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Management, Seventh Edition

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  The importance of project schedules and good project
time management
 Discuss the process of planning schedule
management
 Understand the relationship between estimating
resources and project schedules
 Explain how various tools and techniques help project
managers perform activity duration estimates

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  Learning some methods for planning and tracking
schedule information such as Gantt, PERT,
Network Diagram,
 Describe how project management software can
assist in project time management.

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  Managers often cite delivering projects on time as
one of their biggest challenges
 Time has the least amount of flexibility; it passes no
matter what happens on a project
 Schedule issues are the main reason for conflicts on
projects, especially during the second half of projects

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  [Link] schedule management: determining
the policies, procedures, and documentation that
will be used for planning, executing, and controlling
the project schedule
 [Link] activities: identifying the specific
activities that the project team members and
stakeholders must perform to produce the project
deliverables

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  [Link] activities: identifying and
documenting the relationships between project
activities
 [Link] activity resources: estimating how
many resources a project team should use to
perform project activities
 [Link] activity durations: estimating the
number of work periods that are needed to complete
individual activities

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  [Link] the schedule: analyzing activity
sequences, activity resource estimates, and activity
duration estimates to create the project schedule
 [Link] the schedule: controlling and
managing changes to the project schedule

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  The project team uses expert judgment, analytical
techniques, and meetings to develop the schedule
management plan
 A schedule management plan includes:
◦ Project schedule model development
◦ The scheduling methodology
◦ Level of accuracy and units of measure
◦ Rules of performance measurement
◦ Reporting formats
◦ Process descriptions
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  An activity or task is an element of work normally
found on the work breakdown structure (WBS) that
has an expected duration, a cost, and resource
requirements
 Activity definition involves developing a more
detailed WBS and supporting explanations to
understand all the work to be done so you can
develop realistic cost and duration estimates

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  An activity list is a tabulation of activities to be
included on a project schedule that includes
◦ an activity identifier or number
◦ the activity name
◦ a brief description of the activity
 Activity attributes provide more information such as
predecessors, successors, logical relationships, leads
and lags, resource requirements, constraints, imposed
dates, and assumptions related to the activity

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  A milestone is a significant event that normally has
no duration
 It often takes several activities and a lot of work to
complete a milestone
 They’re useful tools for setting schedule goals and
monitoring progress
 Examples include obtaining customer sign-off on
key documents or completion of specific products

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  Involves reviewing activities and determining
dependencies
 A dependency or relationship is the sequencing of
project activities or tasks
 You must determine dependencies in order to use
critical path analysis

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  Mandatory dependencies: inherent in the nature of
the work being performed on a project, sometimes
referred to as hard logic
 Discretionary dependencies: defined by the
project team., sometimes referred to as soft logic
and should be used with care since they may limit
later scheduling options
 External dependencies: involve relationships
between project and non-project activities
 The tools are used to define the type of
dependencies: network diagrams and critical path
analysis.

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  Network diagrams are the preferred technique for
showing activity sequencing
 A network diagram is a schematic display of the
logical relationships among, or sequencing of,
project activities
 Two main formats:
◦ the arrow diagramming method - ADM
◦ and precedence diagramming method - PDM

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  Also called activity-on-arrow (AOA) network
diagrams
 Activities are represented by arrows
 Nodes or circles are the starting and ending points
of activities
◦ Starting Value < ending value
 Can only show finish-to-start dependencies

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  Activity or Task

 Virtual Activity (relationship)

 The starting and ending points of

activities

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 No Task Predecessors Duration
1 A - 2
2 B - 1
3 C A 3
4 D B 4
5 E C,D 5

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 2
A,2 C,4

E,5
1 4 5

B,1 3 D,3

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 Task Pre Duration Task Pre Duration

A 1 K G,I 2
B 5 M I 6
C 6 L I 3
D 4 N K 2
E A 4 O L,N 1
F B 3 P G,I,H 2
G C 3 Q G,I,H 3
H D 4 R O,P 2
I E, F 2 S R,Q 1
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23
  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

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  Before estimating activity durations, you must have a
good idea of the quantity and type of resources that
will be assigned to each activity; resources are
people, equipment, and materials (Later)
 A resource breakdown structure is a hierarchical
structure that identifies the project’s resources by
category and type

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  Duration includes the actual amount of time
worked on an activity plus elapsed time
 Effort is the number of workdays or work hours
required to complete a task
 Effort does not normally equal duration
 Estimating methods (time and cost)
◦ People doing the work should help create
estimates, and an expert should review them
◦ Three - point estimates
◦ PERT Estimates
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  Three-point estimate
◦ O = Optimistic estimate E = (O + M + P) / 3
◦ M = Most likely estimate
◦ P = Pessimistic estimate.
◦ E = Expected amount of time or cost,
 Example: the activity
◦ O=3 weeks
Time E = (O + M + P) / 3 = 4 weeks
◦ M=4 weeks
◦ P=5 weeks
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 E = (O + 4*M + P) / 6

