6- Project Time Management

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6 - Project Time Management

- 6Unit 6

-6


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Agenda

1. Define Activities .

2. Sequence

Activities.

3. Estimate Activity

Resources .

4. Estimate Activity

Durations.5. Develop Schedule.

6. Control Schedule.

.1.

.2.

.3. .4

.

.5.

.6.

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6 - Project Time Management

- 66.1 Define Activities:

The process of identifying the specific actions to be

performed to produce the project deliverables.

6.2 Sequence Activities:

The process of identifying and documenting

relationships among the project activities.

6.3 Estimate Activity Resources:

The process of estimating the type and quantities of

material, people, equipment, or supplies required to

perform each activity.

6.4 Estimate Activity Durations:

The process of approximating the number of work

periods needed to complete individual activities with

estimated resources.

6.5 Develop Schedule:

The process of analyzing activity sequences, durations,

resource requirements, and schedule constraints to

create the project schedule.

6.6 Control Schedule:

The process of monitoring the status of the project to

update project progress and managing changes to the

schedule baseline.

1-6:

.

2-6:

.

3-6:

.

4-6:

.

5-6:

.

6-6:

.


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4

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

0.40

Project Formation Early Phases Middle Phases End Phases

Schedules

Priorities

Manpower

Technical opinions

Procedures

Cost

Personality

conflicts

20%

17%

14% 15% 13%10% 11%

0.00%

5.00%

10.00%

15.00%20.00%

25.00%

Schedules Priorities Manpow er Technical

opinions

Proc edures Cos t Pers onality

conflicts

15%

17

%

23%

27

%

20

%

17%

14

%

15%

13

%

10%

11

%

Conflicts in Projects


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Reasons For Updating Examples

- Controlling is monitoring, updating and corrective

actions.

Unforeseen events that causes delay.

Errors in activities duration and

network logic.

New information available( e.g.,underground conditions).

Procurement delays.

Change in scope and/or design.

Available for craftsmen.

Accidents in equipment, employees,etc.

Unexpected weather, flood, storm,

etc.

New people involved in the project.

,.

.

.

( . )

.

.

.

/.,,

....

.

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Frequency of Updating

Three methods for defining

Updating Intervals

Uniform intervals (e.g., Monthly,

Weekly):

Advantages : Becomes routine & Fit

easily with business reportingperiods( labor payment schedule,

accounting periods, project status

reports to owners).

Project milestones:

Disadvantage : milestones tend to be

random & variable. Intervals of decreasing lengths:

Reasons : Criticality of the project

increases toward the end of the

project.

:

::

(

,,,

.)

()::

.:

:.

6


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Planning & Scheduling

Planning : What you want to do (

Activities ).

How you will do it ( Methods,Procedures, Materials,

Sequence of Activities). Where you will do it.

Who will do it ( Men,Machines ).

Scheduling :

When it will be done (Network or Bar Chart to ServeAs an Operating Time TableWith An Estimate ofCompletion Dates) .

:(. )(,

,,.)

.

(. )

:(

,(.

.

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6.1 Define Activities ( Planning )

1-6()

DefineActivities is theprocess ofidentifying thespecific actionsto be performed

to produce theprojectdeliverables.

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Activities vs. WBS The Create WBS process

identifies the deliverables at thelowest level in the WorkBreakdown Structure, the workpackage.

Project work packages aretypically decomposed intosmaller components calledactivities that represent the worknecessary to complete the workpackage.

Activities provide a basis forestimating, scheduling executing,and monitoring and controllingthe project work ( As Needed ) .

().

).)

.

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10

6.1 Define Activities

6-1

1.Scope baseline

2.Enterprise

environmental

factors

3.Organizational

process assets

Inputs1.Decomposition

2.Rolling wave

planning

3.Templates

4.Expert judgment

Tools & Techniques

1.Activity list

2.Activity

attributes

3.Milestone list

Outputs

Source: PMBOK Guide Fourth Edition, page 133

.1. .2

.

.3

.

Inputs

.1.

.2.

.3.

.4.

Tools & Techniques

.1. .2.

