PROJECT TIME

MANAGEMENT
M. Tech. (PLE)
SEM II

10 February, 2017
 Project Management - Modules
2
1 4
2 Project 3 Project
Foundation Life Cycle Initiation
Stakeholder
Concepts Management

5 7 Project 10 Project
6 Project Quality
Organization Scope
Planning Management
Structures Management

8 Project 12 Project
11 Project 9 Project
Time Executing,
Risk Cost
Management Monitoring &
Management Management
Control
14
13 Communicatio 15
16 Project
Procurement Behavioural
ns Closing
Management Management Competencies
RKM 2013 11/29/2017 7:42 AM
 TIME MANAGEMENT
3

In the project planning phase the first thing is to clarify the

scope, decompose it to manageable units of work called
work packages.

After the WBS has been developed, the work packages have to
be further decomposed into all the activities necessary to
complete the work package.

RKM 2013 11/29/2017 7:42 AM

 TIME MANAGEMENT
4

A project schedule of all the work to be done has to developed

so that time can be planned and controlled.

A number of processes have to be followed to plan time:

Define activities
Sequence activities
Estimate activity resources
Estimate activity durations
Develop schedule

RKM 2013 11/29/2017 7:42 AM

 ACTIVITY
5

What is an activity:

Each work package can be broken up into a number of

activities
An activity is the lowest level of effort consuming time and
resources
Each activity has a definable start and finish
Activities form the basis of estimating, scheduling,
executing, monitoring and controlling the project work.

RKM 2013 11/29/2017 7:42 AM

 SEQUENCING OF ACTIVITIES
6

After defining the activities they have to be sequenced.

Sequencing of activities means understanding the

interrelationships and deciding the precedence:

Which activities are related to each other and which are

independent?
Which activities must be completed before an activity can
start?

RKM 2013 11/29/2017 7:42 AM

 RESOURCES FOR ACTIVITIES
7

For each activity we must identify:

The effort required to complete an activity

The men, machines and the materials required

RKM 2013 11/29/2017 7:42 AM

 DURATION OF AN ACTIVITY
8

Estimates will be impacted by:

Capability of resources
Technology used
Identified risks
Impact of assumptions made

Accuracy of estimates improves as more information

becomes available

Activity duration can be measured in minutes, hours, days,

weeks, months, or years depending on the project.
RKM 2013 11/29/2017 7:42 AM
 DURATION OF AN ACTIVITY
9

A realistic estimate of the duration of an activity

requires:

Prior experience of the relevant work

Guidance from experts

Past records

RKM 2013 11/29/2017 7:42 AM

 DURATION OF AN ACTIVITY
10

Different tools and techniques are used to estimate

activity durations:

Expert judgment

Analogous estimates

Quantitative estimates

RKM 2013 11/29/2017 7:42 AM

 DURATION OF AN ACTIVITY
11

Work effort is the total units of work needed to complete

an activity. It is usually defined in man hours or machine
hours.

Work period taken into account may or may not include

any non-work periods such as weekends or holidays

Work time is the actual work period or actual time

available to perform the project work

Elapsed time is the actual calendar time. This includes

both work and non-work periods.

RKM 2013 11/29/2017 7:42 AM

 Buffers in Activity Duration
12

Activity duration normally includes some extra time

beyond the actual work time to account for any
anticipated problems.

This is called buffer, or reserve, or contingency.

RKM 2013 11/29/2017 7:42 AM

 ACTIVITY IDENTIFICATION
13

IDENTIFICATION - ID
DESCRIPTION / NAME
DURATION
INTERRELATIONSHIPS

RKM 2013 11/29/2017 7:42 AM

 Types of Dependencies
14

There are three major types of dependencies:

Mandatory 0r hard logic work can only be done in a

particular sequence

Discretionary or soft logic based on experience or best

practices

External based on outside factors

RKM 2013 11/29/2017 7:42 AM

 Logical Relationships
15

Activity interrelationships are of the following types:

Finish to Start (FS)

