PMP Preparation - 06 Time Management

Lecture 06 : Project Time Management (1/31)
Contents
PMP Lectures Prepared By: Eng. Mohamed
ElSaadany
1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
4. Estimate Activity Resources
5. Estimate Activity Duration
6. Develop Schedule
7. Control Schedule

1.Plan Schedule Management (Planning)
ElSaadany
T i m e M a n a g e m e n t
6.1 Plan Schedule Management
Inputs :
 Project Management Plan
 Project Charter
 Enterprise Environmental Factors
 Organizational Process Assets
Tools and Techniques :
 Expert Judgment
 Analytical Techniques
 Meetings
Outputs :
 Schedule Management Plan

ElSaadany
Analytical Techniques:
Choosing strategic options to estimate and schedule the project such as:
 Scheduling methods (CPM, CCM, PDM)
 Scheduling tools (software)
 Estimating approaches (analogous, parametric, and PERT)
 Schedule compression techniques (fast track, crash)
 Scheduling Techniques (rolling-wave planning, leads & lags)
TT

ElSaadany
Scheduling Management Plan:
 It’s a component of the project management plan.
 It shows how you are going to develop, monitor, and control the schedule.
 It can establish the following:
 scheduling methodology and the scheduling tool to be used.
 Acceptable accuracy of activity duration estimates.
 Units of measure (hour / day / week).
 Process and frequency to update the status and record progress.
 Allowed variance before some action needs to be taken (thresholds).
 Rules of performance measurement (Percent complete, EVM).
 Formats and frequency for the various schedule reports.
O

2. Define Activities (Planning)
ElSaadany
6.2 Define Activities
Inputs :
 Scope Baseline
 Decomposition
 Rolling Wave Planning
 Expert Judgment
Outputs :
 Activity List
 Activity Attributes
 Milestone list

ElSaadany
Rolling Wave Planning :
• The work to be done in the near term is planned in detail. Future work is
planned at a higher level. It is a form of progressive elaboration.
• It’s not excuse for improper planning or ensuring that scope is known.
TT

ElSaadany
Activity List :
• All activities including product &
project work.
Activity Attributes:
• Includes identification, description,
predecessor, successor, discipline,
area, …etc.
Milestone List :
• Include significant
events through
schedule.
• (Ex: project start,
project end).
O
O
O

3. Sequence Activities (Planning)
ElSaadany
6.3 Sequence Activities
Inputs :
 Activity List
 Activity Attributes
 Milestone list
 Project scope Statement
 Precedence Diagramming Method (PDM)
 Dependency Determination
 Leads and Lags
Outputs :
 Project Schedule Network Diagram
 Project document Updates

ElSaadany
Precedence Diagramming Method (PDM) : ‫التتابعي‬ ‫المخطط‬ ‫طريقة‬
• Also, called “activity-on-the-node”. ‫العقدة‬ ‫على‬ ‫النشاط‬ ‫بطريقة‬ ‫ايضا‬ ‫تسمى‬
• Nodes represents activities, arrows show dependencies.
‫بينها‬ ‫العالقات‬ ‫تمثل‬ ‫األسهم‬ ‫بينما‬ ‫االنشطة‬ ‫تمثل‬ ‫العقد‬
• Relationship types : ‫العالقات‬ ‫انواع‬
1. Finish-to-Start ‫األول‬ ‫النشاط‬ ‫انتهاء‬ ‫بعد‬ ‫الثاني‬ ‫النشاط‬ ‫يبدأ‬(‫مثال‬:‫المعالجة‬ ‫و‬ ‫الخرسانة‬ ‫صب‬)
2. Start-to-Start ‫األول‬ ‫النشاط‬ ‫بداية‬ ‫بعد‬ ‫الثاني‬ ‫النشاط‬ ‫يبدأ‬(‫مثال‬:‫الكهرباء‬ ‫مواسير‬ ‫بعد‬ ‫اللياسة‬)
3. Finish-to-Finish ‫األول‬ ‫النشاط‬ ‫نهاية‬ ‫بعد‬ ‫الثاني‬ ‫النشاط‬ ‫ينتهي‬(‫مثال‬:‫النظافة‬ ‫اعمال‬ ‫و‬ ‫التسليم‬)
4. Start-to-Finish ‫األول‬ ‫النشاط‬ ‫بداية‬ ‫بعد‬ ‫الثاني‬ ‫النشاط‬ ‫ينتهي‬(‫مثال‬:‫وردية‬ ‫تغيير‬)
• Dependencies could be mandatory, discretionary, or external.
‫التصميم‬ ‫بعد‬ ‫االنشاء‬ ‫مثل‬ ‫إجبارية‬ ‫االعتمادية‬ ‫تكون‬ ‫قد‬,‫الثاني‬ ‫الدور‬ ‫في‬ ‫البدء‬ ‫مثل‬ ‫تقديرية‬ ‫أو‬‫من‬ ‫االنتهاء‬ ‫بعد‬
‫األول‬ ‫الدور‬,‫ق‬ ‫االنشاء‬ ‫في‬ ‫البدء‬ ‫عدم‬ ‫مثل‬ ‫الحكومية‬ ‫كالجهات‬ ‫المشروع‬ ‫خارج‬ ‫طرف‬ ‫قبل‬ ‫من‬ ‫خارجية‬ ‫أو‬‫بل‬
‫الترخيص‬ ‫صدور‬.

