 days (assuming a five-day workweek)• 15% probability of exceeding three weeks to indicate a high

probability--- 85% that the activity will take three weeks or less

2. Project Document Updates

76

Early Attributes - Forward Pass

7930

additive methodology

3 1912123

pass to next activity

77

Forward Pass – Merge Activity

3?

71912

9123

biggest is better

78

Late Attributes - Backward Pass

3 79

subtractive methodology

190 3 3 12 12

pass from previous activity

79

Backward Pass – Merge Activity

3

?

7

1912

9

123

smallest is cute

80

Determining Activity Float

3 7

13

9

81

Assignment

4

217

113

1. Do a forward pass.

2. Do a backward pass.3. Calculate float per activity.

ED

CBA0 3 3 7 7 1

8

3 20

20

22

22

20

20

9

20

3

9530

82

The Critical Path

3

2

2

46

17

1

10

71

start

end

1. Find the length of the green path.

2. Find the length of the yellow path.3. Find the length of the green path.

83

Diagramming Example

Activity Predecessor Duration

A Contract Signing None 5

B Questionnaire Design

A 5

C Target Market A 6

D Survey Sample B,C 13

E Develop Presentation

B 6

F Analyze result D 4

G Demographic Analysis

C 9

H Presentation to client

E,F,G 2

84

Diagramming Example

2. Find the length of each path.

3. Determine the longest path.4. Do a forward pass.5. Do a backward pass.

6. Find the float of each activity.7. Which activities have zero float?

1. Draw the network diagram.

PROJECT TIME MANAGEMENTTypes of Float or Slack

– Free Slack• Amount of time task can be delayed without delaying the early start

of its successor

– Total Slack• Amount of time a task can be delayed without delaying the project

completion date

– Project Slack• Amount of time a project can be delayed without delaying the externally

imposed project completion date, usually set by stakeholders

Float

• Floats: This is the amount of time that a schedule activity can be delayed without delaying the early start of any immediately following schedule activities.(also called a slack)


PROJECT TIME MANAGEMENT Float or Slack

• Float or Slack– Amount of time a task can be delayed without delaying the

project– All tasks on the critical path have zero slack– Critical path tasks which are delayed result in negative slack– Allows for better allocation of resources– Assists team members in juggling multiple tasks– Calculated by either LS – ES, or LF - EF

• Lag– Inserted waiting time between tasks

88

Diagramming Example

5

9

135

G

D F2

H4

B

A

6

C

E6

0

5

0 5

5

6 11

10

5

5

11

11

11

11

24

24 24

24

28

28

19

11

28

20

10

22

16

28

28

28

30

30

early start

finishstart

late

early

float

late start

early finish

late finish

Float = late start – early startFloat = late finish – early finish

to float there is a start formula and a finish formula and we always begin late.

Defining Activity Attributes


90

Schedule Optimization

Crashing

Fast racking

Resource Leveling - reallocation

Fast Tracking

• Doing critical path activities in parallel that were originally planned in series.

Fast tracking

• Fast tracking often result in rework, usually increases risk and requires more attention to communication

5 days 7 days 4 days

5 days

7 days

4 days


If float is:

positive; you are not OK, Optimise

zero; you are OK; you may optimise

negative; you are very OK, you may

optimise

Optimisation Rules


Fast tracking

a

b

t

t

total time = t + t

t

a b

t t

serial execution parallel execution


Normal time – required to carry out activity un-crashed

Crash time – required to carry out activity crashed

Normal cost – expended cost when un-crashed

Crash cost – expended cost when crashed

Crashing gradient

b

a

Cost

Time

Normal Position

Crashed Position

Crashing Logic


Crashing Gradient = Crash Cost Normal

Cost-

Normal Time

Crash Time-

Crashing Gradient


Activity

Crashing Gradient

A Ghc2400/day

B Ghc2400/day

C Ghc2100/day

D Ghc2500/day

Crashing Example I


Activity Normal Time

Crash Time

Normal Cost Crash cost

A 10 days 5 days $1,000.00 -B 16 days 8 days $1,500.00 -C 8 days 4 days - $2,000.0

0

D 20 days 12 days - $2,000.00

Crashing Example II


Assignment – Crashing Gradient

Normal Crashed

Activity

Duration

(weeks)

Cost(GH¢ )

Duration(weeks)

Cost(GH¢ )

A 3 1,500.00 2 2,000.00

B 5 3,500.00 4 5,000.00

C 4 6,800.00 3 7,500.00

D 5 2,500.00 3 6,000.00

E 7 4,200.00 6 5,400.00

F 4 2,000.00 3 2,700.00Find the crash cost per week per activity

Assuming all activities are on the critical path:

Which activity should be crashed first?

