Project time Management Ch#6 Shahid.pptx

Presentation on Project time management methooooood

1. CH#06 Project Time Management A Guide to Project Management Body of Knowledge (PMBOK Guide) Presented By: Engr. Muhammad Shahid Registration Number: 24/MSc-CE-10 Presented to: Prof. Dr. Faisal Shabbir Construction Management (5106)

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

3. Why Time Management is Important? Part of triple constraint, can’t manage one without the others (scope, time, and quality)

4. How to Manage Time? Sven processes in order Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management

5. Plan Schedule Management Expert judgment .Analytical techniques .Meetings Tools & Techniques Inputs Output Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Project management plan Project charter Enterprise environmental factors Organizational process assets Schedule management plan

6. Define Activities Schedule Management Enterprise Environmental Factors Organizational Process Assets Project Scope Statement of Work Breakdown Structure WBS Dictionary Project Management Plan Decomposition Templates Rolling wave planning Expert judgment Planning component Tools & Techniques Activity List Activity Attributes Milestone List Requested Changes Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management

7. Define Activities 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.

8. Sequence Activities Precedence diagramming method (PDM-AON) Arrow diagramming method (ADM-AOA) Schedule network templates Dependency determination Applying leads and lags Tools & Techniques Schedule Management Project Scope Statement Activity List Activity Attributes Milestone List Enterprise environmental factors Organizational process assets Project Schedule Network Diagrams Project Document Updates :Activity List Updates/Activity Attributes/Requested Changes Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management

9. Project Network Diagrams show the precedence relationships among activities help to understand the flow of work in a project a useful tool for project planning and control, as well as for scheduling “A picture is worth a thousand words” 10

10. Building the Network 1- Precedence diagramming method called also (Activity on Node) AON Network emphasizes activities no dummy activities 2-Arrod Diagraming Method Called also (Activity on Arrow) AOA Networks sometimes requires dummy activities emphasizes events; milestones can be easily flagged

11. Activity on Node (AON) Activity on Node (AON) showcases the inter-dependencies among various project activities. This technique is used to draw the project schedule network diagrams; e.g. Critical Path Network Diagram to identify the Critical path and the float for each activity In an AON diagram, each rectangle box represents a node and a definable achievement in the project. These boxes portray the project dependencies. Boxes have zero duration and does not consume any resource. AON emphasizes activities and does not involve dummy activities On the internet you can see many videos, this is one of these: http://www.youtube.com/watch?v=nLiAvW7Xvq4

12. AON Network 2: Activity on Node uses four types of dependencies. Finish to Start (FS): The end of one activity is required for the start of the next one. This is the most common dependency Finish to Finish (FF): The end of the first activity is required for the second activity to finish Start To Start (SS): The second activity starts only after the first activity has started Start to Finish (SF): second activity cannot be finished until first activity starts.

13. Sequence Activities – Tools and Techniques

14. Activity on Arrow (AOA) The length of the arrow has no significance neither has its orientation. As means of further defining the point in time when an activity starts or finishes, start and finish events are added. An Node(= event), unlike an activity, does not consume time or resources, it merely represents a point in time at which something or some things happen. Unique numbers are given to each activity. The first event in a project schedule is the start of the project. The last event in a project schedule is the end of the project

15. Drawing networks Activities on nodes ( AoN ) A B Activities on arrows ( AoA ) A B Dummy activities – For representing logical relationships, you may need dummies In AoA , any 2 events in network can be directly connected to only one activity. Wrong: Right: Project Management 16 1 2 x y z 1 2 3 x y z Dummy

16. Drawing networks (cont.) Many computer programs require one initial event and one exit/final event What’s wrong with this? Can you explain? Project Management 17 1 2 5 8 5 9 60 15 17 16 A B x y Dummy start Dummy stop B C A Many activities Many activities Many activities Dummy start Dummy stop

17. 18 If there is a loop, it indicates a fault logic. There can not be a looping. A E D C B

18. 11/20/2024 10:27 PM 19 60 70 80 20 40 30 50 A B What is wrong with this activity naming?