Finish to Finish (FF)
Start to Start (SS)
Start to Finish (SF)

Modifiers Lead or Lag

RKM 2013 11/29/2017 7:42 AM

Logical Relationships & Dependencies
16

Finish to Start
from task to task

A B
Finish Start

The from activity must finish before the to

activity can start

RKM 2013 11/29/2017 7:42 AM

Logical Relationships & Dependencies
17

Start to Start

A
from task
Start

B to task
Start

The from activity must start before the to

activity can start.
E.g. Survey results tabulation can start
immediately after the survey starts.
RKM 2013 11/29/2017 7:42 AM
Logical Relationships & Dependencies
18

Finish to Finish

A
from task
Finish

B to task
Finish

The from activity must finish before the to

activity can finish
E.g. A books cover needs to be completed at
about the same time as the books printing to get
the book ready for binding.
RKM 2013 11/29/2017 7:42 AM
 Modifiers - lead
19

LEAD: A modification of the logical relationship that accelerates

the successor activity i.e. done earlier

In a FS relationship B has a
Lead of 1 day
B

Time Units

RKM 2013 11/29/2017 7:42 AM

Lead & Lag

LAG: A modification of the logical relationship that delays

the successor activity i.e. done later

In a FS relationship B has a Lag

A of 1 day

Time Units

RKM 2013 20 11/29/2017 7:42 AM

 Modifiers - Lag
21

LAG: A modification of the logical relationship that delays the

successor activity i.e. done later

In a FS relationship B has a Lag

of 1 day

Time Units

RKM 2013 11/29/2017 7:42 AM

 NETWORKS
22

Networks are a graphical or a schematic representation

of the activities based on their logical relationships and
sequence that are required to be performed in the
project in a shortest possible time frame.

This is the most powerful tool to control the project

work and time as project progresses
RKM 2013 11/29/2017 7:42 AM
 NETWORKS
23

Networks help in:

Identifying relationships among various tasks
Developing realistic schedule
Optimizing use of resources: man, machine, materials
and money
Reducing the total duration by performing activities in
parallel
Coordinating the efforts of different stakeholders to
complete the project on time
Exercising effective control on the project progress
RKM 2013 11/29/2017 7:42 AM
 NETWORKS
24

There are two methods of drawing

network diagrams:

Activity on Arrow (AOA) or Arrow Diagramming Method

(ADM)

Activity on Node (AON) or Precedence Diagramming

Method (PDM).

RKM 2013 11/29/2017 7:42 AM

 NETWORKS
25

Consider the following activities:

ACTIVITY DURATION PRECEDENCE

(DAYS)
A 2 -
B 3 A
C 3 B,D
D 6 -
E 2 D
F 3 E
RKM 2013 11/29/2017 7:42 AM
Activity Diagramming Method (ADM)

26

Also known as Activity on Arrow (AOA)

Start
B
4
1 A 3 C

2 7 G
D
F
E
5 6 8

Finish

RKM 2013 11/29/2017 7:42 AM

 Arrow (Activity) Diagramming Method
27

Arrows represent the Activity

Nodes (Event) represent the activity completion
Node is a specific definable has zero duration with no
resource
ADM allows only Finish-to-Start dependencies
Dummy activities i.e. dotted arrows used to show logical
dependency
Dummy activities consume NO Time or Resources

RKM 2013 11/29/2017 7:42 AM

Precedence Diagramming Method (PDM)
28

Also known as Activity on - Node (AON)

A B C

Start Finish

D E F

RKM 2013 11/29/2017 7:42 AM

 Precedence Diagramming Method
(PDM)
Node represents the Activity
Arrow used to show logical dependency
Allows uses of all 4 logical dependencies

RKM 2013 29 11/29/2017 7:42 AM

Precedence Diagramming Method (PDM)
30

Node represents the Activity

Arrow used to show logical dependency

Allows uses of all 4 logical dependencies

RKM 2013 11/29/2017 7:42 AM

 CRITICAL PATH METHOD
31

The network diagram that has just been drawn with

proper sequencing of activities can now be used to
schedule all the activities and provide the following
information:

The early start and early finish times for each activity
The earliest time of completion of the project
The late start and late finish times for each activity
The float available for each activity
The critical path and the critical activities.

