2._ETA_-PTM-30-0kkliynkkkdoi5-08_FFF.ppt

.

1. 11
PROJECT TIME MANAGEMENT

2. 22
PROJECT TIME MANAGEMENT
Project time management aims at accomplishing
project completion time objectives by:
• Developing a project time schedule for
systematic and timely execution of work, and,
• Controlling project time during executing of
works by applying corrective measures.

3. 33
PROJECT TIME MANAGEMENT
1.Project Time Management Processes
2.Assumptions and Constraints
3.Project Activities Identification
4.Project Duration Assessment
5.Activities Networking
6.Project Time Schedule Development
7.Project Time Control During Execution
8.Application of Project WBS
9.Project Time-Cost Trade-Off Methodology
(Appendix A )
10.Critical Chain Method (Appendix B )

4. 44
1.1 PROJECT TIME MANAGEMENT P ROCESSES
Processes Tools & Techniques Outcome
Define
assumptions &
Constraints
Project Calendar specify
constraints & assumptions
Activities
Identification
Project Work Breakdown Activity List
Activity
Duration
Estimation
Estimation Method Activity Database
Activities
Networking
Project Network
Analysis Critical Activities
 

 

Floats of Non-Critical
Activities
 

 

Project Completion Time
Contd.
P-132

5. 55
Processes Tools & Techniques Outcome
Project Time
Schedule
Development
Simple Project
Scheduling
Bar Chart
 

Complex Network-based
Scheduling
Time-Limited Schedule
Resources-Limited
Schedule
 

Repetitive Projects
Line-Of-Balance
(LOB) Schedule
Project Time
Schedule Control

Monitoring
Methodology
Updated Network and
Schedule
What-If Analysis
Time Reduction
Techniques
1.2 PROJECT TIME MANAGEMENT PROCESSES
Illustrated with the $165 million, 2000 Units Housing Project
P-132

6. 66
2000 HOUSING UNITS PROJECT

7. 77
RESIDENTIAL BUILDING

8. 88

9. 99
2.0 ASSUMPTIONS & CONSTRAINTS
Assumptions and Constraints are the conditions that
must exist, for achieving project objectives. These relate
to:

•Project Calendar indicating available working days.
•Specified constraints.
•Resources availability constraints.

10. 1010
An Activity is identifiable, quantifiable, measurable,
costable and discrete item of work.
Project Activities Identification process focus is to
identify and list the specific activities that must be
performed to complete the project scope of work.
Techniques vary with the nature and complexity of the
project.
3.1 PROJECT ACTIVITIES IDENTIFICATION

11. 1111
3.2METHODS OF IDENTIFYING ACTIVITIES
Nature of Project Nature of Project Techniques used Techniques used
Simple Projects Simple Projects Activities Breakdown Structure Activities Breakdown Structure
Complex Projects Complex Projects Work Breakdown Structure Work Breakdown Structure
(WBS)(WBS)
Repetitive Projects Repetitive Projects Task Matrix Task Matrix
Complex Repetitive Complex Repetitive
Projects Projects
Combination of WBS & Task Combination of WBS & Task
Matrix Matrix
P-133

12. 1212
3.4 Schematic View of a Pumping Station Project
P-134

13. 1313
P-135

14. Project 1
Subproject 1.1 Subproject 1.2 Task 1.3
Task 1.2.1 Task 1.2.2 Task 1.2.3
WP
1.2.2.1
WP
1.2.2.2
WP
1.2.2.3
WP
1.3.1
WP
1.3.2
WP
1.3.3
Task 1.1.1
Task
1.1.2
Task
1.1.3
WP
1.2.3.1
WP
1.2.3.2
WP
1.2.3.3
WP
1.2.1.1
WP
1.2.1.2
WP
1.2.1.3
3.3 PROJECT WORK BREAKDOWN STRUCTURE
P-99

15. 1515
PROJECT WORK BREAKDOWN LEVELS
CLASSIFICATION
P-136
No.Designation Primary criteria
1Sub Project Level
‑
Independent, large volume, tasks
group
2Task Level Identifiable and deliverable
major work
3Work Package Level
‑
Sizable, identifiable, measurable,
costable, package of work
4Activity Level Identifiable, operation and
processes and consume time
5Operations Level Part of an activity