.3(. )

Outputs


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6-1

1. Scope baseline

2. Enterpriseenvironmental factors

3. Organizationalprocess assets:

Existing formal andinformal activityplanning-relatedpolicies, proceduresand guidelines.

Lessons learnedknowledge base.

.1.

.2.

.3.

.

.

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6-1

1. Decomposition

2. Rolling waveplanning

3. Templates

4. Expertjudgment

.1.

.2 .

.3.

.4.

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1- 6

1. Activity list

2. Activityattributes

3. Milestonelist

.

.

(.)

13


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Activity List The activity list is a

comprehensive listincluding all scheduleactivities required on theproject.

The activity list includesthe activity identifier anda scope of workdescription for each

activity in sufficient detailto ensure that projectteam membersunderstand what work isrequired to be completed.

.

.

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Activity List,

533

() 1 . 2 02 . 3 203 . 4 754 . 5 305 . 6 106 . 7 57 . 8 208 . 9,12 259 . 10 35

10 . 11 3011 . 12 2012 . 13,14,15 9013 . 19 2014 . 19 2015 . 16,19 2016 . 17 1017 . 18 2518 . 23 2019 . 20,22 12020 . 21,22 12021 . 22 522 23 10

23 - 0


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Activity Attributes Responsibility (who will

do the work).

Geographic Area (where

the work will beperformed).

Activity Type (summary

or detailed).

WBS Classification (for

ordering and sorting).

(.)

(. )

(. )

(

. )16


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Milestones list()

A milestone is a

significant point or event

in the project.

A milestone list identifiesall milestones and

indicates whether the

milestone is mandatory,

such as those required bycontract, or optional,

such as those based upon

historical information.

()

.

.17


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Milestones list()

Significant events within the project

schedule .

They are not work activities .

There are no duration for the Milestone ,

duration = 0 .

Summary of project milestones included

in the project charter .

The customer , sponsor and project

manager may impose milestone (s) .

Uses as checkpoints to control the project

.

When works goes well that means themilestone related to that work has been

meet .

A list of milestones becomes part of the

PM plan and is included in the project

scope management plan and WBS

dictionary .

.

.,=0.

.,,

..

.

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Scheduling Techniques

Bar Chart(Gantt Chart).

Milestone Chart: For reporting to Management.

Milestones is Important eventand has no duration.

Networking : Arrow Diagramming

Method(ADM).

Precedence DiagrammingMethod(PDM).

Program Evaluation and Review

Technique(PERT). Graphical Evaluation and

Review Technique(GERT) (Allowfor looping, repetition, andconditional branches).

.

:.

.:

.

.

(. )

(( ),,. )

19


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Bar Chart Gantt Chart

- :

...

.

:(

. )

:..

20

Advantages: Easy to understand.

Easy to prepare.

Easy to update.

Shows Progress or statusbetter than networks.

Example: Comparesplanned & actual activitiesbar (Project Progress).

Disadvantages : Unclear relationships.

Weak project control.


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Bar Chart Gantt Chart

-

21

654321

DurationActivity

2A3B

3C

1D


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Milestones

22

ACTIVITY Q3 Q4 Q1 Q2 Q3 Q4 Q1

ConceptEn ineerinProcurementConstruction

MCClosin

20072006


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Arrow Diagramming Method

Arrow relationships or activityon arrow

.

23

1

2

3

4

5

6

7

Activity

A

B D

C

E

G

FEVENT

Allow One Relationship

Finishto Start (FS)

Dummy Activity

(FS)


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Precedence Diagramming Method

Precedence relationships or Activity on Node Method.

24

Allow Activities overlapping by having 3 or

more relationships :

1. Start-to-Start (SS).

2. Finish-to-finish (FF).

3. Start-to-Finish (SF).

4. Finish-to-Start (FS).

A

2

B

3

C

3

D

3

E

5

F

7

G

5

FS3 (or Lag=3)

FF 2

SS1

FS

Activity

:

.1.

.2.

.3.

.4.


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6.2 Sequence Activities ( Planning )2.6()

SequenceActivities is theprocess of

identifying anddocumentingrelationships

among theprojectactivities.

