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PROJECT MANAGEMENT 2011

PROJECT MANAGEMENT 2011. 1. Project Time Management . Project TIME Management. . Project Time Management Project Time Management Is the process required to ensure timely completion of a project. Achieving timely completion of a project, however, is by no means simple.

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PROJECT MANAGEMENT 2011

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  1. PROJECT MANAGEMENT2011 Chapter 4 Project Time Management 1

  2. Project Time Management

  3. Project TIME Management .Project Time Management Project Time Management Is the process required to ensure timely completion of a project. Achieving timely completion of a project, however, is by no means simple. There are six main processes involved in Project Time Management • Defining Activities • Sequence Activities • Estimating Activity Resources • Estimating Activity Durations • Developing the Schedules • Monitoring and Controlling the Schedules

  4. Project TIME Management .1.Defining Activities • ACTIVITY or TASK - is an element of work normally found on WBS that has an expected duration (Time to do it), a cost,and resource requirements. • The goal of defining activities is to ensure that the project team has complete understanding of all the work they must do as part of the Project Scope so they can start Scheduling the work • Activity List is a tabulation of activities to be included on a project schedule. The List should include The Activity Name, Activity Identification or Number, and a brief description. • The Attribute provides more schedule related information about each activity. Such as Predecessors Activities , Successors activities, their attributes , and a Milestone List.

  5. Project TIME Management 1. Defining Activities (Continued) • A Milestone on a project is a significant event that normally has no duration. • It often takes several activities and a lot of work to complete a Milestone, but the Milestone itself is like a marker to help identifying necessary activities . • Milestones are also useful tools for setting schedule goals and monitoring progress. • Not every deliverable or output created for a project is really a milestone. Milestones are the most important and visible ones. • The main output of Defining Activities process: • An Activity List, • Activity Attributes • Milestone List

  6. Project TIME Management 2. Sequencing Activities • After defining the Project Activities the next step in Project Time Management is sequencing the activities or determining their dependencies. It involves evaluating the reasons for dependencies and the different types of dependencies. • A Dependency or Relationship refers to the sequencing of project activities or tasks. For example: Does a certain Activity have to be finished before another one can start? Can the project team do several activities in parallel? Can some activities overlap? • Determining these dependencies between activities has a significant impact on developing and managing a Project Schedule.

  7. Project TIME Management 2. Sequencing Activities(Continued) There are three basic reasons for creating dependencies among project activities . • Mandatory Dependencies - are inherent in the nature of work being performed. For example: You can not test the program code until the code is written. • Discretionary Dependencies - These dependencies are defined by the Project Team. For example: Project team may follow good practice and not start the Detailed Design of a new system until the users sign off on all of the Analysis work. • External Dependencies - Involve dependencies between project and non-project activities. For example: The installation of a new Operating System and other Software may depend on delivery of new hardware from an external supplier.

  8. Project TIME Management 2. Sequencing Activities(Continued) • After determining the reasons for a dependency between activities (i.e. Mandatory, Discretionary, External) you must determine the type of dependency. • The four types of Dependencies are: • Finish-to-Start Dependency (FS) • Start-to-Start (SS) • Finish-to-Finish (FF) • Start-to-Finish (SF)

  9. Project TIME Management The four types of Dependencies • Finish-to-Start Dependency (FS) A relationship where the `From Activity` or Predecessor must finish before the `TO Activity` or Successor can start. Finish to start is the most common type of relationship, or dependency and Activity On Arrow Network Diagram (AOA) use only Finish-to-Start dependency. Task (B) cannot start unt6il Task (A) finishes A B

  10. Project TIME Management The four types of Dependencies • Start-to-Start Dependency (SS) A relationship where the `From Activity` or predecessor cannot start until the `TO Activity` or Successor is start. ( i.e Project Activities starting Simultaneously) Task (B) cannot start until Task (A) Starts A B

  11. Project TIME Management • Finish-to-Finish Dependency (SS) From Activity must be finished before the To Activity can be finished. One task cannot be finished before the other task. • Task (B) cannot finish until Task (A) Finishes A B

  12. Project TIME Management • Start-to-Finish Dependency (SS) From Activity must be Started before the To Activity can be finished. This type of relationship is rarely used.(e.g The manufacturing company must stock row materials just in time for the manufacturing process to begin. A delay in the manufacturing process starting should delay completion of stocking the raw materials. • Task (B) cannot finish until Task (A) starts . A B

  13. Project TIME Management 2. Sequencing Activities (Continued) • It is important that Project Stakeholders work together to define the Activity Dependencies that exist on the project. • If you do not define the Sequence of activity, you cannot use some of the most powerful schedule tools available to project managers. Such as Network Diagrams and the Critical Path Analysis. The main outputs of Sequencing Activities include: • Project Schedule Network Diagrams • Project Document updates.

