1. PROJECT TIME MANAGEMENT
Ir. AGUNG NUGROHO, M.Kom
Teknik Elektro FT UNDIP

2. Progressive Elaboration
OVERVIEW
What is A Project?
A temporary endeavor undertaken to create a unique product, service, or result
(PMBOK, Third Edition)
Temporary
Progressive Elaboration
Unique Deliverable

3. NON-PHYSICAL (INVISIBLE)
OVERVIEW
Four Basic Type of Project
Project
Work
Product
CRAFT
INTELECT
PHYSICAL (VISIBLE)
Physical-Craft
Physical-Intellect
NON-PHYSICAL (INVISIBLE)
Non Physical -Craft
Non Physical - Intellect

4. OVERVIEW Project Management Process Third Edition 2000 Edition
Project Management Process menurut Guide
Third Edition
Project Management Process menurut Guide
2000 Edition

5. OVERVIEW Project Management Knowledge Area
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Management
Project Communication Management
Project Procurement Management
Project Risk Management

6. OVERVIEW How to Achieve Project Success?
By balancing stakeholders’ competing demands for :
Cost
Time
Scope
Quality

7. PROJECT TIME MANAGEMENT
Process required to accomplish timely completion of the project
Activity Definition
Activity Sequencing
Activity Resources Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

8. PROJECT TIME MANAGEMENT
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
6. Schedule Control

9. PROCESS FLOW DIAGRAM

10. 1. ACTIVITY DEFINITION
The process of identifying the specific schedule activities that need to be performed to produce the various deliverables

11. ACTIVITY DEFINITION : TOOLS & TECHNIQUE
Defining the schedule activities involves identifying and documenting the work that is planned to be performed
Decomposition  WBS
Templates
Rolling Wave Planning (Progressive Elaboration Planning where the work to be accomplished in the near term is planned in detail at a low level of WBS, the work far in the future is planned for WBS components that are at relatively high level of the WBS)
Expert Judgment
Planning Component

12. 2. ACTIVITY SEQUENCING
Identifying and documenting the logical relationships among schedule activities.

13. ACTIVITY SEQUENCING
Identifying and documenting interactivity dependencies
Activities must be sequenced accurately in order to support later development of a realistic and achievable schedule
can be performed with the aid of a computer or with manual techniques

14. TYPES OF SEQUENCES
FINISH TO START (FS) : the initiation of successor depends upon the completion of the predecessor
START TO START (SS) : the initiation of successor depends upon the initiation of the predecessor
FINISH TO FINISH (FF) : the completion of successor depends upon the completion of the predecessor
START TO FINISH (SF) : the completion of successor depends upon the initiation of the predecessor
Activity A
Activity B
Activity A
Activity B
Activity A
Activity B
Activity A
Activity B

15. TYPES OF DEPENDENCIES
Mandatory Dependencies (Hard Logic). Inherent in the nature of the work being done. (eq. You must design before you can construct)
Discretionary Dependencies (Preferred, Preferential or Soft Logic). Based on experience, desire or preference.
External Dependencies. Based on the needs or desires of party outside the project. (eq. Government or suppliers)

16. LAGS AND LEADS Inserted waiting time between task
For example: You must wait three days after pouring concrete before you can construct the frame for a house
Relationship : FS + 3: 3 days of Lag
LEADS
Designated number of time of periods subtracted from start or finish the activity.
For example: Activity B start 2 days before the activity A Complete
Relationship : FS-2 : 2 days of lead

17. Arrow Diagramming Method (ADM) or Activity On Arrow (AOA) (1/2)
Draft Drawing
A30
20 days
Initial Design
A10
A20
A50
Final Design
A60
10 days
10 days
Run Simulation
A40
15 days
Only Finish to Start relationship between task
May use dummies activity as inserted simply to show dependencies between tasks. They do not require work or take time

18. Arrow Diagramming Method (ADM) or Activity On Arrow (AOA) (2/2)

19. Precedence Diagramming Method (PDM) or Activity On Node (AON) (1/2)LS LF LS LF
Activity Name
Duration
Activity Name
Duration ES EF ES EF
A120 Draft Drawing
20 days
A110 Initial Design
10 days
A140 Final Design
10 days
Notes:
LS : Latest Start
LF : Latest Finish
ES : Early Start
EF : Early Finish
A130 Run Simulation
15 days

20. Precedence Diagramming Method (PDM) or Activity On Node (AON) (2/2)

21. 3. ACTIVITY RESOURCES ESTIMATING
Determining what resources (manpower, equipment, material) and what quantity of each resource will be used, when each resource will be available

22. RESOURCES REQUIREMENT
What type of resources and in what quantities
Those obtain from staff acquisition and procurement.
Involves:
Manpower
Direct or indirect
Internal or outsource
Material
Direct: hardware or software
Indirect: consumables, supplies
Subcontract
Information

23. RESOURCES ESTIMATING What resources, what quantities, and when needed
Resources : People, Equipment, Materials
Involves:
Review WBS
Identify available
Review historical information
Review organizational policies
Quantity resources requirement by task
Develop plan what type of resources are needed, what numbers, when

24. 4. ACTIVITY DURATION ESTIMATING
Estimating schedule activity duration uses information on schedule activity scope of work, required resource type, estimated resource quantities, and resource calendars with resource availabilities.

