PMP Exam Preparation Course: 05 Project Time Management

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B. M. Shahrier Majumder, PMP
PMP® Exam Preparation

Learning Objectives
Upon completion of this topic you will learn about
– The processes, activities and documentation items for Project
Time Management
– Elements (and deliverables) for Project Time Management
– Tools and techniques of the key activities of the Project Time
Management
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Time Management
Project Time Management includes the processes required
to accomplish timely completion of the project.
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Key Activities of Time Management
• Define Activities: The process of identifying the specific
actions to be performed to produce the project
deliverables.
• Sequence Activities: The process of identifying and
documenting relationships among the project activities.
• Estimate Activity Resource: The process of estimating the
type and qualities of material, people, equipment, or
supplies required to perform each activities.
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Key Activities of Time Management
• Estimate Activity Duration: The process of approximating
the number of work periods needed to complete individual
activities with specific resources.
• Develop Schedule: The process of analyzing activity
sequences, durations, resource requirements, and
schedule constrains to create the project schedule.
• Control Schedule: The process of monitoring the status of
the project to update project progress and managing
changes to the schedule baseline.
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Define Activities | Data Flow Diagram
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Diagram Source | PMBOK 4th Edition

Define Activities
Inputs Tools & Techniques Outputs
Scope baseline
Enterprise environmental
factors
Organizational process
assets
Decomposition
Rolling wave planning
Templates
Expert judgment
Activity list
Activity attributes
Milestone list
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Define Activities > Tools and Techniques
 Rolling Wave Planning
 Rolling wave planning is a form of progressive elaboration planning
where the work to be accomplished in the near term is planned in
detail at a low level of WBS, while work far in the future is planned for
the WBS components that are at relatively high level of the WBS.
 Templates
 A standard activity list or a portion of activity list from a
previous project is often usable as a template for new project.
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Define Activities > Outputs
 Activity List
 Activity list is a comprehensive list including all schedule activities required on the
project.
 Activity Attributes
 Activity attributes extend the description of the activity by identifying the multiple
components associated with each activity.
 The component of each activity evolve over time.
 During the initial stages of the project they include the Activity ID, WBS ID, and
activity name, and when completed may include activity codes, activity description,
predecessor activities, successor activities, logical relationships, leads and lags,
resource requirements, imposed dates, constrain and assumptions.
 Milestone List
 A milestone is a significant point or event in the project.
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Sequence Activities | Data Flow Diagram
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Sequence Activities
Activity list
Milestone list
Project scope statement
Organization process
assets
Precedence diagramming
method (PDM)
Dependency determination
Appling leads and lags
Schedule network template
Project schedule network
diagram
Project document
(updates)
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Sequence Activities > Tools and Techniques
Activity
A
Activity
B
Finish to Start (FS) Relationship
Activity
A
Activity
B
Start to Start (SS) Relationship
Activity
A
Activity
B
Finish to Finish (FF) Relationship
Activity
A
Activity
B
Start to Finish (SF) Relationship
• Precedence diagramming method (PDM)
• PDM is a method used in Critical Path Methodology (CPM) for constructing a project
schedule network diagram that uses boxes or rectangular, referred to as nodes, to
represent activities and connect them with arrows that show the logical relationships
that exists between them.
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Sequence Activities > Tools and Techniques
 Dependency Determination
 Mandatory dependency
 Discretionary dependency
 External dependency
 Appling Leads and Lags
 A lead allows an acceleration of a successor activity
 A lag directs a delay in the successor activity
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Activity
A
Activity
B
L=3
FS Relationship: The Start of B must lag (L)
the Finish of A by 3 days
Activity
A
Activity
B
L=4
SS Relationship: The Start of B must lag (L)
the Start of A by 4 days
Activity
A
Activity
B
L=5
FF Relationship: The Finish of B must lag (L)
the Finish of A by 5 days
Activity
A
Activity
B
L=6
SF Relationship: The Finish of B must lag (L)
the Start of A by 6 days

