Project Time Management

By
Casmir, R. (Ph.D)
 Project Time Management
Project Time Management includes the processes required to manage timely completion
of the project.
•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.
•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.
•Control Schedule —The process of monitoring the status of the project to update project
progress and managing changes to the schedule baseline.
 Plan Schedule Management

Plan schedule Management is the process of

establishing the policies, Procedures, and
documentation for planning, developing,
managing and controlling the project schedule

The key benefit of this process is that it

provides direction on how the project schedule
will be managed throughout the project
 Plan Schedule Management

inputs Tools and techniques outputs

 Project Management Plan  Expert Judgment  Schedule management
 Project Charter  Analytical techniques plan
 Enterprise environmental  Meetings
factors
 Organization process
 Plan Schedule Management

The schedule management plan can establish the

following:

•Project schedule model development. The scheduling

methodology and the scheduling tool to be used
•Level of accuracy. The acceptable range used in
determining realistic activity duration estimates is
•Units of measure. Each unit used in measurements
(such as staff hours, staff days, or weeks for tim
•Organizational procedures links. The WBS provides the
framework for the schedule
• Project schedule model maintenance. The process
used to update the status and record progress of
 Plan Schedule Management

• Control thresholds. Variance thresholds for

monitoring schedule performance may be
specified to indicate
• An agreed-upon amount of variation to be
allowed before some action needs to be
taken. Thresholds are typically expressed
as percentage deviations from the
parameters established in the baseline
plan.
 Define Activities

Define Activities is the process of identifying

and documenting the specific actions to be
performed to produce the project deliverables.

The key benefit of this process is to break down

work packages into Activities that provide a
basis for estimating, scheduling, executing,
Monitoring , and controlling the project work.
 Define Activities

Inputs Tools and Techniques Outputs

 Schedule management  Decomposition  Activity List
plan  Rolling Wave Planning  Activity Attributes
 Scope Baseline  Expert Judgment  Milestone List
 Enterprise Environment
Factors
 Organization Process
Assets
 Define Activities : Inputs
Schedule Management Plan - provides direction on how the project
schedule will be managed throughout the project.
Scope Baseline provides the project deliverables, assumptions and
constraints
Enterprise Environmental Factors that can influence the Define
Activities process include, but are not limited to, the project
management information system (PMIS).
Organizational Process Assets that can influence the Define
Activities process include, but are not limited to:
•Existing formal and informal activity planning-related policies,
procedures, and guidelines, such as the scheduling methodology, that
are considered in developing the activity definitions, and
•Lessons-learned knowledge base containing historical information
regarding activities lists used by previous similar projects.
 Define Activities : Tools and
Techniques
Decomposition involves subdividing the project work
packages into smaller, more manageable components
called activities.
Rolling Wave Planning is a form of progressive
elaboration planning where the work to be accomplished
in the near term is planned in detail and future work is
planned at a higher level of the WBS.
Templates is a standard activity list or a portion of an
activity list from a previous project is often usable as a
template for a new project. The related activity attributes
information in the templates can also contain other
descriptive information useful in defining activities.
 Define Activities : Outputs
Activity List is a comprehensive list including all schedule activities
required on the project.
Activity attributes depicts the multiple components associated with
each activity
Activity ID, WBS ID, Activity Name, activity description, predecessor
activities, successor activities, logical relationships, leads and lags,
resource requirements, imposed dates, constraints, and assumptions.
Activity attributes can be used to identify the person responsible for
executing the work, geographic area, or place where the work has to
be performed, and activity type such as level of effort (LOE), discrete
effort, and apportioned effort (AE).
Milestone List identifies all milestones and indicates whether the
milestone is mandatory, such as those required by contract, or
optional, such as those based upon historical information.
 Sequence Activities

Sequence Activities is the process of

Identifying and documenting relationships
among the project activities.