.

25


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26

6.2 Sequence Activities2.6

1. Activity list

2. Activity attributes

3. Milestone list

4. Project scope

statement

5. Organizational process

assets

Inputs1. Precedence

diagramming method

(PDM)

2. Dependency

determination

3. Applying leads and

lags4. Schedule network

templates

Tools & Techniques

1. Project schedule

network diagrams

2. Project document

updates

Outputs


.1.

.2.

.3(.)

.4.

.5.

Inputs

.1

(PDM). .2(. ).3

.

.4.

Tools & Techniques

.1

.

.2.

Outputs


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1. Activity list

2. Activityattributes

3. Milestone list

4. Project scopestatement

5. Organizationalprocess assets

.1.

.2.

.3(.)

.4.

.5.

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1. Precedencediagrammingmethod (PDM) .

2. Dependencydetermination .

3. Applying leads

and lags .4. Schedule

networktemplates

.

.1(PDM).

.2 (. )

.3

..4

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Precedence Diagramming Method (PDM)

(PDM).

PDM is a method used inCritical Path Methodology(CPM) for constructing aproject schedule networkdiagram.

It uses boxes or rectangles,

referred to as nodes, torepresent activities, andconnects them with arrowsthat show the logicalrelationships that existbetween them.

This technique is calledActivity-On-Node (AON) and isthe method used by mostproject management softwarepackages.

(CPM)

.

.

(AON)

.

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30

Precedence Diagramming MethodPDM or AON

(PDM)(AON)

START

A B

C

FINISH

D


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Task Dependencies()

Finish-to-start (FS) : The initiation of the successor activity

depends upon the completion of the

predecessor activity.

Finish-to-finish (FF) : The completion of the successor activity

depends upon the completion of the


Start-to-Start (SS) : The initiation of the successor activity

depends upon the initiation of thepredecessor activity.

Start-to-finish (SF) : The completion of the successor activity

depends upon the initiation of the


(FS: )

.

(FF):

(SS):

.

(SF):

.

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Task Dependencies()

Type of interdependency or Precedence Relationship() Description

Finish to start (FS)

Task 1 has to finish for Task 2 to start

(FS)

()12Start to Start (SS)

Task 1 has to start for Task 2 to start

(SS)

()12

Finish to Finish (FF)

Task 1 has to finish for Task 2 to finish(FF)

()12

Start to Finis h (SF)

Task 1 has to start for Task 2 to finish

-((SF)

()12

1

2

1

2

1

2

1

2


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Dependency Determination()

Three types ofdependencies areused to define the

sequence amongthe activities:

Mandatorydependencies

Discretionarydependencies

Externaldependencies

:

..

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Mandatory Dependencies (HardLogic): Are inherent in the nature of

work(Can involve physicallimitations).

Example #1: Putting up a dry wallbefore painting it.

Example #2: Design a product thenmanufacture it.

Discretionary Dependencies(Soft Logic or preferred logic): Are fully documented since they

can create arbitrary total floatvalues and can limit laterscheduling options.

Are defined by the projectmanagement team(Example: BestPractices).

Example : Procurement can begin atany time after the preparation of thebill of materials.

(:)

(. )1:.

2:.

(: )

.

(:. )

:.

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External Dependencies : Involves a relationship

between project activitiesand non - project activities(that are not under thedirect control of theproject manager).

Example : Testing of a software

depends on the delivery of

a hardware from anexternal source.

A subcontractors activityon your Critical PathMethod Network.

:

(

.)

:

.

.

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Leads and Lags()

A lead allows anacceleration of

the successoractivity.

A lag directs a

delay in thesuccessoractivity.

.

.

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37

Lag Time Lag Time : is a delay between a task and its predecessor. It is

usually expressed using a specific amount of time.

:()..

1

2FS = +2 Days


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38

Lead Time : is an overlap between a task and its predecessor. Inproject management software, lead time may be expressed as anegative number in the lag field.

:().,.

1

2

FS = - 2 Days

Lead Time


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Relationships Between Activities according to Lag and Lead

39

Activity A

Activity B

Activity A

Activity B

Activity A

Activity B

Activity A

Activity B

Activity A

Activity B

Activity A

Activity B

Activity A

Activity B

Activity A

Activity B

Activity A

Activity B

FS = 0

FS = +?

FS = -?

SS = 0

SS = +?

SS = -?

FF = 0

FF = +?

FF = -?


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1. Project schedule

network diagrams

2. Project document

updates

Activity lists

Activity

attributes

Risk register

.

.

.40


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6.3 Estimate Activity Resources ( Planning )

6-3()

Estimate ActivityResources is theprocess ofestimating the typeand quantities ofmaterial, people,equipment or

supplies required toperform eachactivity.

.

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42

6.3 Estimate Activity Resources6-3

1. Activity list


3. Resource calendars

4. Enterprise

environmental factors


assets

Inputs1. Expert judgment

2. Alternatives analysis

3. Published estimating

data

4. Bottom-up estimating

5. Project management

software

Tools & Techniques1. Activity resource

requirements

2. Resource breakdown

structure

3. Project document

updates

Outputs


.1.

.2.

.3.

.4.

.5.

Inputs

.1.

.2.

.3

.4(. )

.5.

Tools & Techniques

.1.

.2.

.3.

Outputs


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1. Activity list


3. Resourcecalendars

4. Enterpriseenvironmental

factors

5. Organizationalprocess assets

.1.

.2.

.3.

.4

..5

.43


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1. Expert judgment .

2. Alternativesanalysis .

3. Publishedestimating data .

4. Bottom-upestimating .

5. Projectmanagementsoftware .

.1.

.2.

.3.

.4(

. ).5

.44


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1. Activityresourcerequirements

2. Resourcebreakdownstructure

3. Projectdocumentupdates

.1.

.2.

.3.

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Activity Resource Requirements Identifies the types andquantities of resources

required for each activity in awork package.

These requirements can thenbe aggregated to determinethe estimated resources for

each work package. The amount of detail and thelevel of specificity of theresource requirementsdescriptions can vary byapplication area.

The resource requirementsdocumentation for eachactivity can include the basisof estimate for each resource,as well as the assumption thatwere made in determiningwhich types of resources areapplied, their availability andwhat quantities are used.

.

.

.

.46

kd


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Resource Breakdown Structure The Resource Breakdown

Structure is a hierarchicalstructure of the identifiedresources by resourcecategory and resource type.

Resource categories include

labor, material, equipment,and supplies.

Resource types can include theskill level, grade level or otherinformation as appropriate tothe project.

The resource breakdownstructure is useful fororganizing and reportingproject schedule data withresource utilizationinformation.

.

.

.

.

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j d


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Project Document Updates Activity list .

Activityattributes .

Resourcecalendars .

.

.

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6.4 Estimate Activity Durations ( Planning )6-4()

Estimate Activity

Durations is the

process of

approximating thenumber of work

periods needed to

complete individualactivities with

estimated resources.

.

49

6 4 E i A i i D i


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50

1. Activity list


3. Activity resource

requirements


5. Project scope statement

6. Enterprise environmental

factors7. Organizational process

assets

Inputs1. Expert judgment

2. Analogous estimating

3. Parametric estimating

4. Three-point estimates

5. Reserve analysis

Tools & Techniques

1. Activity duration estimates

2. Project document updates

Outputs


6.4 Estimate Activity Durations6-4

.1.

.2. .3.

.4.

.5.

.6.

.7.

Inputs

.1.

.2.

.3.

.4.

.5.

Tools & Techniques

.1.

.2.

Outputs

A i i D i C d Eff


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Activity Duration Compared to Effort Elapsed time

The time that shows onthe calendar. Includesthe holidays and weekends.

Duration The number of working

days. It does notinclude holidays orweek ends.

Working time (Effort) The actualaggregated time. Itadds the working timeof all the involvedresource.

:

(. )

.

:.

.(: )

.

. 51


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1. Activity list2. Activity attributes

3. Activity resourcerequirements


5. Project scopestatement

6. Enterprise

environmental factors7. Organizational

process assets

.1.

.2.

.3.

.4.

.5.

.6 .

.7.

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1. Expert judgment

2. Analogousestimating

3. Parametricestimating

4. Three-point

estimates5. Reserve analysis

.1.

.2.

.3.

.4

..5.

53

A l E ti ti


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Analogous Estimating

Actual duration of a

previous, similar activity

is basis for estimating the

future activity.

A form of expert

judgment.

Most reliable when:

Activities are really similar. Individuals preparing the

estimates have needed

expertise.

.

.

:

.

().

54

P t i E ti ti


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Parametric Estimating Parametric estimating uses a

statistical relationshipbetween historical data andother variables to calculate anestimate for activityparameters, such as cost,budget and duration.

Activity durations can bequantitatively determined bymultiplying the quantity ofwork to be performed by laborhours per unit of work.

This technique can produce

higher levels of accuracydepending upon thesophistication and underlyingdata built into the model.

()

.

.

.

55

Th P i t E ti t


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Three-Point Estimates

This concept originatedwith the ProgramEvaluation and ReviewTechnique (PERT). PERTuses three estimates todefine an approximaterange for an activitysduration: Most likely . Optimistic . Pessimistic .

PERT analysis calculatedan expected activityduration using a weightedaverage of these threeestimates.

.(PERT)-(

.)PERT

.

.

.

.

PERT

.

56

h ( b b l )


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Three-Point Estimates (Probabilistic Estimate)()

57

(ET) = OT + 4MT + PT

6

OT = Optimistic time PT = Pessimistic Time

MT = Most likely time ET = Estimated time

S.D. = Standard Deviation

S.D. = PT OT

6

Final Time Estimat (FTE) = ET + -/ S.D

h i i ( b bili i i )


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Three-Point Estimates (Probabilistic Estimate)()

58

(ET) = OT + 4MT + PT

6

OT = PT =

MT = ET =

S.D. =

S.D. = PT OT

6

= ) ET( +\-

Reserve Analysis


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Reserve Analysis

Also called time buffer,

reserve, or contingency.

Added by project team toan activity as a recognitionof project risk.

Either a percent ofestimated duration, or fixedduration.

Should be documented.

As more precise informationabout the project becomesavailable, the contingencyreserve may be

.

.

%,.

.

.

.

59

6 4 E i A i i D i


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1. Activity

duration

estimates .2. Project

documentupdates.

.

.

60

6 5 Develop Schedule ( Planning )


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6.5 Develop Schedule ( Planning )

5-6() Develop Schedule is

the process of analyzingactivity sequences,durations, resource

requirements, andschedule constraints tocreate the projectschedule.

Developing an

acceptable projectschedule is often aniterative process.

.

.

61

6 5 Develop Schedule


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62

6.5 Develop Schedule5-6

1. Activity list


3. Project schedule network

diagrams

4. Activity resource requirements


6. Activity duration estimates

7. Project scope statement8. Enterprise envi. factors

9. Organizational process assets

Inputs1. Schedule network analysis

2. Critical path method

3. Critical chain method

4. Resource leveling

5. What-if analysis

6. Applying leads and lags

7. Schedule compression

8. Scheduling tool

Tools & Techniques1. Project schedule

2. Schedule baseline

3. Schedule data

4. Project Document Updates

Outputs


.1..2.

.3.

.4.

.5(. )

.6.

.7.

.8

.9

Inputs

.1.

.2.

.3.

.4.

.5.

.6.

.7.

.8.

Tools & Techniques.1

.

.2.

.3.

.4.

Outputs

Schedule Constraints


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Schedule Constraints()

Two categories ofconstraints aredirectly related to

scheduleddevelopment:

Imposed dates.

Key events andmajormilestones.

:

(. )

.63

6 5 D l S h d l


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6.5 Develop Schedule

6-5

1. Activity list2. Activity attributes3. Project schedule network

diagrams4. Activity resource

requirements5. Resource calendars6. Activity duration

estimates7. Project scope statement

8. Enterprise environmentalfactors9. Organizational process

assets

.1.

.2.

.3.

.4.

.5(. )

.6.

.7.

.8

.9.

64

Calendars


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Calendars Project and

resource calendarsidentify when workis allowed.

Project calendarsaffect all resources.

Resource calendars

affect only thatresource or groupof resources.

(

. )

.

.

65

6 5 D l S h d l


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6-5

1. Schedule networkanalysis

2. Critical path method

3. Critical chain method

4. Resource leveling5. What-if analysis

6. Applying leads andlags

7. Schedule compression8. Scheduling tool

.1.

.2.

.3.

.4.

.5.

.6.

.7.

.8.

66

Schedule Network Analysis


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Schedule Network Analysis Schedule Network Analysis is a

technique that generates the

project schedule.

To calculate the early and late

start and finish dates for the

uncompleted portions of projectactivities.

It employs various analytical

techniques, such as:

Critical path method

Critical chain method

What-if analysis

Resource leveling

.

.

:

67

Critical Path Method


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Critical Path Method

The critical path method calculatesthe theoretical early start and finishdates, and late start and finish dateswithout regard for any resourcelimitations.

This is done by performing a forwardand backward pass analysis through

the schedule network. The resulting early and late start and

finish dates are notnecessarily the

project schedule; rather, they

indicate the time periods within

which the activity could be

scheduled, given activity durations,

logical relationships, leads, lags, and

other known constraints.

.

.

.

68

Float


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Float()

Total Float: The amount oftime that an activity may be

delayed from its early start

without delaying the project

finish date. Free Float: The amount of

time that an activity can be

delayed without delaying

the early start of anyimmediately following

activities.

:

.:

().

69

Calculating Path and Float


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Calculating Path and FloatForward Pass: Early Start (ES) = Total of task

durations for all precedent(necessary) tasks

Early Finish (EF) = ES + Task

DurationBackward Pass:

Late Finish (LF) = Last day ofproject Duration of sequential(necessary) tasks to end ofproject

Late Start (LS) = LF TaskDuration

Float

= LF ES Task Duration

:(ES= )

(\)

.

(EF= )ES+ .(\: )

(EF= )

.

(LS= )(EF).

(F= )- ES LF

70

Task Coding Convention


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Task Coding Convention

Early Start = ES

=ES Early Finish= EF

=EF Late Start = LS

=LS Late Finish= LF

=LF

Duration = DU

=DU

71

A

EF

LS LF

ES

DU

1- Construct the Network Diagram


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72

1- Construct the Network Diagram

1

CB

A

FE

D

G

2- Apply the Task Duration


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73

2 Apply the Task Duration

2

C1

B3

A1

F6

E6

D3

G2

3- Calculate the Forward Pass


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74

3 Calculate the Forward Pass

3

C

54

1

B

41

3

A

10

1

F

137

6

E

71

6

D

107

3

G

1513

2

4- Calculate the Backward Pass


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75

4 Calculate the Backward Pass

4()

C

5

9 10

4

1

B

4

6 9

1

3

A

1

0 1

0

1

F

13

7 13

7

6

E

7

1 7

1

6

D

10

10 13

7

3

G

15

13 15

13

2

5- Calculate Floats


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76

5 Calculate Floats

5()

C

5

9 10

4

1

B

4

6 9

1

3

A

1

0 1

0

1

F

13

7 13

7

6

E

7

1 7

1

6

D

10

10 13

7

3

G

15

13 15

13

2

TF=5FF=0

TF=0

FF=0

TF=0

FF=0

TF=0

FF=0

TF=5FF=2

TF=3FF=3

TF=0

FF=0

6- Determine The Critical Path


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77

6 Determine The Critical Path

6

C

5

9 10

4

1

B

4

6 9

1

3

A

1

0 1

0

1

F

13

7 13

7

6

E

7

1 7

1

6

D

10

10 13

7

3

G

15

13 15

13

2

TF=5FF=0

TF=0

FF=0

TF=0

FF=0

TF=0

FF=0

TF=5FF=2

TF=3FF=3

TF=0

FF=0

Resource Leveling


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Resource Leveling

Resource Leveling is

necessary when resources areover-allocated such as whenthe resource is: Assigned to two or more

activities during the same time

period. Shared or critical required

resources are only available atcertain times.

