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Chapter6:

ProjectTimeManagementChapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencing

ActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement3ImportanceofProjectSchedulesManagersoftencitedeliveringprojectsontimeasoneoftheirbiggestchallenges.Perhapspartofthereasonscheduleproblemsaresocommonisthattimeiseasilyandsimplymeasured.Scheduleissuesarethemainreasonforconflictsonprojects,especiallyduringthesecondhalfofprojects.Timehastheleastamountofflexibility;itpassesnomatterwhathappensonaproject.4OnedimensionoftheMeyers-BriggsTypeIndicatorfocusesonpeoples’attitudestowardstructureanddeadlineSomepeopleprefertofollowschedulesandmeetdeadlineswhileothersdonot(Jvs.P)DifferenceculturesandevenentirecountrieshavedifferentattitudesaboutschedulesIndividualWorkStylesandCulturalDifferencesCauseScheduleConflicts5ProjectTimeManagementProcessesPlanningschedulemanagement:determiningthepolicies,procedures,anddocumentationthatwillbeusedforplanning,executing,andcontrollingtheprojectscheduleActivitydefinition:

Identifyingthespecificactivitiesthattheprojectteammembersandstakeholdersmustperformtoproducetheprojectdeliverables.Activitysequencing:Identifyinganddocumentingtherelationshipsbetweenprojectactivities.Activityresourceestimating:

Estimatinghowmanyresources

aprojectteamshouldusetoperformprojectactivities.Activitydurationestimating:

Estimatingthenumberofworkperiodsthatareneededtocompleteindividualactivities.Scheduledevelopment:

Analyzingactivitysequences,activityresourceestimates,andactivitydurationestimatestocreatetheprojectschedule.Schedulecontrol:Controllingandmanagingchangestotheprojectschedule.6ProjecttimemanagementsummaryChapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencing

ActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement8PlanningScheduleManagementTheprojectteamusesexpertjudgment,analyticaltechniques,andmeetingstodeveloptheschedulemanagementplanAschedulemanagementplanincludes:ProjectschedulemodeldevelopmentTheschedulingmethodologyLevelofaccuracyandunitsofmeasureControlthresholdsRulesofperformancemeasurementReportingformatsProcessdescriptionsChapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencing

ActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement10ActivityDefinitionAnactivityortaskisanelementofworknormallyfoundontheWBSthathasanexpectedduration,acost,andresourcerequirements.ActivitydefinitioninvolvesdevelopingamoredetailedWBSandsupportingexplanationstounderstandalltheworktobedone,soyoucandeveloprealisticcostanddurationestimates.Thegoaloftheactivitydefinitionprocessistoensurethattheprojectteamhadcompleteunderstandingofalltheworktheymustdo，ifmisunderstandingtheactivities,requestedchangesmayberequired.11ActivityListsandAttributesAnactivitylistisatabulationofactivitiestobeincludedonaprojectschedule.Thelistshouldinclude:TheactivitynameAnactivityidentifierornumberAbriefdescriptionoftheactivityActivityattributesprovidemoreinformationabouteachactivity,suchaspredecessors,successors,logicalrelationships,leadsandlags,resourcerequirements,constraints,imposeddates,andassumptionsrelatedtotheactivity.12MilestonesAmilestoneisasignificanteventthatnormallyhasnoduration.Milestonesareusefultoolsforsettingschedulegoalsandmonitoringprogress.Milestonesshouldbe:SpecificMeasurableAssignableRealisticTime-framedChapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement14Sequencing

ActivityInvolvesreviewingactivitiesanddeterminingdependencies.Adependencyorrelationshiprelatestothesequencingofprojectactivitiesortasks. Youmustdeterminedependenciesinordertousecriticalpathanalysis.15ThreeTypesofDependenciesMandatorydependencies:Inherentinthenatureoftheworkbeingperformedonaproject;sometimesreferredtoashardlogic.Discretionarydependencies:

