3. Why Time Management is Important?
Part of triple constraint, can’t manage one without the
others (scope, time, and quality)
4. How to Manage Time?
Sven processes in order
1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
4. Estimate Activity Resources
5. Estimate Activity Durations
6. Develop Schedule
7. Control Schedule
Define
Activities
Sequence
Activities
Estimate
Activity
Resources
Estimate
Activity
Durations
Develop
Schedule
Control
Schedule
Plan Schedule
Management
5. Plan Schedule Management
Expert judgment
.Analytical techniques
.Meetings
Tools & Techniques
Inputs
Output
Define
Activities
Sequence
Activities
Estimate
Activity
Resources
Estimate
Activity
Durations
Develop
Schedule
Control
Schedule
Plan Schedule
Management
Project management
plan
Project charter
Enterpriseenvironmental
factors
Organizational process
assets
Schedule management
plan
6. Define Activities
Enterprise Environmental
Factors
Organizational
Process Assets
Project Scope
Statement
Decomposition
Templates
Rolling wave planning
Expert judgment
Planning component
Tools & Techniques
Work Breakdown
Structure
WBS Dictionary
Project
Management Plan
Activity List
Activity Attributes
Milestone List
Requested Changes
Inputs
Outputs
Define
Activities
Sequence
Activities
Estimate
Activity
Resources
Estimate
Activity
Durations
Develop
Schedule
Control
Schedule
Plan Schedule
Management
Schedule Management
7. Define Activities
Rolling Wave Planning – Progressive planning where near
term work is broken down in detail and distant work is
kept at a higher WBS level
Planning Component – WBS items that cannot be broken
down into work packages are put in a:
• Control Account – High level planning dates for the scope to be defined
• Planning Package – Package includes scope to be completed but no activities.
9. 9
Project Network Diagrams
show the precedence relationships among
activities
help to understand the flow of work in a
project
a useful tool for project planning and
control, as well as for scheduling
“A picture is worth a thousand words”
10. Building the Network
1- Precedence diagramming method
called also (Activity on Node) AON Network
emphasizes activities
no dummy activities
2-Arrod Diagraming Method
Called also (Activity on Arrow) AOA Networks
sometimes requires dummy activities
emphasizes events; milestones can be easily flagged
11. Activity on Node (AON)
Activity on Node (AON) showcases the inter-dependencies among
various project activities.
This technique is used to draw the project schedule network
diagrams; e.g. Critical Path Network Diagram to identify the
Critical path and the float for each activity
In an AON diagram, each rectangle box represents a node and a
definable achievement in the project.
These boxes portray the project dependencies.
Boxes have zero duration and does not consume any resource.
AON emphasizes activities and does not involve dummy activities
On the internet you can see many videos, this is one of these:
http://www.youtube.com/watch?v=nLiAvW7Xvq4
12. AON Network 2:
Activity on Node uses four types of dependencies.
Finish to Start (FS): The end of one activity is required for the start
of the next one. This is the most common dependency
Finish to Finish (FF): The end of the first activity is required for the
second activity to finish
Start To Start (SS): The second activity starts only after the first
activity has started
Start to Finish (SF): second activity cannot be finished until first
activity starts.
13. Finish-to-Start
Linkage (FS)
Start-to-Start
Linkage (SS)
Finish-to-Finish
Linkage (FF)
Start-to-Finish
Linkage (SF)
Activity 1
Activity 2
Activity 1
Activity 2
Activity 1
Activity 2
Activity 1
Activity 2
Finish to Start (FS): The end of one
activity is required for the start of the
next one. This is the most common
dependency
Finish to Finish (FF): The end of the
first activity is required for the second
activity to finish
Start To Start (SS): The second activity
starts only after the first activity has
started
Start to Finish (SF): second activity
cannot be finished until first activity
starts.
Activity on Node uses four types of dependencies.
AON Network (cont.)
14. Activity on Arrow (AOA)
The length of the arrow has no significance neither has its
orientation.
As means of further defining the point in time when an activity
starts or finishes, start and finish events are added.
An Node(= event), unlike an activity, does not consume time or
resources, it merely represents a point in time at which something
or some things happen.
Unique numbers are given to each activity.
The first event in a project schedule is the start of the project. The
last event in a project schedule is the end of the project
15. Drawing networks
Activities on nodes (AoN)
A B
Activities on arrows (AoA)
A B
Dummy activities – For representing logical relationships, you may need
dummies
In AoA, any 2 events in network can be directly connected to only one activity.
Wrong: Right:
15PROJECT MANAGEMENT
1 2
x
y
z
1 2
3
x y
zDummy
16. Drawing networks (cont.)
Many computer programs require one initial event and one exit/final event
What’s wrong with this? Can you explain?
