Lecture 5 Time Management.pptx

PROJECT MANAGEMENT

Muhammad ShakeelPMP (PMI)

MS IEM (PU) MS IT (PIMSAT)BE (Av) (NED)

Saturday, April 22, 2023Project Management By:- Muhammad Shakeel

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WHAT IS SCOPE? A project is a sequence of -----4----, complex and ------

5---------------- having one ----3---- or purpose that must be completed by a ------1------------, wthin -----6------------- and according to ----2------------.1-specific time 2-specifications 3-goal4-unique 5-connected activities 6-budget

Project scope –The work that must be done in order to deliver a product with the specified features and functions.

Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

Project Scope Management is primarily concerned with defining and controlling what is and is not included in the project.


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VERIFY SCOPE INPUT

PROJECT MANAGEMENT PLAN REQUIREMENTS DOCUMENTATION REQUIREMENTS TRACEABILITY MATRIX VALIDATED DELIVERABLES

TOOLS AND TECHNIQUES INSPECTION (Includes activities such as measuring,

examining and verifying to determine whether work & deliverables meet requirement and product requirement criteria. Also called: review, product reviews, audits & walkthroughs)

OUTPUTS ACCEPTED DELIVERABLES

The ones that meet the acceptance criteria are formally signed off and approved.

CHANGE REQUESTS (the once not meet acceptance run through project integrated change control process)

PROJECT DOCUMENT UPDATES


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CONTROL SCOPE Control Scope is the process of monitoring the status

of the project and product scope and managing changes to the scope baseline.

Controlling the project scope ensures all requested changes and recommended corrective or preventive actions are processes through the Perform Integrated Change Control process

Uncontrolled changes are often referred as Project Scope Creep.


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CONTROL SCOPE INPUT

PROJECT MANAGEMENT PLAN Scope base line is compared to actual Scope management plan describes how to manage and

control scope Change management plan Configuration management plan (those items that require

formal change control) Requirement measurement plan

WORK PERFORMANCE INFORMATION Information about project process

REQUIREMENTS DOCUMENTATION REQUIEMENT TRACEABILITY MATRIX ORGANIZATIONAL PROCESS ASSETS

Existing formal & informal scope control related policies, procedures and guidelines

Reporting and monitoring methods to be used


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CONTROL SCOPE TOOLS AND TECHNIQUES

VARIANCE ANALYSIS: assess the magnitude of variation from original scope baseline.

OUTPUTS WORK PERFORMANCE MEASUREMENTS (Planned vs

Original) ORGANIZATIONAL PROCESS ASSETS UPDATES

(causes of variance, corrective measures, lesson learned)

CHANGE REQUESTS to the scope baseline or other components of project management plan

PROJECT MANAGEMENT PLAN UPDATES Scope baseline cost baseline and schedule

baselines update, PROJECT DOCUMENT UPDATES

Requirements documentation Requirement traceability matrix


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PROJECT TIME MANAGEMENTThird Knowledge Area of PMBOK


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PROJECT TIME MANAGEMENT PROCESSESPROJECT TIME MANAGEMENT INCLUDES THE PROCESSES REQUIRED TO ACCOMPLISH TIMELY COMPLETION OF THE PROJECT.

• Define Activities• Sequence Activities• Estimated Activities Resources• Estimated Activity Durations• Develop Schedule• Control Schedule


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DEFINE ACTIVITIES

• Input:– Scope baseline (Create WBS)– Enterprise Environment factors– Organizational Process Assets (Archive + Existing activity

planning related policies; lessons learnt)• Tools & Techniques:

– Decomposition (PWP to activities to produce WP Deliverables)– Rolling wave planning (Progressive Elaboration Planning)– Templates (A standard activity list from previous project)– Expert Judgment (Project Team Members & or other experts)

• Outputs:– Activity List (All scheduled activities required on the project)– Activities Attributes * next screen showing attributes– Milestone List (Significant point or event in a project)


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ACTIVITY ATTRIBUTES

WBS ID Activity ID Activity Name Activity Description Predecessor Activities Successor Activities Logical Relationship Leads and Lags Resource requirements Imposed Dates, Constraints Assumptions Person responsible for work execution Geographic Area


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SEQUENCE ACTIVITIES• Sequence activities is the process of identifying and

documenting relationship among project activities.• Input:

– Activity List– Activities Attributes– Milestone List (a significant point or event in the project)– Project Scope Statement– Organizational Process Assets

• Tools & Techniques:– PDM (Precedence Diagramming Method)– Dependency Determination– Schedule Network Templates– Applying Leads & Lags

• Outputs– Project Schedule Network Diagrams– Project Document Updates


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SEQUENCE ACTIVITIESTOOTS & TECHNIQUES

Precedence Diagramming Method: Finish to Start (FS) Finish to finish (FF) Start to Start (SS) Start-to-finish (SF)Finish to start is the most commonly used type of

precedence relationship. The start-to-finish relationship is most rarely used but is included to complete list of the PDM relationship types


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PDM EXAMPLESFS: The initiation of the successor activity depends upon the completion of the predecessor activity

“Connect Mains (Electricity)” can only start once “Install Wiring” has completed.

