POST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY B U D I L U H U R U N I V E R S I T Y POST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY IT PROJECT MANAGEMENT

PROJECT TIME MANAGEMENT

Project Time Management Processes Project time management involves the processes required to ensure timely completion of a project. Processes include: Define activity Sequence activity Estimate activity resources Estimate activity durations Develop schedule Control schedule

Define Activity Identifying the specific schedule activities that need to be performed to produce the various project deliverables Project work packages are planned into smaller components (decomposed) called schedule activities to provide a basis for estimating, scheduling, executing, and monitoring and controlling the project.

Define Activities INPUT OUTPUT Scope baseline Enterprise environmental factors Organizational process assets Activity list Activity attributes Milestone list TOOLS & TECHNIQUES Decomposition Rolling wave planning Templates Expert judgment

Activity Definition Input (1) Scope baseline Project deliverables, constraints & assumptions documented in the scope statement Enterprise environmental factors Availability of project IS Scheduling S/W tools, etc Organizational process assets Activity planning-related policies, procedures, guidelines that are considered in developing activity definitions

Define Activity Outputs Activity list Comprehensive list of schedule activities Activity attributes 1 Identifier 6 Logical relationship 2 Codes 7 Leads and lags 3 Description 8 Resource requirement 4 Predecessor 9 Imposed dates 5 Successor 10 Constraints & assumptions Milestone list Component of the PM plan Indicates whether mandatory or optional milestone

Define Activities Tools & Techniques Decomposition Subdividing the project work packages into smaller more manageable components called schedule activities Rolling wave planning A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS Templates Expert judgment

Sequence Activities Identifying and documenting dependencies among schedule activities

Sequence Activities INPUT OUTPUT Activity list Activity attributes Milestone list Project scope statement Organizational process assets Project schedule network diagram Project document updates TOOLS & TECHNIQUES Precedence diagramming method (PDM) Dependency determination Applying leads and lags Schedule network templates

Sequence Activities Tools & Techniques Precedence Diagramming Method Activities are represented by boxes Arrows show relationships between activities More popular than ADM method and used by project management software Better at showing different types of dependencies

Sequence Activities Tools & Techniques Determine dependencies between tasks FS: Finish-to-start A B B cannot start until A finishes SS: Start-to-start B cannot start until A starts A B FF: Finish-to-finish A B cannot finish until A finishes B SS: Start-to-finish A B cannot finish until A starts B

Sequence Activities Tools & Techniques

Sequence Activities Tools & Techniques Dependency determination Mandatory dependencies (inherent in the nature of the work being done) Discretionary dependency (prefer logic / preferential logic / soft logic) External dependency (the project activities are dependent on non-project activities Applying leads & lags A lead allows an acceleration of the successor activity A lag directs a delay in the successor activity

Schedule network templates Templates for the entire project Templates for sub network (fragment network)

Estimate Activity Resources Estimating the type and quantities of resources required to perform each schedule activity Inputs Outputs Activity lists Activity attributes Resource availability Enterprise environmental factors Organizational process assets Activity resource requirements Resource breakdown structure Project document updates

Estimate Activity Resources Output Activity resource requirements Identification and description of the types and quantities of resources required of each schedule activity in a work package Resource breakdown structure A hierarchical structure of the identified resources by resource category and resource type Project documents updates

Estimate Activity Resources Tools & Techniques Expert judgments Alternatives analysis Many schedule activities have alternative methods of accomplishment Published estimating data Production rates, unit cost of resources, etc Project management software Bottom-up estimating Decompose the schedule activities into more details; estimate the resource needed to complete each detailed piece of work. Aggregate bottom-up wise

Estimate Activity Duration Estimating the number of work periods that will be needed to complete individual schedule activities Inputs Outputs Enterprise environmental factors Organizational process assets Project scope statements Activity lists Activity attributes Activity resource requirements Resource calendars Project management plan: Risk register Activity cost estimate Activity duration estimates

Estimate Activity Duration Tools & Techniques Expert judgment Analogous estimating Using actual previous data and expert judgment Parametric estimation Duration = Quantity of work to be performed x productivity rate

Estimate Activity Duration Tools & Techniques Three-Points estimates Most likely (M) Optimistic (O) Pessimistic (P) Formula in CPM: Duration = ( O + 4M + P)/6 Reserve analysis