The key benefit of this Process is that it

defines the logical sequence of Work to
obtain the greatest efficiency given all
project constraint.
 Sequence Activities

 Schedule management  Precedence Diagramming  Project Schedule Network

plan Method (PDM) Diagrams
 Activity List  Dependency determination  Project Document Updates
 Activity Attributes  Leads and Lags
 Milestone List
 Project Scope Statement
 Enterprise environmental
Factors
 Organization Process
Assets
 Sequence Activities - Inputs
Schedule Management Plan - provides direction on
how the project schedule will be managed throughout the
project.
Activity List – Output of Define Activities process
Activity Attributes – Output of Define Activities process
Milestone List - Output of Define Activities process
Project Scope Statement – Output of Define Scope
Process
Organizational Process Assets - The organizational
process assets that can influence the Sequence
Activities process include, but are not limited to, project
files from the corporate knowledge base used for
scheduling methodology.
 Sequence Activities – Tools
and Techniques
Precedence Diagramming Method (PDM)-
Also known as activity on node (AON) as the
activities are represented on nodes and the
logical relationship between activities is
represented through arrows
The relationship in the figure below
represents that the Activity B is dependent
on Activity A. i.e. Activity B can only start
after the completion of activity A A B
Sequence Activities – Tools and
Techniques
Types of dependencies in PDM
Finish – to – Start (FS) – This relationship means
Task A must complete before Task B can begin.
This is the most common relationship.
Finish – to – Finish (FF) - Finish of successor
activity depends on finish of the predecessor
Start-to-Start (SS) – Start of a successor activity
depends on start of a predecessor activity.
Start- to – Finish (SF) – Finish of Successor
depends on the start of preceding activity.
 Sequence Activities – Tools
and Techniques
Dependency Determination

There are three kinds of dependencies, Mandatory dependency,

Discretionary dependency and external dependency
Mandatory dependencies referred as hard logic are natural
order of activities or which are contractually required.
Discretionary dependencies referred as preferred logic, soft
logic or preferential logic are defined as best practices and are
considered the preferred choice among the other alternatives.
External dependencies are external to the project and are not
in project’s control. E.g. Deliverable from other project or
expected new law etc
 Estimate Activity Resources
Estimate Activity Resources is the process of
estimating the type and quantities of material,
human resources, Equipment, or supplies
required to perform each activity.

The key benefit of this process is that it identifies

the type, Quantity, and characteristics of
resources required to Complete the activity which
allows more accurate cost and duration estimate
 Estimate Activity Resources

Inputs Tools and techniques Output

 Schedule Management  Expert judgment  Activity resource
Plan  Alternatives analysis requirements
 Activity List  Published estimating data  Resource breakdown
 Activity Attributes  Bottom-up estimating structure
 Resource Calendars  Project management  Project management
 Risk Register software updates
 Enterprise Environmental
Factors
 Organization Process
Assets
 Estimate Activity Resources -
Inputs
Schedule Management Plan – Identifies the level of accuracy and the units of measure for
the resource to be estimated

Activity List – Identifies the activities which will need resources

Activity Attributes – Provide the primary data input for use in estimating those resources
required for each activity in the activity list.

Resource Calendar – Resource calendars specify when and how long identified project
resources will be available during the project

Enterprise Environmental Factors- The enterprise environmental factors that can influence
the Estimate Activity Resources process include but are not limited to resource availability and
skills

Organizational Process Assets – that influence this process include but are not limited to;
Policies and Procedures related to staffing, policies and procedures related to rental purchase
of supplies and equipments, Historical information regarding types of resources used for
similar work on previous projects
 Estimate Activity Resources –
Tools and Techniques
Expert Judgment is often required to assess the resource-related
inputs to this process. Any group or person with specialized knowledge
in resource planning and estimating can provide such expertise.

Alternatives Analysis
Many schedule activities have alternative methods of accomplishment.
They include using various levels of resource capability or skills,
different size or type of machines, different tools (hand versus
automated), and make-or-buy decisions regarding the resource.

Published Estimating Data

Several companies routinely publish updated production rates and unit
costs of resources for an extensive array of labor trades, material, and
equipment for different countries and geographical locations within
countries.
 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. Activities may or may not have dependencies
between them that can affect the application and use of resources. If
there are dependencies, this pattern of resource usage is reflected and
documented in the estimated requirements of the activity.

Project Management Software Project management software has the

capability to help plan, organize, and manage resource pools and
develop resource estimates. Depending on the sophistication of the
software, resource breakdown structures, resource availability,
resource rates and various resource calendars can be defined to assist
in optimizing resource utilization.
 Estimate Activity Resources –
Outputs
Activity Resource Requirements identifies the types and quantities of resources required for
each activity in a work package. These requirements can then be aggregated to determine the
estimated resources for each work package. The amount of detail and the level of specificity of
the resource requirement descriptions can vary by application area. The resource
requirements documentation for each activity can include the basis of estimate for each
resource, as well as the assumptions that were made in determining which types of resources
are applied, their availability, and what quantities are used.

Resource Breakdown Structure is a hierarchical structure of the identified resources by

resource category and resource type. Examples of resource categories include labor, material,
equipment, and supplies. Resource types can include the skill level, grade level or other
information as appropriate to the project. The resource breakdown structure is useful for
organizing and reporting project schedule data with resource utilization information.
Project Documents may be updated include, but are not limited to:
•Activity list,
•Activity attributes, and
•Resource calendars.
 Estimate Activity Duration
Estimate Activate Durations is the process
of estimating the Number of work periods
needed to complete individual Activities with
estimated resources.

The key benefit of this process is that it

provides the amount of time each activity will
take to complete, which is a major input to
Develop schedule process.
Inputs Tools and Techniques Outputs

 Schedule management  Expert judgment  Activity duration updates

plan  Analogous Estimating  Project documentupdates
 Activity List  Parametric Estimating
 Activity Attributes  Three point estimates
 Activity Resource  Group decision making
Requirements techniques
 Resource Calendars  Reserve Analysis
 Project Scope Statement
 Risk Register
 Resource Breakdown
Structure
 Enterprise Environmental
Factors
 Organization Process
Assets
 Estimate Activity Duration -
Inputs
Schedule Management Plan – defines the method used and the level of
accuracy along with other criteria required to estimate activity durations
including the project update cycle.

Activity List – Defines activity list that will need duration estimates.

Activity Attributes- Output of Define Activities process

Activity Resource Requirements –The number of resources allocated will

impact the duration of most of the activities.

Resource Calendars - can include the type, availability, and capabilities of

human resources. The type, quantity, availability, and capability, when
applicable, of both equipment and material resources, which could significantly
influence the duration of schedule activities, are also considered. Examples
such as Existing conditions, Availability information and length of the reporting
periods. Examples of constraints include , Available skilled resources and
contract terms and requirement.
 Estimate Activity Duration -
Inputs
Project Scope Statement- The assumptions and constraints from the project
scope statement are considered when estimating the activity durations. This
includes
Existing conditions
Availability of information
Length of the reporting periods
Examples of constraints include, but are not limited to
Available skilled resources
Contract terms and requirements
Enterprise Environmental Factors that can influence the Estimate Activity
Durations process include, but are not limited to: Duration estimating databases
and other reference data, Productivity metrics, and Published commercial
information.
Organization Process Assets that can influence the Estimate Activity
Durations process include but are not limited to: Historical duration information,
Project calendars, Scheduling methodology and Lessons learned.
 Estimate Activity Duration –
Tools and Techniques
• Expert Judgment guided by historical information, can provide duration estimate
information or recommended maximum activity durations from prior similar projects. Expert
judgment can also be used to determine whether to combine methods of estimating and
how to reconcile differences between them.

• Analogous estimating uses parameters such as duration, budget, size, weight, and
complexity, from a previous, similar project, as the basis for estimating the same
parameter or measure for a future project.

• Parametric Estimating Parametric estimating uses a statistical relationship between

historical data and other variables (e.g., square footage in construction) to calculate an
estimate for activity parameters, such as cost, budget, and duration.

• Reserve Analysis include contingency reserves, (sometimes referred to as time reserves

or buffers) into the overall project schedule to account for schedule uncertainty. The
contingency reserve may be a percentage of the estimated activity duration, a fixed
number of work periods, or may be developed by using quantitative analysis methods.
 Estimate Activity Duration –
Tools and Techniques
Three-Point Estimates (PERT) is based on statistical methods in particular normal
distribution. The estimation of activity duration is done based on the following three points

Most likely (M). The duration of the activity, given the resources likely to be assigned, their
productivity, realistic expectations of availability for the activity, dependencies on other
participants, and interruptions

Optimistic (O) . The activity duration is based on analysis of the best-case scenario for the
activity.

Pessimistic (P). The activity duration is based on analysis of the worst-case scenario for the
activity.

PERT analysis calculates an Expected (E) activity duration using a weighted average of these
three estimates:

Double Triangular or Beta Distribution - E = O + 4M + P/6 , Standard Deviation - SD= P-0/6

Triangular Distribution – E= 0+M+P/3 , Standard Deviation =√ 02+M2+P2-OM-MP-PO/18
 Develop Schedule
Develop schedule is the process of analyzing
activity sequences, durations, resource
requirements, and schedule constraints to create
the project schedule model.

The key benefits of this process is that by entering

schedule activities , durations, resources, resource
availabilities and Logical relationships into the
scheduling tool , it generates a schedule model
with planned dates for completing project activities
 Develop Schedule
Inputs Tools and Techniques Outputs
 Schedule management  Schedule network analysis  Project schedule
 Activity List  Critical path method  Schedule baseline
 Activity attributes  Critical chain method  Schedule data
 Project schedule  Resource optimization  Project Calendars
 network diagrams techniques  Project Management Plan
 Activity resource  Modeling techniques updates
 requirements  Leads and lags  Project document updates
 Resource calendars  Schedule compression
 Activity duration estimates  Scheduling tool
 Project scope statement
 Project staff assignments
 Resource Breakdown
Structure
 Risk Register
 Enterprise Environmental
Factors
 Organizational Process
Assets
 Develop Schedule - Inputs
Schedule Management Plan – Identifies the scheduling method and tool used to create the
schedule and how schedule is to be calculated.

Activity List – Identifies the activities that will be included in the schedule model Activity
attributes – Provide the details used to build the schedule model.

Project schedule network diagram – contains logical relationship between predecessor and
successor that will be used to build the schedule.

Activity resource requirements – Identify the types and quantities of resources required for
each activity used to create the schedule model.

Resource calendars- specify when and how long identified project resources will be available
during the project
Activity duration estimates contain the quantitative assessment of the likely number of work
periods that will be required to complete an activity that will be used to calculate the schedule.
 Develop Schedule - Inputs
Project scope statement- contains assumptions
and the constraints that can impact the development
of the schedule.
Enterprise Environmental Factors that can
influence the Develop Schedule process include, but
are not limited to, a scheduling tool that can be used
in developing the schedule.
Organizational Process Assets The organizational
process assets that can influence the Develop
Schedule process include, but are not limited to:
Scheduling methodology and Project calendar.
 Develop Schedule Tools and
Techniques
The critical path method calculates the theoretical early start and finish dates, and late start and finish dates, for all
activities without regard for any resource limitations, by performing a forward and backward pass analysis through the
schedule network.
Critical Chain Method is a schedule network analysis technique that modifies the project schedule to account for
limited resources. The resource-constrained critical path is known as the critical chain. The critical chain method adds
duration buffers that are non-work schedule activities to manage uncertainty.
 Develop Schedule Tools and
Techniques
Resource Optimization Techniques – that can be used to Adjust the
schedule model due to demand and supply of resources include.