Only available in limitedquantities.

Resource leveling can oftencause the original critical pathto change.

It mostly results in extendedschedule.

:

.

(. )

.

.

.

78

Resource Leveling


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79

Resource Leveling

2

2

3 Days

2

2

4 Days

BeforeAfter

Resource Leveling


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80

Resource Leveling

2

2

3 Days

2

2

4 Days

What-If Scenario Analysis


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What If Scenario Analysis

Calculation of multiple project

durations with different sets of

activity assumptions.

What-if analysis using the logic

in the network diagram.

Monte Carlo Analysis:

The most common technique.

Distribution of probable results is

defined for each activity, then

used to determine the

distribution of probable resultsfor the total project.

Also used in Project Risk

Management.

.

.

:.

,.

.

81

Schedule Compression


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Schedule Compression

Fast tracking:A schedule

compression technique inwhich phases or activitiesnormally performed insequence are performed in

parallel.

Crashing: A schedulecompression technique inwhich cost and schedule

tradeoffs are analyzed todetermine how to obtainthe greatest amount ofcompression for the leastincremental cost.

(:)

.

:

.82

6 5 Develop Schedule


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6-5

1. Project schedule: Milestones charts Bar charts Project schedule

network diagrams

2. Schedule baseline3. Schedule data4. Project document

updates: Activity resource

requirements

Activity attributes Calendar Risk register

.1:(.)(

.).

.2.

.3.

.4:.

..

.

83

6.6 Control Schedule ( Controlling )


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6.6 Control Schedule ( Controlling )6-6()

Control Scheduleis the process of

monitoring the

status of theproject to update

project progress

and managechanges to the

schedule baseline.

.

84

6.6 Control Schedule


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85

6.6 Control Schedule6-6

1. Project management plan

2. Project schedule

3. Work performance

information


assets

Inputs

1. Performance reviews

2. Variance analysis

3. PM software

4. Resource leveling

5. What-if analysis

6. Adjusting leads and lags

7. Schedule compression

8. Scheduling tool

Tools & Techniques

1. Work performance

measurements


assets updates

3. Change requests

4. PM plan updates

5. Project documents updates

Outputs

Source: PMBOK

Guide Fourth Edition, page 160

.1.

.2 .

.3.

.4.

Inputs

.1.

.2.

.3.

.4.

.5

.6.

.7.

.8.

Tools & Techniques

.1.

.2 .

.3.

.4.

.5.

Outputs



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1. Projectmanagementplan

2. Project schedule3. Work

performance

information4. Organizationalprocess assets

.1.

.2

..3.

.4.

86



87/91


1. Performance reviews2. Variance analysis

3. PM software

4. Resource leveling5. What-if analysis

6. Adjusting leads andlags

7. Schedule compression8. Scheduling tool

.1.

.2.

.3.

.4. .5

.6.

.7.

.8.

87

Performance Reviews


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Performance Reviews measure,compare, and analyze scheduleperformance such as actual startand finish dates, percentcomplete, and remainingduration for work in progress.

If earned value management(EVM) is utilized the schedulevariance (SV) and scheduleperformance index (SPI) are usedto assess the magnitude ofschedule variations.

An important part of schedulecontrol is to decide if theschedule variation requirescorrective action or not.

.

-EVM-(SV)

(SPI).

.

88

Variance Analysis


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y

Schedule performancemeasurements (SV, SPI) are

used to assess themagnitude of variation tothe original schedulebaseline.

The total float variance is

also an essential planningcomponent to evaluateproject time performance.

Important aspects schedulecontrol include determiningthe cause and degree ofvariance relative to the

schedule baseline anddeciding whether correctiveor preventive action isrequired.

((SPISV))

.

.

.

89



90/91

6-6

1. Work performancemeasurements :

SV

SPI


assets updates : Causes of variances

Corrective action chosenand the reasons

Other types of lessonslearned from project

schedule control3. Change requests .

4. PM plan updates .

5. Project documentsupdates .

.1.SVSPI

.2..

.

.

.3.

.4.

.5.

90


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6- Project Time Management

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