  14. Project TIME Management 2. Sequencing Activities (Continued) • Network Diagrams A Network Diagram is a schematic display of the logical relationships among, or sequencing of, project activities. Network Diagram is also known as Project Schedule Network Diagrams or PERT Chart

  15. Project TIME Management Network Diagram Note: A=1 means Activity A has a Duration of 1 day. The Format of this Network Diagram uses the Activity-On-Arrow (AOA) D=4 2 5 A=1 H=6 E= 5 1 F= 4 B=2 3 7 J= 3 8 C=3 I= 2 4 6

  16. Project TIME Management Network Diagram • Activity-On-Arrow approach (AOA) is also known as Arrow Diagramming Method (ADM). • Activity-On-Arrow is a Network Diagramming technique where Activities are represented by arrows and connected at points called NODES to illustrate the Sequence of Activities • Node – is simply the `starting` and `ending` point of an activity. The first Node signifies the Start of a project and the last Node signifies the Ending Node of a Project. • Burst – Occurs when two or more activities follow a single node. • Merge – Occur when two or more nodes precede a single node.

  17. Project TIME Management Network Diagram Basic Rules about Network Diagram • All arrowheads should face toward the right, and no arrows should cross on an AOA Network Diagram. • Every activity on the Network Diagram must be completed in order for the project to finish. • Not Every single item on the WBS needs to be on the Network Diagram. Only activities with dependencies need to be shown on the Network Diagram. • For projects with hundreds of Activities, it might be simpler to include only activities with dependencies on a network Diagram , especially on large projects • Sometimes it is enough to put Summary Tasks on a network diagram or to break down the project into several smaller Network Diagrams

  18. Project TIME Management Network Diagram • Even though AOA or Arrow Diagramming Method (ADM) is easy to understand and create, a different method is more commonly used which is called Precedence Diagramming Method (PDM). • In PDM boxes represent activities . It is particularly useful for visualizing certain types of time relationships. • The Precedence Diagram is used more often than AOA Diagram and offers a number of advantages over the AOA diagramming technique • Most Project Management Software uses precedence diagramming method • The precedence diagramming method avoids the need to use Dummy Activities. (Dummy Activities have no duration and no resources but are occasionally needed on AOA diagram to show logical relationship between activities. They are represented with Dashed Arrow lines and have zero duration estimate.) c)Shows different dependencies among tasks, where AOA diagram use only Finish-to-Start dependencies.

  19. Project TIME Management Precedence Diagramming Method(PDM Network) A Start 8/1/11 ID: 1 Finish 8/1/11 Dur : 1 Day Res D Start 8/2/11 ID: 4 Finish 8/7/11 Dur: 4 days Res H Start 8/10/11 ID: 8 Finish 8/17/11 Dur: 6 Days Res B Start 8/1/11 ID: 2 Finish 8/2/11 Dur: 2 Days Res E Start 8/3/11 ID: 5 Finish 8/9/11 Dur: 5 Days Res I Start 8/20/11 ID: 9 Finish 8/22/11 Dur: 3 Days Res F Start 8/3/11 ID: 6 Finish 8/8//11 Dur: 4 Days Res C Start 8/1/11 ID: 3 Finish 8/3/11 Dur: 3 Days Res G Start 8/6/11 ID: 7 Finish 8/13/11 Dur: 6 Days Res J Start 8/14/11 ID: 10 Finish 8/15/11 Dur: 2 Days Res

  20. Project TIME Management 3. Estimating Activity Resources • Before you can estimate the duration for each activity, you must have a good idea of the quantity and type of resources (I,e, People, equipment, and materials) that will be assigned to each activity. • Also, the nature of the Project and the organization will affect resource estimating. Expert Judgment, analysis of alternatives, estimating data archive and Project Management software are tools available to assist in resource estimating. • It is important that the people who help determine what resources are necessary, are people who have experience and expertise in similar projects and with the organization performing the project.

