Project Time Management
It’s Your Time
1
Project Time Management
 Processes required to ensure timely
completion of a project
 Delivering projects on schedule is the
main challenge
 Schedule issues are the main reason
for conflicts throughout the project
2
Project Time Management
1.
2.
3.
4.
5.
6.
7.
Plan Schedule Management – establish policies, procedures,
documentation for planning, developing, managing, executing,
and controlling project schedule
Define Activities – identify specific activities needed to
produce deliverables
Sequence Activities – identify & document relationships
among activities
Estimate Activity Resources – estimate the type and
quantities of resources required to perform each schedule
activity
Estimate Activity Durations – estimate work periods needed
to complete activities
Develop Schedule – analyze activity sequences, duration
estimates & resource requirements to create a schedule
Control Schedule – monitor the project status to update
project progress and manage changes to the schedule baseline
3
The Planning Effort
 Schedule Management Plan
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Describes how the project schedule will be developed and
controlled and how changes will be incorporated into the
project schedule
Selects a scheduling methodology which defines the rules
and approaches for the scheduling process
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Select a scheduling tool
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Excel, MS Project, Planner
Sets the format for developing and controlling the schedule
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CPM, Critical Chain
Organization of information like list, or categorized list,
network diagram, etc
Establishes criteria for developing and controlling the
schedule
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Standard or test by which project progress and control may be
compared or judged
4
Select a Methodology
 Critical Path Method (CPM)
 Schedule network analysis technique
 Used to determine the
 Amount of scheduling flexibility (float) on
various logical network paths in the schedule
 Minimum total project duration (longest path)
5
Define Activities
 Identifying/documenting the work to produce
the deliverables
 Start with Work Packages – deliverables at the
lowest level in the WBS or work packages which
are
 Decomposed into smaller components
 Know as Activities which provide a basis for
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Estimating,
Scheduling,
Executing, and
Monitoring and controlling the project work
 All this is done to ensure that the project
objectives will be met
6
Define Activities ITTO
7
Define Activities DFD
8
Define Activities Process
 Continue to breakdown of the work package
elements of the WBS
 This can be done during construction of the
WBS
 Process produces an output called an activity
list
 When completed the WBS may need to be
updated
9
Define Activities: Inputs
 Schedule Management Plan
 Prescribed level of detail needed to manage the work
 Scope Baseline
 Deliverables, assumptions and constraints
 Enterprise Environmental Factors
 Project Management Information System
 Organizational Process Assets
 In/formal activity planning policies and guidelines like
scheduling methodology
 Lessons learned
10
Define Activities:
Tools and Techniques
 Decomposition
 Activity list, WBS and WBS dictionary
may be developed sequentially or
concurrently
 Each work package is decomposed into
the activities required to produce the
work package deliverables
 Let the team do this to achieve better
results
11
Define Activities:
Tools and Techniques
 Rolling Wave Planning
 A form of progressive elaboration 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
 Work can exists at various levels of
detail depending on where it is in the
project life cycle
12
Define Activities:
Tools and Techniques
 Templates
 Activity lists from a previous project is
often reusable as a template for a new
project
 Expert Judgment
 Team members or others experienced or
skilled in developing detailed scope
statements, WBS and project schedules
and can provide insight in defining
activities
13
Define Activities: Outputs
 Activity List
 A comprehensive list including all schedule
activities required on the project with
identifier and description
 Activity Attributes
 Extends the description by identifying
multiple components which evolve over time
 Activity codes, predecessor/successor,
leads, lags, resource requirements, dates
 Milestone List
 Significant point or event in the project
14
Sequence Activities
 Steps to identify and document the
relationships among the project
activities
 Each activity except for the 1st and the
last have at least 1 predecessor and
successor
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Sequence Activities ITTO
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Sequence Activities DFD
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Sequence Activities: Inputs
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Schedule Management Plan
Activity List
Activity Attributes
Milestone List
Project Scope Statement
Organizational Process Assets
18
Sequence Activities:
Tools and Techniques
 Precedence Diagramming Method (PDM)
 aka – Activity on Node (AON)
 Used in CPM to construct a project schedule
network diagram that uses boxes, referred
to as nodes to represent activities and
connects them with arrows to show the
relationship that exists between them
19
Task (Activity)
Diagramming
1. Description of
Task goes here
T
(Expected
Task time)
ES
EF
LS
LF
On the critical path: ES = LS &
EF = LF
20
PDM Relationships
 PDM has 4 types of dependencies or logical relationships
21
PDM Relationships
PDM has 4 types of dependencies or logical relationships
1.
