2.06 time management 1

6. Project Time Management
Managing Delays

Time Management - Impact
 Builder has an obligation to complete project within
a defined time period for fulfilling the needs of
customers
 Project may be part of a larger project, which cannot
be made operational until this project is completed.
 Availability of resources such as personnel, funds,
equipment and facilities have to be matched with the
progress of the project.
It impacts builder's reputation

Project Time management includes the processes
we use to manage timely completion of the
project.
 Construction Project Managers often cite delivering
projects on time as one of their biggest challenges
 As the target completion date is already committed to
customers, time has the least amount of flexibility; it
passes no matter what happens on a project
 Schedule issues are the main reason for conflicts on
projects, especially during the latter half of construction
phase
Project Time Management

Time Stealers
Delay in material , supplies & equipments Government regulatory delays
Labour availability & productivity
Changes in design and plans

 Each project is unique
 Often involves remote sites with various access / conncectivity
problems
 The processes are not as predictable with high potential for
encountering unforeseen conditions
 Difficulty in applying automation and technical innovations are
adopted slower
 Difficult to manage and supply utilities and other resources.
 Very custom-oriented processes and procedures by builders
 Product can be of mind-boggling size, cost, and complexity
 The work has strong seasonal influence
 The work is not performed in controlled conditions, therefore
highly impacted by weather and other environmental conditions
Challenges Project Time Management

Trainings by Vidya Bhagwat
Control Schedule

Must considerations while scheduling the project
 Past experience of similar projects especially from
technical experts
 Location and weather conditions
 Funding constraints laid down by the owner and other
stakeholders.
 Availability of resources such as personnel, equipments ,
infrastructure etc.
 Must consider quality and safety as a priority

Project Time Management Best Practices
Group 6. Project Time Management
Initiating
Planning
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
Executing
M & C 6.7 Control Schedule
Closing

This process involves establishing policies, procedures and
documentation for planning, developing, managing, executing and
controlling the project schedule.
The time earmarked for pre-construction, construction and
commissioning and handing over activities should be as per the
time frame for the project
Standard Operating Procedures Could Be Handy
6.1 Plan Schedule Management

Good Schedule Planning Practices
 Project should be divided into suitable performance phases /
periods.
 At the start of each performance period all concerned should be
aware of and agreed for milestones
 The progress achieved shall be reviewed with respect to the
targets laid down. In case of time variance in certain activities,
reasons for the same shall be examined
 The cumulative impact of changes should be assessed with respect
to project schedule and resources required for taking corrective
action.
 During monitoring, importance shall be given to activities on
critical path(s) and, those which are close to becoming critical.
 Where time variance has already occurred, the targets/baselines
may have to be revised and intimated to all concerned.

It is a process of identifying and documenting the specific
actions to be performed to produce project deliverables.
 Activities are planned down to the work package level,
which is the lowest level of Work Breakdown Structure
 Work packages may be decomposed another level,
which is designated schedule activities.

Inputs
1. Scope Baseline
2. Schedule Management Plan
3. Enterprise Environmental Factors
4. Organizational Process Assets
T & T
1. Decomposition
2. Rolling wave Planning
3. Expert Judgment
Outputs
1. Activity List
2. Activity Attributes
3. Milestone List

 Decomposition :Technique for dividing and subdividing
project scope and project deliverables into smaller,
more manageable parts. It defines final output as
activities rather than deliverables as done in the create
WBS process.

Level 2 Level 3 Level 4
2.01Foundation
2.01.01 Land survey
2.01.02 Excavation
2.01.03 Footings
2.01.04 Sub-slab Systems
2.01.05 Foundation drainage
2.01.06 Construce sump
2.01.07 Construct foundation walls
2.01.08 Anchor Bolts
2.01.09 Beam Pockets
2.01.10 Dampproofing and waterproofing
2.01.11 Foundation slab
2.01.12 Backfill
2.02RCC
2.03Brick Work
2.04Plastering
2.05Water proofing
2.06Plumbing
2.07Flooring (tile work )
2.08Windows and doors
2.09Electric wiring
2.09.01 Slab Conduiting
2.09.02 Wall Conduiting
2.09.03 Module fixing
2.09.04 Wiring
2.09.05 Switch board & sockets fixing
2.10Painting
2.11Interior

