Module 3: Project Time Management

This module, we will discuss Gantt Charts, Critical Path Methods,

use of automation tools, as well as many other topics relating to
time management.

Think about how you use to manage time in your personal life, what causes you to successfully
manage your time? Do you use any tricks or tools? Do you often mismanage your time? If so, what
things cause these delays or setbacks?
 Module 3
Learning Objectives Do you recall the concepts from last
•Describe a Gantt Chart module on Work Breakdown Structure?
Write your thoughts on how it can help in
•Create a Gantt Chart Project Schedule Management.

•Define Critical Path Method, Arcs,

and Nodes
•Create a critical path diagram
•Identify and calculate slack time
•Identify Automation Tools
•Schedule Controls

In last module we discussed:

• Defining a work breakdown
structure
• Creating a work breakdown
structure
• Defining work packages
• Creating a work breakdown
structure with work packages
• Defining a WBS dictionary
• Defining a control account and
how to use it to track your
progress.
Module 3
Time Management
What is Gantt chart?
• One of the easiest and most used tools to
Your Notes:
manage a project is a Gantt chart
o It was created in 1917 by Henry
Gantt
o It is widely recognized as the
oldest form of scheduling tool
o It was first used in building ships
and aircrafts during World War I
• Graphical way of showing task durations
and project schedule
• Does not explicitly show relationships
between tasks
• Strengths: Easy to understand and easy to
use
• Weaknesses: Limited use for complicated
project tracking and lacks detail

Sample WBS and Schedule

• Two Parts X and Y: Manufacture and Assembly
Job # Description Immediate Predecessors Time [min]
A Start 0
B Get materials for X A 5
C Get materials for Y A 30
D Mold X in form B,C 15
E Mold Y in form B,C 30
F Turn Y on lathe E 40
G Assemble X and Y D,F 10
H Finish G 0
Module 3
Time Management Continued
In the previous WBS and Schedule example:
1. Each task is assigned a job number or a letter
2. Each task has a description
3. Each task has a precedent (i.e the tasks that need to be completed
before starting the particular task)
4. Each task is assigned an amount of time for its completion

Building a Gantt Chart

• Two Parts X and Y: Manufacture and Assembly

Your notes:
Module 3
Critical Path Method Overview
Critical Path Method (CPM)
The Critical Path is the longest path through a project that completes all the
required components.

First Step:
• Determine the level of detail and identify tasks based on WBS
• List all tasks in a table with
• A number or letter combination used to identify tasks and subtasks
• A brief description of the task
• Ensure that predecessors appear before each task and show
relationship
• Task duration (must remain consistent throughout the project)
• Group tasks in “technological order”
• Ensure that all preceding tasks are listed BEFORE adding a new task
• Do not iterate
• Job a precedes b precedes c precedes a

Sample WBS and Schedule

• Two Parts X and Y: Manufacture and Assembly

Job # Description Immediate Predecessors Time [min]

A Start 0
B Get materials for X A 5
C Get materials for Y A 30
D Mold X in form B,C 15
E Mold Y in form B,C 30
F Turn Y on lathe E 40
G Assemble X and Y D,F 10
H Finish G 0
Module 3
Critical Path Method Overview Continued
How do you show the relationship of the tasks?

Activity A Activity B

Activity A Activity B

Activity B Activity A

Activity A Activity B

Notes:
 Module 3
Types of Diagrams
Next Steps
Your Notes:
• Chose the type of diagram you
want to use
o Activity on the Node or
o Activity on the Arc
• Each has it’s advantages, but
represent the same thing
• The tasks are represented using
different shapes.

Activity on Node: AON-Tasks are indicated by Circles or Boxes inside the

diagram and represent a Node

ES EF
A
ID:A Dur:3
3
Time in minutes
LS LF
Activity on Arrow: AOA-Tasks are indicated by Arcs or uni-directional
arrows on a diagram and the NODES represent “states” of a project

A, 3
Start Finish

7
Module 3
Types of Diagrams Continued
Next Steps

After you have determined What is the shortest time for completion for the
which type of graph AON or Parallel tasks example below?
AOA and the precedence, label
the nodes and show durations
according to precedence

ID Symbol Task
(Series) Duration
A B
(Parallel)
3 15
B
“B can only start after A is
15 D
completed” A
C 4
3
3
“B and C do not depend on each other”

Project Management Institute, A Guide to the Project Management Body of Knowledge

(PMBOK R Guide) – 5th edition, Project Management Institute Inc., 2013, Page 160. Figure 6-11
 Module 3
Activity on Node Example
Project Graph - AON Notes:
• Draw each task as a rectangle
• Connect each job with immediate
predecessor(s) using unidirectional arrows “→”
• “ Start” is the only task without a precedent
• “Finish” is the last task of the project
• “Start” and “Finish” both have a duration of “0”
• Connect all tasks with arrows following
precedence
• Calculate the total time of each path
• The Path with the longest total time is the
“critical path”
• There can be multiple critical paths in a project.
The critical path is the minimum time to
complete project.