16. 1616
ILLUSTRATIONS FROM
2000 HOUSING PROJECT
Exhibit No. 1 : Sub-Project and Task Levels
Exhibit No. 2 : Tasks and Work Package Levels
Exhibit No. 3 : Work Packages & Activities
Levels.
Exhibit No. 4 : Education Building Task Matrix

17. 2000 HOUSING UNITS PROJECT
SUB-PROJECT AND TASK LEVEL WORK BREAKDOWN
Exhibit No.1
P-137

18. 1818
CONSTRUCTION OF RESIDENTIAL BUILDINGS: WORK-BREAKDOWN
STRUCTURE
Exhibit No.2
P-138

19. 1919
CONSTRUCTION OF RESIDENTIAL BUILDINGS:
WORK-BREAKDOWN STRUCTURE
Exhibit No.3
P-139

20. 2020
CONSTRUCTION OF EDUCATIONAL BUILDINGS: ACTIVITIES MATRIX
WITH DURATION
Exhibit No. 4
SI.
No.
Activity CodeP.Sch H.SchKG. SchN. Sch
1Excavation & footing EF 3 3 2 2
2
Stub column & plinth
beam
PB 3 3 2 2
3Plinth filling PIP 2 2 2 4
4Ground floor slab GS 3 3 2 2
5Ground floor column GC 2 2 2 2
6F.F. Slab & beam Wing FS 3 4 3 3
7Roof struct URF Wing I RS 4 4 0 0
8First floor Wing II FS 3 4 0 0
9
Foundation portals
Wing II
FP 3 3 0 0
10Construction Portals II CP 4 4 0 0
P-141

21. 2121
CONSTRUCTION OF EDUCATIONAL BUILDINGS: ACTIVITIES
MATRIX WITH DURATION
Exhibit No. 4
Sl.
No.
Activity CodeP.Sch H.SchKG. SchN. Sch
11
Gymnasium slab
Wing II
SC 4 3 0 0
12Block work BW 4 4 1 1
13
Pipes/conduit &
frames
DW 3 3 1 1
14Internal Plaster IP 4 4 2 2
15AC ducting & piping AC 2 2 6 6
16Roof treatment RT 2 2 2 2
17Screed & wiring
SC/
EW
2 2 2 2
18External plaster EP 2 2 2 2
19Tiling TL 3 3 2 2
P-141

22. 2222
CONSTRUCTION OF EDUCATIONAL BUILDINGS: ACTIVITIES MATRIX
WITH DURATION
Exhibit No. 4
SI.
No.
Activity CodeP.Sch H.SchKG. SchN. Sch
20Preliminary paint PT 3 3 2 2
21
A.C. equipment
installation & testing
AE 2 2 2 2
22C & J metal work CJ 4 3 2 2
23Fitting & fixtures FF 4 3 2 2
24
Final paint &
completion
CM 4 4 2 2
P-141

23. 2323
Significance of Work Breakdown Structure
The projects are best organised by tasks, best controlled by the
work packages, best planned and monitored by the activities and
best programmed for day-to-day work by using operational level.
The project organisational structure, which shows assignments of
responsibilities, generally follow the work breakdown structure levels
of sub-project/ tasks/ work packages.
The WBS of a project is the tool that enables the project manager to
manage the project successfully. It forms the basis for defining the
scope of work, identifying activities, scheduling and work-logic
structuring the organisation, assigning responsibilities, estimating
costs, codifying systems, organizing data and analysing the sources
of risks.
P-105
& 124

24. 2424
4. ACTIVITY DURATION ESTIMATION
Definition
Duration of an activity is the expected economical
transaction time. The estimation of this time is based
upon the resources estimated using current practices
carried out in an organized manner under the normal
prevailing conditions, and its assessment is done
preferably, by the person responsible for its
performance.
P-140