ElSaadany
Activity on the node:
A
D=2
B
D=3
C
D=5
D
D=4
2
5
7
11
Activity on the Arrow:
A
2 C
5
D
4
B
32
7
7 11

ElSaadany
Applying Leads and Lags : ‫التأخيرات‬ ‫و‬ ‫التعجيالت‬ ‫تطبيق‬
• Lead : Starting the activity before completing its predecessor
‫التعجيل‬ ‫أزمنة‬:‫له‬ ‫السابق‬ ‫النشاط‬ ‫انهاء‬ ‫قبل‬ ‫النشاط‬ ‫بدء‬
• Lag : Waiting time between activities
‫التأخير‬ ‫أزمنة‬:‫المتتاليين‬ ‫النشاطين‬ ‫بين‬ ‫انتظار‬ ‫ازمنة‬ ‫عن‬ ‫عبارة‬
Schedule Network Diagram : ‫الزمني‬ ‫الجدول‬ ‫شبكة‬ ‫مخطط‬
• Illustrates activities and dependencies between them ‫بينها‬ ‫العالقة‬ ‫و‬ ‫االنشطة‬ ‫توضح‬
• If duration is added, network can show critical path
‫للمشروع‬ ‫الحرج‬ ‫المسار‬ ‫بالشبكة‬ ‫يتضح‬ ‫سوف‬ ‫لالنشطة‬ ‫الزمنية‬ ‫المدد‬ ‫اضافة‬ ‫بعد‬
• If plotted against time , it is called time-scaled schedule network diagram
Schedule Network Diagram Benefits : ‫الشبكة‬ ‫فوائد‬
• Show dependencies and work flow ‫العمل‬ ‫سير‬ ‫و‬ ‫االعتمادية‬ ‫توضح‬
• Identify opportunities to compress the schedule ‫الجدول‬ ‫لضغط‬ ‫المتاحة‬ ‫الفرص‬ ‫توضح‬

4. Estimate Activity Resources (Planning)
ElSaadany
6.4 Estimate Activity Resources
Inputs :
 Schedule Management Plan ▪ Activity List
 Activity Attributes ▪ Resource Calendars
 Scope Management Plan ▪ Activity Cost Estimates
 Enterprise Environmental Factors ▪ Organizational Process Assets
 Expert Judgment
 Alternative Analysis
 Published Estimating Data
 Bottom-up estimating
 Project Management Software
Outputs :
 Activity Resource Requirements
 Resource Breakdown Structure
 Project documents Updates