  21. Project TIME Management 3. Estimating Activity Resources(Continued) Important questions to answer in Activity Resource Estimating include: • How difficult will it be to do specific activities on this project? • Is there anything unique in the Scope statement that will affect resources? • What is the organization`s history in doing similar activities? - Has the organization done similar work? - What level of personnel did the work? • Does the organization have people, equipment, and materials that are capable and available for performing the work? • Are there organizational policies that might affect the availability of resources? • Does the organization need to acquire more resources to accomplish the work? • Would it make sense to outsource some of the work? • Will outsourcing increase or decrease the amount of resources needed and when they`ll be available?

  22. Project TIME Management 3. Estimating Activity Resources (Continued) Main outputs of this process are: • Activity Resource Requirements • Resource Breakdown Structure • Project Documents Update --------------------------------------------------------------------------------------------------------- A Resource Breakdown structure is a hierarchical structure that identifies the project`s resources by category and type.

  23. Project TIME Management 4. ESTIMATING ACTIVITY DURATION After working with key stakeholders to define activities, determine their dependencies, and estimate their resource requirements, the next process in project Management is to Estimate the Duration of Activities. • Duration includes the actual amount of time worked on an activity plus elapsed time.. For example: It might take 5 workdays to do the actual work , but the duration estimate might be two weeks to allow extra time needed to obtain outside information. • The Resource assigned to a task will also affect the duration estimate. • Do not confuse Duration with the Effort.

  24. Project TIME Management 4. ESTIMATING ACTIVITY DURATION(Continued) • Effort is the number of workdays or work hours required to complete a task. • A duration estimate of one day could be based on 8 hours of work or 80 hours of work. Duration relates to time estimate, not the effort estimate. • Of course the Duration Estimate and the Effort Estimate are related., so project team members must document their Assumptions when creating duration estimates and update the estimates as the project progresses. • The people who will actually do the work, in particular, should have a lot of say in these duration estimates; Since they are the ones whose performance will be evaluated on meeting them.

  25. Project TIME Management 4. ESTIMATING ACTIVITY DURATION(Continued) • It is also helpful to review similar projects and seek the advice of experts in estimating Activity Duration. • If Scope changes occur on the project, the Duration estimates should be updated to reflect those changes. There are several Inputs to Duration Estimation • The Activity List • Activity Attributes • Activity Resource Requirements • Resource Calendars • Project Scope Statement • Enterprise Environmental factors • Organizational Process Assets

  26. Project TIME Management 4. ESTIMATING ACTIVITY DURATION(Continued) • As well as reviewing the past projects information (if available), the project team should also review the accuracy of the duration estimates thus far on the project. For example: If the team find that all of their estimates have been much too long or short, they should update the estimates to reflect what they have learned. • One of the most important consideration in making activity duration estimates is the availability of resources, especially human resources. • What specific skills do people need to do the work? • What are the skill levels of the people assigned to the project? • How many people are expected to be available to work on the project at any time?

  27. Project TIME Management 4. ESTIMATING ACTIVITY DURATION (Continued) The main outputs this process: • Activity Duration Estimates • Project Document Updates • Duration estimations are often provided as discrete number, such as 4 Weeks or as a range. Such as 3 – 5 Weeks or as Three-Point-Estimate.

  28. Project TIME Management Three-Point-Estimation The Three-Point Estimation Technique is also known as `Expected Value Estimation or Expected Duration Estimation (ED) technique. • This technique is based on the following consideration: • Optimistic Estimation (Is based on the Best case of scenario) • Pessimistic Estimation (Is based on the Worst case of scenario) • Most Likely Estimation ( Is based on the expected Scenario) EV = [Opt value + (4 * Most Likely) + Pess value] / 6 For Example: 3 weeks for Optimistic, estimate 4 weeks for Most Likely, and 5 weeks for Pessimistic estimate. • A Three-Point Estimation is required for performing PERT Estimates. ED = [Opt value + (4 * Most Likely) + Pess value] / 6

  29. Project TIME Management 5. Developing The Schedule Schedule Development uses the results of all the preceding Project b Time Management processes to determine the Start and the End Dates of the Project. • There are several iteration of all the Project Time Management processes before a Project Schedule is finalized • The ultimate goal of developing the Project Schedule is to create a realistic Project Schedule that provides a basis for monitoring Project Progress for the time dimension of the project.

