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Project Time Management ICTI.ppt
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- 2. Project Time Management “Theprocesses required to accomplish timely completion of the project”
- 3. Why Time Management? Partof triple constraint, can’t manage one without the others (scope, time, and quality) Time has the least amount of flexibility; it passes no matter what happens on a project Schedule issues are the main reason for conflicts on projects, especially during the second half of projects
- 4. How Do WeManage Time? Six processes Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
- 5. Project Time ManagementProcesses Activity definition: identifying the specific activities/tasks that the project team members and stakeholders must perform to produce the project deliverables Activity sequencing: identifying and documenting the relationships between project activities Activity resource estimating: estimating how many resources a project team should use to perform project activities Activity duration estimating: estimating the number of work periods that are needed to complete individual activities Schedule development: analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule Schedule control: controlling and managing changes to the project schedule
- 6. Define Activities Enterprise Environmental Factors Organizational Process Assets ProjectScope Statement Decomposition Templates Rolling wave planning Expert judgment Planning component Inputs Outputs Tools & Techniques Work Breakdown Structure WBS Dictionary Project Management Plan Activity List Activity Attributes Milestone List Requested Changes Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
- 7. Activity Lists andAttributes An activity list is a tabulation of activities to be included on a project schedule that includes: The activity name An activity identifier or number A brief description of the activity Activity attributes provide more information such as predecessors, successors, logical relationships, resource requirements, constraints, imposed dates, and assumptions related to the activity
- 8. Milestones A milestone isa significant event that normally has no duration Not every deliverable or output created for a project is a milestone It often takes several activities and a lot of work to complete a milestone They’re useful tools for setting schedule goals and monitoring progress
- 9. A milestone isan important date or event that you can include in your project sheets, reflected as a diamond symbol in your Gantt charts.
- 10. Sequence Activities Project Scope Statement ActivityList Activity Attributes Precedence diagramming method (PDM) Arrow diagramming method (ADM) Schedule network templates Dependency determination Applying leads and lags Inputs Outputs Tools & Techniques Milestone List Approved Change Requests Project Schedule Network Diagrams Activity List Updates Activity Attributes Updates Requested Changes Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
- 11. Activity Sequencing After definingproject activities, the next step is activity sequencing Involves reviewing the activity list and attributes, project scope statement, milestone list and approved change requests to determine the relationships between activities A dependency or relationship is the sequencing of project activities or tasks You must determine dependencies in order to use critical path analysis
- 12. Three Types ofDependencies Mandatory dependencies: inherent in the nature of the work being performed on a project, sometimes referred to as hard logic Discretionary dependencies: defined by the project team; sometimes referred to as soft logic and should be used with care since they may limit later scheduling options Don’t start detailed design work until users sign-off on all the analysis – good practice but can delay project External dependencies: involve relationships between project and non-project activities Delivery of new hardware; if delayed can impact project schedule
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- 14. Network Diagrams Network diagramsare the preferred technique for showing activity sequencing A network diagram is a schematic display of the logical relationships among, or sequencing of, project activities Two main formats are the arrow and precedence diagramming methods
- 15. Sample Activity-on-Arrow (AOA)Network Diagram for Project X
- 16. Arrow Diagramming Method(ADM) Also called activity-on-arrow (AOA) network diagrams Activities are represented by arrows Nodes or circles are the starting and ending points of activities Can only show finish-to-start dependencies Can omit activities that have no dependencies
- 17. Process for CreatingAOA Diagrams 1. Find all of the activities that start at node 1: Draw their finish nodes and draw arrows between node 1 and those finish nodes; put the activity letter or name and duration estimate on the associated arrow 2. Continue drawing the network diagram, working from left to right: Look for bursts and merges Bursts occur when a single node is followed by two or more activities A merge occurs when two or more nodes precede a single node 3. Continue drawing the project network diagram until all activities are included on the diagram that have dependencies 4. As a rule of thumb, all arrowheads should face toward the right, and no arrows should cross on an AOA network diagram
- 18. Precedence Diagramming Method(PDM) It is a popular method and used by project management software Activities are represented by boxes Arrows show relationships between activities Better at showing different types of dependencies
- 19. Sample PDM NetworkDiagram
- 20. Estimate Activity Resources Enterprise Environmental Factors Organizational ProcessAssets Activity List Expert judgment Alternatives analysis Published estimating data Project management software Bottom-up estimating Inputs Outputs Tools & Techniques Activity Attributes Resource Availability Activity Resource Requirements Activity Attributes Updates Resource Breakdown Structure Resource Calendar Updates Project Management Plan Requested Changes Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
- 21. Activity Resource Estimating Beforeestimating activity durations, you must have a good idea of the quantity and type of resources that will be assigned to each activity Consider important issues in estimating resources How difficult will it be to do specific activities on this project? What is the organization’s history in doing similar activities? Are the required resources available or need to be acquired? A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type
- 23. Estimate Activity Durations Enterprise EnvironmentalFactors Organizational Process Assets Project Scope Statement Expert judgment Analogous estimating Parametric estimating Three-point estimates Reserve Analysis Inputs Outputs Tools & Techniques Activity List Activity Resource Requirements Activity Duration Estimates Activity attributes updates Resource Calendar Activity Attributes Project Management Plan •Risk Register •Activity Cost Estimates Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
- 25. Estimating Methods CPM (CriticalPath 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)
- 26. Develop Schedule Enterprise Environmental Factors OrganizationalProcess Assets Project Scope Statement 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 Schedule model Inputs Outputs Tools & Techniques Activity List Activity Resource Requirements Schedule baseline Activity attributes updates Resource Calendar Activity Attributes Project Management Plan •Risk Register •Activity Cost Estimates Project schedule Schedule model data Resource requirements updates Requested changes Project management plan updates •Schedule management plan updates Project calendar updates Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
- 27. Scheduling from Estimates CriticalPath 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”
- 28. Control Schedule Schedule Management Plan ScheduleBaseline 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 Schedule model Inputs Outputs Tools & Techniques Performance reports Schedule baseline updates Requested changes Approved Change Requests Schedule model data updates Performance measurements Organizational process assets updates Activity list updates Recommended corrective actions Activity attribute updates Project Management Plan updates Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule