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EP 704Unit 6
Project Time Management
Dr. J. Michael Bennett, P. Eng., PMP
UNENE, McMaster University, The University of Western Ontario
Version 2K6-X-08
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-2
Unit 6 Project Time Management
Revisions
2K6-X-08 Initial Creation
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-3
Unit 6 Project Time Management
EP 704 Road MapUnit 1 Introduction to Project ManagementUnit 2 The Project Management ContextUnit 3 Project Management ProcessesUnit 4 Project Integration ManagementUnit 5 Project Scope ManagementUnit 6 Project Time ManagementUnit 7 Project Cost ManagementUnit 8 Project Quality ManagementUnit 9 Project Human Resource ManagementUnit 10 Project Communications ManagementUnit 11 Project Risk ManagementUnit 12 Project Procurement Management
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-4
Unit 6 Project Time Management
Process Time Management
Here we estimate the time and sequencing of WBEs
Must have the WBS done
The material is presented as sequential but likely will be significant overlap
In smaller projects, activity sequencing and duration and schedule development will be a single process done by the PM
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-5
Unit 6 Project Time Management
Project Time Management Processes
6.1 Activity Definition
6.2 Activity Sequencing
6.3 Activity Resource Estimating
6.4 Activity Duration Estimating
6.5 Schedule Development
6.6 Schedule Control
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-6
Unit 6 Project Time Management
6.1 Activity Definition
.1 Inputs
.1 EEF .2 OPA . 3 Scope Statement .4 WBS .5 WBS Dictionary .6 PMP.2 Tools and Techniques .1 Decomposition .2 Templates .3 Rolling Wave Planning .4 XJ .5 Planning Component.3 Output . 1 Activity list .2 Activity Attributes . 3 Milestone List .4 Requested Changes
6.3 Activity Resource Estimating.1 Inputs .1 EEF .2 OPA .3 Activity List .4 Activity Attributes .5 Resource Availability .6 PMP
.2 Tools and Techniques . 1 Expert judgment .2 Alternatives Analysis .3 Published Estimating Data .4 PM Software .5 Bottom-up Estimating.3 Output .1 Activity Resource Requirements .2 Activity Attributes (Updates) .3 Resource Breakdown Structure .4 Resource Calendars (Updates) .5 Requested Changes
6.2 Activity Sequencing.1 Inputs .1 Scope Statement .2 Activity List . 3 Activity Attributes .4 Milestone List .5 Approved Change Requests.2 Tools and Techniques .1 Precedence diagramming (PDM) .2 Arrow diagramming (ADM) .3 Schedule Network Templates .4 Dependency Determination .5 Applying Leads and Lags.3 Output .1 Schedule Network Diagrams .2 Activity Lists (Updates) .3 Activity Attributes (Updates) .4 Requested Changes
PMI Project Time Management
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-7
Unit 6 Project Time Management PMI Project Cost Management
6.6 Schedule Control.1 Inputs .1 Schedule Management Plan .2 Schedule Baseline
.3 Performance Reports
.4 Approved Change Requests.2 Tools and Techniques .1 Progress Reporting .2 Schedule CC System .3 Performance Measurement .5 PM software .6 Variance analysis .7 Schedule Comparison Bar Charts
.3 Output .1 Schedule Model Data (Updates) .2 Schedule Baseline (Updates) .3 Performance Measurements .4 Requested Changes .5 Recommended Corrective Actions .6 OPA (Updates) .7 Activity List (Updates) .8 PMP (Updates) .9 Activity Attributes (Updates)
6.4 Activity Duration Estimating.1 Inputs .1 EEF .2 OPA .3 Scope Statement .4 Activity List .5 Activity Attributes .6 Activity Resource Requirements .7 Resource Calendars .8 PMP - Risk Register - Activity Cost Estimates
.2 Tools and Techniques .1 Expert Judgment .2 Analogous Estimating .3 Parametric Estimating .4 Three-point Estimates .5 Reserve Analysis.3 Output .1 Activity Duration Estimations .2 Activity Attributes (Updates)
6.5 Schedule Development.1 Inputs .1 OPA 2 Scope Statement .3 Activity List .4 Activity Attributes .5 Schedule Network Diagrams .6 Activity Resource Requirements .7 Resource Calendars .8 Activity Duration Estimates .9 Risk Register.2 Tools and Techniques .1 Schedule Network Analysis .2 Critical Path Method .3 Schedule Compression .4 What-if Scenario Analysis .5 Resource Leveling .6 Critical Chain Method .7 PM Software .8 Applying Calendars .9 Adjusting Leads and Lags .10 Schedule Model.3 Output .1 Project Schedule .2 Schedule Model Data .3 Schedule Baseline .4 Resource Requirements (Updates) .5 Activity Attributes (Updates) .6 Project Calendars (Updates) .7 Requested Changes .8 PMP (Updates)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-8
Unit 6 Project Time Management
6.1 Activity Definition
6.2 Activity Sequencing
6.3 Activity
Resource Est.
6.4 Activity
Duration Est.
