Project Management Course Project Schedule Management Dr. Nahed Ghbn, PMP ghbnn@mcmaster.ca Lecture Outlines This week, we will consider creating the project schedule, including processes required to manage the timely completion of the project. We will create and manage a project schedule in the form of a Gantt chart with the activity list, duration and resources for each activity and build the project network diagram with the critical path for a project. Project Time/ Schedule Management “The processes required to accomplish timely completion of the project” Part of triple constraint, can’t manage one without the others (scope, time, and quality) TIME Quality SCOPE COST Project Time/ Schedule Management •The Total Project • Sub-Projects •WBS •Work Packages •Activity WEEK TASK Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Task 9 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 •Gantt Charts Presenting a visual overview of project tasks and timelines. Task 10 Task 11 Task 12 Task 13 Task 14 Task 15 Task 16 MsProject Software Project Time/ Schedule Management Define Activities Activity sequencing Activity duration estimation Network analysis Alternative methods of network representation Critical path Float Precedence relationships Gantt Chart Resources Schedule development What is a schedule? •A schedule is a description of start and end times for all the WBS’ tasks/ activities of the project. –The schedule accommodates the plan •The project schedule is a calendar that links the tasks to be done with the resources that will do them. –Before a project schedule can be created, we must have a work breakdown structure (WBS) and estimates. –The schedule is part of the project plan. •An important part of the schedule is the Gantt chart. Activities & Milestones Activity: All activities required on the project (Time and resource consuming effort). Feasibility Study Feasibility Report Requirements Analysis Requirements Definition Prototype Development Evaluation Report Design Study Architectural Design Milestone: Significant events within project Schedule. Requirements Specification Requirements Specification Project Schedule Management Processes –Plan Schedule Management –Define Activities –Sequence Activities –Estimate Activity Durations –Develop Schedule –Control Schedule Plan Schedule Mang. Define Sequence Activities Activities –Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Schedule Management Plan How effectively create, manage and control the project? “Integration Management” •Scheduling Methodology and Scheduling Software •Schedule Baseline •Performance Measures •Schedule Variances •Schedule Change Control Procedure Plan Schedule Management Inputs Tools & Techniques Project Management Plan Outputs Expert Judgment Project Charter Schedule Management Plan Data Analysis Organizational Process Assets Meetings Enterprise Environmental Factors Initiating Planning Executing M&C Closing Define Activities •The process of identifying specific actions to be performed to produce project deliverables. •Breaking down (Decomposing) the work packages created in the WBS to reach the activity level. •Rolling Wave Planning – Progressive planning where some components are unknown. Plan at a higher level until the project the work is clearer to plan the lower levels. WBS Work Package Geotechnical Study Activity List Component Geotechnical Site Investigation Geotechnical Detailed Report Detailed Design Design Flood Study Reinforced Concrete Design Structural Steel Design Site Establishment Site Establishment and Site Survey Earthworks Abutment Fill River Piers Fill Road to Deck Level Girders Procure and prepare Girders Transport and Erect Girders Deck and Kerbs Form/Reo/Pour Deck Concrete Define Activities Inputs Tools & Techniques Outputs Project Management Plan (schedule MP) Scope Baseline - Project Scope Statement Activity List Expert Judgment Activity Attribute Decomposition - Work Breakdown Structure Milestone List Rolling Wave Planning Change Requests Meetings - WBS Dictionary Project Management Plan Updates Enterprise Environmental Factors Organizational Process Assets Initiating Planning Executing M&C Closing Sequence Activities •Identifying and documenting relationships among schedule activities using logical relationships. •Taking activities and milestones and start sequencing them into Network Diagram (Project Schedule Network Diagram). Start End Types of Dependencies •Mandatory Dependency (Hard Logic): The dependency is inherent in the nature of the work. •Discretionary Dependency (Preferred, Soft Logic): Dependencies can be changed if needed. •External Dependencies: Based on the need of an external party (eg governmental or suppliers). •Internal Dependencies 15 Sequence Activities Inputs Tools & Techniques Outputs Project Management Plan - Schedule MP - Scope Baseline Project Documents - Activity list - Activity attribute - Milestone list Precedence diagramming method (PDM) Project Schedule Network Diagram Arrow diagramming method (ADM) Project Documents Update Dependency determination - Activity List Updates Applying leads and lags Organizational Process Assets Project Management Information System Enterprise Environmental Factors Initiating Planning Executing M&C - Activity Attribute Update - Assumptions Closing Precedence Diagramming Method (PDM) •Commonly called Activity on Node (AON), most commonly used sequencing method. •Boxes are used to represent tasks with arrows used for dependencies. Activity Activity A B Dependency Node Precedence Diagramming Method (PDM) •Four types of dependencies Precedence Diagramming Method (PDM) •Types of dependencies •Finish to Start – Task must finish before next one can start Dig Hole Plant tree •Finish to Finish – One task must finish before the other can finish Testing Documentation Precedence Diagramming Method (PDM) •Types of dependencies •Start to Start – One task must start before the other