Critical Path Method Example

Thinking ahead: What stipulations should exist that will make a Critical Path
Method work?

Project Management Institute, A Guide to the Project Management Body of Knowledge

(PMBOK R Guide) – 5th edition, Project Management Institute Inc., 2013, Page 177. Figure 6-18
Module 3
Finding Critical Path
Project Diagram

Sample WBS and Schedule

• Two Parts X and Y: Manufacture and Assembly

Job # Description Immediate Time

Predecessors [min]

A Start 0
B Get materials for X A 5
C Get materials for Y A 30
D Mold X in form B,C 15
E Mold Y in form B,C 30
F Turn Y on lathe E 40
G Assemble X and Y D,F 10
H Finish G 0
 Key

Module 3
Forward and Backward Pass Diagram

For Two Parts X and Y: Manufacture and Assembly Example

Forward Pass Diagram

Backward Pass Diagram

 Module 3
Total Slack
Some tasks have ES=LS --> no slack Notes:
• Total Slack of a task TS=LS-ES
• Maximum amount of time a task may be delayed
beyond its early start without delaying project
completion
• Activities in the critical path do not have slack
• If you delay any task in the critical path it
will delay the project
• Total Slack in critical path = 0
• Slack time is a useful tool and allows the project
manager to shift resources as necessary Key
• Total Slack of a task: TS = LF - EF or TS = LS - ES

For Two Parts X and Y: Manufacture and Assembly Example

Total Slack Diagram

 Key

Module 3
Free Slack

Free Slack
Free Slack (FS) is the amount a task can be delayed without delaying the early start
(ES) of any other task.
Calculate Free Slack
Free Slack (FS) = Minimum value of ES of all successors - ES of current activity -
Duration of current activity

For Two Parts X and Y: Manufacture and Assembly Example

Total Slack Diagram

Free Slack Diagram

Notes:
Module 3
Things that can go wrong
Main CPM Errors that people make - Your Notes:
• Estimated job times are wrong
• Predecessor relationships may contain
cycles → “cycle error”
• List of prerequisites contains more than
the immediate predecessors
• You may have overlooked some
predecessor relationships
• Some predecessor relationships may be
listed that are spurious
• Some tasks may be missing

Gradual Refinement of CPM -

• Task Times
• Given rough time estimates
construct CPM chart
• Re-estimate times for CP and those
with very small TS
• Iterate until the critical path is stable
• Focus attention on a subset of tasks
• Predecessor Relationships
• Check algorithmically for cycle errors
and pre-predecessor errors
• Cancel all except immediate
predecessor relationships
• Wrong or Missing Facts
• Cannot be detected by computers!
Module 3
Strategies for Dealing
Control Schedule
Notes:
• The process of monitoring the status of
a project throughout the project and
how to manage change if necessary.
• Quickly identifies deviations from
the schedule and plan
• Typically, done by measuring the
current work by the work
estimates based on time.
• May require reprioritization and
change
• How do you measure performance
against the schedule?
• Compare progress along the CP
• Critical chain (comparing built in
buffers against the delivery date)
• Earned Value Management
Automation Tools -
• Looking at variances and Automation helps with
their impacts on parts of the
larger projects
project
• Some are more impactful • Use automation to
than others help build you
• CP vs non-CP schedule and CP
• Helps track status of
What can you do if you find you’re off the project
schedule? • Commercially
• Change request available
• Update your schedule • Internal to the
organization (Saves
• Choose an appropriate corrective
time and money)
action

Project Management Institute, A Guide to the Project Management Body of Knowledge

(PMBOK R Guide) – 5th edition, Project Management Institute Inc., 2013, Page 185
Module 3
Resources

WBS Buildup: Example - Develop an electric car

1.1. Initiating 1.3. Construction 1.5. Competition

1.1.1 Develop 1.3.1 Purchase

1.5.1 Travel
Scope and Plan Material

1.1.2 Engage 1.3.2 Rent

1.5.2 Event
Stakeholders Equipment

1.3.3 Engagement
1.1.3 Raise Funds
Specialist 1.6. Close Out

1.3.4 Complete
1.2. Planning 1.6.1 Disassemble
Assembly
Car

1.2.1 System
1.4. Construction
Design
1.6.2 Reconcile
Accounts and
1.2.2 Cost 1.4.1 Component Finalize Payments
Estimate Testing

1.4.2 Track
1.2.3 Approvals
Testing

Project Graph Example for Project

Module 3 Conclusion
Modules objectives:

❑ Describe a Gantt Chart

❑ Create a Gantt Chart
❑ Define Critical Path Method, Arcs, and Nodes
❑ Create a critical path diagram
❑ Identify and calculate slack time
❑ Identify Automation Tools
❑ Schedule Controlst

Module Assignments:
❑Peer Review: Project Schedule Assignment
❑Discussion:Kaz and Tom weekly conclusion
❑Quiz: End of Module 3 Quiz

Summarize this Module and jot down how you will personally use this material: