1. Project Time Management
Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 3rd Edition, Project Management Institute Inc., © 2004

2. Project Time Management
“The processes required to accomplish timely completion of the project”

3. Why Time Management?
Part of triple constraint, can’t manage one without the others (scope, time, and quality)
Second hardest section on the test behind integration

4. How Do We Manage Time? Six processes Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

5. Activity Definition Inputs Tools & Techniques Outputs
Enterprise Environmental Factors
Inputs
Tools & Techniques
Outputs
Decomposition
Templates
Rolling wave planning
Expert judgment
Planning component
Organizational Process Assets
Activity List
Project Scope Statement
Activity Attributes
Work Breakdown Structure
Milestone List
WBS Dictionary
Requested Changes
Project Management Plan
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

6. Activity Definition
Rolling Wave Planning – Progressive planning where near term work is broken down in detail and distant work is kept at a higher WBS level
Planning Component – WBS items that cannot be broken down into work packages are put in a:
Control Account – High level planning dates for the scope to be defined
Planning Package – Package includes scope to be completed but no activities.

7. Activity Sequencing Inputs Tools & Techniques Outputs
Project Scope Statement
Precedence diagramming method (PDM)
Arrow diagramming method (ADM)
Schedule network templates
Dependency determination
Applying leads and lags
Project Schedule Network Diagrams
Activity List
Activity List Updates
Activity Attributes
Activity Attributes Updates
Milestone List
Approved Change Requests
Requested Changes
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

8. Precedence Diagramming Method (PDM)
Commonly called Activity on Node (AON), most commonly used sequencing method
Boxes are used to represent tasks with arrows used for dependencies
Four types of dependencies
Finish to Start – Task must finish before next one can start
Finish to Finish – One task must finish before the other can finish
Start to Start – One task must start before the other can start
Start to Finish – One task must start before the other can finish
Activity A
Activity B
Node
Dependency

9. Arrow Diagramming Method (ADM)
Commonly called Activity on Arrow (AOA)
Boxes are used to represent dependencies with arrows used for tasks
Only Finish to Start relationships
Can use “dummy” activities
Used for CPM and PERT estimating methods
Task
Activity A
Dependency

10. Method Comparison PDM (AON) Method Start Finish ADM (AOA) Method Start
Build Foundation
Build Walls
Build Roof
Start
Finish
Install Grass
Build Foundation
ADM (AOA) Method
Build Walls
Build Roof
Start
Finish
Install Grass

11. Activity Resource Estimating
Enterprise Environmental Factors
Inputs
Tools & Techniques
Outputs
Expert judgment
Alternatives analysis
Published estimating data
Project management software
Bottom-up estimating
Activity Resource Requirements
Organizational Process Assets
Activity Attributes Updates
Activity List
Resource Breakdown Structure
Activity Attributes
Resource Availability
Resource Calendar Updates
Project Management Plan
Requested Changes
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

12. Activity Duration Estimating
Enterprise Environmental Factors
Tools & Techniques
Expert judgment
Analogous estimating
Parametric estimating
Three-point estimates
Reserve Analysis
Organizational Process Assets
Outputs
Project Scope Statement
Inputs
Activity Duration Estimates
Activity List
Activity attributes updates
Activity Attributes
Activity Resource Requirements
Resource Calendar
Project Management Plan
Risk Register
Activity Cost Estimates
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

13. Estimating Methods CPM (Critical Path Method)
One time estimate per task
Controls cost with flexible schedule
Only on AOA networks (can have dummies)
Not the same thing as schedule critical path
PERT (Program Evaluation and Review Technique)
Three estimates per activity (Optimistic, Pessimistic, most likely)
Emphasis on meeting schedule with flexible cost
Monte Carlo Simulation
Gives probabilities of completing project on time, cost, and whether or not project is on critical path

14. PERT (Expected Duration)
Estimating with PERT
PERT Formula (Expected Duration)
=(P+4M+O)/6
Standard Deviation = (P-O)/6
Variance = [(P-O)/6]2
Task O
Optimistic M
Most Likely P
Pessimistic
PERT (Expected Duration)
Std Dev
Variance A
2 days
4 days
8 days
4.3 days 1
day

15. Schedule Development Tools & Techniques Outputs Inputs
Enterprise Environmental Factors
Tools & Techniques
Project schedule
Schedule network analysis
Critical path method
Schedule compression
What-if analysis
Resource leveling
Critical chain method
Project management software
Applying calendars
Adjustable leads and lags
Schedule model
Schedule model data
Organizational Process Assets
Schedule baseline
Outputs
Resource requirements updates
Project Scope Statement
Inputs
Activity attributes updates
Activity List
Activity Attributes
Project calendar updates
Activity Resource Requirements
Requested changes
Resource Calendar
Project management plan updates
Schedule management plan updates
Project Management Plan
Risk Register
Activity Cost Estimates
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

16. Scheduling from Estimates
Critical Path
Longest time through the network diagram, the shortest time the project is expected to take
Slack (or Float)
The amount of time a task can be delayed without impacting the project
Calculated using:
Late Start – Early Start (LS-ES) Or
Late Finish – Early Finish (LF-EF)
Early Starts computed by making a “forward pass” through the network while late starts are computed using a “backward pass”

17. Critical Path Determination
EF=ES+DUR-1
LS=LF-DUR+1
Slack=LF-EF or LS-ES ES
DUR EF
Task Name LS
Slack LF 3 2 4
Task B 7 4 8 1 2 2 9 2 10
Task A
Task D 3 6 8 1 2 9 10
Task C 3 8

18. Schedule Control Tools & Techniques Inputs Outputs
Schedule model data updates
Tools & Techniques
Schedule baseline updates
Schedule network analysis
Critical path method
Schedule compression
What-if analysis
Resource leveling
Critical chain method
Project management software
Applying calendars
Adjustable leads and lags
Schedule model
Inputs
Schedule Management Plan
Performance measurements
Outputs
Requested changes
Schedule Baseline
Recommended corrective actions
Performance reports
Organizational process assets updates
Approved Change Requests
Activity list updates
Activity attribute updates
Project Management Plan updates
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control

19. Other Important Terms Lag – Inserted waiting time between tasks
Free Slack – Available delay time without impacting start of successor
Total Slack – Amount of time a task can be delayed without delaying project completion date
Project Slack – Amount of time a project can be delayed without impacting completion dates imposed by client
Crashing – Adding resources to critical path items to shorten schedule
Fast Tracking – Performing critical path tasks in parallel rather than series
Resource Leveling – Adjusting completion dates of tasks to meet available resources
Heuristics – Rules of thumb