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6 - Project Time Management
- 6Unit 6
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Agenda
1. Define Activities .
2. Sequence
Activities.
3. Estimate Activity
Resources .
4. Estimate Activity
Durations.5. Develop Schedule.
6. Control Schedule.
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.2.
.3. .4
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.5.
.6.
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6 - Project Time Management
- 66.1 Define Activities:
The process of identifying the specific actions to be
performed to produce the project deliverables.
6.2 Sequence Activities:
The process of identifying and documenting
relationships among the project activities.
6.3 Estimate Activity Resources:
The process of estimating the type and quantities of
material, people, equipment, or supplies required to
perform each activity.
6.4 Estimate Activity Durations:
The process of approximating the number of work
periods needed to complete individual activities with
estimated resources.
6.5 Develop Schedule:
The process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to
create the project schedule.
6.6 Control Schedule:
The process of monitoring the status of the project to
update project progress and managing changes to the
schedule baseline.
1-6:
.
2-6:
.
3-6:
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4-6:
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5-6:
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6-6:
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4
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.40
Project Formation Early Phases Middle Phases End Phases
Schedules
Priorities
Manpower
Technical opinions
Procedures
Cost
Personality
conflicts
20%
17%
14% 15% 13%10% 11%
0.00%
5.00%
10.00%
15.00%20.00%
25.00%
Schedules Priorities Manpow er Technical
opinions
Proc edures Cos t Pers onality
conflicts
15%
17
%
23%
27
%
20
%
17%
14
%
15%
13
%
10%
11
%
Conflicts in Projects
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Reasons For Updating Examples
- Controlling is monitoring, updating and corrective
actions.
Unforeseen events that causes delay.
Errors in activities duration and
network logic.
New information available( e.g.,underground conditions).
Procurement delays.
Change in scope and/or design.
Available for craftsmen.
Accidents in equipment, employees,etc.
Unexpected weather, flood, storm,
etc.
New people involved in the project.
,.
.
.
( . )
.
.
.
/.,,
....
.
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Frequency of Updating
Three methods for defining
Updating Intervals
Uniform intervals (e.g., Monthly,
Weekly):
Advantages : Becomes routine & Fit
easily with business reportingperiods( labor payment schedule,
accounting periods, project status
reports to owners).
Project milestones:
Disadvantage : milestones tend to be
random & variable. Intervals of decreasing lengths:
Reasons : Criticality of the project
increases toward the end of the
project.
:
::
(
,,,
.)
()::
.:
:.
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Planning & Scheduling
Planning : What you want to do (
Activities ).
How you will do it ( Methods,Procedures, Materials,
Sequence of Activities). Where you will do it.
Who will do it ( Men,Machines ).
Scheduling :
When it will be done (Network or Bar Chart to ServeAs an Operating Time TableWith An Estimate ofCompletion Dates) .
:(. )(,
,,.)
.
(. )
:(
,(.
.
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6.1 Define Activities ( Planning )
1-6()
DefineActivities is theprocess ofidentifying thespecific actionsto be performed
to produce theprojectdeliverables.
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Activities vs. WBS The Create WBS process
identifies the deliverables at thelowest level in the WorkBreakdown Structure, the workpackage.
Project work packages aretypically decomposed intosmaller components calledactivities that represent the worknecessary to complete the workpackage.
Activities provide a basis forestimating, scheduling executing,and monitoring and controllingthe project work ( As Needed ) .
().
).)
.
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10
6.1 Define Activities
6-1
1.Scope baseline
2.Enterprise
environmental
factors
3.Organizational
process assets
Inputs1.Decomposition
2.Rolling wave
planning
3.Templates
4.Expert judgment
Tools & Techniques
1.Activity list
2.Activity
attributes
3.Milestone list
Outputs
Source: PMBOK Guide Fourth Edition, page 133
.1. .2
.
.3
.
Inputs
.1.
.2.
.3.
.4.
Tools & Techniques
.1. .2.
.3(. )
Outputs
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6.1 Define Activities
6-1
1. Scope baseline
2. Enterpriseenvironmental factors
3. Organizationalprocess assets:
Existing formal andinformal activityplanning-relatedpolicies, proceduresand guidelines.
