Time management - PMP

1. Dr. Mostafa Elgamala
PMP-ITIL-IBDL-LDP8
RHCE-MCSA-CCNA/CCAI-CSCU

2.  Project Time Management:
 Includes the processes required to ensure timely
completion of the project.

3. Project time management
 1- Define activities (planning)
 2- Sequence activities (planning)
 3- Estimate activity resources (planning)
 4- Estimate activity duration (planning)
 5- Develop schedule (planning)
 6- Control schedule (monitor and control)

4.  Define activities: the process of identifying the
specific actions to be performed to produce the project
deliverables.
Inputs
• Scope baseline
• OPA
• EEF
Tools &
techniques
• Decomposition
• Rolling wave
planning
• Templates
• Expert
judgment
Outputs
• Activity list
• Activity
attributes
• Milestone list

5. Define activities tools & techniques
 Decomposition
 Rolling wave planning: (progressive elaboration),
where the work be accomplished in the near term is
planned in details and future work is planned at a
higher level of the WBS.
 Templates
 Expert judgment.

6. Define activities outputs
 Activity list
 Activity attributes: include activity ID, WBS ID,
activity description, predecessor & successor activities,
logical relationships, resources required.
 Milestone list: significant point or event in the project
may be mandatory or optional.

7. Sequence activities
 The process of identifying and documenting
relationships among the project activities.

8. Inputs
• Activity list
• Activity
attributes
• Millstone list
• Project scope
statement
• OPA
Tools &
techniques
• Precedence
diagramming
method
(PDM)
• Applying
leads & lags
• Schedule
network
templates
Outputs
• Project
schedule
network
diagram
• Project
documents
updates

9. Sequence activities tools &
techniques:

10.  Applying leads & lags:
 Leads: allows an acceleration of the successor
activity (finish to start with x days lead).
 Lags: directs a delay in the successor activity (start
to start with days lags).

12.  Schedule network templates: standard templates
should be used. For the identical projects.

13. Sequence activities output
 Project schedule network diagram:
 Graphical representation of the logical relations.
 Project document updates
 Activity lists
 Activity attributes
 Milestone list
 Risk register.

15. 3- Estimate activity resources
 Process of estimate the type & quantities of material,
people, equipment or suppliers required to perform
each activity.

16. Inputs
• Activity list
• Activity
attributes
• Resources
calendar
• EEF
• OPA
Tools &
techniques
• Expert
judgment
• Alternative
analysis
• Published
estimated data
• Bottom-up
estimate
• Project
management
software
Outputs
• Activity
resource
requirements
• Resources
breakdown
structure
• Project
documents
updates

17. RBS

18. 4- Estimate activity duration
 Process of approximating the number of work periods
needed to complete individual activities with
estimated resources.

19. Inputs
• Activity list
• Activity
attributes
• Resources
calendar
• EEF
• OPA
Tools &
techniques
• Expert
judgment
• Analgous
estimate
• Parametric
estimate
• 3 point
estimate
• Reserve
analysis
Outputs
• Activity
duration
estimate
• Project
documents
updates

20. 5- Develop schedule
 Process of analyzing activity sequence, durations,
resources requirements and schedule constrains to
create the project schedule.

21. Inputs
• Activity list
• Activity attributes
• Project schedule
network diagram
• Activity resource
requirements
• Resource
calendars
• Activity duration
estimate
• Project scope
statement
• EEF
• OPA
Tools & techniques
• Schedule network
analysis (Critical
path method)
• Resource leveling
• What if scenario
analysis
• Applying leads &
lags
• Schedule
compression
• Scheduling tool
sw
Outputs
• Project schedule
• Schedule baseline
• Schedule data
• Project
documents
updates

22. Develop schedule tools &
techniques
 Schedule network analysis: a technique that
generates the project schedule.
 Critical path method CPM:
 longest time duration & the shortness that the
project can take.

24.  Resource leveling: to keep resource usage at a
constant level. Resource leveling can often cause the
original critical path to change .
 What – if scenario: stimulates different
 Applying leads & lags

25.  Schedule compression: shortens the project
schedule without changing project scope.
 Crashing : cost schedule tradeoffs.
 Frast tracking: activities performed in sequence are
performed in parallel
 Scheduling tools

26. Develop schedule outputs
 Project schedule:
 Presents linked activities with planned dates,
durations, milestones, and resources.
 Formats: Bar charts (gantt charts)

27.  Schedule baseline
 Schedule data: schedule milestones, schedule
activities, and all identified assumptions & constrains,
resource requirements with period, resource
histogram and contingency reserve.

28. 6- Control schedule
 Process of monitoring the status of the project to
update project progress and manage changes to the
schedule baseline.

29. Inputs
• Project
management plan
• Project schedule
• Work
performance
information
• OPA
Tools & techniques
• Performance
reviews
• Variance analysis
• Project
management
software
• Resource leveling
• What if scenario
analysis
• Adjusting leads &
lags
• Schedule
compression
• Scheduling tools
Outputs
• Work
performance
measurements
• Organizational
process assets
updates
• Change requests
• Project
management plan
updates
• Project
documents
updates

30. Thanks