 Example: the activity

◦ O=3 weeks
◦ M=4 weeks E = (O + 4*M + P) / 6 = 4 weeks
◦ P=5 weeks

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  Uses results of the other time management
processes to determine the start and end date of
the project
 Ultimate goal is to create a realistic project schedule
that provides a basis for monitoring project progress
for the time dimension of the project
 Important tools and techniques include
◦ Gantt charts, ****
◦ Critical path analysis, ****
◦ Critical chain scheduling,
◦ PERT analysis

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  Gantt charts provide a standard format for
displaying project schedule information by listing
project activities and their corresponding start and
finish dates in a calendar format
 Symbols include:
◦ A black diamond: a milestones
◦ Thick black bars: summary tasks
◦ Lighter horizontal bars: durations of tasks
◦ Arrows: dependencies between tasks

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  Many people like to focus on meeting milestones,
especially for large projects
 Milestones emphasize important events or
accomplishments on projects
 Normally create milestone by entering tasks with a
zero duration, or you can mark any task as a
milestone

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  CPM is a network diagramming 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

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  Slack or float is the amount of time an activity may
be delayed without delaying a succeeding activity or
the project finish date
 Develop a good network diagram (ADM or PDM)
 Add the duration estimates for all activities on each
path through the network diagram
 The longest path is the critical path

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Determining the Critical Path for Project X

No Task Pre-Activities Duration

1 A - 1
2 B - 2
3 C - 3
4 D A 4
5 E B 5
6 F B 4
7 G C 6
8 H D,E 6
9 I G 2
10 J H,F,I 3

40
 ADM

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 PDM

J3

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 Ex 1:
No Task Pre-Tasks Duration
1 A - 3
2 B - 4
3 C A 4
4 D A 5
5 E A 2
6 F C 3
7 G B 2
8 H C,D,E 7
9 I H,G 6
10 K F,I 3

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 ACFK: 13
→C,F: 11
AEHIK: 21
→E: 3
BGIK: 15
→ B,G: 9
ADHIK: 24

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 Pre-
No Task Duration
Tasks
1 A - 2
2 B - 3
3 C A 3
4 D A 4
5 E B 3
6 F C 5
7 G E, F 2
8 H D, G 3

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 B,3 E,3

C,3

F,5

G,2
S A,2

H,3 E

D,4

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  Free slack or free float is the amount of time an
activity can be delayed without delaying the early start
of any immediately following activities
 A forward pass through the network diagram
determines the early start and finish dates
 A backward pass determines the late start and finish
dates

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  A forward pass: ES, EF
 The First Activity:
◦ ES=1
◦ EF= ES + duration -1
 The Next Activity
◦ ES=EF (previous Activity) +1
◦ EF= ES + duration -1

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  CP = ABC = 6+5+7 =18
 Activity A (1st) : ES = 1, EF = 1 + 6 - 1 = 6
 Activity D (1st): ES = 1, EF = 1 + 2 - 1 = 2
 Activity B ( previous A): ES = EF(A) + 1 = 6+1=7, EF=7+5-1=11

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51
 Activity C (previous B and D)
At B: ES = 7, EF = 11
At D: ES =1, EF = 2
EF(B) = 11 > EF(D) =2 ➔ choose EF(B)
At C: ES = 11 + 1 = 12, EF = 12 + 7 – 1 = 18

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  A backward pass: LS, LF
 The Last Activity:
◦ LF = EF = Total Duration (CP)
◦ LS = LF - duration + 1
 The Previous Activity
◦ LF = LS (next Actiivity) – 1
◦ LS = LF - duration + 1

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  CP = ABC = 6+5+7 =18
 Activity C (last) : LF = EF = CP = 18, LS = 18-7+1=12
 Activity B(next C): LF= 12-1=11, LS = 11-5+1=7
 Activity D(next C): LF= 12-1=11, LS = 11-2+1=10
 Activity A(next B): LF=7-1=6, LS=6-6+1=1
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  First Method
Total float = duration of CP – duration of the non-CP
 Second Method:
Activities are not the critical path
◦ Total float = LF – EF = LS – ES

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  All activities are on the critical path, free float =0
 The activities are not on the critical path which have
a free float.
Free float Activity = ES next activity – EF Activity – 1
Example:
Task Duration Pre
A 6 -
B 5 A
C 7 B,D
D 2 -
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 B,5
2
A,6
C,7
3 4
1
D,2