Lessons learnedknowledge base.
.1.
.2.
.3.
.
.
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6.1 Define Activities
6-1
1. Decomposition
2. Rolling waveplanning
3. Templates
4. Expertjudgment
.1.
.2 .
.3.
.4.
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6.1 Define Activities
1- 6
1. Activity list
2. Activityattributes
3. Milestonelist
.
.
(.)
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Activity List The activity list is a
comprehensive listincluding all scheduleactivities required on theproject.
The activity list includesthe activity identifier anda scope of workdescription for each
activity in sufficient detailto ensure that projectteam membersunderstand what work isrequired to be completed.
.
.
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Activity List,
533
() 1 . 2 02 . 3 203 . 4 754 . 5 305 . 6 106 . 7 57 . 8 208 . 9,12 259 . 10 35
10 . 11 3011 . 12 2012 . 13,14,15 9013 . 19 2014 . 19 2015 . 16,19 2016 . 17 1017 . 18 2518 . 23 2019 . 20,22 12020 . 21,22 12021 . 22 522 23 10
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Activity Attributes Responsibility (who will
do the work).
Geographic Area (where
the work will beperformed).
Activity Type (summary
or detailed).
WBS Classification (for
ordering and sorting).
(.)
(. )
(. )
(
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Milestones list()
A milestone is a
significant point or event
in the project.
A milestone list identifiesall milestones and
indicates whether the
milestone is mandatory,
such as those required bycontract, or optional,
such as those based upon
historical information.
()
.
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Milestones list()
Significant events within the project
schedule .
They are not work activities .
There are no duration for the Milestone ,
duration = 0 .
Summary of project milestones included
in the project charter .
The customer , sponsor and project
manager may impose milestone (s) .
Uses as checkpoints to control the project
.
When works goes well that means themilestone related to that work has been
meet .
A list of milestones becomes part of the
PM plan and is included in the project
scope management plan and WBS
dictionary .
.
.,=0.
.,,
..
.
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Scheduling Techniques
Bar Chart(Gantt Chart).
Milestone Chart: For reporting to Management.
Milestones is Important eventand has no duration.
Networking : Arrow Diagramming
Method(ADM).
Precedence DiagrammingMethod(PDM).
Program Evaluation and Review
Technique(PERT). Graphical Evaluation and
Review Technique(GERT) (Allowfor looping, repetition, andconditional branches).
.
:.
.:
.
.
(. )
(( ),,. )
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Bar Chart Gantt Chart
- :
...
.
:(
. )
:..
20
Advantages: Easy to understand.
Easy to prepare.
Easy to update.
Shows Progress or statusbetter than networks.
Example: Comparesplanned & actual activitiesbar (Project Progress).
Disadvantages : Unclear relationships.
Weak project control.
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Bar Chart Gantt Chart
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21
654321
DurationActivity
2A3B
3C
1D
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Milestones
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ACTIVITY Q3 Q4 Q1 Q2 Q3 Q4 Q1
ConceptEn ineerinProcurementConstruction
MCClosin
20072006
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Arrow Diagramming Method
Arrow relationships or activityon arrow
.
23
1
2
3
4
5
6
7
Activity
A
B D
C
E
G
FEVENT
Allow One Relationship
Finishto Start (FS)
Dummy Activity
(FS)
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Precedence Diagramming Method
Precedence relationships or Activity on Node Method.
24
Allow Activities overlapping by having 3 or
more relationships :
1. Start-to-Start (SS).
2. Finish-to-finish (FF).
3. Start-to-Finish (SF).
4. Finish-to-Start (FS).
A
2
B
3
C
3
D
3
E
5
F
7
G
5
FS3 (or Lag=3)
FF 2
SS1
FS
Activity
:
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6.2 Sequence Activities ( Planning )2.6()
SequenceActivities is theprocess of
identifying anddocumentingrelationships
among theprojectactivities.
.
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6.2 Sequence Activities2.6
1. Activity list
2. Activity attributes
3. Milestone list
4. Project scope
statement
5. Organizational process
assets
Inputs1. Precedence
diagramming method
(PDM)
2. Dependency
determination
3. Applying leads and
lags4. Schedule network
templates
Tools & Techniques
1. Project schedule
network diagrams
2. Project document
updates
Outputs
Source: PMBOK Guide Fourth Edition, page 136
.1.