Which activity should be crashed next?

Which activity should be crashed last?

GH¢ 500.00

GH¢ 1,500.00

GH¢ 700.00

GH¢ 1,750.00

GH¢ 1,200.00

GH¢ 700.00

PROJECT TIME MANAGEMENT Eliminate tasks

Re-plan serial paths to be parallel (fast track)

Overlap sequential tasks

Shorten the duration of critical path tasks (crash)

Shorten early tasks

Shorten longest tasks

Shorten easiest tasks

Shorten tasks that cost the least to speed up

Reallocate resources

Increase productivity

Critical chain method

Scenario analysis

Monte Carlo simulation

Reducing the Critical Path

– Monte Carlo Simulation

• Uses computer to simulate outcome based on PERT estimates

• Provides: – probability of completing project on a specific day– Probability of completing project for any specific amount

of cost– Probability of any task being on the critical path– Overall project risk

• Estimates are closer to reality than PERT

Schedule Compression and General Impact

Option General Impacts to the Project

Fast track • Add risk

Crash •Almost always adds cost

Reduce Scope •Could save cost and time

• May negatively impact satisfaction

Cut Quality • Could save cost and resource

•May increase risk

•Requires good metric

103

Network Showing Float Per Activity

Which path is the critical path?

0

0

2

00

21

6

2

03

start

endI

K

CA

H

GFE

B

J

D

104

Critical Path and Risk Exposure

F

D

B

8

9

5

4

3

4

A

C

E

Consider a project with the following information

Activity

Duration (Weeks)

Predecessors

ES

EF

LS

LF

Slack

A 3 - B 2 A C 7 A D 3 B,C E 5 B F 4 D G 2 C H 5 E,F,G

Question• Construct a network diagram using the information.• With the network diagram in a) above, complete the table.• Which of the network paths is the critical path?• Your Chief Executive Officer wants the project to be

completed in 19 weeks. Identify two ways of achieving that end and discuss the pros and cons of each recommendation.

• What happens when the duration of activity G is changed to 7 weeks?

• How would you resolve the difficulty created with the new information in e) above?

Questions

107

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CITY LIGHT BOXING

DEVELOP SCHEDULE

KNOWLEDGE AREA-PROJECT TIME MANAGEMENT

DEVELOP SCHEDULE

• Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. Entering the activities, durations and resources, into the scheduling tools generate a schedule with planned dates for completing project activities.

DEVELOP SCHEDULE• Developing the project schedule is often an iterative process.

It determines the planned start and finish dates for project schedules and milestones.

• Schedule development can require the review and revision of duration estimates and resource estimates to create an approved project schedule that can serve as a baseline to tract progress.

• Developing the schedule continues throughout the project as work progresses, the project management plan changes, an anticipated risk events occur or disappear as new risks are identified.

Transformation

• Schedule Network Analysis

• Critical Path method

• Schedule Compression

• Scenario Analysis

• Resource Leveling

• PM Software

• Adjusting Leads and Lags

• Schedule Modeling

• Applying Calendars

Outputs

• Project Schedule

• Schedule Baseline

• Resource Requirements (U)

• Activity Attributes (U)

• Project Calendar (U)

• Requested Changes

• Project Management Plan (U)