  30. Project TIME Management 5. Developing The Schedule(Continued) Several tools and techniques are available to assist in Project Schedule development: • Gantt Chart (Common tool displaying Project Schedule information) • Critical Path Analysis (Is an important tool for developing and controlling the Project Schedules) • Critical Chain Scheduling (Is a technique that focuses on limited resources when creating a Project Schedule) • PERT Analysis (Is a means for considering Schedule Risk on Projects)

  31. Project TIME Management Gantt Charts A standard format for displaying Project Schedule Information by listing Project activities or Project tasks and their corresponding start and finish dates in a calendar format. Gantt Chart is sometimes referred to as `Bar Chart` since the Activities` Start and End Dates are shown as horizontal bars. • The activities on the Gantt Chart should coincide with the activities on the WBS, which should coincide with the Activity List and Milestones List. • The Software-based Gantt Charts contain Milestones, Summary tasks, Individual Task Durations, and Task Dependencies (as arrows).

  32. Project scope Management Gantt Chart WBS Tasks Schedules

  33. Project TIME Management Gantt Charts(Continued) • Milestones can be particularly important part of Schedules, especially for large projects.. Many people like to focus on meeting Milestones, so you can create milestones to emphasize important events or accomplishments on projects. • Normally Milestones are created as a task on Gannt Chart with zero duration and displayed with symbol. • To make Milestones meaningful some people the SMART Criteria to help define them. Smart Criteria are guidelines suggesting that milestones should be: • Specific • Measurable • Assignable • Realistic • Time-framed

  34. Project TIME Management Gantt Charts(Continued) • A special form of the Gantt Chart, called Tracking Gantt Chart, can also be used to evaluate progress on a project by showing `Actual` schedule information. • Tracking Gant Chart compares `Planned` and Actual` Project Schedule info.. • The Planned activities are called the `Baseline Dates` and the entire approved Planned Schedules is called the Schedule Baseline. • A Tracking Gantt Chart is based on the percentage (%) of work completed for project tasks or Actual Start and Finish Dates. • Tracking Gantt Chart allows the Project Manager to monitor schedules progress on individual tasks and the whole project

  35. Project TIME Management Gantt Charts(Continued) Advantages of using Gantt Chart • Gantt Chart provides a standard format for displaying Planned and Actual Schedule information. • Gantt Chart is easy to crate and understand Disadvantages of Gantt Chart • Gantt Chart do not usually show Dependencies between project tasks. However, Project Management Software like Ms-Project displays the task dependencies (although not same as Network chart), providing that Project tasks are linked .

  36. Project TIME Management Critical Path Method (CPM) • Critical Path Method also called Critical Path Analysis, is a Network Diagramming technique used to predict total Project Duration. • A Critical Path for a project is the series of activities that determine the `Earliest Time` by which the project can be completed. • Critical Path is the longest path through the network diagram and has the least amount of Slack or Float. • Slack or Float is the amount of time an activity may be delayed without delaying succeeding activity or the Project Finish date.

  37. Project TIME Management Critical Path Method (Continued) • There are normally several tasks done in parallel on projects, and more projects have multiple paths through a Network Diagram. • The longest path or path containing the Critical tasks is what is driving the completion date for the project. Calculating the Critical Path • To find the Critical Path for a project, a good network diagram must be created, and the duration of each activity is estimated in order to determine the Critical Path. • Calculating the critical path involves adding the expected durations for all activities on each path through the Network diagram. The longest path is the Critical Path. • .

  38. Project TIME Management CRITICAL PATH CALCULATION Path 1: (A-D-H-J) Length=1+4+6+3= 14 Days Path 2: (B-E-H-J) Length=2+5+6+3= 16 Days Path 3: ((B-F-J)Length=2+4+3= 9 Days Path 4: (C-G-I-J) Length=3+6+2+3= 14 Days Critical Path is the longest path, which is Path 2. D=4 2 5 A=1 H=6 E= 5 1 F= 4 B=2 3 7 J= 3 8 C=3 I= 2 4 6 G =6

  39. Project TIME Management Critical Path (Continued) • If one or more of the Activities on the Critical path takes longer than planned, the whole project schedule will slip unless the project manager takes corrective action. • People are often confused about what the critical path is for a project or whatit really means. • Some people think the Critical path includes the most critical activities. However, the critical path is concerned only with the time dimension of a project.