6.5 Schedule Development
Enterprise Environmental
12.4 Select
Sellers
4.3 Develop
PMP
4.6 Int Change
Control
Scope Statement
Organizational Process Assets
5.2 Scope Definition
5.3 Create
WBS
9.2 Acquire
Project Team
7.1 Cost
Estimation
10.3 Performance
Reporting
4.7 Close Project
4.4 Project Execution
11.2-5 Risk
Planning
6.6 Schedule
Control
WBS+D
Res Avail
History, Calendar
Resource Availability
Resource Availability
Activity Cost Estimates
Risk Register
Performance Reports
Work Performance Information
OPA Updates
History, Calendar
PMP, SMP
Activity List, Attributes, Milestone List Requested Changes
Requested Changes
PMP Updates
Schedule Network Diagrams
Requested Changes
Requested Changes
Requested Changes
Requested Changes
Approved Change Reqs
Act Res Rqs, RBS, Res Cals
Activity Duration Estimates
Schedule; Model data; Sched Baseline; Res Reqs; Proj Cal UD
Perf Mease; UDs of AL, AA, ;PMP, Sked BL; Proj Sked
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-9
Unit 6 Project Time Management
6.1 Activity Definition
1 Decomposition2 Templates3 Rolling Wave4 XJ5 Planning Comp
1 Activity List
2 Activity Atts
3 Milestone List
4 Req’ed Changes
1 EEF2 OPA3 Scope Statement4 WBS5 WBS Dictionary6 PMP
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-10
Unit 6 Project Time Management
1 Activity List
Comprehensive list of all project schedule activities
Includes schedule identifier and enough detail for the team to understand what to do
Usd in the schedule model and the PMP
AL ≠ WBS components
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-11
Unit 6 Project Time Management
2 Activity Attributes
Such asActivity identifierActivity codesActivity descriptionPredecessor activitiesSuccessor activitiesLogical relationshipsLeads and lagsResource requirementsImposed datesAssumptions and constraints
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-12
Unit 6 Project Time Management
3 Milestone List
All milestones must be IDed
Mandatory or optional
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-13
Unit 6 Project Time Management
4 Requested Changes
AD can generate changes
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-14
Unit 6 Project Time Management
6.1.2 Activity Definition: T&T
1 Decomposition
2 Templates
3 Rolling Wave
4 XJ
5 Planning Component
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-15
Unit 6 Project Time Management
Recall Simon’s Tripartite Division
Level 1 – Milestones
Level 2 – WBSes
Level 3 – Schedule Activities
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-16
Unit 6 Project Time Management
EHB Example
Milestone – sign-off of Driver module
WBS – completed requirements
SA – review requirements with customer Stakeholders - ½ day 4 people
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-17
Unit 6 Project Time Management
1 Decomposition
Subdivides WPs into smaller components; called schedule activities
These are schedule driven not deliverable driven
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-18
Unit 6 Project Time Management
2 Templates
Useful from previous projects
Used to estimate resource skills, hours of effort, risk ID, etc
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-19
Unit 6 Project Time Management
3 Rolling Wave
Progressive elaboration
Detail near-term events
Leave the far-term adumbrated, to be detailed later at a more appropriate time
Early on, leave far-term at the milestone level
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-20
Unit 6 Project Time Management
4 XJ
Mumble mumble
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-21
Unit 6 Project Time Management
5 Planning Component
When insufficient definition of the scope is available to decompose the WBS, leave the last node as a PC
Control Account: a node to be developed further later
Planning Package: subcomponent above the WP but below the CA
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-22
Unit 6 Project Time Management
6.1.3 Activity Definitions: Outputs
.1 Activity List
.2 Activity Attributes
.3 Milestone List
.4 Requested Changes
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-23
Unit 6 Project Time Management
1 Activity List
Includes all schedule activities needed to be done on the project
IncludesActivity identifier
Work description in enough detail to schedule and understand the work
SAs are discrete units but are NOT WPs
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-24
Unit 6 Project Time Management
2 Activity AttributesExpansion of characteristics of SAs including
Activity IDActivity codeActivity descriptionPredecessor activitiesSuccessor activitiesLogical relationshipsLeads and lagsResource requirementsImposed datesConstraintsAssumptions
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-25
Unit 6 Project Time Management
3 Milestone List
List of all milestonesMandatory
Optional
Will be part of the PMP and used for Milestone Scheduling
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-26
Unit 6 Project Time Management
4 Requested Changes
Since we are fleshing out interior details of the WPs, changes will be needed as more detail is unfolded.
Fed through ICC of course.
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-27
Unit 6 Project Time Management
6.2 Activity Sequencing
1 PDM2 ADM3 Sched NW Temps4 Dependency Det.5 Leads and Lags
1 Scope Statement2 Activity List3 Activity Attributes4 Milestone List5 App’d Change Reqs
1 Sched NW Diags2 Act. Lists (Up)3 Act. Atts (Up)4 Req’d Changes
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-28
Unit 6 Project Time Management
Modalities of Scheduling
Gantt/bar charts
Milestone charts
NetworksADM
Precedence
PERT
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-29
Unit 6 Project Time Management
Problems with Each
Gantts do not show interdependencies
PERTs et al are time intensive, too much detail
Each is useful in their own right; not the final solution
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-30
Unit 6 Project Time Management
Example: Gantt, Milestone, PERT
1144141
21
53
76
4
1 2
54
6
3
7
2
4 53
6 7
3
2 2
4
1 3
1
14
7
2
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-31
Unit 6 Project Time Management
Network Fundamentals
Shown through a diagram. Visualization of:Activity interdependence
Project completion time
Impact of early/late starts
Trade-off analysis
“what if” scenarios
Cost of crashing
Slippages in planning/performance
Performance evaluation
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-32
Unit 6 Project Time Management
6.2.2 Tools & Techniques
1 Precedence Diagramming Method (PDM)
2 Arrow Diagramming Method (ADM)
3 Schedule Network Templates
4 Dependency Determination
5 Leads and Lags
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-33
Unit 6 Project Time Management
1 Precedence Diagramming Method (PDM)
Also called AON (activity on Node)
Puts effort on the node
Most common today
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-34
Unit 6 Project Time Management
PDM (pmbok)
Begin EndH
LK
JI
F G
EDC
A B
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-35
Unit 6 Project Time Management
Definitions (activities on node: AON)
Event is start or end of group of activities (circle)
Activity is work required to move from event to event (node time)
6/2 9/3
Complete testing
Final report
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-36
Unit 6 Project Time Management
Dependency Relations
Finish-to-Start (must finish before next can start)
Finish-to-Finish (must finish before next can finish)
Start-to-Start (must start before next can start)
Start-to-Finish (must start before next can finish)
All of these assume 100% completion; could have a percentage
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-37
Unit 6 Project Time Management
Network Analysis
A# Dur
ES
ACTIVITY DESCRIPTION
EF
LS LF
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-38
Unit 6 Project Time Management
Zero or 1?
Note do we start at day 0 or day 1?
Most folks start at 0
1 1
A 4
5 5
B 3
0 0
A 4
4 4
B 3
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-39
Unit 6 Project Time Management
Forward Pass
1 1
A 1
2 2
B 3
5 5
D 5
2 3
C 2
10
10
F 3
4 7
E 3
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-40
Unit 6 Project Time Management
Earliest-Latest Dates
1 1
A 1
2 2
B 3
5 5
D 5
2 3
C 2
10 10
F 3
4 7
E 3
12 12
7 9 3 4
1 1
4 4 9 9
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-41
Unit 6 Project Time Management
Backward Pas
A 1
B 3
-8
D 5
C 2
0
F 3
E 3
0 0
0
-8
-3 -3
-11 -11
-12 -12
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-42
Unit 6 Project Time Management
Critical Path
1 1
A 1
2 2
B 3
2 3
C 2
10 10
F 3
4 7
E 3
12 12
7 9 3 4
1 1
2 4
5 5
D 5
5 9
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-43
Unit 6 Project Time Management
Comments
Idea of Critical Path
Note FP is done to estimate finish date
BP is done when finish date is fixed and you want to know when to start
Must be the same
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-44
Unit 6 Project Time Management
1
0
ID
Customer
3
3 2
3Develop Questionnaire
13
10
6
38 Print Q
48
10
4
33Rev, Finalize Q
38
5
7
38 Develop
DA SW
50
12
5
38 Mail
labels
40
2
8
38Develop Test Data
40
2
1
48 Mail Qs, get Resps
9
113
65
a
50 Test
SW
55
5
3
13 Test Q
33
20
1
113 Input Res Data
b
120
7 c
120 Analyze Data
128
8 1
128 Prepare Report
d
183
10
-5-8 2555-5
3025
105100
10098
120112112105 130120
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-45
Unit 6 Project Time Management
2 Activity on Arrow (Arrow Diagramming Method)
Event is start or end of group of activities (circle)
Activity is work required to move from event to event (arrow)
6 9
Complete testing
Final report
2 weeks
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-46
Unit 6 Project Time Management
Sources and Sinks
6
23
33
8
77
11
10
9
Source (burst point)
Sink
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-47
Unit 6 Project Time Management
Comments
Idea of Critical Path
Can use optimistic, normal or pessimistic time estimates (Ro6?)
Can use “dummy” variables to help in sequencing
PERT for high variance
CPM for low
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-48
Unit 6 Project Time Management
Mathematical Choices
Critical Path Method (CPM)
Graphical Evaluation and Review Technique (GERT)
Program Evaluation and Review Technique (PERT)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-49
Unit 6 Project Time Management
PERT/GERT/Network Analysis
Basic Definitions
How to Crash Critical Paths (later)
Estimating ranges of completion times
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-50
Unit 6 Project Time Management
Graphical Evaluation and Review Technique (GERT)
Permits an iterative looping in the schedule (none of the others do)
Uses probabilistic estimates
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-51
Unit 6 Project Time Management
Program Evaluation and Review Technique (PERT)
Uses a weighted average like the Rule of Six
Good for calculating best, expected and worse case scenarios
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-52
Unit 6 Project Time Management
The Beta Distribution EV=(BC+4ML+WC)/6
0
0.2
0.4
0.6
0.8
1
1.2
1 4 7 10 13 16 19 22 25
Beta Distribution
BC ML WCEV
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-53
Unit 6 Project Time Management
Estimating the SD PERT-wise
σ = (WC-BC)/6
If you have many, you must add up the variances not the σs. (var = σ2)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-54
Unit 6 Project Time Management
Example
a b c d2,3,4 3,5,74,7,10
σ ab = 0.33 σbc = 1.0 σcd = 0.67
σad = √ σ2ab + σ2
bc + σ2cd
σad = √ (.332+1.02+0.672) = 1.25
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-55
Unit 6 Project Time Management
Definitions
DependenciesHard – must be done first
Soft – may be necessary or not (I can start high level design before all requirements are done)
External – beyond PM’s control
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-56
Unit 6 Project Time Management
Dummy Activities
1
D2
53
4
A
B
C
DUMMY
4<1,2,3
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-57
Unit 6 Project Time Management
Slack Time
= time between scheduled completion date and required date (to meet CP)
TE is earliest time event can take place
TL is latest time
ST = |TE – TL|
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-58
Unit 6 Project Time Management
PERT with Slack Time
2 4
53
6
1
36
7
2
TE=3TL=3
5
5
3
TE=0TL=0
TE=2 TL=5
TE=10TL=10
TE=15TL=15
TE=6TL=9
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-59
Unit 6 Project Time Management
Can Refine
ES = earliest start
EF = earliest finish
LS = latest start
LF = latest finish
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-60
Unit 6 Project Time Management
Full PERT
C(6,11) 5(14,19)
ACTIVITY IDENTIFICATION
ACTIVITY TIME
LATEST FINISH TIME
LATEST START TIME
EARLIEST FINISH TIME
EARLIEST START TIME
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-61
Unit 6 Project Time Management
PERT with Full Slack Times
B(6,15)9(6,15)
D(6,12) 6(11,17)
A(0,6)6(0,6)
H(12,16) 4(18,22)
G(12,14)6(17,19)
E(15,18) 3(15,18)
F(15,22) 7(15,22)
C(6,11) 5(14,19)
I(18,21) 3(19,22)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-62
Unit 6 Project Time Management PERTing Along
develop schedule
$?
?
res?
plan?
feedback
BL plans & schedule
no
no
no
noResource control
Management Approval
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-63
Unit 6 Project Time Management
How to Feedback?
Transfer resources from sps to cps
Eliminate activities
Add more resources
Use less time-consuming activities
Parallelize more
Shorten CP
Shorten earliest activities
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-64
Unit 6 Project Time Management
Shorten latest activities
Increase number of working hours/day
Use cheaper people
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-65
Unit 6 Project Time Management
Parallelizing to Shrink Critical Paths
1 2 3
1
2
3
4
4
0
16
4
16
0
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-66
Unit 6 Project Time Management
Nested PERTs
EB
C
F
D
A
FA 7 8
5
43
6
7
2
54
4
8
6
9
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-67
Unit 6 Project Time Management
PERT Life Cycle
1 lay out list of activities
2 order them and add arrows
3 review with line managers
4 doers add time estimates (unlimited Res)
5 PM adds calendar dates (limitations)
6 Checks reality of calendar dates
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-68
Unit 6 Project Time Management
Perturbation Analysis
Always check if times change dramatically
Primary Objectives are:Best time
Least cost
Least risk
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-69
Unit 6 Project Time Management
Secondary Objectives
Alternatives
Optimum schedules
Effective use of resources
Communications
Refinement of the estimating process
Ease of project control
Ease of time/cost revisions
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-70
Unit 6 Project Time Management
PERT Constraints
Calendar completion
Cash flow
Limited resources
Management approvals
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-71
Unit 6 Project Time Management
PERTs and CPMs
PERTs are event-orientedGood for R&D
Hard to tell percentage complete
Payouts at milestones
CPMs are activity-oriented% complete along lines can be done
Good for well-defined activities
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-72
Unit 6 Project Time Management
CPM best for
Well-defined projects such as construction
One dominant organization
Relatively small risk
One geographic location
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-73
Unit 6 Project Time Management
Project Software Support
Level I (Excel)Level II (MS)Level III (Artemis)Level IV (in-your-dreams)
REMEMBERSOFTWARE DOESN’T MANAGE PROJECTS:
PEOPLE DO
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-74
Unit 6 Project Time Management
SW Capabilities
System capacity
Network schemes (AD/PRE)
Calendar dates
Gantt charts
Flexible report generation
Updating
Cost control
Scheduled dates
Sorting
Filtering
Resource allocation
Plotting
Machine requirements
Cost
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-75
Unit 6 Project Time Management
3 Schedule Network Templates
Mature organizations will have general templates to begin the work
Especially if portions are repetitive. Such as floors on a high-rise, clinical trials, software module construction.
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-76
Unit 6 Project Time Management
4 Dependency Determination (3 kinds)
MandatoryNormal (see PDM 4 types)
DiscretionarySuch as a preferred way of executing a sequence of events when there are several OK paths
ExternalOutside the PM’s control such as delivery of necessary hardware, Y2K, laws, etc
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-77
Unit 6 Project Time Management
5 Leads and Lags
Lead permits the acceleration of the successor task. Eg. Can start chapter 2 15 days before chapter 1 is complete (F2S with 15 day lead)
Lags delay next task. Concrete must cure for 15 days. Therefore a F2S with a 15 day lag
Leads and Lags can be negative (but why?)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-78
Unit 6 Project Time Management
Lag Time
Suppose that B lags A by 3
1 1
A 4
8 8
B 3
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-79
Unit 6 Project Time Management
6.3 Activity Resource Estimating
1 EEF2 OPA3 Activity List4 Act Atts5 Resource Avail6 PMP
1 Xpert Judgment2 Alternative Anal3 Published E Data4 PM Software5 Bottom-up Est
1 Act Res Reqs2 Act Atts (ups)3 Res BD Structure4 Res Cals (ups)5 Req’d Changes
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-80
Unit 6 Project Time Management
6.3.1 ARE Inputs
EEFsUses infrastructure resource availability as per the nature of the company
OPAsPolicies for staffingRental or purchase of supplies, equipmentHistorical information
Resource AvailabilityIn the market now? Later?
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-81
Unit 6 Project Time Management
6.3.2 Tools and Techniques
1 Expert Judgment
2 Alternative Analysis
3 Published Estimating Data
4 PM Software
5 Bottom-up Estimation
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-82
Unit 6 Project Time Management
1 Expert Judgment
Experts in the area can tell us who we need
Any group or person having area-specific knowledge use\ful here
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-83
Unit 6 Project Time Management
2 Alternatives Analysis
Make-or-buy decisions
Who can do the work
May be necessary to outsource some of the schedule activities
Can we cannibalize other work?
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-84
Unit 6 Project Time Management
3 Published Estimating Data
There are commercially available books of production rates and unit costs for trades, material, equipment, in many countries or geographical areas
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-85
Unit 6 Project Time Management
4 PM Software
PM software can use RBSs, resource availability, resource calendars, to allocate for us
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-86
Unit 6 Project Time Management
5 Bottom-up Estimation
If we cannot estimate the needed resources, may need more decomposition into finer detail. Continue the decomposition until we can estimate and then roll back up
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-87
Unit 6 Project Time Management
6.3.3 ARE Outputs
1 Activity Resource Requirements
2 Activity Attributes (ups)
3 Resource Breakdown Structure
4 Resource Calendars (ups)
5 Required Changes
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-88
Unit 6 Project Time Management
1 Activity Resource Requirements
IDs types and quantities of resources required for each schedule activity.
Can then roll up for total for the work package
Will lead to the estimation numbers in the next section
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-89
Unit 6 Project Time Management
3 Resource Breakdown Structure
Same as WBS only for RBS
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-90
Unit 6 Project Time Management
6.4 Activity Duration Estimation
1 EEF2 OPA3 Scope Statement4 Act List5 Act Attributes6 Act Res Reqs7 Res Cals8 PMP
1 Xpert judgment2 Analogous Est3 Parametric Est4 Three-point Ests5 Reserve Anal
1 Act Duration Ests2 Act Atts (ups)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-91
Unit 6 Project Time Management
General
This is big
We take all of the preceding and roll it all up into the best time estimate that we can manage.
We need to know the size of the work and the production rates to time it out
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-92
Unit 6 Project Time Management
Other things
Need to know the expected working periods
Do you count weekends?
Also what is the normal metric for effort?ph?
pd?
pm?
py?
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-93
Unit 6 Project Time Management
6.4.1 Inputs to Activity Duration Est
1 EEF2 OPA3 Scope Statement4 Activity List5 Activity Attributes6 Activity Resource Requirements7 Resource Calendars8 PMP
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-94
Unit 6 Project Time Management
1 EEF
Historical data important
Also when durations are not driven by the work but by things like:
Curing time of concrete
Time to get approvals through government agencies
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-95
Unit 6 Project Time Management
2 OPA
Recorded data from previous work important here
Team effort records (sw for example, fp/m rates of individuals)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-96
Unit 6 Project Time Management
Historical Information
Can come from the PM morgue
In many engineering areas, there are tables
Steel girders, for example
Unions have rates
Commercial databases
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-97
Unit 6 Project Time Management
3 Scope Statement
Assumptions from the Scope; reporting periods can dictate maximum schedule durations
Review periods
Document submittals etc.
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-98
Unit 6 Project Time Management
6 Activity Resource Requirements
Trickery trickery trickery.
Will affect the schedule
EG; need 2 engineers to do the design
If only 1 is available, may take twice (or more likely more than twice) to complete
Applying n resources will not cut the time by 1/n. In fact may increase it.
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-99
Unit 6 Project Time Management
Resource Requirements
Is it the case that the work can be paralleled?
For example, two people can do the work twice as fast as one
But be careful: the fallacy of linear scaling
There comes a time when adding more people to the work only causes it to take longer
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-100
Unit 6 Project Time Management
5 Resource Capabilities
People do work at different rates
Senior people should be faster than juniors
Some areas are human-specificin coding, it has been measured, that holding all other variables constant, there can be a ten to one difference in coding rates (Weinstein, 1972)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-101
Unit 6 Project Time Management
8 PMP Inputs
Risk RegistryRisks are associated with resource availability and goodness of resources
Activity Cost EstimatesCan use activity cost estimates from the PMP here
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-102
Unit 6 Project Time Management
Remember the Cops and the Donuts
We need two estimates
SIZE
EFFORT
We also want to specify the confidence levels of our numbers
Rule of 6 good here
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-103
Unit 6 Project Time Management
Risk
Need to estimate the costs of risk
High risk means higher costs because of the risk oversight and possible mitigation
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-104
Unit 6 Project Time Management
6.3.2 T&T for Activity Duration Est
0 Introduction to Estimation
1 Expert Judgment
2 Analogous estimates
3 Parametric Estimating
4 Three-Point Estimates
5 Reserve Analysis (contingency)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-105
Unit 6 Project Time Management
0 Estimating in General
General Idea
Rules of Thumbs and SWAGs
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-106
Unit 6 Project Time Management
General Principles of Estimation
General Principles
Pitfalls of Estimation
General Volumetrics
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-107
Unit 6 Project Time Management
General Estimating
Estimates are just that!
Example: how long does it take you to drive to work?
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-108
Unit 6 Project Time Management
Distributions
How measurements might be distributed
Plot the length of 100 meter sticks
Plot the Julian birthday of every Canadian (JBD is the day of the year tat you were born. Jan01=1 and Dec 31=365)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-109
Unit 6 Project Time Management
The Normal Distribution
0
0.2
0.4
0.6
0.8
1
1.2
1 3 5 7 9 11 13 15 17 19
Normal Curve
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-110
Unit 6 Project Time Management
Normal Distribution
0
0.2
0.4
0.6
0.8
1
1.2
-9S
-7S
-5S
-3S
-1S 1S 3S 5S 7S 9S
Normal Curve
MEAN
6Σ 3.4 in 106
5Σ 1.0 in 105
4Σ 1.0 in 104
3Σ 1.0 in 103
2Σ 1.0 in 102
1Σ 1.0 in 101
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-111
Unit 6 Project Time Management
Six-Sigma
One and two tailed estimates
Ours are normally one-tailed
2 is 99%
3 is 99.9%
4 is 99.99%
5 is 99.999%
6 is 3 part in a million (99.9999)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-112
Unit 6 Project Time Management
Question?
You have a 2400 square foot house and you order your cleaner to clean it to within 6.
What is the size of the largest piece of dirt?A thimble?
A teacup?
A saucer?
A bathroom?
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-113
Unit 6 Project Time Management
General Estimating cont.
normally, use the average
the (1+4+1) / 6 is good
be realistic (factor in time of year)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-114
Unit 6 Project Time Management
Rules of Thumbs
My Uncle's example
The Rule of 3
The Back of the Envelope
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-115
Unit 6 Project Time Management
The Rule of 33 people in my house30 close neighbours300 on my jogging route3000 in my school draw30000 in my ward300,000 in London3,000,000 in Ontario-Toronto30,000,000 in Canada300,000,000 in NA (- Mexico)3,000,000,000 "consumers" in the world
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-116
Unit 6 Project Time Management
Rules of Thumbs (jon bentley)
How much water flows out of the Mississippi River in one day (cu miles)?
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-117
Unit 6 Project Time Management
Rule of 72
Exponential are difficult
Most of our problems ARE expos
If you invest a sum that must double in y years at an interest rate of r percent/yr then r*y = 72 holds. (RULE OF 72)
Example, how long will it take for $1,000 to double at 6%? 72/6=12 years ($2012)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-118
Unit 6 Project Time Management
Example
A program takes 10 seconds for size n=40
Increasing n by 1 increases time by 12% (expo)
Rule-of-72 says RT doubles when n increases by 6
By 60, then 1,000
By 160, 107 seconds
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-119
Unit 6 Project Time Management
Help Ma!
How BIG is 107 anyway?
Actually dear, 3.155x107 seconds in a year
Or seconds in a nanocentury
264 = 100,000,000 donuts/sec for 5,000 years
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-120
Unit 6 Project Time Management
The Delphi Approach
No clear way to estimate
Gather a group of Xperts
Give them the problem; they go away and independently estimate as well as they can
They meet and exchange information
Then they repeat the above
After 3-4 cycles they will normally converge on a unified answer
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-121
Unit 6 Project Time Management
A Little Quiz (thanks Jon)(give 1+4+1 confidence limits)
1. Canadian population Jan 1,2004
2. Year of Napolean's birth
3. Length of the Great Lakes/St Lawrence watershed
4. Maximum takeoff weight of a 747 (pds)
5. Mass of the earth
6. Number of Fathers of Confederation
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-122
Unit 6 Project Time Management
7. Latitude of London England
8. Number of airplanes in the air at this minute
9. Number of PCs in Canada
10.Number of bones in the adult human
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-123
Unit 6 Project Time Management
General Estimating cont.
make sure you have a complete SOW
work out the WBS completely
hand off to the person responsible to estimate and cost
collect them in the PP
note that you do this at EACH of the three levels of report generation
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-124
Unit 6 Project Time Management
Things to Avoid
warm fuzzies
too-new technologies
biggies
too-optimistic estimates
LINEARITY
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-125
Unit 6 Project Time Management
Linear Scaling
1 person can do the work in 8 days
2 can do it in 4
4 can do it in 2
8 can do it in 1
16 can do it in ½ a day
32 in a ¼
64 in an hour etc etc
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-126
Unit 6 Project Time Management
Examples
How many kilometers per year does a taxi driver drive if he works an 8 hours day 200 days a year?
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-127
Unit 6 Project Time Management
Conclusions, Crystal Balling
It Works!
can easily tailor the tool to the organization’s process and culture
can instrument to collect metrics
can do the EV easily
can prompt the user for missing steps
can archive for the Morgue
can collect quality metrics
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-128
Unit 6 Project Time Management
1 Expert Judgment
Remember my definition of xpert
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-129
Unit 6 Project Time Management
2 Analogous Estimates
Compares against work already done
Is really a form of expert judgment
Are most reliable whenPreviously done activities are very similar
Experts really know the area
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-130
Unit 6 Project Time Management
3 Parametric Estimating
When we know the rates
For example, function points and the Industrial Averages
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-131
Unit 6 Project Time Management
4 Three-Point Estimates
Most likely
Optimistic
Pessimistic
Useful for worst-case, best-case scenarios
Rule-of-Six gives better estimates
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-132
Unit 6 Project Time Management
4 Reserve Analysis (contingency)
Buffer in case of risky activities
Need to annotate the reasons for asking for one
Known-unknowns (contingency)
Unknown-unknowns (management reserves)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-133
Unit 6 Project Time Management
6.4.3 Outputs for Activity Duration Est
1 Activity duration estimates
2 Bases of estimates
3 Activity lists updates
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-134
Unit 6 Project Time Management
1 Activity Duration Estimates
Need also to list the confidence levels of the estimates
Prob or SD good here
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-135
Unit 6 Project Time Management
6.5 Schedule Development
1 OPA2 Scope Statement3 Act List4 Act Atts5 Sched N/W Diags6 Act Res Reqs7 Res Cals8 Act Dur Ests9 Risk Register
1 Sked N/W Anal2 CPM3 Sked Compress4 What-if Anal5 Res Leveling6 Critical Chain 7 PM Software8 Applying Cals9 Adjusting L&Ls10 Schedule Model
1 Project Sched2 Sched Model Data3 Sched Baseline4 Res Reqs (ups)5 Act Atts (ups)6 Proj Cals (ups)7 Req’d Changes8 PMP (ups)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-136
Unit 6 Project Time Management
Inputs from OPAs
Project calendar may dictate days when no work can be done.
