Time Management

Concepts
Decomposition
Subdivision of work packages into activities
Rolling wave planning
The work to be accomplished in the near term is planned in detail
at a low level of the WBS
Work far in the future is planned for WBS components that are
relatively high level of the WBS
Planning Component
Control account:
A management control point
Basis for planning when associated work packages have not yet planned.
A CAP documents all work and effort performed within control account.
Planning package:
A WBS component below the control account and above work package.
Does not have detailed schedule activities


Activity Sequencing
Process
“identifying and documenting dependencies
among activities.”


Activity Resource Estimating
Process
“… is the process of estimating the type and
quantities of resources required to perform
each schedule activity.”

Duration Versus Schedule
Estimated Time required = 100 days
(Based on efforts)
Add risks = 15 days
Add holidays = 10 days
Mandatory constraints = 5 days
Total = 130 days


Benefits of a Realistic Schedule
Framework for managing critical project
activities
Determines planned start and completion dates
Identifies activity and task precedence
relationships
Aids project team in defining critical
communication content
Specifies times when staff must be available
No surprises
Other?

Forward Pass Definitions
Early Start Date (ES)
Earliest possible point in time an activity can start,
based on the network logic and any schedule
constraints
Duration (DU)
Number of work periods, excluding holidays or other
nonworking periods, required to complete the activity;
expressed as workdays or workweeks
Early Finish Date (EF)
Earliest possible time the activity can finish
Forward Pass
Starting at the beginning (left) of the network develop
early start and early finish dates for each task,
progressing to end (right-most box) of the network


Some Concepts
PERT
Till now we studied deterministic
So for probabilistic
PERT estimate
Weighted Average = (Optimistic + [4 x Most likely]
+ Pessimistic) / 6
Std Dev = (Pessimistic - Optimistic) / 6

Key Scheduling Concepts
Crashing
Fast Tracking
Lead
Lag
Hanger
What is the risk in hanger?
Hammock


Key Scheduling Concepts
Free float
What is the free float in ‘E’?
What is the free float in ‘B’ and ‘H’?
The project to finish in 43 days the critical path
should remain critical.
Managing the schedule
Smaller the chunk – better the visibility
By thumb rule 1% of duration
What is the completion criteria? Define it in activity
itself.
At least 10% of schedule –milestones should be set
To get the status - Ask how much is remaining.


Schedule Control
Process
“…is concerned with influencing the factors
that create schedule changes and managing
those changes.”