SF The completion of the successor activity depends upon the start of the predecessor activity

The first security guard shift (successor) cannot finish until the second security guard shift (predecessor) starts

SS:Task (B) cannot start until task (A) starts.

"Level concrete" can't begin until "Pour foundation" begins

FF:Task (B) cannot finish until task (A) finishes.

"Inspect electrical" can't finish until "Add wiring" finishes


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SEQUENCE ACTIVITIESTOOTS & TECHNIQUES

• Dependency Determination– Mandatory Dependencies: Also referred as hard logic– Discretionary Dependencies: Also called as preferred logic,

preferential logic or soft logic– External Dependencies: It involves a relationship between

project activities and non-project activities. These dependencies are usually outside the project team controls.

• Applying Leads and Lags– A lead allows an acceleration of the successor activity– A lag directs a delay in the successor activities. – Example: A technical editing team can begin editing the draft

of a large document 15 days after they began writing it. SS with 15 day lag.


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SEQUENCE ACTIVITIESTOOLS & TECHNIQUES

Schedule Network Templates Standardized schedule network diagram

templates can be used to expedite the preparation of network of project activities. They can include an entire project or only a portion of it. Portions of a project schedule network diagram are often referred to as a sub network or fragment network. Sub network templates are especially useful when a project includes several identical or nearly identical deliverables, such as floors on a high rise office building.


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SEQUENCE ACTIVITIES

Outputs: Project Schedule Network Diagrams:

Project Schedule Network Diagrams. It can be drawn manually or through project management software. It can include full project details or have one or more summary activities.

Project Document Updates Project documents that may be updated include:

Activity list Activity attributes


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NOTATIONS FOR PDM Activity on Node


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NOTATIONS FOR PDM Activity on Node


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NOTATIONS FOR PDM Activity on Arrow


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Activity on ArrowNOTATIONS FOR PDM

Earliest Start

Activity Duration

Activity Number/ description Earliest Finish

Latest Start Latest Finish


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ASSIGNMENT # 2 DRAW A NETWORK DIAGRAMActivity Precedence

DurationA - 3B A 15C - 5D C 20E A 5F A 1G F 25H G 10I H,K 3J B 5K J 10L B 1M L 10N E,D 10O M,I,N 10


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ESTIMATE ACTIVITY RESOURCES6.3

Estimate activity Resources is the process of estimating the type and the quantities of material, people, equipment or supplies required to perform each activity. The estimate activity resource process is closely coordinated with the estimate cost process.


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ESTIMATE ACTIVITY RESOURCES• Inputs:

– Activity List– Activity Attributes– Resource Calendar specify when and how long identified project resources

(people, equipment & Material) will be available during the project.– Enterprise environmental factors (Resource availability & Skills)– Organizational Process Assets (Policies & Procedures for staffing, supplies

and equipment plus previous experience on similar projects)• Tools & Techniques

– Expert Judgment– Alternative Analysis (Make or buy, Machinery & Tools)– Published estimating data (production rates & unit costs of resources)– Bottom-up estimating (when activity cannot be estimated with confidence)– Project Management Software (Plan, organize, manage resource pools and

develop resource estimates.• Outputs

– Activity resource requirements– Resource breakdown structure– Project document updates (activity List, Activity attributes & Resource

calendar)


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ESTIMATE ACTIVITY DURATION6.4

• Estimate activity duration is the process of approximating the number of work periods needed to complete individual activities with estimated resources.

• Input:– Activity List– Activity Attributes– Activity Resource Requirement (6.3.3.1)– Resource Calendars (6.3.1.3)– Project Scope Statement (5.2.3.1)– Enterprise environmental factors (Databases and Ref. data, Productivity

metrics & published commercial information– Organizational Process Assets -Historical, Project Calendar, Scheduling

methodology, Lessons Learnt

• Tools & Techniques– Expert Judgment– Analogous estimating (Duration, budget, size, weight & Complexity from a

previous project)– Parametric estimating (square footage – cost budget & duration)– Three-point estimates (PERT) Most likely, Optimistic, Pessimistic– Reserve analysis (Cater for schedule uncertainty)

• Outputs– Activity duration estimates (@ weeks +- 2 days etc)– Project document updates (activity attributes, assumptions made in

developing the activity duration)


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ACTIVITY DURATION ESTIMATES

Activity duration estimates are quantitative assessments of the likely number of work periods that will be required to complete a schedule activity. Activity duration estimates include some indication of the range of possible results. For example:

•2 weeks ±2 days to indicate that the schedule activity will take at least eight days and no more than twelve (assuming a five-day workweek).