Inputs

• Activity List


• OPA



• Activity Duration Estimates

• Resource Calendars

• Resource Requirements

• Schedule Network Diagrams

Develop Schedule

All other Planning processe

s

AUDITORIUM PROJECT

Executing Process Group


Schedule Development

SchedulingMethod

SchedulingTool

ScheduleModel

BarChart

NetworkDiagram

ActivityList

ScheduleBaseline

Schedule

Data

Project Schedules

PROJECT SCHEDULEACTIVITY RESOURCES

(US$)RESPONSIBILITY

START DATE FINISH DATE

Measurement of Area 01/04/2013 02/04/2013 2,060.00 Operations / Logistics

Move Equipments to Site 02/04/2013 03/04/2013 27,600.00 Civil Engineer

Excavation 04/04/2013 16/04/2013 161,220.00 Operations / Logistics

Temporary Shoring 06/04/2013 12/04/2013 21,200.00

Project Coordinator / Civil Engineer

Backfill 19/04/2013 13/05/2013 35,160.00 Civil Engineer

Compaction 25/04/2013 22/05/2013 17,720.00 Civil Engineer

Measure Cells 30/04/2013 01/05/2013 3,060.00 Operations / Logistics

Bottom Liner 23/05/2013 10/06/2013 34,990.00 Civil Engineer

Pipe Laying 03/06/2013 15/06/2013 25,520.00 Civil Engineer

Rock Laying 13/06/2013 07/07/2013 52,800.00 Civil Engineer

PROJECT SCHEDULEACTIVITY RESOURCES

(US$)RESPONSIBILITY

START DATE FINISH DATE

Covering 17/07/2013 29/07/2013 21,860.00 Civil Engineer

Demarcate Roads 03/04/2013 15/04/2013 20,360.00 Civil Engineer

Grading 19/04/2013 13/05/2013 53,800.00 Civil Engineer

1st Compact 26/04/2013 02/05/2013 13,300.00 Civil Engineer

Sub-base material 30/04/2013 11/05/2013 91,140.00 Civil Engineer

2nd Compact 04/05/2013 10/05/2013 12,300.00 Civil Engineer

Bitumen / Granite 07/05/2013 25/05/2013 140,670.00 Operations / Logistics

3rd Compact 07/05/2013 13/05/2013 15,300.00 Civil Engineer

Project Schedule & Activity Duration

DEVELOPED SCHEDULE ACTIVITY NUMBER

TASK NAMES DURATION START DATE END DATE PREDECESSORS RESOURCES NAMES

1XYZ MOTORS CUSTOMER DATABASE DESIGN

80.7 days Mon 4/8/13 Mon 7/29/13

2DEFINE USER REQUIREMENTS 12 days Mon 4/8/13 Tue 4/23/13

3 Interview Users 5 days Mon 4/8/13 Fri 4/12/13 Vehicle4 Define Project Objectives 1 day Mon 4/15/13 Mon 4/15/13 3

5Feasibility Study

3 days Tue 4/16/13 Thu 4/18/13 3,4Camera, Design Engineer, Hardware

6 Define Deliverables 1 day Fri 4/19/13 Fri 4/19/13 57 Define Milestone 1 day Mon 4/22/13 Mon 4/22/13 68 Define Technical 3 days Fri 4/19/13 Tue 4/23/13 59 Define Limits and Exclusions 1 day Fri 4/19/13 Fri 4/19/13 5

10 Review Requirements with 1 day Mon 4/22/13 Mon 4/22/13 911 DESIGN 8.5 days Wed 4/24/13 Mon 5/6/1312 Prepare Preliminary Design 3.5 days Wed 4/24/13 Mon 4/29/13

13Develop Enterprise Architecture

1.5 days Wed 4/24/13 Thu 4/25/13 8Design Engineer,Software Engineer

14 Prepare Data Flow Diagram 2 days Thu 4/25/13 Mon 4/29/13 13Design Engineer,Software Engineer

15 Prepare Detailed Design 4 days Mon 4/29/13 Fri 5/3/13

16 Prepare Physical Data Model 1 day Mon 4/29/13 Tue 4/30/13 14Design Engineer,Laptop,Software Engineer

17 Prepare Data Dictionary 3 days Tue 4/30/13 Fri 5/3/13 16 Design 18 Document Design 3 days Tue 4/30/13 Fri 5/3/13

19Develop Design Specification

3 days Tue 4/30/13 Fri 5/3/13 16Design Engineer,Hardware Engineer,Conference

20 Review Design 1 day Fri 5/3/13 Mon 5/6/13 19Design Engineer,Hardware Engineer,Conference

21 SOFTWARE DEVELOPMENT 18 days Fri 5/3/13 Wed 5/29/13

22 Design Logic 10 days Fri 5/3/13 Fri 5/17/13 19Design Engineer,Laptop,Software

23 Procure Software Packages 8 days Fri 5/17/13 Wed 5/29/1324 Purchase Database 1 day Fri 5/17/13 Mon 5/20/13 22 Software