Sequence Activities > Outputs
 Network Diagram
Any schematic display of the logical relationships of Project Activities.
Always drawn from left to right to reflect project chronology. Often
incorrectly referred to as a “PERT Chart”.
 Network Diagram Rules of Thumbs
There is a starting point
There is an ending point
There are predecessors for all activities
There are successors for all activities (no hangers!)
There are no loops
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Estimate Activity Resources | Data Flow Diagram
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Estimate Activity Resource
Activity lists
Resource calendars
factors
assets
Expert judgment
Alternative analysis
Published estimation data
Bottom-up estimating
Project management
software
Activity resource
requirements
Resource breakdown
structure
Project document updates
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Estimate Activity Resource > Inputs
• Resource Calendars
• A calendar that documents the working and nonworking days that
determine the dates that a resource is available or not.
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Estimate Activity Resource > Outputs
• Activity Resource Requirement
• An identification and description of the types of quantities of
resources required for each schedule activity in a work package
• Resource Breakdown Structure
• A hierarchical structure of identified resources by resource category
and type
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Estimate Activity Duration | Data Flow Diagram
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Estimate Activity Durations
Activity lists
requirement
Resource calendar
factors
assets
Expert judgment
Analogous estimation
Parametric estimating
Three point estimates
Reserve analysis
Activity duration estimates
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Estimate Activity Durations
• Activity Effort and Duration
Total Time = Duration
Not working Time on Tasks
Actual Working on Tasks = Effort
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Estimate Activity Durations > Tools and
Techniques
 Analogous Estimating
 Top down estimating, uses actual duration of activities from previous projects
 Parametric Estimating
 Top down estimating, activity duration can be uses a mathematical model to
determine estimates
 Estimating the basis for activity duration can be quantitatively determine by multiply
the quantity of work to be performed by the productivity rate. e.g. Function Point
Estimation, Use Case Estimation.
 Three Point Estimating
 Estimating an average of the most likely, optimistic, pessimistic estimated duration.
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Estimate Activity Durations > Tools and
Techniques
 Multi Point Estimating (PERT)
Program Evaluation and Review Technique (PERT)
Calculation:
 Mean = (P + 4M + O)/6
 Standard Deviation = (P-O)/6
 Variance = ((P-O)/6)2
Here, P = Pessimistic Estimation, O = Optimistic Estimation and M = Most likely Estimation
 Reserve Analysis
Called time reserve, contingency, or buffer
Purpose – To add time to individual activities or the overall project
duration for schedule risks
Accumulated for the project and included in the project contingency
fund or management reserve
Note: Authors discourage adding time to individual activities since this is a form of padding
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• Complete the table using the formulas of PERT
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Activity O M P Expected
Duration
Activity
Standard
deviation
Range of the
Estimates
A 14 27 47
B 41 60 89
C 39 44 48
D 29 37 42

• What do you need before you try to develop a schedule
for your project?
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Develop Schedule | Data Flow Diagram
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Develop Schedule
Activity lists
Project schedule network
diagrams
requirement
Resource calendar
Activity duration estimates
factors
assets
Schedule network analysis
Critical path method
Critical chain method
Resource leveling
What-if scenario analysis
Adjusting leads and lags
Schedule compression
Schedule model
Project schedule
Schedule baseline
Schedule data
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Develop Schedule > Tools and Techniques
• Critical Path Method (CPM)
• Critical Path Method (CPM), is a procedure for using network analysis
to identify those tasks which are on the critical path: ie where any delay
in the completion of these tasks will lengthen the project timescale,
unless action is taken.
• For all tasks off the critical path, a degree of tolerance is possible (eg.
late start, late completion, early start, etc.).
• Network charts and CPM analysis used to be carried out by hand.
• Software is now available which requires the user only to enter the
tasks, duration of each task and dependencies upon other tasks; a
network chart and CPM is then automatically created.
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• Why Critical Path Method (CPM)
• The CPM formally identifies tasks which must be completed on time
for the whole project to be completed on time
• Identifies which tasks can be delayed for a while if resource needs to
be reallocated to catch up on missed tasks
• It helps you to identify the minimum length of time needed to
complete a project
• The CPM determines both the early start and the late start date for
each activity in the schedule.
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• How to Use CPM
SAMPLE
Task ID Duration Dependency
A 7
B 3
C 6 A
D 3 B
E 3 D, F
F 2 B
G 3 C
H 2 E, G
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• Calculating the Forward Pass
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Schedule Development >> Tools and
Techniques
• Calculating the Backward Pass
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Develop Schedule >> Tools and Techniques
• Calculating the Critical Path
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• Critical Chain Method (CCM)
• Critical Chain Method (CCM), is a schedule network analysis
techniques that modifies the project schedule to account for limited
resources.
• Initially, the project schedule network diagram is built using duration
estimates with required dependencies and defined constrains as input.
The critical path is then calculated. After the critical path is designed,
resource availability is entered and the resource-limited schedule result
is determined. The resulting schedule often has an altered critical path.
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Control Schedule | Data Flow Diagram
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Control Schedule
Schedule management
plan
Project Schedule
Work performance
information
Organization process
assets
Performance reviews
Variance analysis
Project management
software
Resource leveling
What-if scenario analysis
Adjusting leads and lags
Progress reporting
Schedule compression
Scheduling tool
Work performance
measurements
Organizational process assets
updates
Change requests
Project management plan
updates
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Control Schedule > Tools and Techniques
• Progress reporting
• Actual Start and Finish Dates
• Remaining duration for unfinished tasks
• Percent completion (from Earned Value Analysis)
• Schedule Change Control System
• Part of Integrated Change Control
• Performance Measurements
• Schedule Variance (SV), Schedule Performance Index (SPI) (from
Earned Value Analysis)
• Schedule Comparison Bar Charts
• Tracking Gantt
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GetFREETemplatesatwww.wizardea.com

Questions
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• [mail.shahrier@gmail.com]
• http://bd.linkedin.com/in/shahrier

PMP Exam Preparation Course: 05 Project Time Management

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PMP Exam Preparation Course: 05 Project Time Management