2.
3.
4.
FS means B can’t ___________ until A ____________
FF means B can’t ___________ until A ____________
SS means B can’t ___________ until A ____________
SF means B can’t ____________until A ____________
22
PDM Relationships Diagram
23
Finish to Start Relationships
Fig2.5 Finish to Start; Fig2.7 Start to Start+4days (Lag)
Fig2.8 Start to Start+8days(Lag); Fig2.9 Finish to Start+5days(Lag)
Precedence Relationships
Task C may not begin until both
A and B have been
completed.
A and B may occur concurrently
and are parallel tasks.
A
C
D
B
B
D
A
F
C
E
Task D may begin after B is
completed. Task E may begin
after C is completed.
A-B-D-F and A-C-E-F are parallel
paths.
25
Precedence Diagramming
Method Example
26
Sequence Activities:
Tools and Techniques
 Dependency Determination (4 types)
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Mandatory Dependencies
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Discretionary Dependencies
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aka: Hard logic
Inherent in the nature of the work or contractually required
Often involve physical limitations (can’t erect superstructure until
after the foundation is built)
aka: Preferred, preferential, or soft logic
Established based on knowledge of best practices
Should be fully documented since they create arbitrary float
External and Internal Dependencies

Relationships between the project activities and non-project
activities, usually outside/inside the project teams control, example
can’t test until after HW from external/internal source is delivered
27
Sequence Activities:
Tools and Techniques
 Applying Leads and Lags
 Determine where leads/lags are needed
 Should not replace schedule logic
 Activities and their related assumptions should be
documented
 A lead accelerates the successor activity
 A lag delays the successor activity
 Schedule Network Templates
 Helpful when project includes several identical or
nearly identical deliverables
28
Sequence Activities: Outputs
 Project Schedule Network
Diagrams
 Schematic displays of schedule
activities and the logical relationships
among them
 Project Document Updates
 Activity lists
 Activity attributes
 Risk Register
29
Estimate Activity Resources
 Process of estimating the type and
quantities of
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to
Material
People
Equipment
Supplies
perform each activity
 Closely coordinated with the Estimate
Costs process
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Estimate Activity Resources:
ITTO
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Estimate Activity Resources: DFD
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Estimate Activity Resources:
Inputs
 Activity List
 Activity Attributes
 Resource Calendars
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Which resources (people, equipment, material) are
potentially available during planned activity period
 Enterprise Environmental Factors
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Factors that influence the process like resource availability
and skills
 Organizational Process Assets
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Policies and procedures regarding staffing, rental and
purchase of supplies and equipment
Historical information about resources used for similar work
on previous projects
33
Estimate Activity Resources:
Tools and Techniques
 Expert Judgment
 Assesses the resource related inputs to the process
 Alternatives Analysis
 Alternatives in the resources available like skills,
machinery, tools, make vs. buy decisions
 Published Estimating Data
 Routinely published production rates, unit costs
 Bottom-Up Estimating
 Decomposition to a detailed level to get accurate
estimate
 Project Management Software
34
Estimate Activity Resources:
Outputs
 Activity Resource Requirements
 Definition of the types and quantities of resources
required for each activity in a work package
 Resource Breakdown Structure
 Hierarchical structure of the identified resources by
resource category and type
 Project Document Updates
 Activity list
 Activity attributes
 Resource Calendars
35
Estimate Activity Durations
 Approximates the time required to complete
activities with estimated resources
 Uses information on activity scope of work,
required resource types, estimated resources
quantities and resource calendars
 Are progressively elaborated and considers
what the quality and availability of the input
data (based on what you know now)
 Comprehends amount of work effort required
to complete activity and # of resources to be
applied to complete the activity is estimated
36
Estimate Activity Durations: ITTO
37
Estimate Activity Durations: DFD
Estimate Activity Durations
38
Estimate Activity Durations
 Duration = effort (actual amount of time
worked on an activity) + elapsed time
 Duration does not necessarily equal effort,
the amount of time required to complete a
task
 Duration related to the time estimate not
effort estimate
 Need to document assumptions
 People who do the work should participate
in this activity
39
Project Time
Estimate using Effort,
schedule using Duration and
report using Calendar Time
Effort =
Person Days
2001
Duration =
Work Days
Effort
Duration
Calendar Time
Calendar Time =
Elapsed Days
40
Estimate Effort & Duration
 Select a consistent unit of measure
(hours, days, etc.)
