1. 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

2. PROJECT TIME MANAGEMENT

3. 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

4. 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.

5. 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

6. 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

7. Define Activity Outputs
Activity list
Comprehensive list of schedule activities
Activity attributes
1 Identifier Logical relationship
2 Codes 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

8. 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

9. Sequence Activities
Identifying and documenting dependencies among schedule activities

10. 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

11. 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

12. 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

14. Sequence Activities Tools & Techniques

15. 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

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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

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

24. 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)

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. 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

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

33. 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

34. Source: Schwalbe, ITPM, 3rd ed

35. 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

36. 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

37. 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

38. 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)

39. 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

40. 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

41. 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

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

44. 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