ElSaadany
Resource Calendar : ‫للموارد‬ ‫الزمني‬ ‫التقويم‬ ‫سجل‬
• This document expresses the availability of resource during the planned
period for each activity ‫للنشاط‬ ‫المخططة‬ ‫الفترة‬ ‫اثناء‬ ‫الموارد‬ ‫توفر‬ ‫مدى‬
Alternative Analysis : ‫البدائل‬ ‫تحليل‬
• Various levels of resource capability or skills ‫المكانيات‬ ‫متعددة‬ ‫مستويات‬/‫الموارد‬ ‫مهارات‬
• Different size or type of machines (hand vs. automated) ‫الماكينات‬ ‫احجام‬ ‫و‬ ‫انواع‬
• Make or buy decisions ‫الشراء‬ ‫ام‬ ‫التصنيع‬ ‫قرار‬(‫مقاول‬ ‫خالل‬ ‫من‬ ‫او‬ ‫بالموقع‬ ‫المشغول‬ ‫الحديد‬)
Bottom-Up Estimation : ‫ألعلى‬ ‫أسفل‬ ‫من‬ ‫التقدير‬
• Used when you are not able to estimate activity resources ‫التقدير‬ ‫تعذر‬ ‫عند‬
• Decompose work into more details within the activity ً‫ال‬‫تفصي‬ ‫اكثر‬ ‫ألجزاء‬ ‫التفكيك‬
• Then estimate needs ‫الموارد‬ ‫من‬ ‫االحتياجات‬ ‫تقدير‬ ‫ثم‬
• Then aggregate estimates ‫االحتياجات‬ ‫تجميع‬ ‫ثم‬

ElSaadany
Activity Resource requirements : ‫النشاط‬ ‫موارد‬ ‫متطلبات‬
• [1] Types and [2]Quantity of resources required for each activity.
‫نشاط‬ ‫لكل‬ ‫المطلوبة‬ ‫الموارد‬ ‫كمية‬ ‫و‬ ‫نوع‬
Resource Breakdown Structure
• Hierarchical structure of identified resources. ‫تحديدها‬ ‫تم‬ ‫التي‬ ‫للموارد‬ ‫هرمي‬ ‫هيكل‬
• Can be classified by category ( Labor, material, equipment, supplier)
‫للنوع‬ ً‫ا‬‫طبق‬ ‫تصنيفها‬ ‫يتم‬ ‫ان‬ ‫يمكن‬(‫عمالة‬,‫مواد‬,‫معدات‬,‫موردين‬)
• May include other info like skill, efficiency, ….etc. ‫اخرى‬ ‫معلومات‬ ‫تتضمن‬ ‫ان‬ ‫يمكن‬
Notes
• Estimates should be based on WBS ‫األعمال‬ ‫تجزئة‬ ‫هيكل‬ ‫على‬ ‫التقديرات‬ ‫تعتمد‬ ‫ان‬ ‫يجب‬
• Use historical info to improve accuracy ‫السابقة‬ ‫المعلومات‬ ‫استخدم‬ ‫الدقة‬ ‫لتحسين‬
• PM estimates not just accept constraints ‫بالقيود‬ ‫يقبل‬ ‫فقط‬ ‫ليس‬ ‫و‬ ‫يقدر‬ ‫المشروع‬ ‫مدير‬
• Estimates can be reduced by reducing risks ‫المخاطر‬ ‫بتقليل‬ ‫التقديرات‬ ‫تقليل‬ ‫يمكن‬
• PM must meet any agreed-upon estimates
‫عليها‬ ‫المتفق‬ ‫التقديرات‬ ‫بتحقيق‬ ‫يلتزم‬ ‫ان‬ ‫يجب‬ ‫المشروع‬ ‫مدير‬

5. Estimate Activity Duration (Planning)
ElSaadany
6.5 Estimate Activity Duration
Inputs :
 Activity Attributes ▪ Activity Resource Requirements
 Resource Calendars ▪ Project scope Statement
 Risk Register ▪ Resource Breakdown Structure
 Enterprise Environmental Factors ▪ Organizational Process Assets
 Expert Judgment
 Analogous Estimating
 Parametric Estimating
 Three-Point Estimates
 Group Decision-Making Techniques
 Reserve Analysis
Outputs :
 Activity Duration Estimates
 Project document Updates