Resource Levelling - Is necessary when resources have been over-

allocated, such as when a resource has been assigned to two or more
activities during the same time period, when shared or critical required
resources are only available at certain times or are only available in
limited quantities. Resource leveling can often cause the original critical
path to change.

Resource Smoothing – A technique that adjusts the activities of a

schedule model such that the requirements for resources on the project
do not exceed certain predefined resource limits. There is no change in
the project completion date the activities may only be delayed within
their free and total float.
 Develop Schedule Tools and
Techniques
Modeling Techniques include

What -If Scenario Analysis- A schedule network analysis is

performed using the schedule to compute the different
scenarios, such as delaying a major component delivery, or
introducing external factors, such as a strike The outcome of the
what if scenario analysis can be used to assess the Feasibility of
the project schedule under adverse conditions

Simulation involves calculating multiple project durations with

different sets of activity assumptions. The most common
technique is Monte Carlo Analysis in which a distribution of
possible activity durations is defined for each activity and used to
calculate a distribution of possible outcomes for the total project.
 Develop Schedule Tools and
Techniques
Applying Leads and Lags - Leads and lags are refinements applied during
network analysis to develop a viable schedule.

Schedule Compression

Crashing. A schedule compression technique in which cost and schedule

tradeoffs are analyzed to determine how to obtain the greatest amount of
compression for the least incremental cost. Examples of crashing could include
approving overtime, bringing in additional resources, or paying to expedite
delivery to activities on the critical path. Crashing only works for activities where
additional resources will shorten the duration. Crashing does not always
produce a viable alternative and may result in increased risk and/or cost.

Fast tracking. A schedule compression technique in which phases or activities

normally performed in sequence are performed in parallel. An example is
constructing the foundation for a building before completing all of the
architectural drawings. Fast tracking may result in rework and increased risk.
Fast tracking only works if activities can be overlapped to shorten the duration
 Develop Schedule Tools and
Techniques
Scheduling Tool - Automated scheduling
tools expedite the scheduling process by
generating start and finish dates based on
the inputs of activities, network diagrams,
resources and activity durations. A
scheduling tool can be used in conjunction
with other project management software
applications as well as manual methods.
 Develop Schedule Outputs
• Schedule Baseline - is a real or theoretical construct that captures
the approved schedule. It is used to provide a comparison or
contrast with the actual progress of work against the schedule and
to determine if performance to date is within acceptable parameters.

• Project schedule displays the start and end dates of all the activities
in the project and the same for overall project. It can be represented
in the form of Gantt Chart, Milestone Chart or a project network
diagram.

• Schedule data is the data on the basis of which schedule was

developed. It includes resource requirements by time period,
alternative schedules such as best-case or worst case, not resource
leveled or resource leveled with, or without imposed dates and
scheduling of contingency reserves
 Develop Schedule Outputs
Project Calendars – A project calendar identifies working days and shifts
that are available for scheduled activities. It distinguishes time period in
days or part of days that are available to complete scheduled activities from
time period that are not available.
Project Management Plan Updates – Elements of the project
management plan that may be updated include
•Schedule baselines
•Schedule management plan
Project document updates includes updates to resource requirement,
activity attributes, risk registers and calendars

The critical path method is a technique that allows you to identify tasks that
are necessary for project completion. The critical path in project
management is the longest sequence of activities that must be finished on
time to complete the entire project. Any delays in critical tasks will delay the
rest of the project.
Float, or slack, refers to the amount of flexibility of a given task. It indicates
how much the task can be delayed without impacting subsequent tasks or
the project end date.
 Exercise : Critical Path
For the network diagram below find Critical
Path, float for activity A and E
Exercise : Forward and
Backward Pass
 Exercise : Critical Path
Complete the following Project Network
Diagram
 Exercise : Critical Path
Based on the portion of network diagram
shown below find ES and LF for activity F
 Control Schedule
(Monitoring and Controlling
Process Group)
Control Schedule is the process of
monitoring the status of the project to update
project progress and manage changes to
the schedule baseline.
 Control Schedule
Control Schedule is the process of monitoring
the status of project activities to update project
progress and manage changes to the schedule
baseline to achieve the plan.