16PROJECT MANAGEMENT
0
1
2
58
59
60
15
17 16
A
B
x
y
Dummy start Dummy stop
B
C
A
Many
activities
Many
activities
Many
activities
Dummy start Dummy stop
17. 17
If there is a loop, it indicates a fault logic. There can not be a looping.
A E
D
CB
18. 6/7/2014 11:36 PM 18
60
70
80
20 40
30
50
A
B
What is wrong with this activity naming?
22. Estimating Methods
CPM (Critical Path Method)
• One time estimate per task
• Controls cost with flexible schedule
• Only on AOA networks (can have dummies)
• Not the same thing as schedule critical path
PERT (Program Evaluation and Review Technique)
• Three estimates per activity (Optimistic, Pessimistic, most likely)
• Emphasis on meeting schedule with flexible cost
• Only on AOA networks (can have dummies)
23. Critical Path
• Longest time through the network diagram, the shortest
time the project is expected to take
Slack (or Float)
• The amount of time a task can be delayed without
impacting the project
• Calculated using:
– Late Start – Early Start (LS-ES)
Or
– Late Finish – Early Finish (LF-EF)
• Early Starts computed by making a “forward pass”
through the network while late starts are computed using a
“backward pass”
Estimating Methods
24. Critical Path-Definition
The critical path is defined as the longest path in the
diagram
If one of the activities on the critical path is delayed
the entire project is delayed!
It is important to determine if the project will be
delayed if an activity is delayed.
If the activity is on any critical path the answer is
Yes!
If not, it depends on if the delay makes the activity
create a new critical path. If not, the answer is No!
25. Estimating with PERT
PERT Formula (Expected Duration)
• =(P+4M+O)/6
Standard Deviation = (P-O)/6
Variance = [(P-O)/6]2
Task O
Optimistic
M
Most Likely
P
Pessimistic
PERT
(Expected
Duration)
Std Dev Variance
A 2
days
4
days
8
days
4.3
days
1
day
1
day
35. Critical Path
Start – B – E – F – Finish: 8 weeks
Start – A – C – D – Finish: 9 weeks
Start – B – C – D – Finish: 10 weeks
The critical path is path B-C-D that which is of 10
weeks. WHY?
if activity D is delayed 1 week, the project will be
delayed with 1 week.
But if activity E is delayed 1 week, it will not delay
the project WHY?
36. Information Contents in an AON Node
Activity Name
Earliest Start Time (EST) Earliest Finish Time (EFT)
Latest Start Time (LST) Latest Finish Time (LFT)
Duration
Total Float
38. Control Schedule
Schedule network
analysis
Critical path method
Schedule compression
What-if analysis
Resource leveling
Critical chain method
Project management
software
Applying calendars
Adjustable leads and lags
Scheduling tool
Tools & Techniques
Inputs
Outputs
Define
Activities
Sequence
Activities
Estimate
Activity
Resources
Estimate
Activity
Durations
Develop
Schedule
Control
Schedule
Plan Schedule
Management
Project management plan
Project schedule
Work performance data
Project calendars
Schedule data
Organizational process
assets
Work performance
information
.Schedule forecasts
.Change requests
Project management plan
updates
.Project documents
updates
.Organizational process
assets updates
39. Gantt Charts
It was developed as a tool for scheduling work
in factories by Henri Gannt in 1917
The main purpose of a Gantt chart is to display
the schedule of activities
They are easy to understand
They are flexible in that you can also show other
information on the chart, such as resources
required, who is responsible, critical activities,
percent complete, etc.
All project management software includes Gantt
charts
45. A project usually have tens of activities and might have much
more complex dependencies than this example,
Project managers usually use software to set up the activities
and dependencies and let the software calculate the critical
path(s).
If an activity is delayed the project manager can enter the
delay in the software and see how it affects the overall finish
of the project.
If the project is delayed the project manager can use the
software to rearrange activities, dependencies or suggest
additional activities as needed to bring the project back on
track.
The critical path is critical to the Time Management
knowledge area.
Make sure you know how to use it correctly whenyou manage
a project.
Important to Notice
46. Other Important Terms
Lag – Inserted waiting time between tasks
Free Slack – Available delay time without impacting start of
successor
Total Slack – Amount of time a task can be delayed without
delaying project completion date
Project Slack – Amount of time a project can be delayed without
impacting completion dates imposed by client
Crashing – Adding resources to critical path items to shorten
schedule
Fast Tracking – Performing critical path tasks in parallel rather
than series
Resource Leveling – Adjusting completion dates of tasks to meet
available resources
Heuristics – Rules of thumb
47. Individual Homework
Given the information provided by Instructor please construct a Gantt
chart, with overlaps as specified. You should use a computer software
package