DEVELOPED SCHEDULE25 Purchase User Interface 1 day Fri 5/17/13 Mon 5/20/13 22 Software 26 Purchase Operating System 1 day Tue 5/28/13 Wed 5/29/13 22 Software 27 Develop Server Application 5 days Mon 5/20/13 Mon 5/27/13 24 Software 28 Develop User Interface 2 days Wed 5/22/13 Fri 5/24/13 25 Software 29 Develop XYZ Interface 2 days Fri 5/24/13 Tue 5/28/13 25 Software 30 HARDWARE 4.4 days Fri 5/3/13 Thu 5/9/1331 Purchase Hardware 2 days Fri 5/3/13 Tue 5/7/13 19 Funds,Hardware

32 Assemble Hardware 2.4 days Tue 5/7/13 Thu 5/9/13 31Monitor,Hardware Engineer,IT Personnel,Key Board,Labor,Modem,Power

33 Perform Integration 11.2 days Mon 5/20/13 Tue 6/4/13

34 Develop Installation plan 2 days Mon 5/20/13 Wed 5/22/13 25,32Hardware Engineer,IT Expert,Software Engineer

35 Site Preparation 2 days Wed 5/22/13 Fri 5/24/13 34 Labor36 Purchase Furniture 0.33 days Fri 5/24/13 Fri 5/24/13 35 Funds,Vehicle,Labor

37 Install hardware at Location 3 days Wed 5/22/13 Mon 5/27/13 34Monitor,Hardware Engineer,IT Personnel,Key Board,Labor,Modem,Power

38Incorporate Hardware and Software

0.2 days Mon 5/27/13 Mon 5/27/13 37

Software,Software Engineer,Monitor,Hardware Engineer,IT Personnel,Key Board,Labor,Modem,Power

39 Testing of Software 2 days Mon 5/27/13 Wed 5/29/13 38 Software Engineer,IT 40 Adjustments 4 days Wed 5/29/13 Tue 6/4/13 39 Software Engineer,IT 41 TRAINING 12 days Wed 5/29/13 Fri 6/14/1342 Develop User Manual 4 days Wed 5/29/13 Tue 6/4/13 39 Papers,Laptop,Printer,Scann

43 Train Senior Staff 3 days Tue 6/11/13 Fri 6/14/13 42Projector,Learning Material,Lunch,Papers,Conference Space,Trainer

44 Train Operators 5 days Tue 6/4/13 Tue 6/11/13 42Projector,Learning Material,Lunch,Papers,Conference Space,Trainer

45 IMPLEMENTATION 31 days Fri 6/14/13 Mon 7/29/1346 Rollout 1 day Fri 6/14/13 Mon 6/17/13 43,4447 Monitoring and Evaluation 30 days Mon 6/17/13 Mon 7/29/13 46 IT Expert,IT Personnel

Weeks 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th Activity (Work) Inception report Designing and testing of criteria for assessing EA reports and EPA internal instruments

Review and application of criteria to GEDAP EA reports and EPA internal instruments

Comparative analyses of Ghana EPA’s EIA procedure and those of the World Bank and AfDB

Progress Report Designing and testing of needs assessment criteria for identifying need gaps from EPA personnel in charge of EA and monitoring

Travelling to all EPA Regional Offices, Project Offices and Training School to interview relevant staff and apply needs assessment criteria, Report writing

Final Draft Report Final Report*

ACTIVITY (WORK) SCHEDULE

Tools and Techniques-Develop Schedule

• Schedule Network Analysis1. Critical Path Method2. Critical Chain Method• Is a schedule Network Analysis Technique• It is used to account for limited or restricted resources• Used to schedule high risk tasks early in the project so that problem can be identified and

addressed right away• Combines deterministic (step-by-step) and probabilistic approaches

3. Resource leveling• Used to address schedule activities that need to be performed to meet specified delivery

dates• Address a situation where shared or critical required resources are only available at

certain times or are only available in limited quantities etc.

4. What-if scenario analysisThis is analysis of the question” what if the situation represented by scenario “X” happens?. A

schedule network analysis is performed using the schedule to compute the different scenarios, such as delaying a major component delivery etc.

Tools and Techniques-Develop Schedule

5. Applying leads and Lags6. Schedule CompressionSchedule compression shortens the project schedule without changing the project

scope, to meet schedule constraints, imposed dates, or other schedule objectives.