25. 2525
METHODS OF ESTIMATION
1.One-time estimate
•Planning data.
•Past experience on execution of a similar project.
•Average time assessed by a group of executives.
2.Three-times estimate
Te = To + 4Tm, + Tp
6
Te = Expected completion time
To = Optimistic time, assuming that everything goes
extremely well with no delays
Tp = Pessimistic time, assuming that everything
goes wrong
Tm = Most likely time, assuming normal conditions
P-141

26. 2626
5 PROJECT NETWORK ANALYSIS
Network Analysis Techniques
for Sequencing complex projects
1.1.CPM is best suited for developing sub-project/ task/work CPM is best suited for developing sub-project/ task/work
package sub-networks having activities with deterministic package sub-networks having activities with deterministic
single- time duration.single- time duration.
2.2.PERT is useful for work-packages, tasks or sub-projects PERT is useful for work-packages, tasks or sub-projects
involving uncertainties. In such cases, probabilistic approach involving uncertainties. In such cases, probabilistic approach
of three-times (or a mathematical time-related function) is of three-times (or a mathematical time-related function) is
used for assessing activity duration. used for assessing activity duration.
3.3.Precedence Network is the most commonly used technique Precedence Network is the most commonly used technique
for time planning of construction sub-projects and projects.for time planning of construction sub-projects and projects.
P-145-
146

27. 2727
PROJECT NETWORKS ANALYSIS
Modeling and Analysis of Network Techniques
•Determine activities & their relationship
•Develop network logic diagram
•Structure model
•Incorporate activity duration
•Number events/activities.
•Identifying critical activities
•Defining critical path

28. 2828
CPM NETWORK OF
PUMPING STATION PROJECT
P-155

29. 2929
PERT NETWORK OF
PUMPING STATION PROJECT
P-156

30. 3030
PRECEDENCE NETWORK OF
RAFT OF A FOUNDATION
P-164

31. 3131
Precedence Diagramming Method (PDM).
In PDM network, the activities are represented on
nodes and lines show the dependencies .This
technique is also called activity-on-node (AON) or
Precedence Network Analysis( PNA ) and is the
method used by most of the project management
software packages. PDM can represent four types
of dependencies or precedence relationships:

32. 3232
•Finish-to-start—the preceding activity must finish
before the succeeding activity can start.
•Finish-to-finish—the preceding activity must finish
before the succeeding activity can finish.
•Start-to-start—the preceding activity must start before
the succeeding activity can start.
•Start-to-finish—the preceding activity must start before
the succeeding activity can finish.
In PDM, finish-to-start is the most commonly used type
of logical relationship. Start-to-finish relationships are
rarely encountered. Most of the project management
software use PDM technique. `
P-162-
163

33. 3333
ILLUSTRATIONS FROM
2000 HOUSING PROJECT
Exhibit No. 5 : PDM Network of Four Foundation
Exhibit No. 6 : Housing Unit Project-Summary
Precedence Network of a Group of
Education Buildings.

34. 3434
REPETITIVE WORKS PROJECT
PRECEDENCE NETWORK OF FOUR RAFTS FOUNDATION
CONSTRUCTION
Exhibit No.5
P-168

35. 3535
EDUCATIONAL BUILDINGS
Exhibit No.6
Note: Unit of time is in weeks. Sequence of buildings is as per client requirement
P-171

36. 3636
6. PROJECT WORK SCHEDULING
Need for Scheduling
A project network shows the sequence and interdependencies
of activities, their time durations and their earliest and latest
completion time, but this needs to be scheduled to determine
commencement and termination dates of each activity, using
optimum resources or working within resource constraints. A
time schedule outlines the project work programme, it is a time
table for work.
Work Scheduling enables:Work Scheduling enables:
•Simplification of Project Plan
•Validation of time objectives
•Optimisation of resources employed
•Forecast of inputs and outputs
•Implication of constraints
P-178
& 180

37. 3737
TYPES OF
SCHEDULES
Simple Projects Network-Based Complex
Projects
Repetitive Projects
Bar Chart
Schedule
Time Limited Schedules
Resources Limited
Schedule
Line-Of-Balance
Schedule
Earliest Start
Time
Schedule
Latest Start
Time
Schedule
Optimum
Resources
Schedule
P-183

