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preparepm.com Tutorial - Project Time Management
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The knowledge area of Project Time Management consists of the following processes -
Time Management Processes Process Project Phase Key Deliverables Define Activities Planning Activity List, Milestone list Sequence Activities Planning Project Schedule network diagrams Estimate Activity Resources Planning Activity resource requirements,
Resource breakdown structureEstimate Activity Durations Planning Activity duration estimates Develop Schedule Planning Project Schedule Control Schedule Monitoring and Controlling Work Performance measurements,
Change Requests -
The Define Activities process has the following Inputs, Tools and Techniques and Outputs -
Define Activities Process Inputs Tools and Techniques Outputs Scope baseline Decomposition Activity list Enterprise environmental factors Rolling wave planning Activity attributes Organizational process assets Templates Milestone list Expert judgment -
The Sequence Activities process has the following Inputs, Tools and Techniques and Outputs -
Sequence Activities Process Inputs Tools and Techniques Outputs Project scope statement Precedence diagram method (PDM) or AON Project schedule network diagrams Activity List Applying leads and lags Project document updates Activity attributes Schedule Network Templates Milestone list Dependency determination Organizational process assets -
The Estimate Activity Resources process has the following Inputs, Tools and Techniques and Outputs -
Estimate Activity Resources Process Inputs Tools and Techniques Outputs Activity List Expert judgment Activity resource requirements Activity attributes Alternative analysis Resource breakdown structure Resource calendars Published estimating data Project document updates Enterprise environmental factors Bottom-up estimating Organizational process assets Project Management software -
The Estimate Activity Durations process has the following Inputs, Tools and Techniques and Outputs -
Estimate Activity Durations Process Inputs Tools and Techniques Outputs Activity list Expert judgment Activity duration estimates Activity attributes Analogous estimating Project document updates Activity resource requirements Parametric estimating Resource calendars Three-point estimates Project scope statement Reserve analysis Enterprise environmental factors Organizational process assets -
The Develop Schedule process has the following Inputs, Tools and Techniques, and Outputs-
Develop Schedule Process Inputs Tools and Techniques Outputs Organizational process assets Schedule network analysis Project Schedule Project scope statement Critical path method Schedule baseline Activity List Schedule Compression Schedule data Activity attributes What-if scenario analysis Project document updates Project Schedule Network diagram Resource levelling Activity Resource requirements Critical chain method Resource Calendars Scheduling tool Activity duration estimates Applying calendars Project Management Plan -
Risk RegisterAdjusting Leads and Lags Enterprise environmental factors -
The Control Schedule process has the following Inputs, Tools and Techniques and Outputs -
Control Schedule Process Inputs Tools and Techniques Outputs Project management plan Performance reviews Work performance measurements Project schedule Variance analysis Organizational process assets updates Work performance information Project management software Change requests Organizational process assets Resource leveling Project management plan updates What-if scenario analysis Project document updates Adjusting leads and lags Schedule compression Scheduling tool - Bar charts (or Gantt charts) are used to display tasks and their dates in a graphical fashion. They are used to display information of the type task 1 is scheduled from date A to date B. Typically the date range is displayed in the X-axis and the tasks on the Y-axis. Bar charts do not show task dependencies. They are generally used to track progress and show to the team.
- Milestone charts are similar to bar charts but display only major events. They display major milestones (for example bridge design completed). They are used to report status to Management.
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Network diagrams are used to display activities and their dependencies.
Network diagrams can be used to perform critical path analysis. Network diagrams can also be used
to perform crashing and fast tracking of the project.
There are two type of network diagrams -- Activities on Node (or Precedence)
- Activities on Arrow (or AOA)
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An activity in a network diagram is displayed as shown below.
Activity name Activity Number Estimate As an example -
In the above example Documentation is activity number 2 and is estimated to last 5 days.Documentation 2 5 days - Precedence (or Activity on Node) diagrams can be used to display four type of relationship between
activities. These are
- Finish-To-Start
- Start-To-Start
- Start-To-Finish
- Finish-To-Finish
Finish-to-start relationship means the dependent activity cannot start until the first activity is finished. This is the most common way to represent relationships between activities.
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Activity on Array (AOA) network diagrams have the following characteristics.
- AOA only uses Finish-To-Start relationship between tasks.
- PERT and CPM can only be used with AOA.
- Dummy events are shown with dotted lines. They do not take any time. They show dependencies between tasks.
- Longest path through the network diagram is called the critical path. The activities on the critical paths are called critical activities.
- Lags are inserted waiting times in between tasks. For example Task B cannot start until three days after task A completes.
- Slack or Float is the amount of time a task can be delayed without delaying the project. Tasks on the critical path have zero float.
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Critical Path Method (CPM) has the following characteristics.
- It uses one time estimate per activity
- It can be drawn only using AOA diagrams
- It can have dummy events
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Program Evaluation and Review Technique (PERT) has the following characteristics.
- It uses three estimates per activity - optimistic, pessimistic and most likely
- It can be drawn only using AOA diagrams
- It can have dummy events
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PERT utilizes more information than CPM as it considers the
"Pessimistic" and "Optimistic" values in addition to the "Most Likely"
value in its calculations. The following are formulae used
by PERT -
Mean = (P + 4M + O)/6
Standard Deviation = (P-O)/6
Variance = ((P-O)/6)2
Here P is the pessimistic estimate, O is the optimistic estimate and M is the most likely estimate. - GERT is another type of network diagram. It can support looping.
- If a project has more than one critical paths then the risk to the project increases.
- Resource levelling refers to keeping the resources same across the duration of the project.