  40. Project TIME Management Critical Path (Continued) • There can be more than one Critical path on a project. In that event Project Manager should closely monitor performance of activities on each critical paths. • (For example if Activity (I) duration on Path 4 changed to 4 days the path length will be =(3+6+4+3) 16 Days, same as Path 1. • The Critical path on a Project can change as the project progresses. • e.g. Suppose that Tasks A, B,C.D.E.F and G all started and completed as planned. Then suppose Activity (I) run into problem and took it more than 5 days to complete it will cause Path 4 – (C,G,I,J ) to be longer than the other paths, assuming the other paths progress as planned. This change would cause Path 4 to be the new Critical path with the lengthy of 17 days.

  41. Project TIME Management Using Critical Path Analysis to Make Schedule • It is common for stakeholders to want to shorten a Project Schedule estimate • Project team may have done their best to develop a project schedule by defining activities, determining sequencing, and estimating resources and durations for each task. • The result of this work may have shown that the team needs ten months to complete the project. • The Project Sponsor might ask if the project can be done in eight months, • .By knowing the Critical Path, the Project Manager and his team can use several Duration Compression Techniques to shorten the Project Schedules.

  42. Project TIME Management Duration Compression Techniques • There are three must widely use Duration Compression Techniques • Reduce the Duration of activities on Critical path • Crashing technique • Fast Tracking technique • Critical Chain Scheduling Technique • Reduce the Duration of activities on Critical Path • The Project Manager can shorten the duration of critical path activities by allocating more resources to those activities or by changing the scope of the activities. • .

  43. PROJECT PLANNING TABLE

  44. PERT CHART

  45. Project TIME Management 6. Monitoring and Controlling the Schedule • The final process in Time Management is Controlling the Schedule. • Like Scope control, Schedule control is a portion of integrated change control process under Project Integration Management. • The goal of Schedule Control is to: • Know the status of the schedule, • Influence the factors that cause Schedule changes , • Determine that the Schedule has changed, • Manage changes when they occur .

  46. Project TIME Management 6. Monitoring and Controlling the Schedule • The final process in Time Management is Controlling the Schedule. • Like Scope control, Schedule control is a portion of integrated change control process under Project Integration Management. • The goal of Schedule Control is to: • Know the status of the schedule, • Influence the factors that cause Schedule changes , • Determine that the Schedule has changed, • Manage changes when they occur .

  47. Project TIME Management 6. Monitoring and Controlling the Schedule(Continued) The main inputs to Schedule Control are: • Project Management Plan • Project Schedule • Work Performance data • Organizational Process Assets The main outputs of Schedule Control include • Work Performance Measurements • Organizational Process Assets updates (e.g. Lessons learned report etc) • Change Requests • Project Management Plan and Project Document Updates .

  48. Project TIME Management 6. Monitoring and Controlling the Schedule(Continued) Some of the tools and Techniques used for Schedule Control are: • Progress Reports • Schedule Change Control System • Scheduling Tool and/or Project Management Software • Schedule comparison Bar Charts. Such as Tracking Gantt Chart • Variance Analysis such as analyzing Float or slack • What-if Scenario Analysis (Done manually or using software like excel) • Adjusting leads and lags • Schedule comparison such as Crashing and Fast Tracking techniques • Performance measurement, such as Earned Value Analysis (EVA) • Resource Leveling .

  49. Project TIME Management 6. Monitoring and Controlling the Schedule(Continued) There are many issues involved in controlling changes to project Schedules. • It is important first to ensure that the Project Schedule is realistic. Since many projects have very unrealistic Schedule expectations. • It is also important to use discipline and leadership to emphasize the importance of following the meeting project schedules. • Project Managers must handle several people-related issues to keep projects on track despite the availability of various tools and techniques for developing and managing project schedules. • Most projects fail because of people issue, not from failure to draw a good PERT chart !!! Therefore, Project Managers must use several soft skills besides the tools to control Schedule changes .

  50. Project TIME Management 6. Monitoring and Controlling the Schedule(Continued) Reality Checks on Scheduling and the Need for Discipline One of the first reality check a Project Manager should make is to review the draft schedule usually included in the Project Charter. • Although this draft Schedule might only include a project start and end date, the charter sets some initial schedule expectations for the project. • Project Manager and his team must prepare a more detailed Schedule next and get Stakeholders approval. • To establish the Schedule , it is critical to get involvement and commitment from the Project team members, top management, Customer and other key stakeholders. .

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