 Task owner is responsible for the
estimate
 Estimate any additional time
 Document assumptions
 Best effort estimate now
41
Summary:
Estimate Activity Durations
 Takes activities defined in the WBS
& activity list & assesses number of
work periods (usually in hours or
days) needed to complete these
activities
 Estimates the length of time the
activity will take to complete
including any elapsed time
42
Estimate Activity Durations:
Inputs
 Activity List
 Activity Attributes
 Activity Resource Requirements
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Actual resource assignment and availability impacts
duration estimates
 Project Scope Statement
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Consider assumptions
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Existing conditions
Availability of information
Length of reporting periods
Consider constraints
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Available skilled resources
Contract terms and requirements
43
Estimate Activity Durations:
Inputs
 Enterprise Environmental Factors
 Duration estimating databases and other
reference data
 Productivity metrics
 Published commercial information
 Organizational Process Assets
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Historical duration information
Project calendars
Scheduling methodology
Lessons learned
44
Estimate Activity Durations:
Tools & Techniques
 Expert Judgment – most accurately estimated by team
members who will perform tasks, but combine with historical
information
 Analogous Estimating – Top down estimating is a form of
expert judgment using actual duration of a similar activity
from a previous project & can be used to estimate the
project duration
 Parametric Estimating (Qualitatively Based Durations) –
taking a known element, such as cable needed & multiplying
it by time it takes to install a unit of cable
 Three-Point Estimates – used to improve the estimate by
considering uncertainty and risk and originated with PERT
 Reserve Analysis – Buffer by adding a portion of time or
percentage of time to the activity to account for schedule
risk
45
Program Evaluation & Review Technique
(Weighted Average Estimating)
 Network analysis technique used to estimate
project duration when there is a high degree of
uncertainty about individual activity duration
estimates
 Three time estimates per activity
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Most likely (tM) – realistic expectation
Optimistic (tO) – best case scenario
Pessimistic (tP) – worse case scenario
E=(4M+O+P)/6 – Expected Activity Duration
 PERT supports the calculation of standard
deviation
 SD = (P-O)/6
46
PERT Estimating Technique
(Weighted Average Estimating)
 Since many estimates are uncertain,
it makes sense to talk of ranges of
durations, and the probability that an
activity duration will fall into that
range
47
Estimate Activity Durations:
Outputs
 Activity Duration Estimates
 Quantitative assessments of the number
of work periods that will be required to
complete an activity
 May include some indication of the range
of possible results
 2 weeks +/- 2 days (8-12 days)
 15% probability of exceeding 3 weeks
(85% chance that the activity will take 3
weeks or less)
48
Estimate Activity Durations:
Outputs
 Project Document Updates
 Activity Attributes
 Assumptions made in developing the
activity duration estimate like skill levels
and availability
49
Estimation Guidelines
 Define detailed tasks so that its estimate is
between 8 and 80 hours(1 to 10 days)
 Combine or divide tasks
 Consider 80% utilization when determining
effort
 Use a MEDIUM skill level
 May prevent underestimating if skill level
is unknown
 Do not allow estimates to be padded
 Adjust estimate later when skill level is
known
50
Estimation Exercise
(Intranet Website Project)
Scenario – E=(4M+O+P)/6
 You are managing the development of a new Intranet
website for an existing client.
