PMP_Project Time Management

PPROJECTROJECT TTIMEIME MMANAGEMENTANAGEMENT
Hisham Haridy, PMP, PMI-RMP
February 2016

Time Management
Plan Schedule
Management
Define Sequence
Activities
Estimate
Activity
Estimate
Activity
Develop
Schedule
Control
Schedule
The processes that are used to help ensure the timely completion of the
project.
WBS
Plan Schedule
Management
Define
Activities
Sequence
Activities
Activity
Resources
Activity
Durations
Develop
Schedule
Control
Schedule
AA PlanPlan is a logical sequence of events to accomplish a goal (what and how) while ais a logical sequence of events to accomplish a goal (what and how) while a
ScheduleSchedule incorporatesincorporates durationsdurations andand datesdates into the sequence of events necessary tointo the sequence of events necessary to
accomplish the plan (who and when).accomplish the plan (who and when).
PROJECT TIME MANAGEMENT February 2016

Inputs
Tools and
Techniques
Outputs
1. Project Management Plan 1. Expert judgment 1. Schedule management plan
Plan Schedule Management
“The process of establishing the policies, procedures, and documentation
for planning, developing, managing, executing, and controlling the project schedule”
2. Project Charter
3. Enterprise environmental
factors
4. Organizational process
Assets
2. Analytical techniques
3. Meetings
The key benefit of this process is that it provides guidance and direction on
how the project schedule will be managed throughout the project.

1. Project Management Plan
Scope baseline and other information (scheduling related cost, risk, and
communications).
2. Project Charter
The summary milestone schedule and project approval requirements.
INPUTSINPUTS
The summary milestone schedule and project approval requirements.
3. Enterprise Environmental Factors
Organizational culture and structure.
Resource availability and skills that may influence schedule planning,
Project management software
Published commercial information,
Organizational work authorization systems.

4. Organizational Process Assets
Monitoring and reporting tools to be used;
Historical information;
Schedule control tools;
Existing formal and informal schedule control related policies, procedures, and
guidelines;
Templates;
INPUTSINPUTS
Templates;
Project closure guidelines;
Change control procedures; and
Risk control procedures including risk categories, probability
definition and impact, and probability and impact matrix..

1. Expert Judgment
Expert judgment, guided by historical information, provides valuable insight about
the environment and information from prior similar projects.
2. Analytical Techniques
Strategic options to estimate and schedule the project such as: scheduling
TOOLS AND TECHNIQUESTOOLS AND TECHNIQUES
methodology, scheduling tools and techniques, estimating approaches, formats,
and project management software.
3. Meetings
Project teams may hold planning meetings to develop the
schedule management plan.

1. Schedule Management Plan
A component of the project management plan.
May be formal or informal, highly detailed or broadly framed.
Schedule management plan can establish the following:
Project schedule model development.
Level of accuracy.
Units of measure.
OUTPUTSOUTPUTS
Units of measure.
Organizational procedures links.
Project schedule model maintenance.
Control thresholds.
Rules of performance measurement.
Reporting formats.
Process descriptions.

Define Activities
Inputs
Tools and
Techniques
Outputs
1. Schedule management plan 1. Decomposition 1. Activity list
“It involves identifying and documenting the specific activities that must be
performed to produce the deliverables identified in WBS”
1. Schedule management plan
2. Scope baseline
factors
Assets
1. Decomposition
2. Rolling wave planning
3. Expert judgment
1. Activity list
2. Activity attributes
3. Milestone list
The key benefit of this process is to break down work packages into
activities that provide a basis for estimating, scheduling, executing,
monitoring, and controlling the project work.

A key input from the schedule management plan is the prescribed level of detail
necessary to manage the work.
2. Scope Baseline
The project WBS, deliverables, constraints, and assumptions documented in the
project scope baseline are considered explicitly while defining activities.
INPUTSINPUTS
Organizational cultures and structure,
Published commercial information from commercial databases, and
Project management information system (PMIS).
Lessons learned
Standardized processes and templates.
Existing formal and informal activity planning-related policies, procedures, and guidelines.

1. Decomposition
The technique of decomposition, as applied to defining activities, involves
subdividing the project work packages into smaller, more manageable components
called activities.
The final outputs is activities while in Create WBS the final output is
deliverables.
2. Rolling Wave Planning
Rolling wave planning is a form of progressive elaboration planning where
the work to be accomplished in the near term is planned in detail and future work
is planned at a higher level of the WBS.
3. Expert Judgment
Project team members or other experts, who are experienced and skilled in
developing detailed project scope statements, the WBS, and project schedules,
can provide expertise in defining activities.

1. Activity List
The primary output of Activity Definition is the Activity List.
This list has the following characteristics: All activities, extension to WBS, and
activity description.
OUTPUTSOUTPUTS
2. Activity Attributes
The description of activity attributes could include all information that could be
provided in a WBS dictionary:
An activity list could include also Milestones and dependences.

OUTPUTSOUTPUTS

Significant events within the project schedule like; the design is completed, or
a deliverable due date from the customer.
Contractual / Mandatory Optional/Additional
OUTPUTSOUTPUTS
3. Milestone List The orient Express 1883-1977
Contractual / Mandatory Optional/Additional
Can be imposed by the sponsor in
the project charter and preliminary
project scope statement.
Can be imposed by the project
manager during activity sequencing or
schedule development, as checkpoints
to help control the project.
A list of milestones becomes part of the project management plan and is
included in the project scope statement and WBS dictionary.

