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03 project time managment
 

03 project time managment

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    03 project time managment 03 project time managment Presentation Transcript

    • CompanyLOGO Project Time Management Waleed El-Naggar, MBA, PMP
    • Agenda 1. Define Activities 2. Sequence Activities 3. Estimate Activity Resources 4. Estimate Activity Durations 5. Develop Schedule 6. Control Schedule5/12/2009 Prepared by: Waleed El-Naggar 2
    • 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 Prepared by: Waleed El-Naggar 3
    • 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 Prepared by: Waleed El-Naggar 4
    • Define Activities: Inputs Scope baselines Enterprise Environmental Factors Organizational Process Assets5/12/2009 Prepared by: Waleed El-Naggar 5
    • Define Activities: T & T Decomposition Rolling Wave Planning Templates Expert Judgment5/12/2009 Prepared by: Waleed El-Naggar 6
    • Define Activities: Outputs1. Activity List: A list of all the activities that will be performed on the project and a description of each2. Activity Attributes3. Milestone List: A milestone is a significant point or event in project.5/12/2009 Prepared by: Waleed El-Naggar 7
    • 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.5/12/2009 Prepared by: Waleed El-Naggar 8
    • Sequence Activities: Inputs1. Activity List2. Activity Attributes3. Milestone List4. Project Scope Statement5. Organizational Process Assets5/12/2009 Prepared by: Waleed El-Naggar 9
    • Sequence Activities: T & T1. Precedence DiagrammingThe most common method of arranging theproject activities visually. Activities are put inboxes, called nodes,and connected witharrows (Activity onNode).5/12/2009 Prepared by: Waleed El-Naggar 10
    • Logical Relationship5/12/2009 Prepared by: Waleed El-Naggar 11
    • Sequence Activities: T & T2. Dependency Determination • Mandatory Dependency • Discretionary dependency: preferred logic, preferential logic, or soft logic. • External dependencies3. Applying Leads an Lags4. Schedule Network Templates5/12/2009 Prepared by: Waleed El-Naggar 12
    • Sequence Activities: Outputs1. Project Schedule Network Diagrams2. Project Document Updates5/12/2009 Prepared by: Waleed El-Naggar 13
    • ExerciseActivity PredecessorA -B AC B, FD CE -F EG F5/12/2009 Prepared by: Waleed El-Naggar 14
    • Estimate Activity Resources: Inputs1. Activity List2. Activity Attributes3. Resource Calendars4. Enterprise Environemental Factors5. Organizational Process Assets5/12/2009 Prepared by: Waleed El-Naggar 15
    • Estimate Activity Resources: T & T1. Expert Judgment2. Alternatives Analysis3. Published Estimating Data4. Bottom-up Estimation5. Project Management Software5/12/2009 Prepared by: Waleed El-Naggar 16
    • Estimate Activity Resources: Outputs1. Activity Resource Requirements2. Resource Breakdown Structure3. Project Document Updates5/12/2009 Prepared by: Waleed El-Naggar 17
    • 6.4 Estimate Activity DurationThe process of approximating the number ofwork periods needed to complete individualactivities with estimated resources.5/12/2009 Prepared by: Waleed El-Naggar 18
    • Estimate Activity Duration: Inputs1. Activity List.2. Activity Attributes3. Activity Resource Requirements4. Resource Calendar5. Scope Statement6. Enterprise Environmental Factors7. Organization Process Assets5/12/2009 Prepared by: Waleed El-Naggar 19
    • Estimate Activity Duration: T & T1. Expert Judgment2. Analogous Estimating (Top-down) • Use actual values of a similar project3. Parametric Estimating4. Three-point Estimate5. Resource Analysis5/12/2009 Prepared by: Waleed El-Naggar 20
    • Program Evaluation & Review Technique (PERT)Uses a weighted average duration estimate to calculateactivity durations.5/12/2009 Prepared by: Waleed El-Naggar 21
    • Gantt ChartBar charts are relatively easy to read, and arefrequently used in management presentations.5/12/2009 Prepared by: Waleed El-Naggar 22
    • Estimate Activity Duration: Outputs1. 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 Updates5/12/2009 Prepared by: Waleed El-Naggar 23
    • 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 Prepared by: Waleed El-Naggar 24
    • Develop Schedule: Inputs1. Activity List2. Activity Attributes3. Project Schedule Network Diagrams4. Activity Resource Requirements5. Resource Calendars6. Activity Duration Estimates7. Project Scope Statement8. Enterprise Environmental Factors9. Organizational Process Assets5/12/2009 Prepared by: Waleed El-Naggar 25
    • Develop Schedule: T & T1. Schedule Network Analysis2. Critical Path Method3. Critical Chain Method4. Resource Leveling5. What-if Analysis6. Applying Leads and Lags7. Schedule Compression8. Scheduling Tools5/12/2009 Prepared by: Waleed El-Naggar 26
    • Critical PathThe longest duration path through a network diagramwhich represents the shortest time to complete theproject H:2 E:2 A:2 End Start D:2 B:3 C:45/12/2009 Prepared by: Waleed El-Naggar 27
    • Duration CompressionDuration compression is a special case ofmathematical analysis to shorten the project schedulewithout 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.5/12/2009 Prepared by: Waleed El-Naggar 28
    • Resource Leveling5/12/2009 Prepared by: Waleed El-Naggar 29
    • Develop Schedule: Outputs1. Project Schedule • Milestone Charts • Bar Charts • Schedule Network Diagrams2. Schedule Baseline3. Schedule Data4. Project Document Updates5/12/2009 Prepared by: Waleed El-Naggar 30
    • 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.5/12/2009 Prepared by: Waleed El-Naggar 31
    • QuizWhich of the following is the BEST projectmanagement tool to use to determine the longest timethe project will take?A. WBSB. Network DiagramC. Bar chartD. Project Charter The Answer is: B5/12/2009 Prepared by: Waleed El-Naggar 32
    • QuizWhich of the following is correct?A. A schedule can have several critical pathsB. There must be only one critical pathC. The network diagram will change every time the end date changesD. A project can never have negative float The Answer is: A5/12/2009 Prepared by: Waleed El-Naggar 33
    • 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 occur5/12/2009 Prepared by: Waleed El-Naggar 34
    • Control Schedule: Inputs1. Project Management Plan2. Project Schedule3. Work Performance Information4. Organizational Process Assets5/12/2009 Prepared by: Waleed El-Naggar 35
    • Control Schedule: T & T1. Performance Reviews2. Variance Analysis3. Project Management Software4. Resource Leveling5. What-If Scenario Analysis6. Adjusting Leads and Lags7. Schedule Compression8. Scheduling Tool5/12/2009 Prepared by: Waleed El-Naggar 36
    • Control Schedule: Outputs1. Work Performance Measurements2. Organizational Process Assets Updates3. Change Requests4. Project Management Plan Update 1. Schedule baseline 2. Schedule Management Plan 3. Cost baseline5. Project Document Updates5/12/2009 Prepared by: Waleed El-Naggar 37
    • Thank You waleed_k@aucegypt.edu5/12/2009 Prepared by: Waleed El-Naggar 38