 The task facing you is to design 8 web pages. The existing
analysis indicates that it should take one day (8 hours) to
design each web page.
 Experience has shown that occasionally it takes as long as
3 days to design a web page of a similar nature.
 On the other hand, there have been rare occasions when
everything progressed so perfectly that it took four hours
to design a web page under similar conditions.
 Using the weighted average technique, calculate the total
expected time for this task. Use hours as your unit of
measure.
51
Develop Schedule
 Process of analyzing
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to
Activity Sequences
Duration
Resource Requirements
Schedule Constraints
create the project schedule
 Can be an iterative process
 Requires review and revision
throughout the project as work
progresses
52
Determine Task Dependencies
 Identify normal workflow-which tasks must
be done
 Build logical dependencies between tasks
 Predecessor and Successor tasks identified
 Assume 100% availability of resources
 This will establish a “precedence network”
of tasks
53
Develop Schedule: ITTO
54
Develop Schedule DFD
Develop Schedule: ITTO
55
Develop Schedule: Inputs
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Activity List
Activity Attributes
Project Schedule Network Diagrams
Activity Resource Requirements
Resource Calendars
Activity Duration Estimates
Project Scope Statement
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Assumptions and Constraints
Enterprise Environmental Factors
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Include, but are not limited to a scheduling tool
 Organizational Process Assets
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Include, but are not limited to a scheduling tool
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Scheduling Methodology
Project Calendar – a calendar of working days or shifts that establishes
the dates on which schedule activities are worked
56
Develop Schedule:
Tools and Techniques
 Schedule Network Analysis
 A technique that generates the project schedule
 Uses the following to calculate the early and late start
and finish dates for the uncompleted portions of
project activities
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Critical Path Method
Critical Chain Method
What-if Analysis
Resource Leveling
 There may be points of path convergence or
divergence that can be identified and used in
schedule compression analysis or other analyses
57
Steps in Project Management
Network Analysis
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Task Definition and Decomposition
Define Relationships
Estimate Task Times
Construct Diagram
Network Evaluation
Project Tracking and Revision
58
Develop Schedule:
Tools and Techniques
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Schedule Network Analysis
Critical Path Method
Critical Chain Method
Resource Leveling
What-If Scenario Analysis
Applying Lead and Lags
Schedule Compression
Scheduling Tool
59
Develop Schedule: TT
Critical Path Method
 Calculates the theoretical
 early start and early finish dates
 late start and finish dates
 Calculates this for all activities
 Without regard for any resource limitations
 By performing a forward and backward pass
analysis through the schedule network
 Results are not necessarily the project schedule, but
ideas about when the activity could be scheduled,
given activity durations, logical relationships, leads,
lags, and other known constraints
60
Develop Schedule: TT
Critical Path Method
 Network analysis technique used to
predict total project duration
 Critical Path - Series of activities that
determine the earliest time which a
project can be completed
 Critical path has float equal to zero
 Calculating the critical path involves
adding the durations of all the activities
on each path & then determining which
one is the longest path
61
Critical Chain Scheduling
 Used to modify the project schedule to account for limited
resources
 Adds buffers to reduce schedule risk
 When random events occur that cause project activities to
be late
 Activity Buffers are added
 If they don’t solve the problem project Buffers are added
 If paths that feed the critical path are late then the
critical path may be delayed and if this happens
 Feeding buffers are used which will extend the overall
duration of the project
 The idea is that the buffers added will protect the critical
path, but this is at the cost of additional $$
https://en.wikipedia.org/wiki/Critical_chain_project_management
CPM Terminology
T
EXPECTED TIME of a task (activity)
ES
EARLIEST START -- Earliest time expected to complete
all previous tasks.
EF
EARLIEST FINISH = ES + T for a task.
LF
LATEST FINISH -- Latest time a task can finish and still
allow the project to finish on time.
LS
S
LATEST START = LF - T for a task.