Inputs
Tools and
Techniques
Outputs
1. Schedule management plan. 1. Precedence diagramming 1. Project schedule network
Sequence Activities
“Activity sequencing involves identifying and documenting the logical relationships
among schedule activities”
2. Activity list
4. Milestone list
5. Project scope statement
factors.
Assets
method (PDM)
2. Dependency determination
3. Leads and lags
diagrams
2. Project document updates
The key benefit of this process is that it defines the logical sequence of work to obtain the greatest
efficiency given all project constraints.

2. Activity List
4. Milestone List
5. Project Scope Statement
The project scope statement contains the product scope description, which
INPUTSINPUTS
The project scope statement contains the product scope description, which
includes product characteristics that may affect activity sequencing.
While these effects are often apparent in the activity list, the product scope
description is generally reviewed to ensure accuracy.

Activity Sequencing
This process is to take the activities and start to sequence them into how the
work will be performed. The result is a network diagram (or project
schedule network diagram) which can look like the following picture.
Techniques to represent activities:
Activity-on-Node (AON)
Activity-on-Arrow (AOA)
Conditional Diagramming methods: Graphical Evaluation and Review Technique
(GERT) model

1. Precedence Diagramming Method (PDM) – Activity-on-Node (AON)
In this method, nodes (or boxes) are used to represent activities, and arrows
show activity dependencies as follows:
Activity
(A)
Activity
(B)
Activity
(C)
Predecessor Successor
START
A B
C
FINISH
D

Dependencies Relationships
Predecessor Successor
Finish to start (FS)
Activity (1) must finish before Activity (2)
can start.
Start to Start (SS)
When Activity (1) begins, Activity (2)
Activity
(1)
Activity
(2)
FS12
Activity
(1)
ActivitySS12
Most Common
When Activity (1) begins, Activity (2)
begins.
Finish to Finish (FF)
When Activity (1) ends, Activity (2) ends.
Start to Finish (SF)
When Activity (1) starts, Activity (2) may
end.
(1)
Activity
(2)
SS12
Activity
(1)
Activity
(2)
FF12
Activity
(1)
Activity
(2)SF12Rarely Used

Arrow Diagramming Method (ADM) or Activity-on-Arrow (AOA)
The arrows are used to represent activities.
The nodes (in this case circles) represent activity dependencies.
A B
Activity ABActivity A
A
or
Uses only finish-to-start (FS) relationships between activities.
May use dummy activities.

Activity-on-Node Activity-on-Arrow
Is the common method used by both
practitioners and PM software.
Is less commonly used than AON
Precedence diagramming method
(PDM).
Arrow diagramming method (ADM) or
activity-on-line.
Comparison Between AON and AOA
Uses boxes to represent activities. Uses arrows to represent activities.
Uses arrows to show dependencies. Connects arrows at nodes to show
dependencies.
Does not use dummy activities. Uses dummy activities.
Uses FS, FF, SS, and SF relationships. Uses only FS relationships.
FS is the most common relationship
used.

GERT “Graphical Evaluation and Review Technique” Dr. Alan B. Pritsker, 1966
A network diagram drawing method that allows loops between activities.
Allows probabilistic treatment of both network logic and estimation of activity
duration
The easiest example is when you have an activity to design a component and then
test it.
After testing, it may or may not need to be redesigned.
After testing, it may or may not need to be redesigned.
GERT is only rarely on the exam and when it does appear, it is most often just a
choice on the multiple choice questions.
Activity
(A)
Activity
(B)

Mandatory Discretionary External Internal
Those which are
inherent in the
nature of the work
Preferential logic,
or soft logic.
Defined by the
Relationship
between project
and non-project
a precedence
relationship
between project
2. Dependencies Determination
The sequence of activities is determined based on the following Type of
dependencies:
nature of the work
being done.
They often involve
physical limitations.
“Hard Logic”
Defined by the
project
management
team.
Should be kept to
minimum since
they will limit
scheduling
options.
“Preferred / Soft
Logic”
and non-project
activities.
Other projects
Stakeholders
Sub-Contractors
between project
activities and are
generally inside
the project
team’s control.
Audits (design,
testing, ..etc)
Sign-Offs at
end of phase.

Leads Lags
A modification of a logical relationship that
allows an acceleration of the successor
task.
directs a delay in the successor task.
Coding might be able to start 5 days before You must wait 3 days after pouring
3. Leads and Lags
Coding might be able to start 5 days before
the design is finished.
You must wait 3 days after pouring
concrete before you can construct the
frame of the house.
2 should start after 1, but it is not completely essential
that 1 be finished
2 cannot start until a given amount of time after 1 is done
2
1
2
1

1. Project Schedule Network Diagrams
Project schedule network diagrams are schematic displays of the project’s schedule
activities and the logical relationships among them, also referred to as
dependencies. Network diagrams can be used to:
Show interdependencies of all activities.
Show workflow so the team will know what activities need to happen in a specific sequence.
Aid in effectively planning, organizing and controlling the project.
OUTPUTSOUTPUTS
Aid in effectively planning, organizing and controlling the project.
Compress the schedule in planning and throughout the life of the project (defined later).
Show project progress if used for schedule control and reporting.
Help justify your time estimate for the project.
2. Project Document Updates
Project documents that may be updated include, but are not limited to:
Activity lists,
Activity attributes,
Milestone list and
Risk register.

