TIME MANAGEMENT

Definition: Time management is a set of principles, practices, skills, tools, and systems that work together to help you get more value out of your time with the aim of improving the quality of your project.

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PROJECT MANAGEMENT GROUPS AND KNOWLEDGE AREAS MAPPING

Knowledge Area

Initiating Process Group

Planning Process Group

Executing Process Group

M& CProcess Group

Closing Process Group

6.Project Time Management

6.1 Define activities.

6.2 Sequence activities.

6.3 Estimate activities resources.

6.4 Estimate activity duration.

6.5 Develop schedule

6.6 Control schedule.

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DEFINE ACTIVITIES

INPUTS OUTPUTS

1. Scope Baseline.2. Enterprise Environmental

Factors.3. Organizational Process

Assets

1. Activity List2. Activity attributes3. Milestone List

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SEQUENCE ACTIVITIES

INPUTS OUTPUTS

1. Activity List2. Activity attributes3. Milestone List4. Project Scope Statement5. Organizational Process

Assets

1. Project Schedule Network Diagrams

2. Project Document updates

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ESTIMATE ACTIVITY RESOURCES

INPUTS OUTPUTS

1. Activity List2. Activity attributes3. Resource Calendars4. Enterprise Environmental

Factors5. Organizational Process

Assets

1. Activity Resource Requirements

2. Resource Breakdown Structure

3. Project Document Updates

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ESTIMATE ACTIVITY DURATIONS

INPUTS OUTPUTS

1. Activity List2. Activity attributes3. Activity Resource

Requirements4. Resource Calendars5. Project Scope Statement6. Enterprise Environmental

Factors7. Organizational Process

Assets

1. Activity Duration Estimates2. Project Document Updates

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DEVELOP SCHEDULEINPUTS OUTPUTS

1. Activity List2. Activity attributes3. Project Schedule Network

Diagrams4. Activity Resource

Requirements5. Resource Calendars6. Activity Duration Estimates7. Project Scope Statement8. Enterprise Environmental

Factors9. Organizational Process

Assets

1. Project Schedule2. Schedule Baseline3. Schedule Data4. Project Document Updates

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PROJECT MANAGEMENT GROUPS AND KNOWLEDGE AREAS MAPPING

Knowledge Area

Initiating Process Group

Planning Process Group

Executing Process Group

M& CProcess Group

Closing Process Group

6.Project Time Management

6.1 Define activities.

6.2 Sequence activities.

6.3 Estimate activities resources.

6.4 Estimate activity duration.

6.5 Develop schedule

6.6 Control schedule.

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CONTROL SCHEDULE

INPUTS OUTPUTS1. Project Management Plan2. Project Schedule3. Work Performance

Information4. Organizational Process

Assets

1. Work Performance Measurements

2. Organizational Process Assets Updates

3. Change requests4. Project Management Plan

Updates5. Project Document Updates

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SCHEDULE MANAGEMENT PLAN

Schedule Management Plan Includes: Schedule Methodology and Software Establishment of a Schedule Baseline for Measuring

against during the Monitoring and Controlling Process Group

Identification of the Performance Measures to Identify Variances early

Planning for how Schedule Variances will be Managed Identification of Schedule Change Control Procedures

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DEFINE ACTIVITIES

Taking Work packages in WBS and breaking it down to activity level.

Milestones are significant in schedule not work activities.

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SEQUENCE ACTIVITIES

Activities, Milestones and Starting to Sequence them into the work will be preformed = Network Diagram and not a PERT chart

Start End

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RELATIONSHIPS BETWEEN ACTIVITIES

Finish to Start (FS)

Dig Hole Plant Tree

Start to Start (SS)

Design

Code

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RELATIONSHIPS BETWEEN ACTIVITIES

Finish to Finish (FF)

Testing

Documentation

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NETWORK DIAGRAM

• Network Diagram can be use to:– Justify time estimate for the project– Aid in Effective planning, Organizing and

Controlling the project– Show Interdependencies of all activities– Show Workflow – what activities need to happen

in a specific sequence– Identify opportunities to compress the schedule

in planning and throughout the life of the project– Show project progress when used for controlling

the schedule and reporting

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TYPES OF DEPENDENCIES

Mandatory Dependency (Hard Logic) Discretionary Dependency (Preferred, Preferential

or Soft Logic) External Dependency

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ESTIMATE ACTIVITY RESOURCES

Estimate equipment, material and people.

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ESTIMATE ACTIVITY DURATIONS

How is Estimating done? One point Estimate – One person one estimate

per activity Analogous Estimating – Top down (total project

estimate) Parametric Estimating – History (estimate per

activity) Heuristics Estimating – 80 / 20 Three point estimate – Pert analysis

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THREE POINT ESTIMATE FORMULAS Important Formulas can be use for both Time and Cost estimates

Expected Activity Duration

(P + 4M +O)6

Activity Variance

(P - O)6

Activity Standard Deviation

(P + O)6

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LEGEND: P = Pessimistic,M = Most Likely,O = Optimistic

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DEVELOP SCHEDULE

Schedule Network Analysis Critical Path method Schedule Compression

Fast Track Crashing

What-if Scenario analysis Monte Carlo Analysis

Resource leveling Critical Chain method

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FLOAT / SLACK

Total Float: Amount of time an activity can be delayed without delaying the project end date or an intermediary milestone

Free Float: Amount of time an activity can be delayed without delaying the early start date of its successor(s)

Project Float: Amount of time a project can be delayed without delaying the externally imposed project completion date

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IMPORTANT FORMULAS

Formula for establish Float (Slack)

Equation Float = Late Start – Early Start

Or

Equation Float = Late Finish – Early Finish

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NODE DIAGRAM

ES

LS LF

EF

Activity Name

Amount of Float

LEGEND:ES = Early StartEF = Early FinishLS = Late StartLF = Late Finish

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PASS DIAGRAM

ES

LS LF

EF

Activity Name

Amount of Float

LEGEND:ES = Early StartEF = Early FinishLS = Late StartLF = Late Finish

Forward Pass

Backward Pass

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CONTROL SCHEDULE

Control means measuring against the plan. Schedule control means looking for things

causing changes and influencing them to change.

Assist in conducting performance reviewals. Reestimating

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