 Rolling Wave Planning : Also known as progressive
elaboration. Work in the near term is planned in detail,
whereas work in the future is planned at a higher level.
 Expert Judgment : Inputs from architect, site engineer,
construction contractors are extremely important

Outputs:
 Activity List : include all activities, an activity identifier
& description of the work.
 Activity Attributes :include for each activity
 Activity ID,WBS ID, activity name & description
 Predecessor and successor activity
 Type of dependency and leads & lags
 Resource requirements & responsible
 Assumptions & constraints
 Geographical area
 Milestone List all milestones and identifies them as
mandatory (specified by contract) and optional (based
on historical information)
Define Activities

To find logical relationships between activities so you can
develop a realistic schedule.
• Finished-to-start (FS): A logical relationship in which a successor
activity cannot start until a processor activity has finished Ex RCC work
can start only after foundation is completed
• Finished-to-finished (FF): successor activity cannot finish until a
processor activity has finished Ex Quality control activities
• Start-to-start (SS): successor activity cannot start until a processor
activity has started Ex Project marketing
• Start-to-Finish (SF): processor activity cannot finish until a successor
activity has started Ex Shifting labour camp to new site
6.3 Sequence Activities

Precedence Diagramming Method (PDM) : Used to construct a
schedule model in which activities are represented by nodes and
are linked to show the sequence. One way to display a schedule in
network fashion; it is also called activity-on-node (AON). The
activities are listed inside boxes (called nodes) and are connected
by lines (or arrows) to indicate sequences.

 Dependency Determination : mandatory (hard logic) vs.
discretionary (soft logic), internal vs. external
 Leads And Lags : A lead is the amount of time a successor
activity can be advanced with respect to a predecessor activity.
Lag is the delay of a successor activity and represents
time that must pass before the second activity can
begin.
Sequence Activities

Outputs
Project Schedule Network Diagrams A graphical representation of
the logical relationships (also known as dependencies) among
the project schedule activities.

What is needed ?
How much is needed
6.4 Estimate Activity Resources

Estimates should be:
 Produced by the people most familiar with the work taking into
account
 Resource availability calendars
 Activity cost estimates and available alternatives
 Risk register
 Enterprise environmental factors
 Published estimating data
 Progressively elaborated
 Adjusted for the effects of “elapsed time”, (whether or not
weekends are treated as work periods)
 Duration estimating should also consider the difference
between effort and duration.
Estimate Activity Resources

Tools & Techniques
Analogous Estimating : A form of top-down estimating, this
approach uses the actual durations of previous, similar activities
to estimate the duration of future activities

Parametric Estimating : Uses statistical relationship between
historical data and other variables (e.g. square footage in
construction) to calculate an estimate for activity parameters such
as cost, budget and duration.

Three-Point Estimating : Uses the most likely, the optimistic (best-
case), and pessimistic (worst-case) estimate for each activity.
Don’t forget to do
Reserve Analysis : Contingency reserves (also referred to as time
reserve or buffers)should added to duration estimates to account
for risk or uncertainty.

Outputs
Activity Duration Estimates : The duration estimates may include a
range of possible results
General practices guidelines:
 Scheduling is driven by target completion date promised to customers
 Forward pass schedule is determined using Gantt charts
 3-4 month contingency buffer is kept to take care of uncertainties. The
period depends on nature of uncertainties and size of the project
 Crashing is used if the forward pass time line exceeds target date
 Few milestones like construction foundation can not be crashed but
many other activities can be crashed
 Gantt charts are used extensively though more sophisticated
techniques like CPM / PERT are seldom used for normal sized project
Estimate Activity Durations

The purpose of this process is to put everything together from the
first five time management processes and create a schedule model
6.6 Develop Schedule

Tools & Techniques
Schedule Network Analysis : Technique that generates the
schedule model. It includes
 Critical path method : shortest possible project duration
 Critical chain method : resources constrained critical path
Develop Schedule

 Critical path method : Calculates theoretical start and finish
dates for all schedule activities without regard to resource
limitations. The technique:
 Uses a forward and backward pass to determine early and
late times
 Calculates available float or slack (float or slack indicates
where any flexibility in the schedule exists to delay activities
without delaying the project)
 Determines the critical path. It is possible to have more than
one critical path, which would make the schedule more
risky.
 Yields the shortest possible project duration.
Critical Path Method.pdf