RKM 2013 11/29/2017 7:42 AM

 CRITICAL PATH METHOD
32

The procedure for finding the critical path is as

follows:

Perform the forward pass and calculate the early start and
early finish time for all activities
Perform the backward pass and calculate the late start and
late finish for all activities
Calculate the total float for all activities
Highlight the path from start to finish connecting activities
with zero float.

RKM 2013 11/29/2017 7:42 AM

 CRITICAL PATH
33

The characteristics of the critical path are as follows:

The critical path gives the shortest duration of the

project
It is the longest path in the network
Activities on the critical path have zero float
A project may have multiple critical paths.

RKM 2013 11/29/2017 7:42 AM

 Schedule Baseline
The network acts as the Schedule baseline against
which projects progress is controlled & monitored
ES EF ES EF ES EF
0 7 7 13 13 16
Duration = 7 Duration = 6 Duration = 3
Task A Task C Task G
0 0 7 7 0 13 13 0 16
LS LF LS LF LS LF
ES EF
16 18
Duration = 2
Start Task H Finish
16 0 18
ES EF LS LF
EF ES EF ES
0 3 3 6 6 9
Duration = 3 Duration = 3 Duration = 3
Task B Task D Task E
7 7 10 10 7 13 13 7 16
LS LF LS LF LS LF
ES EF
3 5
Duration = 2
Task F
11 13
8
LS LF

RKM 2013 34 11/29/2017 7:42 AM

 PROJECT NETWORK EXERCISES

Let us do some exercises

RKM 2013 35 11/29/2017 7:42 AM

 NETWORK EXERCISE -1
Activity Duration Precedent Unskilled
(Days) Activity labour/day
A 4 - 4
B 2 A 3
C 3 A 2
D 8 C 5
E 3 B 2
F 5 E 3
G 5 C 3
H 1 D, F, G 1

1. Draw the Network, determine the project duration, and the critical
path
2. List out all activities with total float, free float and their values
RKM 2013 36 11/29/2017 7:42 AM
 NETWORK EXERCISE - 1 Answer

RKM 2013 37 11/29/2017 7:42 AM

 Network Exercise - 2
Duration in
Activities weeks Dependencies Resources/week
A 4 3
B 6 A 2
C 4 A 1
D 8 A 5
E 9 B&D 4
F 12 E 9
G 14 C&D 3
H 3 G 5
J 7 F&H 3
1 Find out the Critical Path
2 List out the Total Floats, and
free floats
RKM 2013 38 11/29/2017 7:42 AM
 Network Exercise 2 Answer

RKM 2013 39 11/29/2017 7:42 AM

 Network Exercise - 3
Activity Duration Precedent Resources
(days) activities per Day
(finish-start)
A 2 - 2
B 4 - 3
C 8 A, B 5
D 9 C with 5 days lag 5
E 5 C 4
F 3 D, E 6
G 3 D 3
H 1 F, G 2

1. Draw the Network using PDM and determine the Critical

Path.

2. List out the Total Floats and Free floats.

RKM 2013 40 11/29/2017 7:42 AM
 Network Exercise 3 Answer

RKM 2013 41 11/29/2017 7:42 AM

 Network Exercise-4
Activity Duration Precedent activities
(days) (finish start)
A 2 -
B 4 -
C 8 A, B
D 9 C with 5 days lead
E 5 C
F 3 D, E
G 3 D
H 1 F, G
1. Draw the Network using PDM and determine the Critical
Path
2. List out the Floats and Free floats
RKM 2013 42 11/29/2017 7:42 AM
 Network Exercise-4 Answer

Critical path is B-C-E-F-H and project duration is 21 days

Total Float A=2 days, D=1 day, G= 1 day
Free Float: A=2 days, G=1 day
RKM 2013 43 11/29/2017 7:42 AM
 PERT
44

PROGRAM EVALUATION AND REVIEW

TECHNIQUE (PERT)

Also known as Three- Point estimates

Used for time and cost estimation when it is difficult
to arrive at an estimate due to lack of knowledge or
experience
Arrives at an estimate using a weighted average to
reduce the risk

RKM 2013 11/29/2017 7:42 AM

 PERT Formulae
45

Experts are asked for three time estimates for

activities: Most likely, optimistic, pessimistic.