.2.
.3(.)
.4.
.5.
Inputs
.1
(PDM). .2(. ).3
.
.4.
Tools & Techniques
.1
.
.2.
Outputs
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6.2 Sequence Activities2.6
1. Activity list
2. Activityattributes
3. Milestone list
4. Project scopestatement
5. Organizationalprocess assets
.1.
.2.
.3(.)
.4.
.5.
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6.2 Sequence Activities2.6
1. Precedencediagrammingmethod (PDM) .
2. Dependencydetermination .
3. Applying leads
and lags .4. Schedule
networktemplates
.
.1(PDM).
.2 (. )
.3
..4
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Precedence Diagramming Method (PDM)
(PDM).
PDM is a method used inCritical Path Methodology(CPM) for constructing aproject schedule networkdiagram.
It uses boxes or rectangles,
referred to as nodes, torepresent activities, andconnects them with arrowsthat show the logicalrelationships that existbetween them.
This technique is calledActivity-On-Node (AON) and isthe method used by mostproject management softwarepackages.
(CPM)
.
.
(AON)
.
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Precedence Diagramming MethodPDM or AON
(PDM)(AON)
START
A B
C
FINISH
D
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Task Dependencies()
Finish-to-start (FS) : The initiation of the successor activity
depends upon the completion of the
predecessor activity.
Finish-to-finish (FF) : The completion of the successor activity
depends upon the completion of the
predecessor activity.
Start-to-Start (SS) : The initiation of the successor activity
depends upon the initiation of thepredecessor activity.
Start-to-finish (SF) : The completion of the successor activity
depends upon the initiation of the
predecessor activity.
(FS: )
.
(FF):
(SS):
.
(SF):
.
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Task Dependencies()
Type of interdependency or Precedence Relationship() Description
Finish to start (FS)
Task 1 has to finish for Task 2 to start
(FS)
()12Start to Start (SS)
Task 1 has to start for Task 2 to start
(SS)
()12
Finish to Finish (FF)
Task 1 has to finish for Task 2 to finish(FF)
()12
Start to Finis h (SF)
Task 1 has to start for Task 2 to finish
-((SF)
()12
1
2
1
2
1
2
1
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Dependency Determination()
Three types ofdependencies areused to define the
sequence amongthe activities:
Mandatorydependencies
Discretionarydependencies
Externaldependencies
:
..
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Dependency Determination()
Mandatory Dependencies (HardLogic): Are inherent in the nature of
work(Can involve physicallimitations).
Example #1: Putting up a dry wallbefore painting it.
Example #2: Design a product thenmanufacture it.
Discretionary Dependencies(Soft Logic or preferred logic): Are fully documented since they
can create arbitrary total floatvalues and can limit laterscheduling options.
Are defined by the projectmanagement team(Example: BestPractices).
Example : Procurement can begin atany time after the preparation of thebill of materials.
(:)
(. )1:.
2:.
(: )
.
(:. )
:.
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Dependency Determination()
External Dependencies : Involves a relationship
between project activitiesand non - project activities(that are not under thedirect control of theproject manager).
Example : Testing of a software
depends on the delivery of
a hardware from anexternal source.
A subcontractors activityon your Critical PathMethod Network.
:
(
.)
:
.
.
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Leads and Lags()
A lead allows anacceleration of
the successoractivity.
A lag directs a
delay in thesuccessoractivity.
.
.
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Lag Time Lag Time : is a delay between a task and its predecessor. It is
usually expressed using a specific amount of time.
:()..
1
2FS = +2 Days
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38
Lead Time : is an overlap between a task and its predecessor. Inproject management software, lead time may be expressed as anegative number in the lag field.
:().,.
1
2
FS = - 2 Days
Lead Time
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Relationships Between Activities according to Lag and Lead
39
Activity A
Activity B
Activity A
Activity B
Activity A
Activity B
Activity A
Activity B
Activity A
Activity B
Activity A
Activity B
Activity A
Activity B
Activity A
Activity B
Activity A
Activity B
FS = 0
FS = +?