Activity Preceding Activity Duration
Start 0
A Start 3
B A 3
ExerciseExercise
Draw the project network
B A 3
C A 6
D B 8
E D,C 4
End E 0

B
3
D 8
ExerciseExercise
A
3
C
6
E 4
Start
END

Inputs
Tools and
Techniques
Outputs
1. Schedule management plan 1. Expert judgment 1. Activity resource
Estimate Activity Resource
“It involves determining what resources (Persons, equipment, materiel, or supplier) and
what quantities of each resource will be used, and when each resource will be
available to perform project activities”
2. Activity list
4. Resource calendars
5. Risk register
6. Activity cost estimates
factors
8. Organizational process Assets
1. Expert judgment
2. Alternatives analysis
3. Published estimating data
4. Bottom-up estimating
5. Project management
Software
1. Activity resource
requirements
2. Resource breakdown
structure
The key benefit of this process is that it identifies the type, quantity, and characteristics of resources
required to complete the activity which allows more accurate cost and duration estimates.

2. Activity List
4. Resource Calendars
Information on which resources (such as people, equipment, and material) are
potentially available during planned activity periods used for estimating resource
INPUTSINPUTS
potentially available during planned activity periods used for estimating resource
utilization.
Resources must be planned and coordinated
in order to avoid common problems such as
lack of resources and resources being taken
away from the project.
Resource calendars specify when and how long identified project resources will be
available during the project.

The composite resource calendar includes The Availability, Capabilities and
skills of human resources.
5. Risk Register
Risk events may impact resource selection and availability.
Updates to the risk register are included with project documents updates.
6. Activity Cost Estimates
INPUTSINPUTS
It includes but are not limited to resource location, availability, and skills.
8. Organizational Process Asset
Policies and procedures regarding staffing,
Policies and procedures relating to rental and purchase of supplies and equipment.
Historical information regarding types of resources used for similar work on
previous projects.

1. Expert Judgment
Expert judgment is often required to assess the resource-related inputs to this
process.
2. Alternatives Analysis
Many schedule activities have alternative methods of accomplishment.
They include using various levels of resource capability or skills, different size or
type of machines, different tools (hand versus automated), and make-or-buy
decisions regarding the resource.
3. Published Estimating Data
Several companies routinely publish updated production rates and unit costs of
resources for an extensive array of labor trades, material, and equipment for
different countries and geographical locations within countries.

4. Bottom-up Estimating
When an activity cannot be estimated with 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 Software
Project management software has the capability to help plan, organize, and
manage resource pools and develop resource estimates.
Depending on the sophistication of the software, resource breakdown structures,
resource availability, resource rates and various resource calendars can be defined
to assist in optimizing resource utilization.

1. Activity Resource Requirements
The types and quantities of resources required for each activity in a work package.
2. Resource Breakdown Structure (RBS)
The resource breakdown structure is a hierarchical structure of the identified
resources by resource category and resource type.
The resource breakdown structure is useful for organizing and reporting project
OUTPUTSOUTPUTS
schedule data with resource utilization information.
Project documents that may be updated include;
Activity list,
Activity attributes, and
Resource calendars.

Activity resource estimating involves:
Review resource pool availability.
Review WBS.
Identify potentially available resources.
Review historical information about the use of resources on past or similar projects.
Review organizational policies on resource use.
Solicit expert judgment on what resources are needed and available.
SummarySummary
Solicit expert judgment on what resources are needed and available.
Analyze alternative ways of completing the work and whether those ways help to
better utilize resources.
Make-or-buy decisions
Break the activity down further if activity is too complex to resource estimate
(bottom-up estimating).
Quantify resource requirements by activity
Create a hierarchical structure of the identified resources by resource category and
type (a resource breakdown structure RBS).
Develop a plan as to what types of resources will be used

Inputs
Tools and
Techniques
Outputs
2. Activity list
1. Expert judgment
2. Analogous estimating (top
1. Activity duration
estimates
Estimate Activity Duration
“It is the process of approximating the number of work periods needed to complete individual
activities with estimated resources.
2. Activity list
4. Activity resource requirements
7. Risk register
8. Resource breakdown structure
9. Enterprise environmental factors
10.Organizational process Assets
2. Analogous estimating (top
down)
3. Parametric estimating
4. Three-point estimates
5. Group decision-making
techniques
6. Reserve analysis
estimates
2. Project document
updates
The key benefit of this process is that it provides the amount of time each activity will take to
complete which is a major input into the Develop Schedule process.

Estimate Activity DurationEstimate Activity Duration
It is the process of taking information on project scope and resources and then
developing durations for input on schedules.
Project team members most familiar with the activity should estimate or approve
the estimated duration.
Duration can be estimated using either a probability distribution or a single-point
estimate.
Duration =
Quantity
Duration Effort
It is the number of working days, not
including holidays or other nonworking
periods, required to complete an activity .
It is the number of labor units required to
complete an activity.
Activity Duration Vs. Effort
Duration =
Quantity
Rate

2. Activity List
The level to which the resources assigned to the activity meet the requirements
will significantly influence the duration of most activities.
INPUTSINPUTS
The resource calendars influence the duration of schedule activities due to the
availability of specific resources, type of resources, and resources with specific
attributes.
The constraints (available skilled resources for example) and assumptions
(availability of information for example) from the project scope statement.

7. Risk Register
The risk register provides the list of risks, along with the results of risk analysis
and risk response planning.
Updates to the risk register are included with project document updates.
8. Resource Breakdown Structure
A hierarchical structure of the identified resources by resource category and
resource type.
INPUTSINPUTS
resource type.
Duration estimating databases and other reference data, productivity metrics,
Published commercial information, and location of team members.
Historical duration information, project calendars, scheduling methodology, and
lessons learned.

1. Expert Judgment
Expert judgment, guided by historical information, can provide duration estimate
information or recommended maximum activity durations from prior similar
projects.
2. Analogous Estimating (Top – Down Estimating) or Order of magnitude.
Using the actual duration of a previous, similar activity as the basis for estimating
the duration of a future activity.
Example; The last five projects similar to this one each took five months.
There is a limited amount of detailed information about the project (in early
project phases). Then review the estimate when more details become available.
Analogous estimating is a form of expert judgment.
Most reliable when:
Activities are really similar.
Individuals preparing the estimates have expertise.

3. Parametric Estimating
Parametric estimating is used if you do not have detailed information on
which to base time estimates.
Parametric estimating uses a statistical relationship between historical data
and other variables.
There are two ways to create parametric estimates:
1. Regression analysis (scatter
diagram) This diagram tracks two
variables to see if they are related and
creates a mathematical formula to use
in future parametric estimating.
2. Learning curve The 100th room
painted will take less time than the first
room because of improved efficiency.

Heuristic
A heuristic means a rule of thumb.
A rule of thumb: means of estimation made according to a rough and ready
practical rule, not based on science or exact measurement.
An example of a heuristic is the 80/20 rule, This rule, applied to quality, suggests
that 80 percent of quality problems are caused by 20 percent of potential sources
that 80 percent of quality problems are caused by 20 percent of potential sources
of problems.
A schedule heuristic might be, "Design work is always 15 percent of the total
project length“ the results of parametric estimates can become heuristics.

4. Three-Point Estimates (Probabilistic Estimate) Weighted Average
The accuracy of activity duration estimates can be improved by considering
estimation uncertainty and risk. This concept originated with the Program
Evaluation and Review Technique (PERT).
A weighted average duration estimate to calculate activity durations.
PERT uses three estimates to define an approximate range for an activity’s
PERT uses three estimates to define an approximate range for an activity’s
duration:
OD = Optimistic time
PD = Pessimistic Time
MD = Most likely time

The final activity duration estimate could be calculated based on an average of the
three estimates, or by using a formula.
AED = Activity Estimated Duration.
AED= OD + 4MD + PD
6
A S.D. = PD – OD
6
AV = ((PD – OD)/6)2
A S.D. = Activity Standard Deviation.
A V = Activity Variance.
Final Duration Estimate (FDE) = ED +/- S.D.

Example
Activity Optimistic
Most
Likely
Pessimistic
Estimated
Duration
Standard
Deviation
Variance
Range of the
Estimate
A 2 4 6 4 0.67 0.45 3.33 to 4.67
B 2 3 5 3.33 0.5 0.25 2.83 to 3.83
C 4 5 6 5 0.33 0.11 4.67 to 5.33
D 4 7 10 7 1 1 6 to 8
If the three activities (activity A, activity B and Activity C) are forming the critical
path of one project, then the estimate for the duration of the project is
12.33 Days + / - and the standard deviation is 0.8988 (Square root of
sum of variance).

5. Group Decision-Making Techniques
Team-based approaches, such as brainstorming, the Delphi or nominal group
techniques.
Additional information is gained
More accurate estimates obtained.
Commitment towards meeting the resulting estimates increases.
6. Reserve Analysis
Duration estimates may include contingency reserves, (sometimes referred to
as time reserves, or buffers) into the overall project schedule to account for
schedule uncertainty.
Added by project team to an activity as a recognition of project risk.
Either a percent of estimated duration, or fixed duration.
Should be documented.

1. Activity duration estimates
Activity duration estimates may include some indication of the range of possible
results. For example:
2 weeks ± 2 days to indicate that the activity will take at least eight days and
no more than twelve (assuming a five-day workweek).
15% probability of exceeding three weeks to indicate a high probability—85%
percent—that the activity will take three weeks or less.
OUTPUTSOUTPUTS
percent—that the activity will take three weeks or less.
Such as Activity attributes and Assumptions made in developing the activity
duration estimate such as skill levels and availability.

OUTPUTSOUTPUTS
The role of the project manager in estimating is to:
Provide the team with enough information to properly estimate each activity.
Let those doing the estimating know how refined their estimates must be.
Complete a sanity check of the estimates.
Prevent padding.Prevent padding.
Formulate a reserve.
Make sure assumptions made during estimating are recorded for later review.

Inputs Tools and Techniques Outputs
2. Activity list
1. Schedule network analysis
2. Critical path method
3. Critical chain method
1. Schedule baseline
2. Project schedule
3. Schedule data
Develop Schedule
“It is the process of analyzing activity sequences, durations, resource requirements, and
schedule constraints to create the project schedule”.
4. Project schedule network diagrams
5. Activity resource requirements
7. Activity duration estimates
9. Risk register
10.Project staff assignments
11.Resource breakdown structure
12.Enterprise environmental factors
13.Organizational process Assets
4. Resource optimization
techniques
5. Modeling techniques
6. Leads and lags
7. Schedule compression
8. Scheduling tool
4. Project calendars
plan updates
6. Project document
updates
The key benefit of this process is that by entering schedule activities, durations, resources, resource
availabilities, and logical relationships into the scheduling tool.

2. Activity List
INPUTSINPUTS
Two categories of constraints are directly related to scheduled development:
Imposed Dates.
Key Events and Major Milestones.Key Events and Major Milestones.
Constrains
Constraint Type Description
Start No Later Than The activity must start before or on that date.
Start No Earlier Than The activity may not start before this date.
Finish No Later Than The activity must be completed by that date.
Finish No Earlier Than
The activity may not be completed before this
date.

4. Project Schedule Network Diagrams
The logical relationships of predecessors and successors that will be used to
calculate the schedule.
7. Activity Duration Estimates
INPUTSINPUTS
7. Activity Duration Estimates
That contains assumptions and constraints.
9. Risk Register
10. Project Staff Assignments

Standards,
Communication channels, and
Scheduling tool to be used in developing the schedule model.
INPUTSINPUTS
Scheduling methodology
Project calendar(s).

