Project Management
Lecture#06
Project Time Management
Presented by: Umer Ghauri
Recap of the last lecture
Discuss your projects
Project Scope Statement
Work Breakdown Structure (WBS)
Project Scope Management
Product Scope Vs Project Scope
Scope Statement
WBS
WBS Dictionary
You have produced: Project Charter, Scope
Statement & WBS = Project Scope Management
Plan
Today’s Agenda
Time Management: Getting it done on
time.
Project Time Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Example Project: You & Friend on
Picnic at a Lake
Example Project: You & Friend on
Picnic at a Lake
Example Project: You & Friend on
Picnic at a Lake
Example Project: You & Friend on
Picnic at a Lake
Project On Network Diagram
Let’s draw the Network Diagram for this
project and see some interesting facts.
Time Management Processes
1. Define Activities
Output of “Define Activities”
Milestone Lists
2. Sequence Activities
Sequence Activities..
Dependencies & Precedence
Diagramming the Relationship between activities
FF- Finish to Finish (The independent activity must
Finish before the dependent activity Finishes).
FS- Finish to Start (The independent activity must
Finish before the dependent activity Starts).
SF- Start to Finish (The independent activity must
Start before the dependent activity Finishes).
SS- Start to Start (The independent activity must
Start before the dependent activity Starts).
3. Estimate Activity Resources
Estimation Techniques
Estimation Techniques
4. Estimate Activity Duration
Estimation Techniques
Estimation Techniques
PERT ANALYSIS
Program Evaluation and Review Technique.
The estimation of Activity Duration and Cost is
not deterministic, instead its probabilistic.
PERT uses three time estimates:
Optimistic (O)
Pessimistic (P)
Most Likely (M)
PERT ANALYSIS
Estimated Activity Duration can be calculated by
using the formula:
EAD = P + 4M + O
6
Standard Deviation = P – O
6
²
Variance = P–O
6
PERT METHOD
Calculate Estimated Activity Durations for all the
activities in the network diagram using PERT.
Calculate Standard Deviation
Calculate Variance.
Find the range of the estimate.
** Examples will be solved in the lecture
5. Develop Schedule/Network Diagram
Develop Schedule
Drawing a Network Diagram
Activity-On-Arrow diagram
Activity-On-Node diagram (Precedence Diagram)
Lead
Lead time is when you give a successor task some
time to get started before the predecessor task
finishes.
Lag
Lag time is when you purposefully put a delay
between the predecessor task and the successor.
Lead & Lag
6. Control Schedule
WAKE UP!!
Real life example
The project definition:
Purpose: To make breakfast
& serve in bed;
End result: Breakfast in bed of boiled egg,
toast and orange juice;
Success criteria: Plan uses minimum staff
resources and time, and product is high
quality (egg freshly boiled, warm toast,
etc.);
Scope: Project starts in kitchen at 6.00 am
and finishes in bedroom; needs one
operator and normal kitchen equipment.
Work Breakdown Structure
Time & Resource Estimate
Using Critical Path Method to avoid big
problems.
It’s an important tool to keep your projects on
track.
The Critical Path is the string of activities that
will delay the whole project if any one of them
is delayed.
It’s CRITICAL because every single activity on
this path MUST finish on time, in order for the
project to finish on time.
A delay in any of the activities on Critical Path
will DELAY THE WHOLE PROJECT.
How does knowing your C.P help?
Knowing where your critical path is gives you
lot of freedom.
You will know exactly how Long your project
takes.
If you know an activity is not on CP, then you
know that a delay in that activity may not
necessarily delay the project.
This way you can handle emergency
situations.
And??
How to find the Critical Path?
Start with the activity network diagram.
Find all of the paths in the diagram. A path is
any string of activities that goes from the start
of the project to the end.
Find the duration of each path by adding up
the duration of each of the activities on the
path.
Critical path is the one with the longest
duration.
Finding the Critical Path
Another Example
Finding FLOAT for any activity
Float/Slack – The amount of time an activity
can be delayed before it causes your project
to be delayed.
The float of every activity on the Critical
Path is ZERO!!
Which means that no activity on Critical
Path can be delayed without delaying
the whole project.
Finding Float on activities
Once you know the float, you know how much
play you have in the schedule.
If an activity has a float of 2 days, it can slip
by that much without affecting the end date.
Calculating Float through Forward &
Backward Pass.
Find the following for each activity:
Earliest Start- Earliest an activity can start
Late Start- Latest an activity can start
Earliest Finish- Earliest an activity can finish
Late Finish- Latest an activity can finish
Calculating Float through Forward &
Backward Pass.
Float = Late Start – Early Start
Or
Float = Late Finish – Early Finish
Schedule Compression
Crashing
Crashing the schedule means adding resources
or moving them around to shorten it. Crashing
ALWAYS costs more and doesn’t always work.
Fast Tracking
This technique involves doing critical path
activities in PARALLEL that were originally
planned in series.
Schedule Monitoring
Find out yourselves what the following are:
GANTT Chart
MILESTONE Chart
These are the tools used for project monitoring.