 Critical Chain Method : Allows project team to place buffers on
any project schedule path to account for limited resources and
project uncertainties.
 Non-work activities called duration buffers are added to the
end of activity sequences
 This technique modifies the schedule to account for limited
resources.
Develop Schedule

Resource Optimization Techniques : Used to adjust
schedule due to demand and supply of resources:
 Resource levelling : in which the start and finish dates are
adjusted based on resource constraints. This might affect
critical path.
 Resource smoothing : Adjust the activities of the schedule
model such that requirements for resources on the project do
not exceed certain predetermined limits. Project critical path is
not changed as activities are delayed within their free or total
float.
Develop Schedule

•Modelling Techniques : Which includes
– What-if scenario analysis: used to assess feasibility of the
project schedule under different scenarios
Develop Schedule

•Modelling Techniques
– Simulation: calculates multiple project durations based on
different sets of assumptions (Monte Carlo analysis) using
probability distributions
Develop Schedule

•Leads And Lags : They make it easier to delay or accelerate
work.
•Schedule compression : Shortens project duration without
reducing the project scope in order to meet schedule
constraints.
– Crashing: Exploring cost and schedule trade-offs to shorten the
schedule for the least incremental cost.
– Fast-tracking: activities normally done in sequence are now
performed in parallel for part of their duration.
•Scheduling Tool : Automated scheduling tools contain the
schedule model and expedite the scheduling process.
Develop Schedule

Outputs
•Schedule Baseline : The approved version of the schedule
model by which performance of the project will be
measured. It can only be changed through formal change
control procedures.
Develop Schedule

Outputs
•Project Schedule : Output of the schedule model. It can
be represented in the following ways:
– Bar charts : (also called Gantt charts): may be used to display
summary tasks (referred to as hammock activities)
– Milestone charts : an important event with zero duration.
(good way to communicate high-level schedule status to
customers and upper management)
– Project schedule network diagrams : which show activity
dependencies (logic) and the critical path without time scale,
sometime referred as pure logic diagram.
Develop Schedule

Gantt Chart
• A GANTT chart is a type of bar chart that illustrates a
project schedule.
• After the PERT/CPM analysis is completed, the following
phase is to construct the GANTT chart and then to re-
allocate resources and re-schedule if necessary.
• GANTT charts have become a common technique for
representing the phases and activities of a project work
breakdown structure.
• It was introduced by Henry Gantt around 1910 – 1915.

Gantt Chart

Gantt Chart
• Characteristics:
– The bar in each row identifies the corresponding task
– The horizontal position of the bar identifies start and end times of
the task
– Bar length represents the duration of the task
– Task durations can be compared easily
– Good for allocating resources and re-scheduling
– Precedence relationships can be represented using arrows
– Critical activities are usually highlighted
– Slack times are represented using bars with doted lines
– The bar of each activity begins at the activity earliest start time (ES)
– The bar of each activity ends at the activity latest finish time (LF).

Gantt Chart
 Advantages
 Simple
 Good visual communication to others
 Task durations can be compared easily
 Good for scheduling resources
 Disadvantages
 Dependencies are more difficult to visualise
 Minor changes in data can cause major changes in the chart

Constructing Gantt Chart
• The steps to construct a GANTT chart from the information
obtained by PERT/CPM are:
1. Schedule the critical tasks in the correct position.
2. Place the time windows in which the non-critical tasks can be
scheduled.
3. Schedule the non-critical tasks according to their earliest starting
times.
4. Indicate precedence relationships between tasks.

• Example of an early GANTT chart construction:

Step 1. Schedule critical tasks:

Step 2. Place time windows for non-critical tasks:

Step 3. Schedule non-critical tasks
Step 4. Indicate precedence relationships:

Staffing & Re-scheduling
• Once the project schedule, (e.g. GANTT chart), has been
constructed, take into account
– available staff hours
– slack times and
– the project schedule
Assign staff and other resources to each activity in the project

Staffing & Re-scheduling
• Resource Smoothing is a technique used to re-allocate
resources and re-schedule activities.
• In resource smoothing, non-critical tasks are re-scheduled
within their time window.
• Staff Utilization:(duration of activity x staff required for each activity,
all added together) / (maximum staff required x duration of project)

07 Cost Management : Managing Money
Next Chapter

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