SLACK TIME = LS - ES or LF - EF
(there is NO slack on the CP)
63
Using Critical Path to Make
Schedule Tradeoffs
 PM can make schedule tradeoffs once the critical
path is known
 A technique to assist PMs in making schedule
tradeoffs is free float & total float
 Free float – amount of time an activity can be delayed
without delaying the early start date of any
immediately following activity
 Total float – amount of time an activity can be delayed
from its early start date without delaying the planned
project finish date
 Total & free float can be determined using the forward
& backward passes
64
Using a Network Diagram to
Determine Critical Path
2
D=4
5
A=1
H=6
E=5
1
B=2
J=3
3
F=4
6
C=3
8
I=2
4
G=6
7
Path 1: ADHJ
1+4+6+3 = 14 days
Path 2: BEHJ
2+5+6+3 = 16 days
Path 3: BFJ
2+4+3 = 9 days
Path 4: CGIJ
3+6+2+3 = 14 days
65
Critical Path Method (CPM)
(Precedence Network)
 Critical Path (CP) is
longest and least flexible
path to completion
 Shorten the CP to
shorten the schedule
 If the CP slips the
schedule slips
 Focus management
attention on the CP
66
Develop Schedule: TT
Resource Leveling
 Schedule network analysis technique applied to
a schedule already analyzed by the critical path
method
 Can be used
 When shared or critical required resources
are only available in limited quantities
 To keep resource usage at a constant level
 When resources are over allocated such as
when a resource has been assigned to 2 or
more activities during the same time period
 Can cause the critical path to change
67
Develop Schedule: TT
What-IF Scenario Analysis
 Answers, what if scenario XYZ happens?
 Assesses the feasibility of the project schedule under
adverse conditions
 Helps prepare contingency and response plans to
mitigate the impact of unexpected situations
 Uses the schedule to compute different scenarios, like
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Delaying a major component delivery
Extending specific engineering durations
Introducing external factors like a
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Strike
Bad weather
 Monte Carlo Analysis - in which a distribution of possible
activity durations is defined for each activity and used to
calculate a distribution of possible outcomes
68
Develop Schedule: TT
Lead/Lags and Schedule Compression
 Applying Leads and Lags
 Refinements applied to develop a viable
schedule
 Schedule Compression
 Shortens the project schedule without
changing the project scope, to meet
schedule constraints, imposed dates, or
other schedule objectives
 Include techniques like:
 Crashing
 Fast Tracking
69
Crashing: TT
 Adding more resources to activities
on the critical path to accomplish
work faster
 Almost always increases project
costs
70
Fast Tracking: TT
 Analyzing critical path to see which
activities can be done in parallel as
opposed to sequentially
 Usually requires more resources than
crashing
 Usually increases risk because greater
coordination is required for
concurrent activities
71
Develop Schedule: TT
Scheduling Tool
 Expedites scheduling process by
 Generating start and finish dates based
on the:
 Inputs of activities,
 Network diagrams,
 Resources and activity durations
72
Develop Schedule: Outputs
 Project Schedule
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Contains planned start and finish date for each activity
May be presented in summary form known as a Milestone
Schedule
Milestone Chart
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Bar Charts
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Like bar charts, but only identify scheduled start and
completion of major deliverables
Show activity start and end dates as well as expected
durations
Project Schedule Network Diagrams

Show project network logic and project’s critical path schedule
activities
73
Develop Schedule: Outputs
 Schedule Baseline
 A specific version of the project schedule
 Accepted and approved by the project management
team
 Use to compute schedule variance
 Schedule Data includes:
 Schedule milestones, activities, activity attributes,
documentation about assumptions and constraints
 Supporting Details like
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Resource requirements by time period