ElSaadany
One Point Estimate : ‫واحدة‬ ‫دفعة‬ ‫التقدير‬(‫حسابات‬ ‫أي‬ ‫بدون‬)
• Based on expert judgment, history, or guessing ‫بالتخمين‬ ‫او‬ ‫سابقة‬ ‫معلومات‬ ‫او‬ ‫بالخبرة‬
• Used if not required high probable schedule ‫دقيق‬ ‫بيان‬ ‫مطلوب‬ ‫يكن‬ ‫لم‬ ‫اذا‬ ‫يستخدم‬
• This method forces estimator into padding ‫الحشو‬ ‫على‬ ‫بالتقدير‬ ‫يقوم‬ ‫من‬ ‫تجبر‬
Padding : ‫الحشو‬
• Adding extra (time or cost) when no enough information available
‫المتاحة‬ ‫المعلومات‬ ‫كفاية‬ ‫عدم‬ ‫بسبب‬ ‫التقديرات‬ ‫عمل‬ ‫اثناء‬ ‫تكلفة‬ ‫او‬ ‫وقت‬ ‫زياد‬ ‫عن‬ ‫عبارة‬ ‫الحشو‬
• PM should provide team with enough information and prevent padding.
‫الحشو‬ ‫يمنع‬ ‫ان‬ ‫يحاول‬ ‫و‬ ‫الكافية‬ ‫بالبيانات‬ ‫العمل‬ ‫فريق‬ ‫يزود‬ ‫المشروع‬ ‫مدير‬
• If we had to consider padding, this should be addressed in risk
management process.
‫المخاطر‬ ‫ادارة‬ ‫عمليات‬ ‫في‬ ‫ذلك‬ ‫يذكر‬ ‫ان‬ ‫يجب‬ ‫الحشو‬ ‫الستخدام‬ ‫االضطرار‬ ‫عند‬

ElSaadany
Analogous Estimate : ‫التناظري‬ ‫التقدير‬(‫السابقة‬ ‫البيانات‬ ‫خالل‬ ‫من‬)
• Using information from similar previous projects ‫سابقة‬ ‫مشاريع‬ ‫من‬ ‫بيانات‬ ‫باستخدام‬
• Used when there is a limited amount of info. ‫المعلومات‬ ‫من‬ ‫محدود‬ ‫قدر‬ ‫وجود‬ ‫عند‬
• Less time/cost consuming but less accurate ‫دقة‬ ‫االقل‬ ‫لكن‬ ‫و‬ ‫التكلفة‬ ‫و‬ ‫الوقت‬ ‫في‬ ‫األقل‬
• EX: we will use 3 days for activity duration because in the last two times it
took 3 days. ‫أي‬ ‫ثالثة‬ ‫في‬ ‫السابقتين‬ ‫المرتين‬ ‫بتنفيذه‬ ‫قمنا‬ ‫ألننا‬ ‫أيام‬ ‫بثالثة‬ ‫النشاط‬ ‫مدة‬ ‫تقدير‬ ‫تم‬‫ام‬
Parametric Analysis : ‫البارامتري‬ ‫التقدير‬(‫المستنتجة‬ ‫العالقات‬ ‫او‬ ‫بالمعدالت‬)
• Deduction of mathematical relationship between historical data then use it
to calculate an estimate. ‫التقدي‬ ‫لحساب‬ ‫استخدامها‬ ‫ثم‬ ‫السابقة‬ ‫البيانات‬ ‫من‬ ‫حسابية‬ ‫عالقة‬ ‫استنتاج‬‫ر‬
• Ex: Painting one square meter takes two hours, or design takes 15% of
total project duration. ‫التصميم‬ ‫او‬ ‫ساعتين‬ ‫يستهلك‬ ‫المسطح‬ ‫المتر‬ ‫دهان‬15%‫المشروع‬ ‫مدة‬ ‫من‬
• Results of this method are heuristic and called “rule of thumb”.
‫استرشادية‬ ‫تكون‬ ‫الطريقة‬ ‫هذه‬ ‫من‬ ‫النتائج‬

ElSaadany
Three-Point Estimate : ‫الثالثة‬ ‫النقاط‬ ‫تقدير‬
• Also called PERT (Program Evaluation and Review Technique)
• O : Optimistic duration ‫المتفائل‬ ‫الزمن‬(‫فيه‬ ‫النشاط‬ ‫انجاز‬ ‫تم‬ ‫زمن‬ ‫أقل‬)
• P : Pessimistic duration ‫المتشائم‬ ‫الزمن‬(‫فيه‬ ‫النشاط‬ ‫انجاز‬ ‫تم‬ ‫زمن‬ ‫أكبر‬)
• M : Most likely duration ‫األفضل‬ ‫الزمن‬(ً‫ا‬‫حدوث‬ ‫األكثر‬ ‫و‬ ‫المعتاد‬ ‫الزمن‬)
• EAD : Expected activity duration = (P+4M+O) / 6 ‫النشاط‬ ‫النجاز‬ ‫المتوقعة‬ ‫المدة‬
• SD : Standard Deviation SD = (P-O) / 6 ‫المعياري‬ ‫االنحراف‬
• V : Variance V = (SD)2 ‫االنحراف‬
• R : Range = (EAD-SD : EAD+SD ) ‫المدي‬
Reserve Analysis : ‫االحتياطي‬ ‫تحليل‬
• Connect estimation to risk management process ‫المخاطر‬ ‫ادارة‬ ‫بعمليات‬ ‫التقدير‬ ‫يربط‬
• There are two types of reserve: ‫لالحتياطي‬ ‫نوعان‬ ‫يوجد‬
1. Contingency Reserve : For remaining risks after planning risk responses
‫الطوارئ‬ ‫احتياطي‬:‫المخاطر‬ ‫تخطيط‬ ‫بعد‬ ‫المتبقية‬ ‫للمخاطر‬
2. Management Reserve : For unforeseen risks. ‫االدارة‬ ‫احتياطي‬:‫معروفة‬ ‫الغير‬ ‫للمخاطر‬

6. Develop Schedule (Planning)
ElSaadany
6.6 Develop Schedule
Inputs :
 Activity Attributes ▪ Project Schedule Network Diagram
 Activity Resource Requirements ▪ Resource Calendars
 Activity Duration Estimates ▪ Project scope Statement
 Risk Register ▪ Project Staff Assignments
 Resource Breakdown Structure ▪ Enterprise Environmental Factors
 Schedule Network Analysis ■ Critical Path Method
 Critical Chain Method ■ Resource Optimization Techniques
 Modeling Techniques ■ Leads and Lags
 Schedule Compression ■ Scheduling Tool
Outputs :
 Schedule Baseline ■ Project Schedule
 Schedule Data ■ Project Calendars
 Project Management Plan Updates ■ Project document Updates

ElSaadany
Schedule Network Analysis : ‫الزمني‬ ‫الجدول‬ ‫شبكة‬ ‫تحليل‬
• A technique that generate schedule (activity start and finish dates).
‫الزمني‬ ‫الجدول‬ ‫لعمل‬ ‫يستخدم‬ ‫شبكي‬ ‫اسلوب‬(‫االنشطة‬ ‫نهاية‬ ‫و‬ ‫بداية‬ ‫تواريخ‬)
• It employs various analytical techniques like critical path method, critical
chain method, what-if analysis, and resource leveling.
‫ماذا‬ ‫و‬ ‫الحرجة‬ ‫السلسلة‬ ‫و‬ ‫الحرج‬ ‫المسار‬ ‫مثل‬ ‫متعددة‬ ‫تحليلية‬ ‫تقنيات‬ ‫بتوظيف‬ ‫يقوم‬-‫الموارد‬ ‫تسوية‬ ‫و‬ ‫لو‬
Critical Path method : ‫الحرج‬ ‫المسار‬ ‫طريقة‬
• This method calculates start and finish dates without regard for any
resource limitation by performing forward and backward pass analysis.
‫خلفي‬ ‫و‬ ‫امامي‬ ‫مشوارين‬ ‫تحليل‬ ‫طريق‬ ‫عن‬ ‫الموارد‬ ‫في‬ ‫عجز‬ ‫اي‬ ‫اعتبار‬ ‫بدون‬ ‫االنشطة‬ ‫أزمنة‬ ‫بحساب‬ ‫تقوم‬
• Critical path normally characterized by zero total float.
‫صفر‬ ‫تساوي‬ ‫اجمالية‬ ‫سماح‬ ‫فترة‬ ‫لها‬ ‫سكون‬ ‫عادة‬ ‫الحرج‬ ‫المسار‬ ‫على‬ ‫االنشطة‬
• Many critical path in the project will increase risk
‫المخاطر‬ ‫يزيد‬ ‫سوف‬ ‫بالمشروع‬ ‫حرج‬ ‫مسار‬ ‫من‬ ‫اكثر‬ ‫تواجد‬

ElSaadany
Critical Path Method (Definitions)
ES : Early Start ‫المبكرة‬ ‫البداية‬ EF: Early Finish ‫المبكرة‬ ‫النهاية‬
LS : Late Start ‫المتأخرة‬ ‫البداية‬ LF : Late Finish ‫المتأخرة‬ ‫النهاية‬
TF : Total Float : ‫الكلية‬ ‫السماح‬ ‫فترة‬(‫المشروع‬ ‫تأخر‬ ‫دون‬ ‫يتأخرها‬ ‫ان‬ ‫للنشاط‬ ‫يمكن‬ ‫التي‬)
TFA = ( LFA – EFA ) = ( LSA – ESA )
FF : Free Float : ‫الحر‬ ‫السماح‬ ‫فترة‬(‫التالي‬ ‫للنشاط‬ ‫المبكرة‬ ‫البداية‬ ‫تأخر‬ ‫دون‬ ‫النشاط‬ ‫يتأخرها‬ ‫ان‬ ‫يمكن‬)
FFA = ESB - EFA
TF
ES EF
LS LF
A
B
A B
FF=0
TF
A
B
A
B
FF=X

ElSaadany
Critical Path Method (Example 1)
8
A
Example for Activity
Form
ES D EF
Activity Name
LS TF LF
5
B
2
C
3
D
6
E
4
F
9
G
7
HStart End
Activity
D
(Days)
Dependency
A 8 Start
B 5 Start
C 2 Start
D 3 A
E 6 A, B
F 4 C
G 9 D
H 7 D, E
Consider all relationships are FS=0

ElSaadany
Critical Path Method (Example 1 Solution)
0 8 8
A
0 0 8
Example for Activity
Form
ES D EF
Activity Name
LS TF LF
0 5 5
B
3 3 8
0 2 2
C
15 15 17
8 3 11
D
9 1 12
8 6 14
E
8 0 14
2 4 6
F
17 15 21
11 9 20
G
12 1 21
14 7 21
H
14 0 21
Start End
21
21
0
0
Notes :
• Critical Path is : A – E – H
• FFB = 3
Activity
D
(Days)
Dependency
A 8 Start
B 5 Start
C 2 Start
D 3 A
E 6 A, B
F 4 C
G 9 D
H 7 D, E
Consider all relationships are FS=0

ElSaadany
Critical Path Method (Example 2)
8
A
5
B
2
C
3
D
6
E
4
F
9
G
7
HStart End
SS=1
Activity
D
(Days)
Dependency
A 8 Start : FS=0
B 5 Start : FS=0
C 2 Start : FS=0
D 3 A : FS=0
E 6
A : FS=0
B : FS=0
F 4 C : FS=0
G 9 D : FS=0
H 7
D : FS=0
E : SS=1

ElSaadany
Critical Path Method (Example 2 Solution)
0 8 8
A
0 0 8
0 5 5
B
7 7 12
0 2 2
C
14 14 16
8 3 11
D
8 0 11
8 6 14
E
12 4 18
2 4 6
F
16 14 20
11 9 20
G
11 0 20
11 7 18
H
13 2 20
Start End
SS=1
Activity
D
(Days)
Dependency
A 8 Start : FS=0
B 5 Start : FS=0
C 2 Start : FS=0
D 3 A : FS=0
E 6
A : FS=0
B : FS=0
F 4 C : FS=0
G 9 D : FS=0
H 7
D : FS=0
E : SS=1
Notes :
• Critical Path is : A – D – G
• FFB = 0

ElSaadany
Critical Chain Method : ‫الحرجة‬ ‫السلسلة‬ ‫طريقة‬
• After developing the critical path, resource availability is entered to create a
resource-constrained critical path known as critical chain
‫الحرجة‬ ‫السلسلة‬ ‫لتنتج‬ ‫الجدول‬ ‫على‬ ‫الموارد‬ ‫اتاحة‬ ‫مدى‬ ‫ادخال‬ ‫يتم‬ ‫الحرج‬ ‫بالمسار‬ ‫الزمني‬ ‫الجدول‬ ‫انشاء‬ ‫بعد‬
• Critical chain method adds duration buffers to manage uncertainty.
‫زمنية‬ ‫مدد‬ ‫اضافة‬ ‫يتم‬(‫حماية‬ ‫آلية‬)‫التأكد‬ ‫عدم‬ ‫الدارة‬(‫الشك‬)
• Project Buffer : Placed at the end of the critical chain to protect finish date
‫المشروع‬ ‫حماية‬ ‫آلية‬:‫المشروع‬ ‫انتهاء‬ ‫تاريخ‬ ‫لحماية‬ ‫المشروع‬ ‫نهاية‬ ‫في‬ ‫اضافتها‬ ‫يتم‬ ‫زمنية‬ ‫مدة‬
• Feeding Buffers : Placed when non-critical chain feeds into critical chain.
‫التغذية‬ ‫حماية‬ ‫آلية‬:‫الحرجة‬ ‫السلسلة‬ ‫الى‬ ‫حرجة‬ ‫غير‬ ‫سلسلة‬ ‫تغذية‬ ‫عند‬ ‫اضافتها‬ ‫يتم‬ ‫زمنية‬ ‫مدة‬
Resource Leveling : ‫الموارد‬ ‫تسوية‬
• Leveling the peaks and valleys of resource usage ‫الموارد‬ ‫بمخطط‬ ‫والقيعان‬ ‫القمم‬ ‫تسوية‬
• Leveling causes schedule slippage and cost increase to response for
resource constraints. ‫الموارد‬ ‫على‬ ‫للقيود‬ ‫استجابة‬ ‫التكاليف‬ ‫زيادة‬ ‫و‬ ‫الجدول‬ ‫النزالق‬ ‫تؤدي‬ ‫التسوية‬

ElSaadany
What-If scenario : ‫االفتراضي‬ ‫السيناريو‬ ‫تحليل‬
• Performed to compute different scenarios such as delaying a major
component delivery or a drop in currency exchange rate.
‫هبوط‬ ‫او‬ ‫هامة‬ ‫توريدات‬ ‫تأخر‬ ‫مثل‬ ‫تحدث‬ ‫قد‬ ‫التي‬ ‫المختلفة‬ ‫السيناريوهات‬ ‫تأثير‬ ‫لدراسة‬ ‫زمني‬ ‫تحليل‬ ‫اجراء‬ ‫يتم‬
‫العملة‬ ‫الصرف‬ ‫سعر‬.
• This technique is used to assess the feasibility of the schedule under
different conditions and also for preparing contingency plans.
‫الطوارئ‬ ‫خطط‬ ‫اعداد‬ ‫في‬ ‫ايضا‬ ‫و‬ ‫المختلفة‬ ‫الظروف‬ ‫تحت‬ ‫الزمني‬ ‫البرنامج‬ ‫جدوى‬ ‫تقييم‬ ‫في‬ ‫يستخدم‬
• The most common technique is Monte Carlo Analysis
‫كارلو‬ ‫مونت‬ ‫اسلوب‬ ‫هو‬ ‫التحليل‬ ‫هذا‬ ‫الجراء‬ ‫شيوعا‬ ‫األكثر‬ ‫االسلوب‬
Schedule compression : ‫الزمني‬ ‫الجدول‬ ‫ضغط‬
• 1- Fast Track : Performing activities in parallel ‫السريع‬ ‫التعاقب‬:‫التوازي‬ ‫على‬ ‫التنفيذ‬
• 2- Crashing : A time and cost trade-off is done to obtain the most
compression for the least cost.
(Ex: Working over time , adding resources, or paying to expedite delivery)
‫التعجيل‬:‫كلفة‬ ‫اقل‬ ‫مقابل‬ ‫زمني‬ ‫انظغاط‬ ‫اكبر‬ ‫على‬ ‫للحصول‬ ‫التكاليف‬ ‫و‬ ‫الوقت‬ ‫بين‬ ‫الموازنة‬.

ElSaadany
Project Schedule : ‫الزمني‬ ‫الجدول‬
• The main output for this process, it can be graphically represented in
different formats such as: milestone chart, bar chart, or network diagram.
‫الهامة‬ ‫المخرجات‬ ‫احد‬ ‫الزمني‬ ‫الجدول‬ ‫يعد‬,‫الشريطية‬ ‫المخططات‬ ‫او‬ ‫األهداف‬ ‫بمخططات‬ ‫تمثيله‬ ‫يمكن‬ ‫و‬
‫الشبكية‬ ‫المخططات‬ ‫او‬
ID Activity Name Duration Oct Nov Dec Jan
10 Substructure 0
20 Superstructure 0
30 Finish Work 0
ID Activity Name Duration Oct Nov Dec Jan
10 Substructure 30
20 Superstructure 45
30 Finish Work 60
Milestone Chart
Bar Chart