The key benefit of this process is that it

provides the means to recognize deviation from
the plan and take corrective action and
preventive actions and thus minimizes risk.
 Control Schedule

Inputs Tools and Techniques Outputs

 Project management plan  Performance reviews  Work performance
 Project schedule  Project management information
 Work performance data Software  Schedule forecasts
 Organizational process  Resource optimization  Change Requests
assets techniques  Project Management Plan
 Modeling techniques updates
 Leads and lags  Project document updates
 Schedule compression  Organization Process asset
 Scheduling tool updates
 Control Schedule- Inputs
Project Management Plan is a formal, approved document that
defines how the project is executed, monitored and controlled.

Project Schedule is the primary input to this process, since it is

the source against which the results are controlled.

Work Performance Data details the work that is being

executed, recently completed, and next steps. This information is
gathered from the Direct and Manage Project execution process.

Project Calendars - A schedule model may require more than

one project calendar to allow for different work periods for some
activities to calculate the schedule forecasts.
 Control Schedule- Inputs
Schedule Data will be reviewed and
updated in the Control Schedule process.

Organizational Process Assets can be a

system for formally evaluating schedule
change, or a software system to help detect
changes or measuring variance
 Control Schedule- Tools and
Techniques
Performance Reviews keeps project manager updated on how project is progressing against
the base lined schedule. Some of the techniques that can be used for performance
reviews are :
 Trend analysis – examines project performance over time to determine whether
performance is improving or deteriorating

 Critical path method – Comparing the progress along the critical path can help determine
schedule status. The variance on the critical path will have a direct impact on the project
end data. Evaluating the progress of activities on near critical paths can identify schedule
risk

 Critical Chain method- Comparing the amount of buffer remaining to the amount of buffer
needed to protect the delivery date can help determine schedule status. The difference
between the buffer needed and the buffer remaining can determine whether corrective
action is appropriate.

 Earned Value Management - Measurements such as SV and SPI helps you to know
whether you are ahead or behind in terms of the schedule.
 Control Schedule- Tools and
Techniques
• Project Management Software automates the
other tools and techniques in control schedule

• Resource optimization techniques involves the

scheduling of activities and resources required by
those activities while taking into consideration both
the resource availability and the project time.

• Modeling techniques are used to review various

scenarios guided by risk monitoring to bring the
schedule model into alignment with the project
management plan and approved baseline.
 Control Schedule- Tools and
Techniques
Leads and lags have impact on the schedule and
as the project progresses lead and lags need to be
adjusted to reflect reality so as to provide the most
realistic view of the schedule possible

Schedule compression includes shortening the

duration of the plan through Crashing and Fast
tracking

Scheduling tool provides various features (Views,

reports etc) that helps in managing the schedule
 Control Schedule- Outputs
Work Performance Information– The updated schedule performance
index (SPI)
Schedule variance (SV) and other earned value measurements
relevant to the schedule need to be calculated and communicated out.
Change Requests – Any change in the schedule due to change in
scope or due to any other valid reason requires Change Request.
Project Management Plan Updates - As the schedule changes, the
project management plan is updated.
Project Document Updates – This includes any project document
(Other than project management plan) that has changed as a result of
Control Schedule. For example Scheduled data such as revised
planned start and finish dates, Project schedule and the Risk register
Organization Process Updates – Any times a lesson is learned in
Control Schedule, it becomes a reusable asset for the performing
organization.
 Exercise 3: Time Management
Complete the following

[Link] more resources to a project so you

can get it done faster is
called____________ .

2._________ is the process where you put

the activities in order.
 Answers to Exercise 3: Time
Management
1. Adding more resources to a project so you
can get it done faster is called Crashing .

2. Sequence Activities is the process where

you put the activities in order.