can start Design Coding •Start to Finish – One task must start before the other can finish (Rarely used) Arrow Diagramming Method (ADM) •Commonly called Activity on Arrow (AOA) •Boxes are used to represent dependencies with arrows used for tasks •Only Finish to Start relationships AOA Network Start End Project Activities and Precedences Task Predecessor a -- b -- c a d b e b f c, d g e AON Network Start End Task Predecessor a -- b -- c a d b e b f c, d g e PDM (AON) Method Start Foundation Walls Grass Roof End Estimate Activity Duration •Estimate the amount of time for each activity. •Effort (Labor unit) •Duration (period) •Progressive Elaboration 26 Estimate Activity Duration Inputs Tools & Techniques Outputs Project Management Plan - Schedule MP Expert judgment Duration Estimates - Scope Baseline(Constraints and Assumptions) Analogous Estimating Basis of Estimates Parametric Estimating Project Documents Updates Project Documents Three Point Estimates - Activity List - Activity Attribute - Activity Resource Requirements - Resource Calendar - Risk Register - Resources Requirements/ Availability - Activity Attributes Published estimating data - Assumptions Project management software - Lessons learned Data analysis Bottom-up estimating Meetings Enterprise Environmental Factors Organizational Process Assets Initiating Planning Executing M&C Closing Estimate Activity Duration Estimate the amount of time for each activity using the following techniques: •One Point Estimating •Analogous Estimating (Top-Down) •Parametric Estimating •Rule of Thumb (Heuristics, 80/ 20 Role) •Three- Point Estimate •Program Evaluation and Review Technique (PERT) 28 WBS Work Package Geotechnical Study Activity List Component Estimated Activity Duration (Working Days) Geotechnical Site Investigation 10 Geotechnical Detailed Report 8 Design Flood Study 20 Reinforced Concrete Design 52 Structural Steel Design 24 Site Establishment Site Establishment and Site Survey 10 Earthworks Abutment Fill 12 River Piers Fill 10 Road to Deck Level 24 Procure and prepare Girders 80 Transport and Erect Girders 8 Form/Reo/Pour Deck Concrete 48 Detailed Design Girders Deck and Kerbs Estimating with PERT •PERT Formula (Expected Activity Duration) PERT=(P+4M+O)/6 •Standard Deviation (range +/-) = (P-O)/6 •Variance (range of the estimate) = [(P-O)/6]2 O M P Standard Task PERT A Optimistic Most Likely Pessimistic (Expected Duration) Deviation 14 days 27 days 47 days 28.2 days +/-5.5 day Variance 30.3 day Develop Schedule •Once the network diagram and estimates are completed it is developed the schedule. •Schedule is calendar- based. •Iterative Process •Method used: ➢CPM (Critical Path Method) ➢Program Evaluation and Review Technique (PERT) ➢Monte Carlo Simulation 31 Develop Schedule Inputs Tools & Techniques Outputs Project Management Plan - Schedule MP - Scope Baseline Schedule Network Analysis Critical Path Method Project Documents - Activity List - Activity Attribute - Assumptions - Milestone list - Network diagram Schedule Compression Project Schedule What-if analysis Schedule Baseline Critical Chain Method Change Requests Resource Leveling Project Calendars Project Management Software Project Documents Updates Applying Calendars - Activity Resource Requirements - Resource Calendar - Resources Availability Agreements Adjustable Leads and Lags Project Management Plan Updates Project Management Information System Schedule Model Agile Release Planning Enterprise Environmental Factors Organizational Process Assets Initiating Planning Executing M&C Closing •Critical Path Scheduling –Longest path 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” Critical Path Method (CPM) •Critical Path ➢Set of activities on a path that if delayed will delay completion of project. ➢Activities on Critical Path have Float/ Slack = 0 •Critical Time ➢time required to complete all activities on the critical path ES DUR EF Task Name LS Float/ Slack LF Sample- The Critical Path Activity Predecessor Duration a -- 5 days b -- 4 c a 3 d a 4 e a 6 f b, c 4 g d 5 h d, e 6 i f 6 j g, h 4 Network End Start Activity Predecessor Duration a -- 5 days b -- 4 c a 3 d a 4 e a 6 f b, c 4 g d 5 h d, e 6 i f 6 j g, h 4 The Critical Path Forward Pass End Start Backward Pass Activity Predecessor Duration a -- 5 days b -- 4 c a 3 d a 4 e a 6 f b, c 4 g d 5 h d, e 6 i f 6 j g, h 4 Control Schedule •Monitoring the status of the project to update progress and manage changes to the schedule baseline. 38 Control Schedule Inputs Tools & Techniques Data analysis - - Project Management Plan/ Schedule Management Plan Other MPs Schedule baseline Performance measurement baseline Outputs Schedule Baseline Updates - Variance Analyses - Critical path method - Schedule compression - What-if analysis Work Performance Information Schedule Forecast Resource leveling/ optimization Requested Changes Recommended Corrective Actions Critical chain method Work Performance Data Project management software Organizational Process Assets Applying calendars Organization Process Assets Update Adjustable leads and lags Activity List Updates Compression Project Documents Update Project Documents - Project Calendar - Lessons learned Initiating Schedule model Planning Executing M&C Closing Management Options •Lead •Lag – Inserted waiting time between tasks •Free Slack (Float) – Available delay time without impacting start of successor •Total Slack (Float) – Amount of time a task can be delayed without delaying project completion date •Project Slack – Amount of time a project can be delayed without impacting completion dates imposed by client •Crashing – Adding resources to critical path items to shorten schedule •Fast Tracking – Performing critical path tasks in parallel rather than series •Resource Leveling – Adjusting completion dates of tasks to meet available resources •Resources Smoothing Milestone Schedule Summary Schedule Schedule with Logical Relationships