38. 3838
P-148
&
187
ABC PROJECT CPM NETWORK

39. 3939
ABC Project: Earliest Time Schedule
Working Weeks
No.Activities 2 4 6 8 10 12 14 16 18 20
1 Task C, H C H
2 Task B, G, L B G L
3 Task E, J E J
4 Task F, K F K
5 Task D, I D I
6 Task A A
6 6656666643321111111
Machines Requirement
P-190

40. 4040
ABC Project: Latest Time Schedule
Working Weeks
No.Activities 2 4 6 8 10 12 14 16 18 20
1 Task C, H C H
2 Task B, G, L B G L
3 Task E, J E J
4 Task F, K F K
5 Task D D I
6 Task A A
11111112333666666666
Machines Requirement
P-191

41. 4141
ABC Project: Levelled Resources Schedule
Working Weeks
No.Activities 2 4 6 8 10 12 14 16 18 20
1 Task C, H C H
2 Task B, G, L B G L
3 Task E, J E J
4 Task F, K F K
5 Task D, I D I
6 Task A A
44444444444543333322
Machines Requirement
P-194

42. 4242
PROJECT WORK SCHEDULING
Procedure for Scheduling Network based-plan :
•List activities in order of sensitivity
•Determine Resource optimisation criteria
•Schedule critical activities
•Schedule non-critical activities within available floats
•Validate time objectives and resources level
•Scheduling other resources within constraints
P-186

43. 4343
TIME LIMITED OPTIMUM RESOURCES
SCHEDULE
P-194

44. 4444
RESOURCES LIMITED
P-196

45. 4545
2000 Housing Units Project Summary Schedule of
Educational Buildings
Exhibit No. 7
P-195

46. 4646
Line-of-Balance (LOB) Technique
SCHEDULING REPETITIVE CONSTRUCTION PROJECTS
USING LINE-OF-BALANCE TECHNIQUE
1.Why use LOB Techniques for Time Planning & Scheduling
Repetitive Projects.
2.LOB Schedule Development Methodology for Repetitive Projects.
3.Case Illustrations: 2000 Housing Units Project LOB Schedule.

47. 4747
SCHEDULING REPETITIVE CONSTRUCTION PROJECTS
WHY USE LOB TECHNIQUE ?
•Simple scheduling tool.
•Demonstrates interrelationship and cater for buffers between
activities.
•Enables optimum employment of significant resources.
•Enables uninterrupted and efficient utilisation of resources.
•Enables computerization of the system
•Facilitates easy monitoring & communication.

48. 4848
WORK PACKAGES OF A RESIDENTIAL BUILDING OF WORK PACKAGES OF A RESIDENTIAL BUILDING OF
THE 12 SIMILAR BUILDING PROJECT THE 12 SIMILAR BUILDING PROJECT
Code Work Package
Description
Dur.
(Wk)
Activities
FDN Foundation 2Excavation, base, footings, stub columns,
plinth walls, back filling, ground floor slab
SSC Super structure
construction
9First floor structure, 2nd floor structure,
roofing structure
BPR Brick work, plaster
& rough- in
3Brick work, plastering, roughing plumbing
and Conduiting work
FCP Flooring,
carpentry painting
4Screed, ceramic tiles, carpentry and
joinery, preliminary paint
FFF Fitting, fixtures,
finishes.
3Sanitary fitting, electrical fitting and fixes
and final paint and finishes
Number of buildings =12, All durations are in weeks
P-199

49. 4949
Rate of Construction of Each work Package P-200

50. 5050
Rate of Construction of Each work Package P-203

51. 5151
LOB: Illustrations from 2000 Housing Project
Exhibit No. 8. LOB diagram of Foundations.
Exhibit No. 9. LOB diagram of Finishes.
Exhibit No. 10.Residential Buildings Monthly Targets.
Exhibit No. 11: Summary Schedule of Residential
Buildings Construction
Note. LOB technique is used for repetitive projects.