25. ACTIVITY DURATION ESTIMATING
Estimating the number of work periods that will be needed to complete individual schedule activities.
Inputs
Resources Requirement
-Number of resources that will be assigned
-Sometimes, too many resources will reduce productivity
Resources Capabilities
-Level of skill, knowledge and experience (seniority)
Etc

26. ACTIVITY DURATION ESTIMATING : TOOLS & TECHNIQUE
Expert Judgment. Used when duration difficult to estimate because of number of factor (resource level, productivity)
Analogues Estimating. Using the actual duration of previous activity that has similarity (top down)
Parametric Estimating. Uses a statistical relationship between historical data and other variables. (e.q: Square footage in construction, lines of code in software development) to calculate an estimate for activity.
Three Point Estimates. Uses three cost or duration estimates to represent the optimistic, most likely, and pessimistic scenarios. This technique is applied to improve the accuracy of the estimates of cost or duration when the underlying activity or cost component is uncertain. Average = (Optimistic + Most likely + Pessimistic) / 3
Reserve Analysis. The contingency reserve can be a percentage of the estimate activity duration, a fix number of work periods, or developed by quantitative schedule risk analysis.

27. RESOURCES CALENDARS Identify periods when work is allowed
Project calendars affect all resources
Define time units, length of work week, non working period:
Day (s) of the week
Hours of the day
Holidays or non-working period
All activities must be assigned a calendar

28. 5. SCHEDULE DEVELOPMENT
Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule

29. SCHEDULE DEVELOPMENT : TOOLS & TECHNIQUE (1/3)
CRITICAL PATH METHOD
Critical Path: series of activities that determine the duration of the projects
It is Longest Path through the project
Calculating float to determine which activities have The Least Scheduling Flexibility
Critical Path: Total Float = LS – ES = LF – EF = 0

30. SCHEDULE DEVELOPMENT : TOOLS & TECHNIQUE (2/3)
SCHEDULE COMPRESSION
1. Fast Tracking
Doing critical path task in parallel that were originally planned in series
Fast Tracking often results in rework, usually increases risk and requires more attention to communications
2. Crashing
Moving resources from non critical tasks or adding extra resources to the task from outside project. Crashing almost result in increased costs.

31. SCHEDULE DEVELOPMENT : TOOLS & TECHNIQUE (3/3)
RESORCE LEVELING
Leveling lets schedule and cost slip in favor of having a stable number of resources each month
Allocate scarce resources to critical path activities first
CRITICAL CHAIN METHOD
Focuses on managing the buffer activity durations and the resources applied to planned schedule activities
Combine deterministic and probabilistic approaches

32. FLOAT (SLACK)
Float. The amount of time a task can be delayed without delaying the project
Free Float. The amount of time a task can be delayed without delaying the early start date of its successor
Total Float. The amount of time a task can be delayed without delaying the project completion date
Project Float. The amount of time a project can be delayed without delaying the externally imposed project completion date required by customer or management
Negative Float. Critical path task that are delayed or have dictated dates can result in negative float

33. Arrow Diagramming Method (ADM) - Example (1/7)

34. Arrow Diagramming Method (ADM) - Example (2/7)12 A 10 C 8 E 2 H 8 I 10 1 2 3 6 7 8 B 5 G 6 4 F 15

35. Arrow Diagramming Method (ADM) - Example (3/7)
Analyze Project Network to:
Find the Critical Path that establish the minimum duration of the project
calculate the Early Start time for each activity
calculate the Late Start time for each activity
calculate the Float, or time, available for delay for each activity

36. Forward-Pass Algorithm
Arrow Diagramming Method (ADM) - Example (4/7)
Forward-Pass Algorithm 1 7 6 3 2 8 B I 10 H 5 G 4 F E D 12 C 15 A 10 18 24 32 42 18 18

37. Backward-Pass algorithm
Arrow Diagramming Method (ADM) - Example (5/7)
Backward-Pass algorithm 1 7 6 3 2 8 B I 10 H 5 G 4 F E D 12 C 15 A 10 10 18 18 24 24 32 32 42 42 18 19 18 18

38. Arrow Diagramming Method (ADM) - Example (6/7)
Calculating float 2 1 7 6 3 2 8 B I 10 H 5 G 4 F E D 12 C 15 A 10 10 18 18 24 24 32 32 42 42 4 18 19 1 3
Note: 18 18 FF TF

39. Arrow Diagramming Method (ADM) - Example (7/7)
Critical path 2 D 12 10 10 18 18 24 24 32 32 42 42 A C E 2 H I 1 2 3 6 7 8 10 8 8 10 B 4 F 5 4 18 19 1 15 G 3 5
Note: 6 18 18
Critical activity

40. SCHEDULE CHARTS Milestone Charts Flowcharts Bar (Gantt) Charts
Similar to bar charts but only show major events. Milestone have no duration. Milestone charts are good tools for reporting to management and customer
Flowcharts
Depict workflow and process flow through a system. Used for quality or engineering.
Bar (Gantt) Charts
Effective tools for progress reporting and control. They are completed after WBS and a network diagram in the project management process.
Network Diagram
Shows how the project tasks will flow from beginning to end. Used for planning, organizing, controlling, crashing, and fast tracking the project

41. SCHEDULE CHARTS

42. BART (GANT) CHART
Project Management software makes an attempt to draw lines between tasks on a Gantt chart to show interdependencies. However, Gantt charts do not show task interdependencies or resources assigned. A Gantt chart looks similar to this:

43. BART (GANT) CHART

44. SCHEDULE LEVELS

45. 6. SCHEDULE CONTROL
Controlling changes to the project schedule which includes determining the current status of the project schedule, influencing the factors that create schedule changes, determining that the project schedule has changed, and managing the actual changes.

46. SCHEDULE CONTROL : TOOLS & TECHNIQUE
Progress Reporting. Includes information such as actual start and finish dates and the remaining durations.
Schedule Change Control System. Includes the paperwork, tracking system, and approval levels necessary for authorizing changes.
Performance Measurement. Schedule Variance (SV) and Schedule Performance Index (SPI)
 Earned Value Analysis
Variance Analysis. Comparing target schedule dates with the actual/forecast finish dates.

47. Thank You