Develop Schedule Analyzing : activity sequences, activity durations, activity resources requirements, schedule constraints to create the project schedule

Develop Schedule Inputs Outputs Organizational process assets Project scope statements Activity lists Activity attributes Project schedule network diagram Activity resource requirements Resource calendars Activity duration estimates Project management plan: Risk register Project schedule Schedule model data Schedule baseline Resource requirements (updates) Activity attributes (updates) Project calendars (updates) Requested changes Project management plan (updates) Schedule management plan (updates)

Develop Schedule Output Project schedule Often presented graphically, Project schedule network diagram Bar charts & Milestone chart Schedule baseline Project schedule, with additional information Baseline start date Baseline finish date

Develop Schedule Output Schedule data Supporting data for the project schedule: Schedule milestones Schedule activities Activity attributes Assumption & constraints Resource requirements by time period Alternative schedule (best case, worst case) Schedule contingency reserves

Develop Schedule Tools & Techniques Schedule network analysis Critical path method Critical chain method Resource leveling What-if scenario analysis Applying leads and lags Schedule compression Scheduling model

Develop Schedule Tools & Techniques Schedule Network Analysis Employs a schedule model and various analytical techniques: CPM (critical path method) Critical chain method What-if analysis Resource leveling to calculate: Early start (ES) & late start (LS) dates Early finish (EF) & late finish (LF) dates

Develop Schedule Tools & Techniques Critical Path Method (CPM) A project network analysis technique used to predict total project duration A critical path for a project is the series of activities that determines the earliest time by which the project can be completed The critical path is the longest path through the network diagram and has the least amount of slack or float

Develop Schedule Tools & Techniques Finding the Critical Path Develop a good project network diagram Add the durations for all activities on each path through the project network diagram The longest path is the critical path

Develop Schedule Tools & Techniques Schedule compression Shorten the project schedule without changing the project scope to meet the schedule constraints, imposed dates, or other schedule objectives Techniques: Crashing: Cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost Fast tracking: Phases of activities that normally would be done in sequence are performed in paralel

Develop Schedule Tools & Techniques Source: Schwalbe, ITPM, 3rd ed

Develop Schedule Tools & Techniques Buffers and Critical Chain A buffer is additional time to complete a task Murphy’s Law states that if something can go wrong, it will, and Parkinson’s Law states that work expands to fill the time allowed. In traditional estimates, people often add a buffer and use it if it’s needed or not Critical chain schedule removes buffers from individual tasks and instead creates A project buffer, which is additional time added before the project’s due date Feeding buffers, which are addition time added before tasks on the critical path

Source: Schwalbe, ITPM, 3rd ed

Develop Schedule Tools & Techniques Program Evaluation and Review Technique (PERT) A network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates Uses probabilistic time estimates based on using : optimistic (O), most likely (M), pessimistic (P) estimates of activity durations PERT weighted average formula: O + 4 M + P 6

Control Schedule Inputs Outputs Controlling changes to the project schedule Inputs Outputs Schedule management plan Schedule baseline Performance reports Approved change requests Work performance measurements Organizational process assets updates Change requests Project mgmt plan updates Project managements updates

Control Schedule Input Schedule management plan Establishes how the project schedule will be manage and control Component of the project management plan Schedule baseline Latest, approved schedule Performance reports Provide information on schedule performance Alert to issues that may cause schedule performance problems in the future Approved change requests

Control Schedule Output Work Performance Measurements SV (schedule variance) SPI (schedule performance index) Organizational Process Assets Updates Lesson learned documentation (cause of variance, the reasoning behind the corrective actions chosen)

Control Schedule Output Change Requests Processed for review and disposition through the integrated change control process Project Management Plan Updates Schedule baseline updates Schedule management plan updates Project Documents Updates Schedule data Project schedule

Control Schedule Tools & Techniques Performance reviews Variance analysis Project management software Resource levelling What-if scenario analysis Adjusting leads and lags Schedule compression Scheduling tool

Control Schedule Tools & Techniques Project management software Provides the ability To track planned dates vs actual dates To forecast the effects of project schedule changes

Control Schedule Tools & Techniques Variance analysis Schedule control Schedule comparison bar chart Displays current status bar & approved project schedule baseline

POST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY B U D I L U H U R U N I V E R S I T Y POST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY IS PROJECT MANAGEMENT