52. 5252
Exhibit No. 8
P-205

53. 5353
Exhibit No. 9A
P-206

54. 5454
2000 Housing Units Project
Residential Building Monthly Target Tracking Chart 
Exhibit No. 10
Residential Building Monthly Target Tracking Chart
No. Work
Description
M
a
y
J
u
n
J
u
l
A
u
g
S
e
p
O
c
t
N
o
v
D
e
c
J
a
n
F
e
b
M
a
r
A
p
r
M
a
y
J
u
n
J
u
l
A
u
g
S
e
p
O
c
t
N
o
v
D
e
c
J
a
n
1 Base
Construction
1
2
1
6
2
5
3
7
3
6
3
7
3
6
3
6
3
3
3
0
3
4
2
2 Foundation
Rafts
6
1
2
2
5
3
7
3
6
3
7
3
6
3
6
3
3
3
0
3
4
1
2
3 Plinth Walls 555
1
2
2
5
2
4
2
4
2
2
2
0
2
3
2
4
2
5
2
4
2
5
2
5
2
4
2
2
4 Ground Slabs
1
2
2
5
2
4
2
4
2
2
2
0
2
3
2
4
2
5
2
4
2
5
2
5
2
4
2
5
1
2
5 Super Structure 468
1
0
1
2
1
4
1
6
1
8
2
0
2
0
1
9
2
0
1
9
1
9
6 Wiring 4 8
1
2
1
6
2
0
2
4
2
5
2
4
2
4
2
3
P-208

55. 5555
2000 Housing Units Project
Residential Building Monthly Target Tracking Chart 
Exhibit No. 10
Residential Building Monthly Target Tracking Chart
No. Work
Description
M
a
y
J
u
n
J
u
l
A
u
g
S
e
p
O
c
t
N
o
v
D
e
c
J
a
n
F
e
b
M
a
r
A
p
r
M
a
y
J
u
n
J
u
l
A
u
g
S
e
p
O
c
t
N
o
v
D
e
c
J
a
n
7 Plumbing 4 8
1
2
1
6
2
0
2
4
2
5
2
4
2
4
2
3
8 Air Cooling
Ducts
4 8
1
2
1
6
2
0
2
4
2
5
2
4
2
4
2
3
2
0
2
5
2
4
9 Door Frames 4 8
1
2
1
6
2
0
2
4
2
5
2
4
2
4
2
3
2
0
10 Screeding 2 6
1
0
1
4
1
8
2
4
2
5
2
4
2
4
2
3
2
0
11 Roof
Treatment
48
1
2
1
6
2
0
2
5
2
4
2
4
12 Terrazzo-
Ceramic Tiles
48
1
2
1
6
2
0
2
5
2
4
2
4
2
3
P-208

56. 5656
2000 Housing Units Project
Residential Building Monthly Target Tracking Chart
 
Exhibit No. 10
Residential Building Monthly Target Tracking Chart
No. Work
Description
M
a
y
J
u
n
J
u
l
A
u
g
S
e
p
O
c
t
N
o
v
D
e
c
J
a
n
F
e
b
M
a
r
A
p
r
M
a
y
J
u
n
J
u
l
A
u
g
S
e
p
O
c
t
N
o
v
D
e
c
J
a
n
13 Doors/
Windows Shutters
2 6
1
0
1
4
1
8
2
5
2
4
2
4
2
3
14 Preliminary
Paint
4 8
1
2
1
6
2
0
2
4
2
4
2
3
2
0
15 Carpentry/
Joinery, Glazing
2 6
1
0
1
4
1
8
2
4
2
4
2
3
2
0
16 P.V.C. Tiles 4 8
1
2
1
6
2
0
2
4
2
3
17 Fittings/
Fixtures
2 6
1
0
1
4
1
8
2
4
2
3
18 Final
Completion
48
1
2
1
6
2
0
2
3
Continues
P-208

57. 5757
2000 Housing Units Project: Summary Schedule of
Construction Tasks
Exhibit No. 11
P-198
& 209

58. 5858
7.PROJECT TIME SCHEDULE
CONTROLLING PROCESS
Project time control aims at timely execution of work according
to project planned schedule and applying corrective measures
in case of time deviations so as to ensure its timely completion.
In its broader sense, time control implies control of the entire
planning system as time is directly or indirectly related with all
activities and project functions. Time control involves :
•Updating time progress.
•Reviewing time progress.
•Time crashing, if necessary.
•What if’ analysis.