A – B – C = 6+5+7 = 18 : critical path

D – C = 2+7 = 9 : non critical path
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 Tas Duratio Total
Pre ES EF LS LF Float
k n Float
A 6 - 1 6 1 6 0 0
B 5 A 7 11 7 11 0 0
C 7 B,D 12 18 12 18 0 0
D 2 - 1 2 10 11 9 9

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 No Task Pre Dur

1 A - 5

2 B A 10

3 C A 2

4 D B,C 5

No Task Pre Dur ES EF LS LF

1 A - 5 5 1 5
1

2 B A 10 6 15 6 15

3 C A 2 6 7 14 15

4 D B,C 5 16 20 16 20

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No Task Pre Dur
1 A - 10
2 B A,D 12
3 C B 9
4 D - 5
5 E D,G 7
6 F E 6
7 G - 3

No Task Pre Dur ES EF LS LF

1 A - 10 1 10 1 10
2 B A,D 12 11 22 11 22
3 C B,C 9 23 31 23 31
4 D - 5 1 5 6 10
6 E D,G 7 6 12 19 25
7 F E 6 13 18 26 31
8 G - 3 1 3 16 18

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 Start End

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 Early: (Start, Finish)

Start

End

Late: (Start, Finish)

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 No Task Pre Tasks Duration ES EF LS LF Float
1 A 5
2 B 6
3 C A 4
4 D A 5
5 E B,D 5
6 F C 10
7 G E, F, A 4
8 H G 5

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  Goals are to know the status of the schedule, influence
factors that cause schedule changes, determine that
the schedule has changed, and manage changes when
they occur
 Tools and techniques include
◦ Progress reports
◦ A schedule change control system
◦ Project management software, including schedule
comparison charts like the tracking Gantt chart
◦ Variance analysis, such as analyzing float or slack
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  Project time management is often cited as the main
source of conflict on projects, and most IT projects
exceed time estimates
 Main processes include
◦ Plan schedule management
◦ Define activities
◦ Sequence activities
◦ Estimate activity resources
◦ Estimate activity durations
◦ Develop schedule
◦ Control schedule

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  Ex1: No Task Duration Pre - Task
 CP=73 1 A 10 -
2 B 8 A
3 C 12 A
4 D 15 A
5 E 21 B,C
6 F 12 D
7 G 8 D
8 H 6 E,F,G
9 I 9 H
10 K 15 I,E
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  Ex 2 No Task Duration Pre - Task
 CP=138 1 A 15 -
2 B 22 -
3 C 11 A,B
4 D 31 A
5 E 12 C
6 F 34 C
7 G 22 E,F,H
8 H 24 D
9 I 16 D,H
10 K 21 H,I,G
11 L 25 K
12 M 1 K,G

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 Float Time=LS-ES = LF-EF

ES EF LS LF Float
B 1 22 4 25 3
C 23 33 26 36 3
E 34 45 59 70 25
F 34 67 37 70 3
I 71 86 77 92 6
M 114 114 138 138 24

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  Ex 3 No Task Duration Pre - Task
 CP:132 1 A 10 -
2 B 13 A
3 C 21 B
4 D 22 B
5 E 15 A
6 F 31 E
7 G 18 E
8 H 15 C,E,F,G
9 I 22 H
10 J 24 H
11 K 17 J
12 L 20 K,G
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  Ex 4 No Task Duration Pre - Task
1 A 10 -
2 B 13 A
3 C 21 A
4 D 22 B
5 E 15 B,C,D
6 F 31 E
7 G 18 E
8 I 22 E
9 J 24 D
10 K 17 F,G,I,J
11 L 20 K
12 M 18 L,F
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 No Task Duration Pre - Task Float Time
1 A 10 - 0
2 B 13 A 0
3 C 21 A 14
4 D 22 B 0
5 E 15 B,C,D 0
6 F 31 E 0
7 G 18 E 13
8 I 22 E 9
9 J 24 D 22
10 K 17 F,G,I,J 0
11 L 20 K 0
12 M 18 L,F 0

ABDEFKLM= 146
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  Trong quy trình quản lý thời gian, giai đoạn nào
thực hiện việc xác định các công việc?
 Các công việc trong dự án có những mối quan hệ
gì?
 Các phương pháp thực hiện để xác định thời gian
thực hiện dự án và thể hiện mối quan hệ giữa các
công việc trong dự án?
 Thời gian trôi của các công việc được tính toán dựa
trên các phương pháp nào?
 Đường tới hạn (CP) là gì?
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