Time Management Week 7 - Learning Objectives

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Time Management Week 7 - Learning Objectives

• You should be able to
• List and describe the processes, activities,
  inputs, and outputs in time management
• Create and interpret a network diagram
• Create and interpret a GANTT chart
• Define and use CPM, critical path and time,
  slack time, crash time, fast-tracking

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Time Management Issues

• Frequent source of project failure
• Often used as a success measure
• Frequent source of project conflict
• Time / cost / scope tradeoffs
• Less negotiable, least flexibility
• Stakeholder involvement
• communication and commitment

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Time Management Processes

• Define Activities
• further defines scope
• Sequence Activities
• further defines time
• Estimate Duration
• further defines cost
• Develop Schedule
• Control Schedule

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Activity

• Element of work - on WBS
• cost
• duration
• resources
• Tasks vs. activities?
• Doesnt matter, as long as the work to be done is
  described accurately and understood by those who
  must do the work

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Define Activities

• Steps needed to produce deliverables
• Inputs
• WBS, Scope, historical data, constraints,
  assumptions
• Outputs
• Activity list, descriptions, supporting detail,
  updates to WBS
• complete understanding of work involved

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Sequencing Activities

• Identifying dependencies
• relationships between activities
• Mandatory dependencies
• technical, defined by type of work
• Discretionary dependencies
• defined by project team
• External dependencies
• relationships to non-project activities

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Activity Sequencing Tools

• Network diagrams
• schematic display of activities and dependencies
• activity on arrow (AOA or ADM)
• Precedence diagramming
• activity on node (AON or PDM)

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D (15)
6
2
J (8)
A (20)
E (10)
F (14)
3
B (20)
7
1
G (4)
I (18)
C (10)
5
4
H (11)
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Precedence Diagram (PDM)

• Boxes represent activities
• Types of dependencies
• finish-to-start
• start-to-start (can be parallel)
• finish-to-finish (can be parallel)
• start-to-finish (rarely used)

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Estimating Duration

• Should involve stakeholders, people doing the
  work
• Inputs
• Activity list, constraints, assumptions
• Resource requirements
• Resource capabilities (human and materials)
• Use historical data, previous projects,
  experience, simulations
• Outputs duration estimates
• quantitative assessments of likely number of work
  periods required to complete activity

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Developing the Schedule

• Inputs to schedule development
• project network diagram
• activity duration estimates
• resource requirements
• resource pool description
• calendars (project and resource)
• constraints, assumptions, leads and lags

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Scheduling Tools

• GANTT charts
• CPM Critical Path Method
• PERT probabilistic time estimation
• Simulation

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GANTT Chart

• shows planned vs. actual progress
• multiple tasks on horizontal time scale
• easy to read, easy to construct
• monitoring and control of progress
• requires frequent updating
• limited display of dependencies

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Components of GANTT Chart

• Activities - scheduled and actual
• Precedence relationships
• Milestones (identifiable points in project)
• usually represents reporting requirements
• usually corresponds to critical events
• Can add budget information
• Does not show technical interdependencies
• Need network diagram to interpret, control, and
  compensate for delays

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Gantt Chart symbols

• Milestone
• diamond
• Summary task
• dark bar
• Individual task
• light bar
• Arrows
• dependencies

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CPM Definitions

• Activity uses resources and takes time
• Event result of completing an activity
• has identifiable end state at a point in time
• Network combined activities events in a
  project
• Path series of connected activities
• Critical activities, events, or paths which, if
  delayed, will delay project completion
• Critical path sequence of critical activities
  from start to finish
• Node start or end of an activity
• Arrow (Arc) shows path

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A-C-F 19 B-E 9 B-D-F 14 Critical Path is
A-C-F Critical Time 19
C,6
2
4
F,8
A,5
D,2
1
5
3
B,4
E,5
19

• EOT
• earliest occurrence time for event
• time required for longest path leading to event
• LOT latest occurrence time for event
• EST earliest starting time for activity
• LST latest starting time for activity
• Critical time shortest time in which the project
  can be completed
• Slack time difference between earliest and
  latest start times

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D (15)
6
2
J (8)
A (22)
E (10)
F (14)
3
B (20)
7
1
G (4)
I (18)
C (10)
5
4
H (11)
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• What is the critical path? Critical time?
• B-F 34
• B-E-J 38
• A-D-J
• B-G-I
• C-H-I
• What is the earliest occurrence time of event 6?
• What is the latest start time for activity F?

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Probabilistic Time Estimation

• More realistic, includes uncertainty
• Expected completion time
• optimistic, pessimistic, most likely times
• take weighted average of the 3 times
• TE (a 4m b)/6
• uncertainty variance (range of values)
• Probability of completion of project in desired
  time D
• Z (D - ì)/(sqrt(ó2 ì))

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Outputs of Scheduling Process

• Date-enhanced project network diagram
• GANTT charts, milestone charts
• Time-scaled network diagrams
• combines GANTT, network diagram
• Supporting detail
• Schedule management plan

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Shortening the Schedule

• Duration compression
• Crashing
• time/cost tradeoff
• Fast tracking
• parallel vs. sequential
• Resource loading and leveling
• more even distribution of resource usage

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Slope (crash cost - normal cost ) (crash
time - normal time) cost per day of crashing
activity
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Schedule Control

• Determining, managing schedule changes
• Influencing changes so they are beneficial
• Inputs
• schedule, performance reports, change requests,
  schedule management plan
• Outputs
• schedule updates notification
• corrective action to minimize delays
• lessons learned

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Controlling Schedule Changes

• Involve stakeholders
• manage expectations
• progress meetings
• no surprises
• Leadership, discipline, negotiation
• review draft schedule and add details
• realistic estimates
• allow for contingencies
• empower and incent employees
• Proper use of tools