03 project time managment

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03 project time managment

  1. 1. CompanyLOGO Project Time Management Waleed El-Naggar, MBA, PMP
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. Define Activities: Inputs Scope baselines Enterprise Environmental Factors Organizational Process Assets5/12/2009 Prepared by: Waleed El-Naggar 5
  6. 6. Define Activities: T & T Decomposition Rolling Wave Planning Templates Expert Judgment5/12/2009 Prepared by: Waleed El-Naggar 6
  7. 7. 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
  8. 8. 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
  9. 9. Sequence Activities: Inputs1. Activity List2. Activity Attributes3. Milestone List4. Project Scope Statement5. Organizational Process Assets5/12/2009 Prepared by: Waleed El-Naggar 9
  10. 10. 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
  11. 11. Logical Relationship5/12/2009 Prepared by: Waleed El-Naggar 11
  12. 12. 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
  13. 13. Sequence Activities: Outputs1. Project Schedule Network Diagrams2. Project Document Updates5/12/2009 Prepared by: Waleed El-Naggar 13
  14. 14. ExerciseActivity PredecessorA -B AC B, FD CE -F EG F5/12/2009 Prepared by: Waleed El-Naggar 14
  15. 15. Estimate Activity Resources: Inputs1. Activity List2. Activity Attributes3. Resource Calendars4. Enterprise Environemental Factors5. Organizational Process Assets5/12/2009 Prepared by: Waleed El-Naggar 15
  16. 16. 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
  17. 17. Estimate Activity Resources: Outputs1. Activity Resource Requirements2. Resource Breakdown Structure3. Project Document Updates5/12/2009 Prepared by: Waleed El-Naggar 17
  18. 18. 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
  19. 19. 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
  20. 20. 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
  21. 21. Program Evaluation & Review Technique (PERT)Uses a weighted average duration estimate to calculateactivity durations.5/12/2009 Prepared by: Waleed El-Naggar 21
  22. 22. Gantt ChartBar charts are relatively easy to read, and arefrequently used in management presentations.5/12/2009 Prepared by: Waleed El-Naggar 22
  23. 23. 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
  24. 24. 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
  25. 25. 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
  26. 26. 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
  27. 27. 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
  28. 28. 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
  29. 29. Resource Leveling5/12/2009 Prepared by: Waleed El-Naggar 29
  30. 30. 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
  31. 31. 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
  32. 32. 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
  33. 33. 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
  34. 34. 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
  35. 35. Control Schedule: Inputs1. Project Management Plan2. Project Schedule3. Work Performance Information4. Organizational Process Assets5/12/2009 Prepared by: Waleed El-Naggar 35
  36. 36. 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
  37. 37. 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
  38. 38. Thank You waleed_k@aucegypt.edu5/12/2009 Prepared by: Waleed El-Naggar 38

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