1. Schedule Network Analysis
Schedule network analysis is a technique that generates the project schedule.
2. Critical Path Method (CPM)
The Critical Path is the series of activities that determines the duration of the
project.
The critical path is usually defined as those activities with float equal to zero.
The critical path is the longest path through the project.
A critical path is the series of activities that determines the earliest time by which
the project can be completed.
Helps prove how long the project will take.
Helps the project manager determine where best to focus her project management
efforts.
Helps determine if an issue needs immediate attention.
Provides a vehicle to compress the schedule during project planning and whenever
there are changes.
Provides a vehicle to determine which activities have float and can therefore be
delayed without delaying the project.

Forward Path:
Early Start (ES) = Earliest possible point in time an activity can start.
Early Finish (EF) = Earliest possible time the activity can finish.
= ES + activity Duration -1
Backward Path:
Late Finish (LF) = Latest point in time a task may be completed without delaying that
Calculating Path and Float
Late Finish (LF) = Latest point in time a task may be completed without delaying that
activity’s Successor.
Late Start (LS) = Latest point in time that an activity may begin without delaying
that activity’s Successor
=LF – activity Duration +1
Float (Slack):
Float = LF – EF
=LS - ES

Forward Path
B 3 C 5
ES=1 EF=1
ES=2 EF=4 ES=5 EF=9
ES=10 EF=12
A 1
D 2
F 3
E 3
ES=1 EF=1 ES=10 EF=12
ES=2 EF=3 ES=4 EF=6

Backward Path
B 3 C 5
ES=1 EF=1
ES=2 EF=4 ES=5 EF=9
ES=10 EF=12
LS=5 LF=9LS=2 LF=4
TF=0 TF=0
A 1
D 2
F 3
E 3
ES=1 EF=1
ES=10 EF=12
ES=4 EF=6
LS=7 LF=9LS=3 LF=4
ES=2 EF=3
LS=10 LF=12LS=1 LF=1
TF=0 TF=0
TF=1 TF=3

Near-Critical Path
This path is close in duration to the critical path. Something could happen so
the critical path is shortened, or the near-critical path lengthened so the near-
critical path becomes critical.
The closer the near-critical and critical paths are, the more risk the project
has.
Total Float Free Float Project Float
It is the amount of time
that an activity may be
delayed from its early start
without delaying the
project finish date.
(Give the project flexibility)
It is the amount of time that
an activity can be delayed
without delaying the early
start of any immediately
following activities.
The amount of time a project can be
delayed without delaying
the externally imposed project completion
date required by the customer,
management, or previously committed to
by the project manager.
Float / Slack

Can there be more than one critical path?
Yes, you can have two, three, or many critical paths.
Do you want there to be?
No; it increases risk.
Can a critical path change?
Yes.
How much float does the critical path have?
Generally the critical path should have zero float.
Can there be negative float?
Yes; it shows you are behind.
Does the network diagram change when the end date changes?
No, not automatically, but the project manager should investigate options such as
fast tracking and crashing the schedule to meet the new date. Then, with approved
changes, the project manager should change the network diagram accordingly.
Would you leave the project with a negative float?
No; you would compress the schedule.

Activity Preceding Activity Duration
Start 0
A Start 3
B A 3
C A 6
D B 8
E D,C 4
End E 0
ExerciseExercise
End E 0
What is the duration of the critical path?
What is the float of activity C?
What is the float of activity B?
What is the float of the path with the longest float?
The resource working on activity C is replaced with another resource who is less
experienced. The activity will now take 10 weeks. How will this affect the project?
5
18
0
5
No effect (13 to 17< 18

ExerciseExercise
After some arguing between stakeholders, a new activity F is added to the project.
It will take 11 weeks to complete and must be completed before activity E and
after activity C. Management is concerned that adding the activity will add 11
weeks. Who is the correct?
How much longer will the project take? 6

A 3
B 3
E 4
D 8
ES=1
ES=4 ES=7
ES=15TF=0 TF=0EF=3
EF=6 EF=14
EF=18
LS=7 LF=14
LS=4 LF=6A 3 E 4
C 6
ES=4
LS=1
TF=0
TF=5
Start
EF=9
LF=3 LS=15 LF=18
LS=9 LF=14
LS=4 LF=6
TF=0
End

A 3
B 3
E 4
D 8
ES=1
ES=4 ES=7
ES=15TF=0 TF=0EF=3
EF=6 EF=14
EF=18
LS=7 LF=14
LS=4 LF=6A 3 E 4
C 10
ES=4
LS=1
TF=0
TF=1
Start
EF=13
LF=3 LS=15 LF=18
LS=5 LF=14
LS=4 LF=6
TF=0
End

A 3
B 3
E 4
D 8
ES=1
ES=4 ES=7
ES=21TF=6 TF=6EF=3
EF=6 EF=14
EF=24
LS=13 LF=20
LS=10 LF=12A 3 E 4
C 6
ES=4
LS=1
TF=0
TF=0
Start
EF=9
LF=3 LS=21 LF=24
LS=4 LF=9
LS=10 LF=12
TF=0
End
F 11
ES=10
TF=0
EF=20
LS=10 LF=20

Critical Chain Method In 1997, Dr. Eliyahu Goldratt
Critical chain is another schedule
network analysis technique that
modifies the project schedule to
account for limited resources.
CCM is based on:
Resource constrained situations.
Student Syndrome
Resource constrained situations.
Optimum use of Buffer (amount
of time added to any task to
prevent slippage of schedule).
Project Buffers (PB): Amount of buffer time at the end of the project.
Feeding Buffers (FB): Amount of buffer time at the end of a sequence of tasks.
Resource Buffers (RB): It is an alert that is used to indicate that resource is needed to
perform a task. This alert can be set few days before a resource is actually needed.

Critical Chain Method:
1. Remove safety time and reduce tasks durations.
2. Create schedule on Late Finish dates and Remove resource constraints and
identify critical chain
3. Add duration buffers that are non-work schedule activities to manage uncertainty.
One buffer, placed at the end of the critical chain.
Project buffer that protects the target finish date from slippage along the
Project buffer that protects the target finish date from slippage along the
critical chain.
4. Add additional buffers, are placed at each point that a chain of dependent tasks
not on the critical chain feeds into the critical chain.
Feeding buffers thus protect the critical chain from slippage along the feeding
chains.
The critical chain method focuses on managing remaining buffer durations against
the remaining durations of task chains

Gantt chart s
CPM is helpful in:
• Project Planning and control.
• Time-cost trade-offs.
• Cost-benefit analysis.
• Contingency planning.
• Reducing risk.
Limitations of CPM:
• CPM assumes low uncertainty in schedule dates.
• Does not consider resource dependencies.
• Less efficient use of buffer time.
• Less focus on non critical tasks that can cause risk.
• Based on only deterministic task duration.
• Critical Path can change during execution.

4. Resource Optimization Techniques
Resource Leveling
Technique used in scheduling the
project to use resources more
effectively.
Shifts tasks within slack/float periods to
create smoother resource requirementcreate smoother resource requirement
schedule.
Resource Smoothing.
A technique that adjusts the activities of a schedule model such that the
requirements for resources on the project do not exceed certain predefined
resource limits.
In resource smoothing, as opposed to resource leveling, the project’s critical
path is not changed and the completion date may not be delayed.

Activities 1 2 3 4 5 6 7 8 9
A 3X 4X
B 2X 2X 3X
C 3Y 1Y 2Y
D 2X 1X 2X 3X 2X
E 3Y 3Y 2Y
Exercise (Resource Leveling)Exercise (Resource Leveling)
E 3Y 3Y 2Y
F 2X 1X
Resource
“X”
3 6 3 4 6 2 0 2 1
Resource
“Y”
0 0 0 0 3 4 5 2 0

8
7
6
5 Resource availability
4
3
2
1
1 2 3 4 5 6 7 8 9
Resource “X” before leveling
Resource Histogram

Activities 1 2 3 4 5 6 7 8 9
A 3X 4X
B 2X 2X 3X
C 3Y 1Y 2Y
D 2X 1X 2X 3X 2X
E 3Y 3Y 2Y
E 3Y 3Y 2Y
F 2X 1X
Resource
“X”
3 4 2 4 4 2 3 4 1
Resource
“Y”
0 0 0 0 3 4 5 2 0

8
7
6
5
4
3
2
1 3 4 2 4 4 2 3 4 1
1 2 3 4 5 6 7 8 9
Resource “X” after leveling

5. Modeling Techniques
What-if scenario analysis
The process of evaluating scenarios in order to predict their effect, positively or
negatively, on project objectives.
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 theA schedule network analysis is performed using the schedule to compute the
different scenarios.
Simulation
Activities will have multiple durations with different sets of assumptions.
Procedure repeated thousands of times with computer - record of critical path
data generated.
One of the ways to calculate the effect of these changes is through a Monte
Carlo analysis.

Monte Carlo Analysis
This method of estimating uses a computer to simulate the outcome of a project making
use of the three time estimates (optimistic, pessimistic and most likely) for each activity
and the network diagram.
The simulation can tell you:
The probability of completing the
project on any specific day.
The probability of completing the
project for any specific amount of
cost.
The probability of any activity
actually being on the critical path.
The overall project risk.

Leads Lags
allows an acceleration of the successor
task
directs a delay in the successor task.
6. Leads and Lags
Coding might be able to start 5 days before
the design is finished
You must wait 3 days after pouring
concrete before you can construct the
frame of the house
2
1
2
1

A special case of mathematical analysis, which identifies ways to shorten the project
duration without affecting scope.
Crashing Fast tracking
Cost and schedule tradeoffs are analyzed
to determine how to obtain the greatest
Doing Activities in parallel that would normally
be done in sequence.
TOOLS AND TECHANIQUESTOOLS AND TECHANIQUES
7. Schedule Compression
amount of compression for the least
incremental cost. Adding more resources
to critical path activities.
Fast tracking only works if activities can be
overlapped to shorten the duration (Soft Logic
relationship).
Doesn't always produce viable alternatives
and often results in increased cost.
It often results rework and usually increases risk.
Requires more attention to communications.
Re-estimating: Reduce the buffer.
Process Improvement: Increasing productivity.
Limited Overtime: Increasing the number of hours per day/week.

Crashing steps:
1. Critical path analysis.
2. Exclude non crash activities and non critical activities.
3. Rank the critical activities cost of crashing unit time.
4. Crash the activity with the least cost slope.
5. Recalculate the critical path and redo the previous steps.
6. Plot the different project durations and the associated costs and determine the
optimum crashed project duration.

Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal Cost
($)
Crash cost
($)
Start 0 0 0
A Start 3 2 2500 3500
B A 3 2 2500 3000
C A 6 4 6000 7000
D B 8 6 9000 9500
E D,C 4 3 5000 5400
Exercise (Crashing)Exercise (Crashing)
E D,C 4 3 5000 5400
End E 0 0 0 0
Which activities would you crash if your project budget was only $26500? What is
the new project duration?
What is the cost for a full compression? What is the project duration in this case?
14
27400$

ExerciseExercise
A 3
B 3
E 4
D 8
ES=1
ES=4 ES=7
ES=15TF=0 TF=0EF=3
EF=6 EF=14
EF=18
LS=7 LF=14
LS=4 LF=6A 3 E 4
C 6
ES=4
LS=1
TF=0
TF=5
Start
EF=9
LF=3 LS=15 LF=18
LS=9 LF=14
LS=4 LF=6
TF=0
End
Duration= 18 weeks
Budget Cost = 25000$

Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal Cost
($)
Crash cost
($)
Start 0 0 0
A Start 3 2 2500 3500
B A 3 2 2500 3000
C A 6 4 6000 7000
D B 8 6 9000 9500
E D,C 4 3 5000 5400
End E 0 0 0 0End E 0 0 0 0
Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal
Cost ($)
Crash
cost ($)
Cost
Slope
Rank
Start 0 0 0
A Start 3 2 2500 3500 1000 4
B A 3 2 2500 3000 500 3
D B 8 6 9000 9500 250 1
E D,C 4 3 5000 5400 400 2
End E 0 0 0 0

A 3
B 3
E 3
D 7
ES=1
ES=4 ES=7
ES=14TF=0 TF=0EF=3
EF=6 EF=13
EF=16
LS=7 LF=13
LS=4 LF=6
Reduce D = 250/week
Reduce E = 400/week
A 3 E 3
C 6
ES=4
LS=1
TF=0
TF=4
Start
EF=9
LF=3 LS=14 LF=16
LS=8 LF=13
LS=4 LF=6
TF=0
End
Duration= 16 weeks

Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal
Cost ($)
Crash
cost ($)
Cost
Slope
Rank
Start 0 0 0
A Start 3 2 2500 3500 1000 4
B A 3 2 2500 3000 500 3
D B 8 6 9000 9500 250 1
E D,C 4 3 5000 5400 400 2
End E 0 0 0 0

A 3
B 2
E 3
D 6
ES=1
ES=4 ES=6
ES=12TF=0 TF=0EF=3
EF=5 EF=11
EF=14
LS=6 LF=11
LS=4 LF=5
Reduce D = 250/week
Reduce B = 500/week
A 3 E 3
C 6
ES=4
LS=1
TF=0
TF=2
Start
EF=9
LF=3 LS=12 LF=14
LS=6 LF=11
LS=4 LF=5
TF=0
End
Duration= 14 weeks

Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal
Cost ($)
Crash
cost ($)
Cost
Slope
Rank
Start 0 0 0
A Start 3 2 2500 3500 1000 3
B A 3 2 2500 3000 500 2
D B 8 6 9000 9500 250 1
End E 0 0 0 0

A 2
B 2
E 3
D 6
ES=1
ES=3 ES=5
ES=11TF=0 TF=0EF=2
EF=4 EF=10
EF=13
LS=5 LF=10
LS=3 LF=4
Reduce A = 1000/week
A 2 E 3
C 6
ES=2
LS=1
TF=0
TF=3
Start
EF=7
LF=2 LS=11 LF=13
LS=5 LF=10
LS=3 LF=4
TF=0
End
Duration= 13 weeks

8. Schedule Tools
Automated scheduling tools expedite the scheduling process by generating start
and finish dates based on the inputs of activities, network diagrams, resources
and activity durations.
A scheduling tool can be used in conjunction with other project management
software applications as well as manual methods.software applications as well as manual methods.

1. Schedule Baseline
A schedule baseline is the approved version of a schedule model that can be
changed only through formal change control procedures and is used as a basis for
comparison to actual results.
OUTPUTSOUTPUTS
It is accepted and
approved by the
appropriate stakeholders
as the schedule baseline
with baseline start dates
and baseline finish dates.
The schedule baseline is a
component of the project
management plan.

2. Project Schedule
The project schedule may be presented in summary form, sometimes referred to
as the master schedule or milestone schedule, or presented in detail.
The project schedule should include at least the following data:
Planned Start Date for each activity.
Expected Finish Date for each activity.
Although a project schedule can be presented in tabular form, it is more often
OUTPUTSOUTPUTS
Although a project schedule can be presented in tabular form, it is more often
presented graphically, using one or more of the following formats:
Milestone charts; Report to senior management.
Bar charts (Gantt Charts); Track Progress + report to the team.
Project schedule network diagrams; Show interdependencies between
activities.

Milestone charts
Milestone charts are good tools for reporting to management and the customer
OUTPUTSOUTPUTS
Bar charts (Gantt Charts).
Display start and end date for each activity.
Display a complete project time line.
Display expected durations.
Easy to read.
Allow easy communication of the project reporting and control

3. Schedule Data
It includes at least the schedule milestones, schedule activities, activity attributes,
and documentation of all identified assumptions and constraints.
Information frequently supplied as supporting detail includes:
Resource requirements by time period (resource histogram),
Alternative schedules, and
Scheduling of contingency reserves.
OUTPUTSOUTPUTS
4. Project Calendars
A project calendar identifies working days and shifts that are available for
scheduled activities.
5. Project Management Plan Updates
Schedule baseline
Schedule management plan

Project documents that may be updated include:
Activity resource requirements: Resource leveling can have a significant
effect on preliminary estimates of the types and quantities of resources
required. If the resource-leveling analysis changes the project resource
requirements, then the project resource requirements are updated.
Activity attributes: Activity attributes are updated to include any revised
OUTPUTSOUTPUTS
Activity attributes: Activity attributes are updated to include any revised
resource requirements and any other revisions generated by the Develop
Schedule process.
Calendar. The calendar for each project may use different calendar units as the
basis for scheduling the project.
Risk register. The risk register may need to be updated to reflect
opportunities or threats perceived through scheduling assumptions.