19. 20 60 70 80 20 40 30 50 45 There should be unique numbering and here we need dummies A B

20. Estimate Activity Resources Expert judgment Alternatives analysis Published estimating data Project management software Bottom-up estimating Inputs Outputs Tools & Techniques Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Schedule management plan Activity list Activity attributes Resource calendars Risk register Activity cost estimates Enterprise environmental factors Organizational process assets Activity resource requirements Resource breakdown structure Project documents updates

21. Estimate Activity Durations Expert judgment Analogous estimating Parametric estimating Three-point estimates Reserve Analysis Group Decision-making Techniques Tools & Techniques Activity Duration Estimates Project Document updates Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Schedule management plan Activity list Activity attributes Activity resource requirements Resource calendars Project scope statement Risk register Resource breakdown structure Enterprise environmental factors Organizational process assets

22. Estimate Activity Resources –Tools and Techniques Bottom-Up Estimating When an activity cannot be estimated with a reasonable degree of confidence, the work within the activity is decomposed into more detail. The resource needs are estimated. These estimates are then aggregated into a total quantity for each of the activity’s resources.

23. Estimate Activity Resources –Tools and Techniques

24. Estimate Activity Resources –Tools and Techniques Perform Bottom-up estimating – House Boundary Wall Construction

25. 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 Only on AOA networks (can have dummies)

26. 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” Estimating Methods

27. Critical Path-Definition The critical path is defined as the longest path in the diagram If one of the activities on the critical path is delayed the entire project is delayed! It is important to determine if the project will be delayed if an activity is delayed. If the activity is on any critical path the answer is Yes! If not, it depends on if the delay makes the activity create a new critical path. If not, the answer is No!

28. Estimating with PERT

29. 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 1 day

30. Develop 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 Inputs Tools & Techniques Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Schedule management plan Activity list Activity attributes Project schedule network diagrams Activity resource requirements Resource calendars Activity duration estimates Project scope statement Risk register Project staff assignments Resource breakdown structure Enterprise environmental factors Organizational process assets Schedule baseline Project schedule Schedule data Project calendars Project management plan updates Project documents updates

31. A Sample Set of Project Activities and Precedence's Task Predecessor a - b - c a d b e b f c,d g e Let‘s Built a Network

32. AON Network- Stage 1 A B Start

33. A B Start C D E AON Network- Stage 2

34. A B Start C D E F G Finish AON Network- Stage 1-Completed

35. AOA Network- Stage 1 Start A B 1 2

36. Start A B 1 2 3 4 5 D E C AOA Network- Stage 2

37. Start A B 1 2 3 4 D E C F G Finish AOA Network- Stage 3-Completed

38. Critical Path-Example A C D B E F Start Finish 4 Weeks 3 Weeks 2 Weeks 4 Weeks 1 Week 3 Weeks

39. Critical Path Start – B – E – F – Finish: 8 weeks Start – A – C – D – Finish: 9 weeks Start – B – C – D – Finish: 10 weeks The critical path is path B-C-D that which is of 10 weeks. WHY? if activity D is delayed 1 week, the project will be delayed with 1 week. But if activity E is delayed 1 week, it will not delay the project WHY?

40. Information Contents in an AON Node Activity Name Earliest Start Time (EST) Earliest Finish Time (EFT) Latest Start Time (LST) Latest Finish Time (LFT) Duration Total Float

41. Critical Path Determination EFT=EST+DUR-1 LST=LFT-DUR+1 Total Float=Slack=LFT-EFT or LST-EST Critical Path=A-C-D Non-Critical Path=A-B-D 10 5 5 5 6 1 16 15 10 6 15 30 15 16 30 5 6 11 15 1 5 A B C D

42. Control 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 Scheduling tool Tools & Techniques Inputs Outputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Plan Schedule Management Project management plan Project schedule Work performance data Project calendars Schedule data Organizational process assets Work performance information Schedule forecasts Change requests Project management plan updates Project documents updates Organizational process assets updates

43. Gantt Charts It was developed as a tool for scheduling work in factories by Henri Gannt in 1917 The main purpose of a Gantt chart is to display the schedule of activities They are easy to understand They are flexible in that you can also show other information on the chart, such as resources required, who is responsible, critical activities, percent complete, etc. All project management software includes Gantt charts

44. Gantt Chart-ex.1

45. Gantt Chart-ex 2

46. AON using earliest possible start of the activities

47. AON using latest possible start of the activities

48. Ghant Chaart with Floats

49. A project usually have tons of activities and might have much more complex dependencies than this example, Project managers usually use software to set up the activities and dependencies and let the software calculate the critical path(s). If an activity is delayed the project manager can enter the delay in the software and see how it affects the overall finish of the project. If the project is delayed the project manager can use the software to rearrange activities, dependencies or suggest additional activities as needed to bring the project back on track. The critical path is critical to the Time Management knowledge area. Make sure you know how to use it correctly whenyou manage a project. Important to Notice

50. 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