• Crashing. -Greatest amount of compression for the least incremental cost-Bringing additional resources-Result in increased risk and /or cost

• Fastracking-Activities or Phases that normally would be performed in sequence are performed in parallel-May result in rework and increased risk

7. Scheduling ToolThe schedule tool helps to manage schedule components and the rules for relating and using the components to represent the process for completing a project.


Schedule Development

SchedulingMethod

SchedulingTool

ScheduleModel

BarChart

NetworkDiagram

ActivityList

ScheduleBaseline

Schedule

Data

Project Schedules

Output-Develop Schedule

Project Schedule• Milestone Charts• Bar charts• Project Schedule Network diagrams

PROJECT TIME MANAGEMENTDevelop Project Schedule - OUTPUTS

– Milestone charts• Show major events or achievements• Always show completion of an activity• Have no duration

– Bar (Gantt) charts• Used for Progress reporting• They are not project plans

ACTIVITY SCHEDULE

3RD WEEK 4TH WEEK2ND WEEKBARCHART

1ST WEEK

CONFIRMATION OF DATE/ VENUE

PRINTING OF CARDS

DISTRIBUTION OF CARDS

ORDERING OF WEDDING CAKE/ PASTRIES/DRINKS

ARRANGEMENT FOR BRIDAL VEHICLES/DECORATION

HOTEL ACCOMMODATION BOOKING

VIDEO/PHOTO/MUSIC

MONITORING/ CONTROL

WEDDING/REFRESHMENT/ HONEYMOON

ACTIVITY SCHEDULE

3RD WEEK 4TH WEEK2ND WEEKMILESTONECHART 1ST WEEK

CONFIRMATION OF DATE/ VENUE

PRINTING OF CARDS

DISTRIBUTION OF CARDS

ORDERING OF WEDDING CAKE/ PASTRIES/DRINKS

ARRANGEMENT FOR BRIDAL VEHICLES/DECORATION

HOTEL ACCOMMODATION BOOKING

VIDEO/PHOTO/MUSIC

MONITORING/ CONTROL

WEDDING/REFRESHMENT/ HONEYMOON

Project Schedule

CONTROL SCHEDULE

MONITORING AND CONTROLLING

Schedule Control Data Flow

Control Schedule

• Control Schedule is the process of monitoring the status of the projects to update project progress and managing changes to the schedule.

Control Schedule

Schedule control is concerned with:• Determining the current status of the project

schedule• Influencing the factors that create schedule

changes,• Determining that the project schedule has

changed• Managing the actual changes as they occur.

Schedule Control is a component of the Perform Integrated Change Control process


• Performance Review

• Project Management Software

• Variance Analysis

• Resource Leveling

• What-if-Scenario analysis

• Adjustment leads and lags

• Schedule compression

• Schedule tool

Outputs• Work Performance measurements

• Organizational Process Assets updates

• Change Requests

• Project management Plan updates

• Project document updates

Inputs


• Project Schedule

• Work Performance Information


Control Schedule

AUDITORIUM PROJECT

Direct and Manage

Project Work

Close Project

133

Tool and Techniques

• This is an analysis of the question “What if the situation represented by scenario ‘X’ happens?”

• A schedule network analysis is performed using the schedule to compute the different scenarios, such as delaying a major component delivery, extending specific engineering durations, or introducing external factors, such as a strike or a change in the permitting process. The outcome of the whatif scenario analysis can be used to assess the feasibility of the project schedule under adverse conditions, and in preparing contingency an response plans to overcome or mitigate the impact of unexpected situations. Simulation involves calculating multiple project durations with different sets of activity assumptions. The most common technique is Monte Carlo Analysis, in which a distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project.

Tools and Techniques- Performance Reviews

• Performance reviews measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. If earned value management (EVM) is utilized the schedule variance (SV) (Section 7.3.2.1) and schedule performance index (SPI) (Section 7.3.2.3) are used to assess the magnitude of schedule variations.

• An important part of schedule control is to decide if the schedule variation requires corrective action. For example, a major delay on any activity not on the critical path may have little effect on the overall project schedule, while a much shorter delay on a critical or near-critical activity may require immediate action.

Tools and Techniques- Variance Analysis

Schedule performance measurements (SV, SPI) are used to assess the magnitude of variation to the original schedule baseline. The total float variance is also an essential planning component to evaluate project time performance. Important aspects of project schedule control include determining the cause and degree of variance relative to the schedule baseline (Section 6.5.3.2) and deciding whether corrective or preventive action is required.