Defines activity start and end date.
Shows the critical path that directly impacts on completion time.
Indicates overall project completion time.
Benefits of SchedulingBenefits of Scheduling
Identifies activities that have a float.
Shows probability of completing a task before a specified date.

ExerciseExercise
ES=1 ES=7 ES=11EF=6 EF=10 EF=12
Task (2) Task (3)
Network Diagram
Task (1)
6
ES=1
TF=5 TF=5
TF=0Start
EF=4
LS=11 LF=12
LS=6 LF=9
LS=7 LF=10
LS=1 LF=6
TF=0 End
ES=5
TF=0
EF=8
LS=10 LF=13
ES=14 EF=21
LS=14 LF=21
TF=0
Task (2)
4
Task (6)
8
Task (3)
2
Task (5)
4
Task (4)
4
Lag = 1

Inputs Tools and Techniques Outputs
1. Project management plan
2. Project schedule
1. Performance reviews
1. Work performance
information
Control Schedule
“It is the process of monitoring the status of the project to update project progress and
manage changes to the schedule baseline”
2. Project schedule
3. Work performance data
5. Schedule data
6. Organizational process Assets
software
3. Resource optimization
techniques
4. Modeling techniques
5. Leads and lags
6. Schedule compression
7. Scheduling tool
information
2. Schedule forecasts
3. Change requests
4. Project management plan
updates
5. Project documents updates
assets updates
The key benefit of this process is that it provides the means to recognize deviation from the plan and
take corrective and preventive actions and thus minimize risk.

1. Project Management Plan
2. Project Schedule
The most recent version of the project schedule with notations to indicate
updates, completed activities, and started activities as of the indicated data date.
3. Work Performance Data
Information about project progress, such as which activities have started, their
INPUTSINPUTS
Information about project progress, such as which activities have started, their
progress, and which activities have finished.
5. Schedule Data
Existing formal and informal schedule control-related policies, procedures, and
guidelines;
Schedule control tools; and Monitoring and reporting methods to be used.

1. 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.
Various techniques may be used, among them:
Trend analysis
Trend analysis
Critical path method
Critical chain method
Earned value management

2. 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.
3. Resource Optimization Techniques
Resource optimization techniques involve the scheduling of activities and the
Resource optimization techniques involve the scheduling of activities and the
resources required by those activities while taking into consideration both the
resource availability and the project time.
4. Modeling Techniques
Modeling techniques are used to review various scenarios guided by risk monitoring
to bring the schedule model into alignment with the project management plan and
approved baseline

5. Leads and Lags
Adjusting leads and lags is applied during network analysis to find ways to bring
project activities that are behind into alignment with the plan.
6. Schedule Compression
Schedule compression techniques are used to find ways to bring project activities
that are behind into alignment with the plan by fast tracking or crashing schedule for
that are behind into alignment with the plan by fast tracking or crashing schedule for
the remaining work
7. Scheduling Tool
The scheduling tool and the supporting schedule data are used in conjunction with
manual methods or other project management software to perform schedule
network analysis to generate an updated project schedule

1. Work Performance Information
The calculated SV and SPI values for WBS components, in particular the work
packages and control accounts, are documented and communicated to
stakeholders.
2. Schedule Forecasts
Schedule forecasts are estimates or predictions of conditions and events in the
OUTPUTSOUTPUTS
Schedule forecasts are estimates or predictions of conditions and events in the
project’s future based on information and knowledge available at the time of the
forecast.
3. Change Requests
Schedule variance analysis, along with review of progress reports, results of
performance measures, and modifications to the project scope or project schedule
may result in change requests to the schedule baseline, scope baseline, and/or
other components of the project management plan.

4. Project management plan updates
Schedule baseline
Schedule management plan.
Cost baseline.
Schedule data
OUTPUTSOUTPUTS
Schedule data
Project schedule
Risk register
6. Organizational Process Assets Updates
Causes of variances,
Corrective action chosen and the reasons, and
Other types of lessons learned from project schedule control.

Hammock Activities
Hammocks can be used to measure the duration between any two points in a plan
and can have costs associated with them.
RemarksRemarks

Refreshments
Q1: To control the schedule, a project manager is reanalyzing the project to predict project
duration. She does this by analyzing the sequence of activities with the least amount of
scheduling flexibility. What technique is she using?
A. Critical path method
B. Flowchart
C. Precedence diagrammingC. Precedence diagramming
D. Work breakdown structure
Q2: Which of the following is CORRECT?
A. The critical path helps prove how long the project will take.
B. There can be only one critical path.
C. The network diagram will change every time the end date changes.
D. A project can never have negative float

Refreshments
Q3: A team member from research and development tells you that her work is too
creative to provide you with a fixed single estimate for the activity. You both decide to
use the labor hours per installation from past projects to predict the future. This is an
example of which of the following?
A. Parametric estimating
B. Three-point estimatingB. Three-point estimating
C. Analogous estimating
D. Monte Carlo analysis

Refreshments
Q4: You are a project manager on a US $5,000,000 software development project.
While working with your project team to develop a network diagram, you notice a series
of activities that can be worked in parallel but must finish in a specific sequence. What
type of activity sequencing method is required for these activities?
A. Precedence diagramming method
B. Arrow diagramming methodB. Arrow diagramming method
C. Critical path method
D. Operational diagramming method

Refreshments
Q5: Rearranging resources so that a constant number of resources is used each month
is called:
A. Crashing
B. Floating
C. Leveling
D. Fast tracking

Refreshments
Q6: Management has told you to get the project completed two weeks early. What is
the BEST thing for you to do:
A. Consult the project sponsor
B. Crash
C. Fast track
D. Advice management of the impact of the change

THANK YOU

PMP_Project Time Management

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