FS = -?
SS = 0
SS = +?
SS = -?
FF = 0
FF = +?
FF = -?
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6.2 Sequence Activities2.6
1. Project schedule
network diagrams
2. Project document
updates
Activity lists
Activity
attributes
Risk register
.
.
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6.3 Estimate Activity Resources ( Planning )
6-3()
Estimate ActivityResources is theprocess ofestimating the typeand quantities ofmaterial, people,equipment or
supplies required toperform eachactivity.
.
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6.3 Estimate Activity Resources6-3
1. Activity list
2. Activity attributes
3. Resource calendars
4. Enterprise
environmental factors
5. Organizational process
assets
Inputs1. Expert judgment
2. Alternatives analysis
3. Published estimating
data
4. Bottom-up estimating
5. Project management
software
Tools & Techniques1. Activity resource
requirements
2. Resource breakdown
structure
3. Project document
updates
Outputs
Source: PMBOK Guide Fourth Edition, page 142
.1.
.2.
.3.
.4.
.5.
Inputs
.1.
.2.
.3
.4(. )
.5.
Tools & Techniques
.1.
.2.
.3.
Outputs
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6.3 Estimate Activity Resources6-3
1. Activity list
2. Activity attributes
3. Resourcecalendars
4. Enterpriseenvironmental
factors
5. Organizationalprocess assets
.1.
.2.
.3.
.4
..5
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6.3 Estimate Activity Resources6-3
1. Expert judgment .
2. Alternativesanalysis .
3. Publishedestimating data .
4. Bottom-upestimating .
5. Projectmanagementsoftware .
.1.
.2.
.3.
.4(
. ).5
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6.3 Estimate Activity Resources6-3
1. Activityresourcerequirements
2. Resourcebreakdownstructure
3. Projectdocumentupdates
.1.
.2.
.3.
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Activity Resource Requirements Identifies the types andquantities of resources
required for each activity in awork package.
These requirements can thenbe aggregated to determinethe estimated resources for
each work package. The amount of detail and thelevel of specificity of theresource requirementsdescriptions can vary byapplication area.
The resource requirementsdocumentation for eachactivity can include the basisof estimate for each resource,as well as the assumption thatwere made in determiningwhich types of resources areapplied, their availability andwhat quantities are used.
.
.
.
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Resource Breakdown Structure The Resource Breakdown
Structure is a hierarchicalstructure of the identifiedresources by resourcecategory and resource type.
Resource categories include
labor, material, equipment,and supplies.
Resource types can include theskill level, grade level or otherinformation as appropriate tothe project.
The resource breakdownstructure is useful fororganizing and reportingproject schedule data withresource utilizationinformation.
.
.
.
.
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Project Document Updates Activity list .
Activityattributes .
Resourcecalendars .
.
.
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6.4 Estimate Activity Durations ( Planning )6-4()
Estimate Activity
Durations is the
process of
approximating thenumber of work
periods needed to
complete individualactivities with
estimated resources.
.
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1. Activity list
2. Activity attributes
3. Activity resource
requirements
4. Resource calendars
5. Project scope statement
6. Enterprise environmental
factors7. Organizational process
assets
Inputs1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Three-point estimates
5. Reserve analysis
Tools & Techniques
1. Activity duration estimates
2. Project document updates
Outputs
Source: PMBOK Guide Fourth Edition, page 146
6.4 Estimate Activity Durations6-4
.1.
.2. .3.
.4.
.5.
.6.
.7.
Inputs
.1.
.2.
.3.
.4.
.5.
Tools & Techniques
.1.
.2.
Outputs
A i i D i C d Eff
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Activity Duration Compared to Effort Elapsed time
The time that shows onthe calendar. Includesthe holidays and weekends.
Duration The number of working
days. It does notinclude holidays orweek ends.
Working time (Effort) The actualaggregated time. Itadds the working timeof all the involvedresource.
:
(. )
.
:.
.(: )
.
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6.4 Estimate Activity Durations6-4
1. Activity list2. Activity attributes
3. Activity resourcerequirements
4. Resource calendars
5. Project scopestatement
6. Enterprise
environmental factors7. Organizational
process assets
.1.