Tools and Techniques- Project Management Software

• Project management software for scheduling provides the ability to track planned dates versus actual dates, and to forecast the effects of changes to the project schedule.

Tools and Techniques-Adjusting Leads and Lags

The project management team determines the dependencies that may require a lead or a lag to accurately define the logical relationship.

The use of leads and lags should not replace schedule logic.Activities and their related assumptions should be documented.

A lead allows an acceleration of the successor activity. For example, on the 2000 Seater Capacity project, the landscaping could be scheduled to start 2 weeks prior to the scheduled activity. This would be shown as a finish-to-start with a 2-week lead.

A lag directs a delay in the successor activity. For example, a technical writing team can begin editing the draft of a large document 15 days after they begin writing it. This could be shown as a start-to-start relationship with a 15-day lag.

Tool and Technique-Critical Chain Method

Critical chain is a schedule network analysis technique that modifies the project schedule to account for limited resources. Initially, the project schedule network diagram is built using duration estimates with required dependencies and defined constraints as inputs. The critical path is then calculated. After the critical path is identified, resource availability is entered and the resource-limited schedule result is determined. The resulting schedule often has an altered critical path.

Tool and Technique-Critical Chain method

The resource-constrained critical path is known as the critical chain. The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty.

Tool and Technique- What-if Scenario Analysis

• This is an analysis of the question “What if the situation represented by scenario ‘X’ happens?”

• A schedule network analysis is performed using the schedule to compute the different scenarios, such as delaying a major component delivery, extending specific engineering durations, or introducing external factors, such as a strike or a change in the permitting process. The outcome of the what if scenario analysis can be used to assess the feasibility of the project schedule under adverse conditions, and in preparing contingency and response plans to overcome or mitigate the impact of unexpected situations.

Tools and TechniquesSchedule Compression Techniques

• Crashing. A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost.

• Examples of crashing could include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing only works for activities where additional resources will shorten the duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.

Tools and TechniquesSchedule Compression Techniques

• Fast tracking. A schedule compression technique in which phases or activities normally

• performed in sequence are performed in parallel. An example is constructing the foundation

• for a building before completing all of the architectural drawings. Fast tracking may result in

• rework and increased risk. Fast tracking only works if activities can be overlapped to shorten

• the duration.

Output-Project ScheduleMilestone charts. These charts are similar to bar charts, but only identify the scheduled start or

completion of major deliverables and key external interfaces. Example shown in Figure 6-14

Bar charts. These charts, with bars representing activities, show activity start and end dates, as well as expected durations. Bar charts are relatively easy to read, and are frequently used in management presentations. For control and management communication, the broader, more comprehensive summary activity, sometimes referred to as a hammock activity, is used between milestones or across multiple interdependent work packages, and is displayed in bar chart reports. An example is the summary schedule portion of Figure 6-14 that is presented in a WBS structured format.

Project schedule network diagrams. These diagrams, with activity date information, usually show both the project network logic and the project’s critical path schedule activities. These diagrams can be presented in the activity-on-node diagram format, as shown in Figure 6-7, or presented in a time-scaled schedule network diagram format that is sometimes called a logic bar chart, as shown for the detailed schedule in Figure 6-14. This example also shows how each work package is planned as a series of related activities.

Outputs-Schedule BaselineA schedule baseline is a specific version of the project schedule developed from the schedule network analysis. It is accepted and approved by the project management team as the schedule baseline with baseline start dates and baseline finish dates. The schedule baseline is a component of the project management plan.

Schedule DataThe schedule data for the project schedule includes at least the schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints. The amount of additional data varies by application area. Information frequently supplied as supporting detail includes, but is not limited to:

• Resource requirements by time period, often in the form of a resource histogram,• Alternative schedules, such as best-case or worst-case, not resource-leveled, or resource leveled, with or without imposed dates, and• Scheduling of contingency reserves.

Schedule data could include such items as resource histograms, cash-flow projections, and order and delivery schedules.

Project Schedule


Schedule baseline – one of three baselines that

make up the performance baseline

Performance baseline

Scope baseline

Schedule baseline

Cost baseline

Project Management Plan = Performance Baseline

Schedule Baseline

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bear

hawk

horse

tiger

wolf

woman

The EndThe End

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Documents

SECTION 6 PROJECT TIME MANAGEMENT. PROJECT TIME MANAGEMENT