Alternative schedules from what-if analysis
Scheduling of contingency reserves
74
Develop Schedule: Outputs
 Project Document Updates
 Activity Resource Requirements as a result
of resource leveling
 Activity Attributes with any revised resource
requirements
 Calendar used for each project may use
different calendar units as the basis for
scheduling the project
 Risk Register updated to reflect
opportunities or threats perceived through
scheduling assumptions
75
Develop Schedule
Reality Checks
 Review high level schedule included in the
project charter
 Prepare a more detailed schedule & obtain
stakeholder approval
 Prepare a realistic schedule versus yielding
to marketing or upper management ☺
 Do not schedule resources more than 80%
utilization
 PMs keep project on track and keep
stakeholders informed
 Take proactive approach
 Avoid surprises to upper management
76
Develop Schedule
Project Tracking Tips
Update Project as needed
Make sure tasks are broken down
enough to see progress (or lack of
progress)
Poor “task status” communication
often means poor progress
Watch for changes in Critical Path
Make sure that there are no “resource
conflicts”
77
Control Schedule
 Process of monitoring the status of the
project to update project progress and
manage change to the schedule baseline
 Concerned with:
 Determining the current status of the
project schedule
 Influencing factors that create schedule
changes
 Determining that the project schedule has
changed
 Managing the actual changes as they occur
78
Control Schedule: ITTO
79
Control Schedule DFD
Control Schedule: DFD
80
Control Schedule: Inputs
 Project Management Plan
 Project Schedule
 Work Performance Information about
progress like which:
 Activities have started and their progress
 Activities have finished
81
Control Schedule: Inputs
 Organizational Process Assets that
influence Control Schedule like:
 Existing in/formal schedule control
policies, procedures, guidelines
 Schedule control tools
 Monitoring and reporting methods used
82
Control Schedule:
Tools and Techniques
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Performance Reviews
Variance Analysis
Project Management Software
Resource Leveling
What-If Scenario Analysis
Adjusting Leads and Lags
Schedule Compression
Scheduling Tool
83
Control Schedule: TT
Performance Reviews
 Measure, compare, and analyze schedule
performance like actual start and finish dates
percent complete and remaining duration for
work in progress
 May use Earned Value Management (EVM) to
calculate Schedule Variance and Schedule
Performance Index
 Used to decide if corrective action is necessary
for
 Near-critical activity
 Analysis of remaining project or feeding buffer
remaining amounts
84
Control Schedule: TT
Variance Analysis
 Schedule Performance Measurements
like SV or SPI are used to assess the
magnitude of variation to the original
schedule baseline
 Determining the cause of and degree
of variance to the baseline and
deciding if corrective action or
preventive action is required
85
Control Schedule: TT
PM Software, Resource Leveling
 Project Management Software
 Provides the ability to track planned vs.
actual dates and forecast the effects of
changes in the schedule
 Resource Leveling
 Used to optimize the distribution of work
among resources
86
Control Schedule: TT
What-If Scenario Analysis, Adjusting Lead / Lags,
Schedule Compression, Scheduling Tool
 Control Techniques used to find ways
to bring project activities that are
behind into alignment with the plan
 What-If Scenario Analysis
 Adjusting Leads and Lags
 Schedule Compression
87
Control Schedule: TT
Scheduling Tool
 Scheduling Tool
 Data updated and compiled to reflect
actual progress and remaining project
work to be completed
88
Control Schedule: Outputs
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Work Performance Measurements
Organizational Process Assets Updates
Change Requests
Project Management Plan Updates
Project Document Updates
89
Control Schedule: Outputs
 Work Performance Measurements
 Calculated SV and SPI values for WBS
components used to communicate to
stakeholders
90
Control Schedule: Outputs
 Organizational Process Assets Updates
 Causes of variances
