Time Management

	Time Management

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Project Time Management is a subset of project management that includes the processes required to ensure timely completion of the project. It includes processes such as the activity definition and sequencing processes. Each process has a set of input and a set of output. Each process also has a set of tools and techniques that are used to turn the input into output.

Reference Material to Study

	- A Guide to the Project Management Body of Knowledge, Chapter 6 (1996 & 2000 edition) - PMBOK Q&A, PMI, Time section

	Project Planning, Scheduling & Control, Chapters 5-7, Lewis, James P., 1995

	Project Management, A Managerial Approach, Chapters 8-9, Meridith & Mantel

	Project Management, A Systems Approach to Planning, Scheduling & Controlling., Chapter 12, Kerzner

	The New Project Management, Chapter 9, Frame, J. Davidson, 1994

	PMP Challenge!, ESI, Time section

What to Study?

The PMBOK phases of Project Time Management: Activity Definition, Activity Sequencing, Activity Duration Estimating, Schedule Development, Schedule Control
(Be familiar with Input, Tools and Techniques, and Output for each phase)
Be familiar with the different types of scheduling charts (Gantt, Milestone, Networking)
Be familiar with the different techniques of networking (ADM, PDM, and PERT)
Understand the concept of critical path and how to determine critical path.
Know how to facilitate recovery through techniques such as crashing, fast tracking, managing slack and overtime.
Understand how to calculate the Programmed Evaluation & Review Technique (PERT)
Know the concept of the Schedule Performance Index (SPI) and how to calculate.
Understand the logical relationships between tasks. (FS, FF, SS, SF and lag)
Know what float is and how to determine.
Know how to calculate Early Start, Early Finish, Late Start, and Late Finish.

Key Definitions

Activity

An element of work performed during the course of a project. (Normally has duration, cost, and resource requirements.)

Baseline

The original plan plus or minus approved changes.

Arrow Diagram Method (ADM)

A network diagramming technique in which activities are represented by arrows. The tail of the arrow represents the start and the head of the arrow represents the end of the activity. Activities are connected at points called nodes to illustrate the sequence in which activities are expected to be performed. Also called Activity-On-Arrow (AOA).

Backward Pass

The calculation of late finish and start dates for the uncompleted portions of all network activities. Determined by working backwards through the network logic from the project's end date.

Concurrent Engineering

Generally speaking, an approach to project staffing that calls for the implementors to be involved in the design phase. (sometimes confused with fast tracking.)

Crashing

Taking action to decrease the total project duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost.

Critical Activity

An activity on a critical path.

Critical Path

The series of activities which determines the earliest completion of the project. The critical path is usually defined as those activities with float less than or equal to a specified value (usually zero).

Critical Path Method (CPM)

A network analysis technique used to predict project duration by analyzing which path has the least amount of scheduling flexibility. Early dates are calculated using a forward pass; late dates are calculated using a backwards pass.

Data Date (DD)

The point in time that separates actual (historical) data from future (scheduled) data. Also called as-of date.

Dummy Activity

An activity of zero duration used to show a logical relationship in the arrow diagramming method. Dummy activities are used when logical relationships cannot be completely or correctly described with regular activity arrows. Dummies are shown graphically as a dashed line headed by an arrow.

Duration (DU)

The number of work periods (not including holidays and other non-working periods) required to complete an activity or other project element.

Early Finish Date (EF)

In the critical path method, the earliest possible date in which the uncompleted portions of an activity or project can complete. Can change as the project progresses.

Early Start Date (ES)

In the critical path method, the earliest possible date in which the uncompleted portions of an activity or project can start Can change as the project progresses.

Effort

The number of labor units required to complete an activity or other project element. Should not be confused with duration.

Event-on-Node

A network diagramming technique in which events are represented by boxes (or nodes) connected by arrows to show the sequence in which the events are to occur.

Fast Tracking

Compressing the project schedule by overlapping activities that would normally be done in sequence (such as design and construction).

Float

The amount of time that an activity may be delayed from its early start without delaying the project finish date. (Also called slack, total float, and path float).

Forward Pass

The calculation of the early start and early finish dates for the uncompleted portions of all network activities.

Free Float (FF)

The amount of time an activity can be delayed without delaying the early start of any immediately succeeding activities.

Gantt Chart

A graphic display of schedule-related information using bars.

Hammock

An aggregate or summary activity.

Hanger

An unintended break in a network path. Hangers are usually caused by missing activities or missing logical relationships.

Lag

A modification of a logical relationship which directs a delay in the successor task.

Late Finish Date (LF)

In the critical path method, the latest possible date that an activity may be completed without delaying a specified milestone (usually the project finish date).

Late Start Date (SF)

In the critical path method, the latest possible date that an activity may begin without delaying a specified milestone (usually the project finish date).

Lead

A modification of a logical relationship which allows an acceleration of the successor task. For example, in a FS relationship with a 10 day lead, the successor can start 10 days prior to the completion of the predecessor.

Level of Effort (LOE)

Support type activity (e.g., vendor or customer liaison) that does not readily lend itself to measurement of discrete accomplishment. Generally characterized by a uniform rate of activity over a specific period of time.