Formula for PERT Duration is:

{Optimistic + (4 x Most likely) + Pessimistic} / 6
Formula for Variance: V = {(P O)/6}2
Formula for Standard Deviation: V
Formula for Std. Deviation of a path: V

RKM 2013 11/29/2017 7:42 AM

 PERT Example
46

MOST
ACTIVITY OPTIMISTIC LIKELY PESSIMISTIC MEAN STD. DEV. VARIANCE
A 27 30 33
B 24 30 72
C 12 30 36

Calculate the mean & std. deviation of each activity

and the whole path if activities A,B,C are in
sequence.

RKM 2013 11/29/2017 7:42 AM

 PERT EXERCISE
Q 1) There are three activities A, B and C in a network
having the following values:

Activity Optimistic Most Likely Pessimistic

(O) (ML) (P)
A 12 15 30
B 15 30 45
C 45 60 69

1 Find the mean & standard deviation for the three

activities A, B and C
2 Find the duration & standard deviation for the path A, B
and C
RKM 2013 47 11/29/2017 7:42 AM
 PERT & SD EXERCISE - 1 Answer
48

Act. O ML P PERT Dur. Activity Act Variance

{O+(4xML) + SD {(P-O)/6}2
P}/6 (P-O)/6

A 12 15 30 17 3 9
(12+60+30)/6 (30-12)/6
B 15 30 45 30 5 25

C 45 60 69 59 4 16

106 7 (approx) 50
A+B+C (Sq. Rt of
50)

RKM 2013 11/29/2017 7:42 AM

 Benefits of PERT
49

The main benefit of using PERT is that it helps in attaching

a probability figure with each estimate.

Therefore management is in a better position to understand

the risk and take decisions accordingly.

PERT techniques can also be used in determining costs.

RKM 2013 11/29/2017 7:42 AM

 Schedule Compression Techniques
50

Crashing: Reducing duration of activities by increasing

resources may result in increased cost and risk

Fast Tracking: Overlapping activities by introducing lead

may result in quality problems and requires very close
monitoring.

RKM 2013 11/29/2017 7:42 AM

 GANTT CHART
51

The Gantt chart is the simplest and most commonly

used scheduling technique.

It is named after Henry L. Gantt who designed these

charts for the U.S. army in the first world war.

RKM 2013 11/29/2017 7:42 AM

 GANTT CHARTS
52
Advantages:
Easy to draw, read and understand

Provide a clear picture of the project status

Summary of tens of activities can be depicted by one

chart

Easily view the planned time schedule versus the

progress at a glance

Excellent tool for management reporting of project

progress

RKM 2013 11/29/2017 7:42 AM

 GANTT CHARTS
53

RKM 2013 11/29/2017 7:42 AM

 GANTT CHARTS
54

RKM 2013 11/29/2017 7:42 AM

 Resource Histogram
Resource Histograms is used to aggregate the
total planned resource usage in the project
across each unit of time.

RKM 2013 55 11/29/2017 7:42 AM

 Resource Leveling
Applied to a schedule which is already been analyzed
by critical path method.
Used when shared or critical required resources are:
Only available at certain times
Only available in limited quantities.
Initially project schedule is formed based on duration
estimates with dependencies and constraints as input.
Resource leveling is necessary when resources are over
allocated.
Resource leveling can often cause a change in original
critical path.

RKM 2013 56 11/29/2017 7:42 AM

 MILESTONES
57

Completion time of key events in project

Consume no time, money or resources
Often used by management to assess projects status

RKM 2013 11/29/2017 7:42 AM