 Corrective action chosen and the reasons
 Other types of lessons learned from the
project schedule control
91
Control Schedule: Outputs
 Change Requests
 Schedule variance analysis, review of
progress reports, results of performance
measures and modifications to the project
schedule may result in change requests to
the schedule baseline and other
components in the Project Management
Plan
 Are processed for review and disposition
through the Perform Integrated Change
Control process
92
Control Schedule: Outputs
 Project Management Plan Updates
 Schedule Baseline
 Incorporate approved change requests
 Schedule Management Plan
 Updated to reflect a change in the manner in
which the schedule is managed
 Cost Baseline
 Updated to reflect changes caused by
compression or crashing techiques
93
Control Schedule: Outputs
 Project Document Updates may
include, but are not limited to:
 Schedule Data
 New network diagrams to show remaining
durations and modifications to the work plan
 Schedule delays may require a new schedule
and thus new schedule data
 Project Schedule
 An updated project schedule will be
generated from the updated schedule data
94
Sample Laboratory
Example Gant Chart
 Use Horizontal Bars to represent Tasks
on a Horizontal Time Line
1
2 Build
3 Inspect
4 Install
5 Recruit
6 Train
7 Pilot
2
3
4
5
6
7
8
9 10 11 12 13 14 15
16 17 18 19 20 21 22 23 24
12
3
6
3
5
6
95
Sample Laboratory
Example
1
2
3
4
5
6
7
8
TASK
AFTER
Begin Project
Build laboratory
Inspect laboratory
2
Install test equipment
2
Recruit lab staff
Train lab staff
5
Perform pilot sample evaluation 3,4,6
End Project
7
TASK TIME
0
12
3
6
3
5
6
0
96
Sample Laboratory CPM
3.Inspect
lab
2. Build
lab
7. Pilot
eval
1. Begin
project
8. End
project
4.Install
equip
5.Recruit
staff
6. Train
Staff
97
Sample Laboratory CPM
3.Inspect
lab
2. Build
lab
7. Pilot
eval
1. Begin
project
8. End
project
4.Install
equip
5.Recruit
staff
6. Train
Staff
98
Sample Laboratory CPM
3.Inspect
lab
2. Build
lab
7. Pilot
eval
1. Begin
project
8. End
project
4.Install
equip
5.Recruit
staff
6. Train
Staff
99
Sample Laboratory CPM
3.Inspect
lab
2. Build
lab
7. Pilot
eval
1. Begin
project
8. End
project
4.Install
equip
5.Recruit
staff
6. Train
Staff
100
Sample Laboratory CPM
3
3
e= 12 15
2
12
l= 15 18
e= 0 12
l= 0 12
4
6
7
6
8. Finish
e= 18 24
e= 24
l= 18 24
l=
e= 12 18
l= 12 18
5
e= 0
3
3
l= 10 13
6
e= 3
Paths:
1-2-3-7-8=
21
5
1-2-4-7-8=
24
8
1-5-6-7-8=
14
l= 13 18
101
Web Page Example
A
B
C
D
E
F
TASK
Get UNIX Account
Set up web directory
Learn HTML
Design Page
Code Page
FTP Page to Server
AFTER
A
C,D
B,E
TASK TIME
11
7
11
9
12
5
102
Types of Milestones
Project Start/Stop
Risk Evaluation
Trigger
Interface with Sub-project
or third party provider
Sign-off or
Project Tracking
Checkpoint
 Significant project events or checkpoints
 Zero duration task markers
 Tangible & measurable
103
Scheduling Tool Discussion
 Networks (PERT, CPM & PDM)
 Representation of how project activities & events are
related
 Identifies critical path project duration & activity
sequences
 Barchart (Gantt Chart)
 Weak planning tool, but effective progress reporting
tool
 No logical relationships between or among activities
 Milestone (0 duration) chart
 Shows significant events on the project
 Good for communicating high level status
104
Estimation Exercise – Calculation
(Intranet Website Project)
Deliverable
Optimistic
Most Likey
Pessimistic
Expected Activity Duration
Webpages
O
M
P
E
8
4
8
24
80
hours
hours
hours
hours
E=O+4xM+P
6
E = ((4 + (4 x 8) + 24) / 6 ) x 8
E = (( 4 + 32 + 24) / 6 ) x 8
E = (( 60) / 6) x 8
E = 10 x 8
E = 80 hours
105
Estimation Exercise – Response
(Intranet Website Project)
 When management asks:
 How long will take to develop the Intranet
website?
 You can answer:
 It depends…

On rare occasions we’ve been able to pump out web pages
in about 4 hours per day which would require 32 hours, but
if our existing analysis is correct it should take 8 hours per
web page or 64 hours, however in a worst case scenario we
have seen it take as long as 3 days per web page, so it
could take as much as 192 hours to complete. Now
statistically speaking we expect to accomplish this task
somewhere between 80 and 192 hours or 10 to 24 days.
106