•15 percent probability of exceeding three weeks to indicate a high probability—85 percent—that the schedule activity will take three weeks or less.


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ANALOGOUS ESTIMATING

It uses parameters such as duration, budget, size, weight and complexity from a previous and similar project as the basis for estimating the same parameters or measures of a future project.


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DEVELOP SCHEDULE 6.5• Develop Schedule is the process of analyzing activity sequence, duration,

resource requirements and constraints to create project schedules• Input

– Activity List (6.1.3.1)– Activity Attributes (6.1.3.2)– Project Schedule Network Diagrams (6.2.3.1)– Activity Resource Requirements (6.3.3.1)– Resource Calendars (6.3.1.3)– Activity duration estimates (6.4.3.1)– Project Scope Statement (5.2.3.1)– Enterprise environment factors– Organizational process assets

• Tools & Techniques– Schedule network analysis– Critical path method– Critical chain method– Resource Leveling– What-if scenario analysis– Applying leads and lags– Schedule compression– Scheduling tool

• Output– Project Schedules (milestone chart, bar charts, project schedule network diagrams)– Schedule baseline Component of project management plan with baseline start &

finish dates.– Schedule Data (resource requirement by time period in resource histogram best &

worst case– Project document updates (Activity resource requirements, activity attributes,

calendar, risk register)


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SCHEDULE COMPRESSION

Crashing. Schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Crashing does not always produce a viable alternative and can result in increased cost.

Fast tracking. A schedule compression technique in which phases or activities that normally would be done in sequence are performed in parallel. An example would be to construct the foundation for a building before all the architectural drawings are complete. Fast tracking can result in rework and increased risk. This approach can require work to be performed without completed detailed information, such as engineering drawings. It results in trading cost for time, and increases the risk of achieving the shortened project schedule.


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CRASHING PROJECTS Causes:

Initial schedule may be too optimistic Market needs change and the project is in

demand earlier than anticipated The project has considerably slipped

behind the schedule The contractual situation provides more

incentives to avoid schedule slippage


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CALCULATING THE COST OF CRASHING

slope= crash cost – normal cost normal time – crash timeActivity Duratio

nCost C.

Duration

C. Cost

A 5 1000 3 1500

B 7 700 6 1000

C 3 2500 2 4000

D 5 1500 5 1500

E 9 3750 6 9000

F 4 1600 3 2500

G 6 2400 4 3000


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CRITICAL PATH & CRITICAL CHAIN Critical Path: calculates the theoretical

early start and finish dates for all activities, irrespective of resource any resource limitations by performing forward and backward pass analysis through the schedule network.

Critical chain: is a schedule network analysis technique that modifies the project schedule to account for limited resources. The resource constraint critical path is known as critical chain.


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CONTROL SCHEDULE6.6• It is the process of monitoring the status of the

project progress and manage changes to the schedule baseline.

• It is concerned with– Determine the current status of the project schedule– Influencing the factors that create schedule changes– Determining that the project schedule has changed– Managing the actual changes as they occur

• Input:– Project management Plan (4.2.3.1)– Project Schedule – Work Performance Information– Organizational Process Assets

• Existing formal and informal schedule control related policies, procedures & Guidelines

• Schedule control tools• Reporting and monitoring methods to be used


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CONTROL SCHEDULE6.6 Tools & Techniques:

Performance review Measures, compares, and analyzes schedule

performance such as actual start and finish dates, percent complete and remaining duration of work in progress.

Also reviews if corrective action is required Variance Analysis:

Schedule performance measurements are used to assess the magnitude of variation to the original schedule baseline.

Project Management Software It provides the ability to track planned dates versus

actual dates and to forecast the effects of changes to the project schedule.


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CONTROL SCHEDULE6.6

Resource Leveling To optimize the distribution of work among resources

Resource Smoothing. A technique that adjusts the activities of a schedule model

such that the requirements for resources on the project do not exceed certain predefined resource limits.

In resource smoothing, as opposed to resource leveling, the project’s critical path is not changed and the completion date may not be delayed

In other words, activities may only be delayed within their free and total float.

Thus resource smoothing may not be able to optimize all resources.

Schedule Compression (6.5.2.7)

Scheduling Tool Data is updated and compiled into the schedule to reflect

actual progress of the project and remaining work to be completed.


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CONTROL SCHEDULE

• Outputs– Work performance measurements– Organizational Process Assets Updates– Change Request– Project management plan updates

• Schedule Baseline• Schedule management plan• Cost baseline

– Project Document Updates• Schedule data• Project Schedule


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Lecture 5 Time Management.pptx

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