Shifts may be constrained
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-137
Unit 6 Project Time Management
Input from Scope Statement
PSS can contain assumptions and constraints that affect schedule development; two main types1 Internally imposed dates
Agreed-upon contract datesWeather restrictionsGovernmental mandated compliance dates“Start no earlier than” and “Finish no later than” most commonly used
2 Externally imposed datesStakeholders can dictate important datesMilestones hat connect to external projects
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-138
Unit 6 Project Time Management
7 Calendars
These show when resources and the project are available for work assignment
Resources have vacations, religious holidays etc
A labour contract may limit the days of the week a person can work
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-139
Unit 6 Project Time Management
6.4.2 T&T for Schedule Development
1 Schedule Network Analysis2 Critical Path Method3 Schedule Compression4 What-if Analysis5 Resource Leveling6 Critical Chain Method7 PM Software8 Applying Calendars9 Adjusting Leads & Lags10 Schedule Model
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-140
Unit 6 Project Time Management
1 Schedule Network Analysis
This generates the project schedule
Uses the following techniques
Checks for loop or open ends
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-141
Unit 6 Project Time Management
2 Critical Path Method
Uses the earliest start and finish dates and the late start and finish dates without any regard to resource limitations
Worries about float
Does a forward pass and a backward pass
Uses a single estimate for each activity
Leads to a Critical Path and a deterministic schedule
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-142
Unit 6 Project Time Management
Types of Float
Free Float – time a task can be delayed without delaying the early start date of its successorTotal Float - time a task can be delayed without delaying the project completion dateProject Float - time the project can be delayed without delaying the externally imposed project completion date (by customer, management, project manager etc.)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-143
Unit 6 Project Time Management
Passes
To compute the likely finish time plus critical path(s)Forward pass
Start at the beginning
Backward passStart at the customer’s wanted finish date and work backwards
Can have negative float!
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-144
Unit 6 Project Time Management
Two ways to compress without descopingCrashing
Fast-tracking
3 Schedule Compression
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-145
Unit 6 Project Time Management
Crashing
Try to compute the CP
Work out the cost per week to crash
Start with lowest
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-146
Unit 6 Project Time Management
Crashing with CPM
A.4.
F.6
E.7C.2
D.2B.6
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-147
Unit 6 Project Time Management
Crash Data
Normal Crash Norm$ Crash$ CC/wk
A 4 2 10K 14K 2K
B 6 5 30K 42.5K 12.5K
C 2 1 6K 9.5K 3.5K
D 2 1 12K 18K 6K
E 7 5 40K 52K 6K
F 6 3 20K 29K 3K
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-148
Unit 6 Project Time Management
Crash details
Normal time
Crash timeNote; follows U-curve
CT is most compressed time
Compute (CC-NC)/(NT-CT)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-149
Unit 6 Project Time Management
Crashing
Try to compute the CP
Work out the cost per week to crash
Start with lowest
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-150
Unit 6 Project Time Management
Crashing Problems
May not be possible
Will INCREASE costs for sure
Assumes that you can take people off one task and add them to another (true in construction for example; may well NOT be true in IT!)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-151
Unit 6 Project Time Management
Fast Tracking
Do CP tasks that were planned in series, in parallel
Problems:Often forces rework
Increases risk
Requires more communications
May cost more (need new people)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-152
Unit 6 Project Time Management
4 What-if Scenario Analysis
As seen
Often uses Monte Carlo techniques to check out worst-case, best-case, random-case examples
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-153
Unit 6 Project Time Management
5 Resource Leveling
Critical path may over-allocate resources
Necessary to “level” them
An option in MSP
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-154
Unit 6 Project Time Management
Resource Loading and Leveling
Resource loading: amount of individual resources an existing project schedule requires during specific time periodsResource histograms show resource loadingOver-allocation means more resources than are available are assigned to perform work at a given time
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-155
Unit 6 Project Time Management
Resource Leveling
Resource leveling is technique for resolving resource conflicts by delaying tasks
Primary purpose of resource leveling: create a smoother distribution of resource usage & reduce over-allocation
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-156
Unit 6 Project Time Management
Resource Histogram for Large IT Project
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-157
Unit 6 Project Time Management
Histogram Showing an Over allocated Individual
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-158
Unit 6 Project Time ManagementResource Leveling Example
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-159
Unit 6 Project Time Management
6 Critical Chain
A better way
Each activity has a mean of execution time, not a constant
CC says, start as soon as you finish
Suppose A B, A = 4±2, B=6±3
CMP says B starts on Day 5, regardless
CC says, start on Day 3 if lucky
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-160
Unit 6 Project Time Management
CC comments
Idea is to take advantage of early finishes
What tends to happen in Anal Orgs is that the start date of each task is fixed
When CP task slips, whole project time slips
When it is early, people go fishing until the specified start date of the next task
CC starts ASAP and averages out under runs and overruns
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-161
Unit 6 Project Time Management
7 PM Software
Can be used to do the preceding techniques
Can print out nice diagrams of the schedules
Can compress/expand as needed
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-162
Unit 6 Project Time Management
8 Applying Calendars
Used to cover weather events etc. as seen
Can be used for scenarios such asOnly regular hours allocated
Two shifts
7x24 shifts
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-163
Unit 6 Project Time Management
9 Adjusting Leads & Lags
Can be modified in the simulation to see how sensitive the schedule is to adjusting leads and lags
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-164
Unit 6 Project Time Management
10 Schedule Model
This is the final sign-offed product that will be used for the duration of the project
Very important for ICC to check the effects of changes in scope, requirements
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-165
Unit 6 Project Time Management
Coding Structure
Activities should have a code (database?) so that you can sort/extract on different attributes of the activities such as
ResponsibilityGeographic areaBuildingProject phaseSchedule levelWBS classification
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-166
Unit 6 Project Time Management
6.5.3 Outputs from Schedule Development
1 Project Schedule2 Schedule Model Data3 Schedule Baseline4 Resources Requirements (ups)5 Activity Attributes (ups)6 Project Calendars (ups)7 Required Changes8 PMP (ups)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-167
Unit 6 Project Time Management
1 Project Schedule
Includes at least a start and end date for every schedule activity
Normally presented graphicallyNetwork Diagram
Bar (Gannt) charts
Milestone charts
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-168
Unit 6 Project Time Management
2 Schedule Model Data
Supporting data for all activity attributes, all schedule activities, all assumptions and constraints
Also may includeResource requirements by time period
Alternative schedules (best, worse)
Schedule contingency reserves
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-169
Unit 6 Project Time Management
3 Schedule Baseline
This is the approved-by-management schedule for tracking purposes
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-170
Unit 6 Project Time Management
6.6 Schedule Control
This must do 3 things1. Ensure that changes are agreed on
2. Determine that the schedule has changed
3. Managing the changes when they occur
Is another example of change control and if it is integrated properly, can be rolled up into it
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-171
Unit 6 Project Time Management
Schedule Control
1 Sched Man Plan2 Sched BL3 Perf Reps4 App’d Change Reqs
1 Prog Reporting2 Sched CC System3 Perf Meas’t5 PM Software6 Variance Anal7 Sched Bar Charts
1 Sked model (ups)2 Sked BL (ups)3 Perf Meas’s4 Req’d Changes5 Rec’d Corrects6 OPA (ups)7 Act List (ups)8 PMP (ups)9 Act Atts (ups)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-172
Unit 6 Project Time Management
6.5.1 Inputs to Schedule Control
1 Schedule Management Plan
2 Schedule Baseline
3 Performance Reports
4 Approved Change Requests
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-173
Unit 6 Project Time Management
3 Performance Reports
These flow out of communications
Indicate when we are falling behind and signal the need for change
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-174
Unit 6 Project Time Management
4 Approved Change Requests
Once an item has been baselined, it is put under CCM
Should be a form which is filled out and this, when approved by the CCB, is put into the Schedule Control process
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-175
Unit 6 Project Time Management
6.5.2 T&T for Schedule Control
1 Progress Reporting
2 Schedule CC System
3 Performance Measurement
5 PM Software
6 Variance Analysis
7 Schedule Bar Charts
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-176
Unit 6 Project Time Management
1 Progress Reporting
Records actual start and finish dates (as opposed to planned)
Has all EV measurements
Should be in an org-wide template form
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-177
Unit 6 Project Time Management
2 Schedule Change Control System
Formal procedure by which we do the changes
See unit 4.
Is a very important case of CCM
Is isolated here to stress its importance
Necessary approvals here important
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-178
Unit 6 Project Time Management
3 Performance Management
Need to understand the metrics of PM and assess if change is needed immediately or can it wait?
If the activity is on the CP, do it now
If off the CP, could wait a bit
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-179
Unit 6 Project Time Management
4 PM Software
Lets us know when corrective action is necessary
Could be a push technology (here be dragons!)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-180
Unit 6 Project Time Management
5 Variance Analysis
Critical for the EV portion of time
Float is key here
Need to sort sub-critical paths in terms of increasing float
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-181
Unit 6 Project Time Management
6 Schedule Comparison Bar Charts
Also called “double Gantting”
Two bars; one the actuals, one the planned. Is another way to track progress. Note the fallacy compared with EVM
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-182
Unit 6 Project Time Management
6.5.3 Outputs from Schedule Control
1 Schedule Model (ups)2 Schedule Baseline (ups)3 Performance Measurements4 Required Changes5 Required Corrects6 OPA (ups)7 Activity List (ups)8 PMP (ups)9 Activity Attributes (ups)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-183
Unit 6 Project Time Management
1 Schedule Model Updates
Any modification to the schedule
Must notify stakeholders
May trigger updates to other parts of the PMP
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-184
Unit 6 Project Time Management
Schedule Baseline Revisions
These are changes to the project’s start and finish date
Are major
May require rebaselining (a Baaaad thing)
Rebaselining is a Last Resort
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-185
Unit 6 Project Time Management
5 Corrective Action
Anything done to bring future performance in line with the planned estimates
Often involves expediting
Need to do a root cause analysis to avoid future deviations
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-186
Unit 6 Project Time Management
6 OPA Updates (Lessons Learned)
REALLY important
“Those who ignore the failure lessons of history are doomed to repeat them” G. Santayana
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-187
Unit 6 Project Time Management
Chapter Six: Time Management
2000 Edition
6.1 Activity Definition
6.2 Activity Sequencing
6.3 Activity Duration Estimating
6.4 Schedule Development
6.5 Schedule Control
Third Edition
6.1 Activity Definition
6.2 Activity Sequencing
6.3 Activity Resource Estimating
6.4 Activity Duration Estimating
6.5 Schedule Development
6.6 Schedule Control
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-188
Unit 6 Project Time Management
Case Study: Panama Canal (french)
Experts recommendedA sea-level canal (like Suez)
Reducing TL from 12 to 8 years
Reducing cost from $240M to $169M
Reducing the contingency from 25% to 10% (ignored cost of capital, cost of purchasing Panamanian railroad, administrative costs)
Estimators doubled the anticipated excavation volume by 100% (while doing the cost reduction)
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-189
Unit 6 Project Time Management
De Lesseps goes to Panama
Spent 1 week there
Reduced the cost estimate to $132M
Discounted the deadly climate as “an invention of adversaries”
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-190
Unit 6 Project Time Management
The Result:
20,000 Frenchmen died
Spent $287M for little work
Estimates were based on what they could SELL to the investors, not the actual cost
Philosophy: “get her started” and we’ll figure out something later
Big Dig!
2K6-X-08 Dr. J.M. Bennett, P.Eng., PMP EP 7046-191
Unit 6 Project Time Management
WBS Structures the Project NetworkProject
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