ElSaadany
Schedule Baseline : ‫الزمني‬ ‫الجدول‬ ‫أساس‬ ‫خط‬
• A version of the time schedule that is approved as the baseline and will
never change except for formally approved changes.
‫األساس‬ ‫خط‬ ‫ليكون‬ ‫والمعتمد‬ ‫الزمني‬ ‫الجدول‬ ‫اصدارات‬ ‫احد‬,ً‫ا‬‫رسمي‬ ‫المعتمدة‬ ‫التغيير‬ ‫بأوامر‬ ‫اال‬ ‫يتغير‬ ‫وال‬
• During the execution, the actual work will be compared against the
baseline to calculate the variance. ‫االنحراف‬ ‫لحساب‬ ‫االساس‬ ‫بخط‬ ‫الفعلي‬ ‫مقارنة‬ ‫يتم‬
• Note : Milestone report to senior management. Bar chart report to team
• Note : Estimate then Preliminary Schedule then Compress & Risk Mgmt
then Finalize Schedule.
ID Activity Name D Oct Nov Dec Jan Feb
10 Substructure 30
20 Superstructure 45
30 Finish Work 60

7. Control Schedule (M/C)
ElSaadany
6.7 Control Schedule
Inputs :
 Project Management Plan ■ Project Schedule
 Work Performance Data ■ Project Calendars
 Schedule Data ■ Organizational Process Assets
 Performance reviews ■ Project Management Software
 Resource Optimization Techniques ■ Modeling Techniques
 Leads and Lags ■ Schedule Compression
 Scheduling Tool
Outputs :
 Work Performance Information
 Schedule Forecasts
 Change Requests
 Project Management Plan Updates
 Project Document Updates
 Organizational Process Assets Updates

7. Control Schedule (M/C)
ElSaadany
Performance Reviews : ‫األداء‬ ‫مراجعات‬
• Measure, compare, and analyze performance (Dates, percent complete,
remaining duration). ‫األداء‬ ‫تحليل‬ ‫و‬ ‫مقارنة‬ ‫و‬ ‫قياس‬(‫التواريخ‬,‫االنجاز‬ ‫نسبة‬,‫المتبقية‬ ‫المدة‬)
• Decide if corrective or preventive action is required ‫تصحيحي‬ ‫او‬ ‫وقائي‬ ‫اجراء‬ ‫احتياج‬
Variance Analysis : ‫االنحراف‬ ‫تحليل‬
• Assess the magnitude of variation to the original schedule baseline.
‫األصلي‬ ‫بالجدول‬ ‫مقارنة‬ ‫التغيير‬ ‫قيمة‬(‫األساس‬ ‫خط‬)
• Determine the cause & degree of the variance and whether corrective or
preventive action is required. ‫وقائي‬ ‫او‬ ‫تصحيحي‬ ‫اجراء‬ ‫يستوجب‬ ‫وهل‬ ‫االنحراف‬ ‫سبب‬ ‫تحديد‬
Re-estimating : ‫التقدير‬ ‫اعادة‬
• Estimation is done in planning, but it’s difficult to estimate well through this
phase. It’s a standard practice to re-estimate the entire remaining part of
the project at least once over project life to ensure that you can meet the
end dates, budget, and other objectives.
‫المرحلة‬ ‫هذه‬ ‫في‬ ‫دقيقة‬ ‫تقديرات‬ ‫على‬ ‫الحصول‬ ‫الصعب‬ ‫من‬ ‫لكن‬ ‫و‬ ‫التخطيط‬ ‫مرحلة‬ ‫في‬ ‫التقدير‬ ‫عملية‬ ‫تتم‬.
‫مازال‬ ‫انه‬ ‫من‬ ‫للتأكد‬ ‫المشروع‬ ‫عمر‬ ‫خالل‬ ‫أخرى‬ ‫مرة‬ ‫االقل‬ ‫على‬ ‫تقدير‬ ‫اعادة‬ ‫عمل‬ ‫القياسية‬ ‫الممارسات‬ ‫من‬
‫لها‬ ‫المخطط‬ ‫بالميزانية‬ ‫موعده‬ ‫في‬ ‫المشروع‬ ‫انجاز‬ ً‫ا‬‫ممكن‬

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