PROJECT TIME MANAGEMENT_LECTURE SIX.pptx

Brief description of project time management

1. ENGINEERING PROJECT MANAGEMENT

2. Outline ( LECTURES)

3. PROJECT TIME MANAGEMENT

4. PROJECT TIME MANAGEMENT Project Time Management Project Time Management includes the processes required to manage timely completion of the project. The project time management processes and their associated tools and techniques are documented in the schedule management plan. The schedule management plan is contained in, or is a subsidiary plan of, the project management plan.  Plan Schedule Management The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule  Define Activities The process of identifying the specific actions to be performed to produce the project deliverables

5. PROJECT TIME MANAGEMENT  Sequence Activities The process of identifying and documenting relationships among the project activities  Estimate Activity Resources The process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity  Estimate Activity Durations The process of approximating the number of work periods needed to complete individual activities with estimated resources.  Develop Schedule The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.  Control Schedule The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline.

6. PROJECT TIME MANAGEMENT

7. PROJECT TIME MANAGEMENT

8. CRITICAL PATH METHOD

9. CRITICAL PATH METHOD The critical path method (CPM) is a technique where you identify tasks that are necessary for project completion and determine scheduling flexibilities. A critical path in project management is the longest sequence of activities that must be finished on time in order for the entire project to be complete. Any delays in critical tasks will delay the rest of the project.

10. CRITICAL PATH METHOD Critical Path Method (CPM) Goal The goal of the Critical Path Method (CPM) is to determine the critical path in order to focus resources more efficiently. The method helps Program Managers (PM): Understand which tasks are on the critical path to determine a completion date How best to manage tasks around the critical path to meet the scheduled end date Focus on preventing schedule slips Gain insight when planning work packages and tasks

11. CRITICAL PATH METHOD KEY TERMINOLOGIES Float or Slack Amount of time a task can be delayed without delaying the project All tasks on the critical path have zero slack Critical path tasks which are delayed result in negative slack Allows for better allocation of resources Assists team members in juggling multiple tasks Calculated by either LS –ES, or LF -EF • Lag Inserted waiting time between tasks

12. CRITICAL PATH METHOD KEY TERMINOLOGIES Types of Float or Slack Free Slack •Amount of time task can be delayed without delaying the early start of its successor Free float = ES (next task) - EF (current task) Total Slack •Amount of time a task can be delayed without delaying the project completion date Total float = LS - ES or LF - EF 

13. CRITICAL PATH METHOD

14. CRITICAL PATH METHOD

15. CRITICAL PATH METHOD

16. CRITICAL PATH METHOD Estimate task duration To calculate the critical path, the longest sequence of critical tasks, you first need to estimate the duration of each activity.  To estimate the duration, try:  Making educated guesses based on experience and knowledge Estimating based on previous project data Estimating based on industry standards Alternatively, try using the forward pass and backward pass technique: Forward pass: This is used to calculate early start (ES) and early finish (EF) dates by using a previously specified start date. ES is the highest EF value from immediate predecessors, whereas EF is ES + duration. The calculation starts with 0 at the ES of the first activity and proceeds through the schedule. Determining ES and EF dates allows for early allocation of resources to the project.  Backward pass: This is used to calculate late start (LS) and late finish (LF) dates. LS is LF - duration, whereas LF is the lowest LS value from immediate successors. The calculation starts with the last scheduled activity and proceeds backward through the entire schedule.    

17. PERT ANALYSIS PERT is used to estimate uncertainty around project activities by applying a weighted average of optimistic and pessimistic. It evaluates the time needed to complete an activity.  PERT uses three estimates to find a range for the duration of an activity: Optimistic Time (O): the minimum possible time required to accomplish a task, assuming everything proceeds better than is normally expected. Pessimistic Time (P): the maximum possible time required to accomplish a task, assuming everything goes wrong (excluding major catastrophes). Most likely Time (M): the best estimate of the time required to accomplish a task, assuming everything proceeds as normal. The calculation for PERT is: Estimated time = (O + 4M + P) / 6

18. PERT ANALYSIS

19. PERT AND CPM COMPARISON PERT manages uncertain project activities, CPM manages predictable project activities. PERT focuses on meeting or minimizing project duration, CPM focuses on time-cost-trade offs. PERT is a probabilistic model, CPM a deterministic model. PERT has three estimates for each activity, CPM just one.