Lecture 05 project_time_and_schedule_management

PROJECT MANAGEMENT, PMI APPROACH (PMP)
PROJECT TIME AND SCHEDULE MANAGEMENT
Sayed Ahmed
BSc. Eng. in CSc. & Eng. (BUET, Bangladesh)
MSc. in CSc. (University of Manitoba, Canada)
http://sayed.JustEtc.net
http://www.JustETC.net
sayed@justEtc.net,www.justEtc.net
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Just E.T.C for Business, Education, Technology, and Entertainment Solutions
Resources:
Book: PMP in Depth by Dr. Paul Sanghera
Book: The PMP Exam, How to Pass on Your First Try By Andy Crowe
Project Management Lessons in Undergraduate Study
Work Experience

REFERENCES & RESOURCES
 Book: PMP in Depth by Dr. Paul Sanghera
 Read on 2007
 Book: The PMP Exam, How to Pass on Your First Try by Andy Crowe
 Read on 2007
 A Project Management lessons in undergraduate study
 Articles from the Internet
 Work Experience
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LEARNING OBJECTIVES
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OUR SERVICES
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PROJECT TIME MANAGEMENT PROCESS
1. Define Activities Required
2. Sequence Activities
3. Estimate Resources for the Activities
4. Calculate Duration of the Activities
5. Develop Schedule
6. Control Schedule
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 Process: Define Activities Required
 List all the
 activities
 functionalities
 modules
 components
 That you want to develop
 When the project scope is defined
 use it to decompose the work into activity list
 Work breakdown structure
 will be useful at this stage
 List what modules, components the project will handle
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 List all the
 functionalities/activities that are required for each of the
modules/components
 For each activity
 define
 properties
 assumptions
 quality requirements
 and output requirements
 Input: Define Activities Required
 Project scope statement
 Work breakdown structure
 Output: Define Activities Required
 Project activities [activity list]
 Activity attributes
 milestone list
 requested changes
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 Tools
 Decomposition
 Decompose work into smaller activities.
 Project team or the functional manager
 may be of good use here
 Templates
 The Company may have them
 other project may have them
 and some standards like IEEE may define some templates
 Rolling Wave Planning
 Many later aspects of the project
 may not be understood
• at the beginning
 Hence, initially decompose as much as possible
 and later with the progress, improve the decomposition
 Expert Judgment
 Take help of other experts in the field
 Project team or the functional manager may be of good use here
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 Process: Sequence Activities
 Find the order/sequence of the activities
 Some activities may be dependent on the completion of
another activity – find them
 Some modules may be dependent on the completion of
another module – find them
 Sometimes, it may be the case
 some activities/modules are not strictly dependent on another
activity
 but may be preferable to start after another activity/module [Best
Practice]
 Find them
 In this step, you need to find the sequence
 and then create a project network diagram
 Note
 module refers to a complete unit/component
 where each module may have many activities 9

 Input
 Mostly from the first step
 Project scope statement
 Activity list
 Activity Attributes
 Milestone List
 Approved change requests
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 Tools
 Precedence Diagram Method (PDM)
 Activities are represented by the nodes
 where arrows represent the dependencies
 that exist between the activities
 Arrow Diagramming Method (ADM)
 Activities are represented using arrows
 where nodes represent the connection points
 We can create dummy activities
 with dotted arrows [not possible in PDM]
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 Tools
 Graphical Evaluative Review Technique (GERT):
 Like the PDM diagrams.
 Additionally, you can show dependencies among activities.
 Also, you can represent repeated processes.
 Network Templates:
 Sub networks of another project in the organization may be
useful.
 Dependency Determination:
 like mandatory dependencies [you can not break the
dependency]
 discretionary dependencies [best practices, the dependency is
not strict],
 and external dependencies [out of the scope of the project].
 Apply leads and lags: 12

 Output
 Project schedule network diagram
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 Process: Estimate Resources for the Activities
 3rd: Then you need to identify
 the resource requirements of each activity
 Process: Calculate Duration of the Activities
 4th: Estimate duration for each activity
 It may be
 experience based
 practical examples based
 another completed project based
 mathematical analysis based
 Process: Develop Schedule
 5th: Develop the schedule
 Project sequencing and time estimating will directly affect this
 Several projects may require the same resource
 Hence, the schedule should check when the resource is available
 and schedule accordingly
 Process: Control Schedule
 6th: Monitor how the schedule is performing 14

PROJECT SCHEDULE DEVELOPMENT
 In this phase, the following are determined
 Project duration
 Project finish date
 Schedules of the activities
 Input to the Phase
 Activity List
 Activity Attributes
 Project Schedule Network Diagrams
 Activity Duration
 Activity Resource Requirements
 Resource Calendars
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 Tools
 Critical Path Model (CPM)
 CPM is extensively used to determine the project duration
 CPM method also helps
 to identify how much individual activities can slip
 without affecting the total duration of the project
 Crashing and Fast tracking
 Crashing tries to add more resources into the project
 to ensure that the project will be finished on time or early.
 [Note: Fred's theory: adding resources to an already delayed project
will/may increase the delay]
 Fast tracking tries to run multiple activities in parallel
 to ensure that the project will be finished on time or early
 Resource Leveling
 Apply the resource availability [and quantity] to the project duration
 It may increase the project duration
 when sufficient resource [in quantity or at the right time] is not available. 16

 Critical Chain Method
 It is almost similar to the Critical Path Method
 Critical path method uses a concept called float
 CPM first calculates the total duration and then calculates float
 [HOW MUCH IT CAN SLIP] FOR EACH ACTIVITY
 CPM ensures that no activity exceeds its float
 In Critical Chain Method
 LATEST POSSIBLE START AND LATEST POSSIBLE FINISH DATES ARE DETERMINED FOR
EACH ACTIVITY
 AFTERWARDS, BUFFERS ARE ADDED BETWEEN ACTIVITIES
 THE GOAL IS NEVER TRY TO EXCEED THE BUFFER
 Company Calendar
 COMPANY CALENDARS MAY BE USED TO CHECK THE COMPANY HOLIDAYS, OR EVENTS
 that may affect the project duration/schedule
 Adjusting leads and lags
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STEPS IN CPM MODEL
 Using CPM Model [steps]
 1. CPM uses
 the arrow diagram method
 [activities and duration on arrows, nodes as connectors]
 to represent project activities and duration.
 2. After building the diagram
 find the critical path
 [the path that takes the longest time from start to finish
considering all alternatives]
 3. Calculate float
 how much an activity can slip without affecting the critical path.
 4. Calculate Early start
 The earliest date an activity can start considering the
dependencies
 5. Calculate Early finish
 Early start date + duration – 1
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STEPS IN CPM MODEL
 6. Calculate Late Start:
 What is the last date an activity can start considering the
dependencies
 7. Calculate Late Finish:
 Late start date + duration – 1
 8. Calculate Free Float:
 Amount of time an activity can be delayed without affecting the
dependent activities' early start date
 9. Calculate Negative Float:
 Occurs when an activity's start date occurs before a preceding
activity's finish date
 When you have calculated all the values
 the values will help greatly in the schedule control
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Lecture 05 project_time_and_schedule_management

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