.2.
.3.
.4.
.5.
.6 .
.7.
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6.4 Estimate Activity Durations6-4
1. Expert judgment
2. Analogousestimating
3. Parametricestimating
4. Three-point
estimates5. Reserve analysis
.1.
.2.
.3.
.4
..5.
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Analogous Estimating
Actual duration of a
previous, similar activity
is basis for estimating the
future activity.
A form of expert
judgment.
Most reliable when:
Activities are really similar. Individuals preparing the
estimates have needed
expertise.
.
.
:
.
().
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Parametric Estimating Parametric estimating uses a
statistical relationshipbetween historical data andother variables to calculate anestimate for activityparameters, such as cost,budget and duration.
Activity durations can bequantitatively determined bymultiplying the quantity ofwork to be performed by laborhours per unit of work.
This technique can produce
higher levels of accuracydepending upon thesophistication and underlyingdata built into the model.
()
.
.
.
55
Th P i t E ti t
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Three-Point Estimates
This concept originatedwith the ProgramEvaluation and ReviewTechnique (PERT). PERTuses three estimates todefine an approximaterange for an activitysduration: Most likely . Optimistic . Pessimistic .
PERT analysis calculatedan expected activityduration using a weightedaverage of these threeestimates.
.(PERT)-(
.)PERT
.
.
.
.
PERT
.
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h ( b b l )
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Three-Point Estimates (Probabilistic Estimate)()
57
(ET) = OT + 4MT + PT
6
OT = Optimistic time PT = Pessimistic Time
MT = Most likely time ET = Estimated time
S.D. = Standard Deviation
S.D. = PT OT
6
Final Time Estimat (FTE) = ET + -/ S.D
h i i ( b bili i i )
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Three-Point Estimates (Probabilistic Estimate)()
58
(ET) = OT + 4MT + PT
6
OT = PT =
MT = ET =
S.D. =
S.D. = PT OT
6
= ) ET( +\-
Reserve Analysis
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Reserve Analysis
Also called time buffer,
reserve, or contingency.
Added by project team toan activity as a recognitionof project risk.
Either a percent ofestimated duration, or fixedduration.
Should be documented.
As more precise informationabout the project becomesavailable, the contingencyreserve may be
.
.
%,.
.
.
.
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6.4 Estimate Activity Durations6-4
1. Activity
duration
estimates .2. Project
documentupdates.
.
.
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6.5 Develop Schedule ( Planning )
5-6() Develop Schedule is
the process of analyzingactivity sequences,durations, resource
requirements, andschedule constraints tocreate the projectschedule.
Developing an
acceptable projectschedule is often aniterative process.
.
.
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6.5 Develop Schedule5-6
1. Activity list
2. Activity attributes
3. Project schedule network
diagrams
4. Activity resource requirements
5. Resource calendars
6. Activity duration estimates
7. Project scope statement8. Enterprise envi. factors
9. Organizational process assets
Inputs1. Schedule network analysis
2. Critical path method
3. Critical chain method
4. Resource leveling
5. What-if analysis
6. Applying leads and lags
7. Schedule compression
8. Scheduling tool
Tools & Techniques1. Project schedule
2. Schedule baseline
3. Schedule data
4. Project Document Updates
Outputs
Source: PMBOK Guide Fourth Edition, page 152
.1..2.
.3.
.4.
.5(. )
.6.
.7.
.8
.9
Inputs
.1.
.2.
.3.
.4.
.5.
.6.
.7.
.8.
Tools & Techniques.1
.
.2.
.3.
.4.
Outputs
Schedule Constraints
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Schedule Constraints()
Two categories ofconstraints aredirectly related to
scheduleddevelopment:
Imposed dates.
Key events andmajormilestones.
:
(. )
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6.5 Develop Schedule
6-5
1. Activity list2. Activity attributes3. Project schedule network
diagrams4. Activity resource
requirements5. Resource calendars6. Activity duration
estimates7. Project scope statement
8. Enterprise environmentalfactors9. Organizational process
assets
.1.
.2.
.3.
.4.
.5(. )
.6.
.7.
.8
.9.