Definedbytheprojectteam;sometimesreferredtoassoftlogicandshouldbeusedwithcarebecausetheymaylimitlaterschedulingoptions.Externaldependencies:Involverelationshipsbetweenprojectandnon-projectactivities.16TaskDependencyTypes17NetworkDiagramsAnetworkdiagramisaschematicdisplayofthelogicalrelationshipsamong,orsequencingof,projectactivities.Chapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement19EstimatingActivityResourceBeforeestimatingactivitydurations,youmusthaveagoodideaofthequantityandtypeofresourcesthatwillbeassignedtoeachactivity.Considerimportantissuesinestimatingresources:Howdifficultwillitbetodospecificactivitiesonthisproject?Isthereanythinguniqueintheproject'sscopestatementthatwillaffectresources?Whatistheorganization'shistoryindoingsimilaractivities?Doestheorganizationhavepeople,equipment,andmaterialsthatarecapableandavailableforperformingthework?Arethereanyorganizationalpoliciesthatmightaffecttheavailabilityofresources?Doestheorganizationneedtoacquiremoreresourcestoaccomplishthework?Woulditmakesensetooutsourcesomeofthework?Chapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimatingActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement21EstimatingActivityDurationDurationincludestheactualamountoftimeworkedonanactivityplustheelapsedtime.Effortisthenumberofworkdaysorworkhoursrequiredtocompleteatask.Effortdoesnotnormallyequalduration.Peopledoingtheworkshouldhelpcreateestimates,andanexpertshouldreviewthem.Oneofthemostimportantconsiderationsinmakingactivitydurationestimatesistheavailabilityofresources.Chapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimatingActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement23DevelopingtheScheduleUsesresultsoftheothertimemanagementprocessestodeterminethestartandenddatesoftheproject.Ultimategoalofscheduledevelopmentistocreatearealisticprojectschedulethatprovidesabasisformonitoringprojectprogressforthetimedimensionoftheproject.Importanttoolsandtechniquesinclude:GanttchartsTrackingGanttChartMilestonesCriticalpathanalysisCriticalchainschedulingPERTanalysis24GanttChartProvidingastandardformatfordisplayingprojectscheduleinformationbylistingprojectactivitiesandtheircorrespondingstartandfinishdatesinacalendarformat.25SampleTrackingGanttChart26CriticalPathMethod(CPM)CPMisanetworkdiagrammingtechniqueusedtopredicttotalprojectduration.Acriticalpathforaprojectistheseriesofactivitiesthatdeterminestheearliesttimebywhichtheprojectcanbecompleted.Thecriticalpathisthelongestpaththroughthenetworkdiagramandhastheleastamountof

slackorfloat.Slackorfloatis

theamountoftimeanactivitycanbedelayedwithoutdelayingasucceedingactivityortheprojectfinishdate.27DeterminingtheCriticalPathforProjectX28UsingCriticalPathAnalysistoMakeScheduleTrade-offsFreeslackorfreefloat

Totalslackortotalfloat

Aforwardpassdeterminestheearlystartandfinishdates.Abackwardpassdeterminesthelatestartandfinishdates.29FreeandTotalFloatorSlackforProjectX30UsingtheCriticalPathtoShortenaProjectScheduleThreemaintechniquesforshorteningschedules:Shorteningthedurationofcriticalactivitiesortasksbyaddingmoreresourcesorchangingtheirscope.Crashing

activitiesbyobtainingthegreatestamountofschedulecompressionfortheleastincrementalcost.Fasttrackingactivitiesbydoingtheminparalleloroverlappingthem.Crashingandfasttrackingoftencausemoreproblems,resultinginlongerschedules.31ProgramEvaluationandReviewTechnique(PERT)PERTisanetworkanalysistechniqueusedtoestimateprojectdurationwhenthereisahighdegreeofuncertaintyabouttheindividualactivitydurationestimates.PERTusesprobabilistictimeestimates:Durationestimatesbasedonusingoptimistic,mostlikely,andpessimisticestimatesofactivitydurations,orathree-pointestimate.PERTweightedaverage=

optimistictime+4Xmostlikelytime+pessimistictime 6Chapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimatingActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement33ControllingtheScheduleGoalsaretoknowthestatusoftheschedule,influencefactorsthatcauseschedulechanges,determinethattheschedulehaschanged,andmanagechangeswhentheyoccur.Toolsandtechniquesinclude:ProgressreportsAschedulechangecontrolsystemAschedulingtooland/orprojectmanagementsoftware,suchasProject2007orsimilarsoftwareSchedulecomparisonbarcharts,suchastheTrackingGanttchartVarianceanalysis,suchasanalyzingfloatorslackWhat-ifscenarioanalysis,whichcanbedonemanuallyorwiththeaidofsoftwareAdjustingleadsandlagsSchedulecompression,suchascrashingandfast-tracki

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