Logical Relationship

A dependency between two project activities or between an activity and a milestone. Four possible types: FS, FF, SS, and SF. (see logical relationships under concepts).

Master Schedule

A summary level schedule which identifies the major activities and milestones.

Milestone

A significant event in the project, usually completion of a major deliverable.

Milestone Schedule

A summary level schedule which identifies the major milestones.

Path Convergence

In mathematical analysis, the tendency of parallel paths of approximately equal duration to delay the completion of the milestone where they meet.

Precedence Diagram Method (PDM)

A network diagramming technique in which activities are represented by nodes. Activities are linked by precedence relationships to show the sequence in which the activities are to be performed.

Program Evaluation and Review Technique (PERT)

An event-oriented network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates.

Project 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".

Remaining Duration (RDU)

The time needed to complete an activity.

Resource Leveling

Any form of network analysis in which start and finish dates are driven by resource management concerns.

Resource-Limited Schedule

A project schedule whose start and finish dates reflect expected resource availability. The final project schedule should always be resource limited.

Scheduled Finish Date (SF)

The point in time work was scheduled to finish on an activity. The scheduled finish date is normally within the range of dates delimited by the early finish date and the late finish date.

Scheduled Start Date (SS)

The point in time work was scheduled to start on an activity. The scheduled start date is normally within the range of dates delimited by the early start and late start dates.

Slack

Synonymous with float.

Time-Scaled Network Diagram

Any project network diagram drawn is such a way that the positioning and length of the activity represents its duration. Essentially, it is a bar chart that includes network logic.

Total Float

Synonymous with float.

Work Item

Synonymous with activity.

Time Management Processes

Activity Definition

The process of identifying and documenting the specific activities that must be performed to produce the various project deliverables identified in the WBS.
Define the activities such that the project objectives will be met.l,
Input includes: WBS, scope statement, historical information, constraints, and assumptions
Methods used :
- Decomposition: Involves subdividing project elements into smaller, more manageable components. Differs from scope definition in that the Output are activities (action steps) rather than deliverables
- Templates: Activity lists or portions of activity lists from previous projects.
Output includes: Activity list, supporting detail including assumptions and constraints, and WBS updates.

Activity Sequencing

The process of identifying and documenting interactivity dependencies.
Activities must be sequenced accurately.
Input includes: Activity list, product description, mandatory dependencies, discretionary dependencies, external dependencies, constraints, and assumptions.
Methods used: Precedence Diagramming Method, Arrow Diagramming Method, conditional diagramming methods, and network templates.
Network templates can include an entire project or only a portion of it. (portions are referred to as sub-nets or fragments.) Sub-nets are useful where a project includes several identical or nearly identical features such as floors on a high-rise office building or program modules on a software project.
Output includes: Project network diagram and activity list updates.

Activity Duration Estimating

The process of estimating the number of work periods needed to complete each identified activity.
Input includes: Activity list, constraints, assumptions, resource requirements, resource capabilities, and historical information.
Methods used: expert judgment, analogous estimating (top-down estimating), and simulation.
Output includes: Activity duration estimates, basis of estimates, and activity list updates.

Schedule Development

The process of analyzing activity sequences, durations, and resource requirements to create the project schedule.
Input includes: Project Network Diagrams, Activity Duration Estimates, Resource Requirements, Resource Pool Descriptions, Calendars, Constraints, Assumptions, Leads and Lags.
Methods used: mathematical analysis, duration compression, simulation, resource leveling heuristics, project management software.
Output includes: project schedule and supporting detail. schedule management plan, resource requirement updates.

Schedule Control

The process of controlling changes to the project schedule.
Input includes: Project schedule, performance reports, change requests, and schedule management plan.
Methods used: Schedule change control system, performance measurement, additional planning, and project management software.
Output includes: schedule updates, corrective action, and lessons learned.

Time Management Concepts

Scheduling Charts

Gantt:
- Bar oriented
- In pure form, a Gantt does not show task dependencies and relationships.
Milestone:
- Consumes no resources or duration.
- Marks the start or finish of a significant event.
Network:
- Shows task relationships and dependencies.
- Sometimes incorrectly referred to as a PERT chart.

Hard Coded Constraints

Must Start/Finish On
Start No Earlier/Later Than
Finish No Earlier/Later Than
As soon as possible (ASAP) (Calculated using forward pass)
As late as possible (ALAP) (Calculated using backwards pass)

Time Management Concepts
Diagram Techniques

Precedence Diagram Method (PDM)

Also called Activity on Node.
Four types of logical relationships:
- Finish to Start: The predecessor activity must finish before the successor activity can start.
- Finish to Finish: The predecessor activity must finish before the successor activity can finish.
- Start to Start: The predecessor activity must start before the successor activity can start.
- Start to Finish: The predecessor activity must start before the successor activity can finish.
Also can show lead or lag time.
Lead is the same as negative lag.

Arrow Diagram Method (ADM)

Also called Activity on Arrow
Arrows represent activities while nodes represent the dependencies
May require the use of dummy activities to define all logical relationships correctly
Only shows "Finish to start" relationships

Conditional Diagramming Methods

GERT and System Dynamics models
Allows for nonsequential activities such as loops or conditional branches

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