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Calendars
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Calendars Project and
resource calendarsidentify when workis allowed.
Project calendarsaffect all resources.
Resource calendars
affect only thatresource or groupof resources.
(
. )
.
.
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6 5 D l S h d l
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6.5 Develop Schedule
6-5
1. Schedule networkanalysis
2. Critical path method
3. Critical chain method
4. Resource leveling5. What-if analysis
6. Applying leads andlags
7. Schedule compression8. Scheduling tool
.1.
.2.
.3.
.4.
.5.
.6.
.7.
.8.
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Schedule Network Analysis
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Schedule Network Analysis Schedule Network Analysis is a
technique that generates the
project schedule.
To calculate the early and late
start and finish dates for the
uncompleted portions of projectactivities.
It employs various analytical
techniques, such as:
Critical path method
Critical chain method
What-if analysis
Resource leveling
.
.
:
67
Critical Path Method
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Critical Path Method
The critical path method calculatesthe theoretical early start and finishdates, and late start and finish dateswithout regard for any resourcelimitations.
This is done by performing a forwardand backward pass analysis through
the schedule network. The resulting early and late start and
finish dates are notnecessarily the
project schedule; rather, they
indicate the time periods within
which the activity could be
scheduled, given activity durations,
logical relationships, leads, lags, and
other known constraints.
.
.
.
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Float
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Float()
Total Float: The amount oftime that an activity may be
delayed from its early start
without delaying the project
finish date. Free Float: The amount of
time that an activity can be
delayed without delaying
the early start of anyimmediately following
activities.
:
.:
().
69
Calculating Path and Float
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Calculating Path and FloatForward Pass: Early Start (ES) = Total of task
durations for all precedent(necessary) tasks
Early Finish (EF) = ES + Task
DurationBackward Pass:
Late Finish (LF) = Last day ofproject Duration of sequential(necessary) tasks to end ofproject
Late Start (LS) = LF TaskDuration
Float
= LF ES Task Duration
:(ES= )
(\)
.
(EF= )ES+ .(\: )
(EF= )
.
(LS= )(EF).
(F= )- ES LF
70
Task Coding Convention
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Task Coding Convention
Early Start = ES
=ES Early Finish= EF
=EF Late Start = LS
=LS Late Finish= LF
=LF
Duration = DU
=DU
71
A
EF
LS LF
ES
DU
1- Construct the Network Diagram
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72
1- Construct the Network Diagram
1
CB
A
FE
D
G
2- Apply the Task Duration
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73
2 Apply the Task Duration
2
C1
B3
A1
F6
E6
D3
G2
3- Calculate the Forward Pass
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74
3 Calculate the Forward Pass
3
C
54
1
B
41
3
A
10
1
F
137
6
E
71
6
D
107
3
G
1513
2
4- Calculate the Backward Pass
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75
4 Calculate the Backward Pass
4()
C
5
9 10
4
1
B
4
6 9
1
3
A
1
0 1
0
1
F
13
7 13
7
6
E
7
1 7
1
6
D
10
10 13
7
3
G
15
13 15
13
2
5- Calculate Floats
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76
5 Calculate Floats
5()
C
5
9 10
4
1
B
4
6 9
1
3
A
1
0 1
0
1
F
13
7 13
7
6
E
7
1 7
1
6
D
10
10 13
7
3
G
15
13 15
13
2
TF=5FF=0
TF=0
FF=0
TF=0
FF=0
TF=0
FF=0
TF=5FF=2
TF=3FF=3
TF=0
FF=0
6- Determine The Critical Path
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77
6 Determine The Critical Path
6
C
5
9 10
4
1
B
4
6 9
1
3
A
1
0 1
0
1
F
13
7 13
7
6
E
7
1 7
1
6
D
10
10 13
7
3
G
15
13 15
13
2
TF=5FF=0
TF=0
FF=0
TF=0
FF=0
TF=0
FF=0
TF=5FF=2
TF=3FF=3
TF=0
FF=0
Resource Leveling
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Resource Leveling
Resource Leveling is
necessary when resources areover-allocated such as whenthe resource is: Assigned to two or more
activities during the same time
period. Shared or critical required
resources are only available atcertain times.