59. 5959
Activity Activity
StatusStatus
Updating Activity-on- Updating Activity-on-
Arrow Arrow
CPM / PERT NetworksCPM / PERT Networks
Updating Activity-on- Node Updating Activity-on- Node
PNA /PDM NetworksPNA /PDM Networks
Completed
Activities
Delete the original activity
duration and hatch the
preceding event
Put a cross the Node and delete the
preceding implementation constraints like
FS, FF, SF, SS. Revise the succeeding
implementation constraints like FS, FF,
SF, SS, where needed.
In-progress
Activities
Delete the original activity
duration and write the
estimated duration for
balance work
Delete the original activity duration and
write the estimated duration for balance
work.
Non-starter
Activities
If required, change the
original duration to
estimated revised duration
for the activity as assessed
on data date
If required, change the original duration to
estimated revised duration for the activity
as assessed on data date
Additional
Activities
Insert activities with
duration in logical manner
Insert activities with duration in logical
manner
For repetitive projects, update the LOB Chart S Curves to highlight cumulative planned vs.
actual progress.

60. 6060
ILLUSTRATIONS FROM
2000 HOUSING PROJECT
Exhibit No. 12 : Primary School Updated
Precedence Network.
Exhibit No. 13: Foundation Task force
Updated LOB Chart.
Exhibit No. 14 : Updated Site Development
Project Bar Chart.

61. 6161
Primary School Construction: Updated Summary Precedence Network
(Showing progress at the end of 20th Week)
Exhibit No. 12
P-212

62. 6262
UPDATED LINE-OF-BALANCE CHART
Exhibit No.13
P-211

63. 6363
Updated Bar Chart Schedules of a Site Development Project
(Work Progress at the end of the 10th Week)
Exhibit No. 14

64. 6464
REVIEW IN TIME PROGRESS
Reviewing of time progress can proceed on following lines :
a)View the updated current works plan to determine the
expected project completion time.
b)Examine the completed activities and compare them with the
original schedule. Note the reasons, if completed activities
are delayed from the scheduled period. Identify the reasons
for delays but avoid discussions that can lead to conflicts and
contractual disputes.
c)Look ahead on the updated schedule to explore alternate
ways of executing works to save time and costs.

65. 6565
REVIEW IN TIME PROGRESS
d)Identify the most critical activities having negative floats.
Examine what can be done to neutralize negative floats. Some of
the options open are :
•Time compress schedule without any appreciable increase in
cost by increasing resources to shorten time of long duration
critical activities; i.e. splitting up sequential critical activities
into parallel components.
•Time crash the critical path to reduce balance completion
period by using alternate methods of construction, involving
minimum increase in overall project cost.

66. 6666
REVIEW IN TIME PROGRESS
e)Study the emerging critical and near critical activities to
anticipate problems and device means to overcome
them.
f)Re-plan and reschedule balance works, if necessary, to
ensure completion of project on time.
g)Check the resources at taskto see if adequate resources
are available to execute the scheduled work; and to
ensure that additional resources, when required, shall
arrive on time.
h)Evaluate the project cost status and forecast the future
resources and costs for remaining works.
i)Verify the health, safety and security measures to
prevent mishaps.

67. 6767
TIME CRASHING
Why Crash Time?
The circumstances, given below, may warrant reduction in
updated time analyzed completion time:
1.To meet management's `needs' for early completion of project
wherein the cost to be paid for gaining time is acceptable.
2.To avoid delays which may attract heavy penalty or less of
good will.
‑
3.To venture on another project in the offering.
4.Note: Crashing methodology is similar to Project Time-Cost
Trade-Off Technique outlined in Appendix A. Critical Chain
Method is covered in Appendix B.

68. 6868
8. APPLICATIONS OF WBS

1.Defining the scope of work,
2.Identifying activities,
3.Scheduling the work-logic,
4.Structuring the organization,
5.Assigning responsibilities,
6.Estimating costs,
7.Codifying systems,
8.Organizing data,
9.Analysing the sources of risks.