Only available in limitedquantities.
Resource leveling can oftencause the original critical pathto change.
It mostly results in extendedschedule.
:
.
(. )
.
.
.
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Resource Leveling
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79
Resource Leveling
2
2
3 Days
2
2
4 Days
BeforeAfter
Resource Leveling
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80
Resource Leveling
2
2
3 Days
2
2
4 Days
What-If Scenario Analysis
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What If Scenario Analysis
Calculation of multiple project
durations with different sets of
activity assumptions.
What-if analysis using the logic
in the network diagram.
Monte Carlo Analysis:
The most common technique.
Distribution of probable results is
defined for each activity, then
used to determine the
distribution of probable resultsfor the total project.
Also used in Project Risk
Management.
.
.
:.
,.
.
81
Schedule Compression
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Schedule Compression
Fast tracking:A schedule
compression technique inwhich phases or activitiesnormally performed insequence are performed in
parallel.
Crashing: A schedulecompression technique inwhich cost and schedule
tradeoffs are analyzed todetermine how to obtainthe greatest amount ofcompression for the leastincremental cost.
(:)
.
:
.82
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6.5 Develop Schedule
6-5
1. Project schedule: Milestones charts Bar charts Project schedule
network diagrams
2. Schedule baseline3. Schedule data4. Project document
updates: Activity resource
requirements
Activity attributes Calendar Risk register
.1:(.)(
.).
.2.
.3.
.4:.
..
.
83
6.6 Control Schedule ( Controlling )
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6.6 Control Schedule ( Controlling )6-6()
Control Scheduleis the process of
monitoring the
status of theproject to update
project progress
and managechanges to the
schedule baseline.
.
84
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85
6.6 Control Schedule6-6
1. Project management plan
2. Project schedule
3. Work performance
information
4. Organizational process
assets
Inputs
1. Performance reviews
2. Variance analysis
3. PM software
4. Resource leveling
5. What-if analysis
6. Adjusting leads and lags
7. Schedule compression
8. Scheduling tool
Tools & Techniques
1. Work performance
measurements
2. Organizational process
assets updates
3. Change requests
4. PM plan updates
5. Project documents updates
Outputs
Source: PMBOK
Guide Fourth Edition, page 160
.1.
.2 .
.3.
.4.
Inputs
.1.
.2.
.3.
.4.
.5
.6.
.7.
.8.
Tools & Techniques
.1.
.2 .
.3.
.4.
.5.
Outputs
6.6 Control Schedule
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6.6 Control Schedule6-6
1. Projectmanagementplan
2. Project schedule3. Work
performance
information4. Organizationalprocess assets
.1.
.2
..3.
.4.
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6.6 Control Schedule6-6
1. Performance reviews2. Variance analysis
3. PM software
4. Resource leveling5. What-if analysis
6. Adjusting leads andlags
7. Schedule compression8. Scheduling tool
.1.
.2.
.3.
.4. .5
.6.
.7.
.8.
87
Performance Reviews
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Performance Reviews measure,compare, and analyze scheduleperformance such as actual startand finish dates, percentcomplete, and remainingduration for work in progress.
If earned value management(EVM) is utilized the schedulevariance (SV) and scheduleperformance index (SPI) are usedto assess the magnitude ofschedule variations.
An important part of schedulecontrol is to decide if theschedule variation requirescorrective action or not.
.
-EVM-(SV)
(SPI).
.
88
Variance Analysis
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y
Schedule performancemeasurements (SV, SPI) are
used to assess themagnitude of variation tothe original schedulebaseline.
The total float variance is
also an essential planningcomponent to evaluateproject time performance.
Important aspects schedulecontrol include determiningthe cause and degree ofvariance relative to the
schedule baseline anddeciding whether correctiveor preventive action isrequired.
((SPISV))
.
.
.
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6-6
1. Work performancemeasurements :
SV
SPI
2. Organizational process
assets updates : Causes of variances
Corrective action chosenand the reasons
Other types of lessonslearned from project
schedule control3. Change requests .
4. PM plan updates .
5. Project documentsupdates .
.1.SVSPI
.2..
.
.
.3.
.4.
.5.
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Questions?