Project Time Management

Hilya Arini, Ph.D.

[email protected]
Course Outlines (Before UTS)
1. Overview perkuliahan
2. Konsep Project Management
3. Project Scope Management
4. Project Time Management
• Mind mapping, pembuatan WBS, Network Diagram,
Loading, leveling, Gantt Chart, PERT chart, Critical Path
Method
 1957-1973
Building the Sydney Opera House
An architectural icon, 10 years late and 1,457% over budget
“The definition of a successful project is one that meets four success criteria:
that the project’s scope is delivered on schedule, it is delivered within
budget and, once delivered, it meets the quality expectations of the donor
and beneficiaries. For project managers to be truly successful they must
concentrate on meeting all of those criteria.
 PMBOK:
1. Activity Definition

Project Time 2. Activity Sequencing

3. Activity Duration Estimating
Management 4. Schedule Development
5. Schedule Control
 1. Activity definition
• identifying the specific activities that must
be performed to produce the project
deliverables
Project Time
Management 2. Activity Sequencing
• Identifying and documenting interactivity
logical relationships
 3. Activity Duration Estimating
• what?
Estimating the number of work periods which will be
needed
• how?
Expert judgment, Analogous estimating,
Quantitatively based durations
Project Time
Management 4. Schedule Development
• what?
Determines the start and finish dates for project
activities
• how?
Project Management Software
 5. Schedule Control

Project Time This process influences factors that create schedule

changes, determines that schedule changes have

Management occurred and manages the changes in the project

schedule
Building a Plan
Project Map PERT Chart

Work Breakdown Structure WBS Gantt Chart

WBS – Work Breakdown Structure
WBS – Work Breakdown Structure
WBS – Work Breakdown Structure
 The WBS provides an easy-to-read graphical
WBS representation of the work, allowing
stakeholders to review it thoroughly for missing
elements of work.
WBS to PERT
 Task Name
Task Duration
Number Te
LST LFT
PERT CHART
 • Activity
• task or set of tasks
• use resources
• Milestones
The Language • events that mark significant progress
• Network
of PERT/CPM • diagram of nodes and arcs
• used to illustrate technological relationships
• Path
• series of connected activities between two
events
 • Critical Path
• set of activities on a path that if delayed will
The Language delay completion of project
of PERT/CPM • Critical Time
• time required to complete all activities on
the critical path
Activity Sequencing
Building the Network

AOA NETWORK AON NETWORK

Network Activity Immediate
Representation (1) predecessors
• A project consists of 5 activities, A, B, C, D
& E, with the following rules:
A -
• A and B can be started simultaneously.
• Activity C can be started only upon the
B -
completion of A.
• Activity D can be started when B is C A
completed.
• Both C and D must be completed D B
before E can be started.
E C, D
Activity on Arc (AOA)

• Activity-on-Arc is referred as the arrow diagram or

activity network.
A 2 C
• An event is a specific point in time which marks the E
completion of one or more activities. 1 4 5

• An event is also referred to as a milestone of the B 3 D

project.

Event
 Activity on Node
(AoN)

A C
• Activity-on-Node is also
referred to as the
precedence network E

B D
Activity Immediate Network
Predecessors Representation (2)
A -
B - • A project consists of 5 activities, A, B, C, D, & E,
with the following rules:
C A • A and B can be started simultaneously.
• Activity C can be started only upon the
D A, B completion of A.
• Activity D can be started when A and B are
completed.
E C, D • Both C and D must be completed before E can
be started.
 Activity on Arc

A
2 C
E
1 4 5
B D
Dummy 3
 Activity on Node

A C

B D
 Activity Immediate
Network Representation (3) predecessors
A -
B A
C A
D C
E C
• A project consists of 12 F C
activities, A to L. G B, D

• The precedence relationships H G, E

are shown in the table. I G, E

J F
K H, I, J
L K
 Activity on Arc

3 F 6
C E J
1 A 2 D 5 H 7 K 8 L 9

B G I
4
 Activity on Node

B G I

A D

C H K L
E

J
F
Duration Estimates
Information Contents in an AON Node
The Critical Path and Time for Sample Project
Critical Path Method (CPM)

• CPM can be used to determine the length of time required to complete a project if
the duration of each activity is known with certainty.
• CPM can be used to determine how long each activity in the project can be delayed
without delaying the completion of the project.
• CPM was developed in the late 1950s by researchers at DuPont and Sperry Rand.
Project Schedule Calculation

• Forward pass procedure: Calculate the earliest times of events of a project. The computations start at node
1 and advance recursively to end node n.
• Arrange the events in topological order
• Set the TE time of the first event in the topological list to zero
• Calculate the TE times of all other events in the topological order
• Backward pass procedure: Calculate the latest times of events of a project. The computations start at node
n and end at node 1.
• Set the TL time of the last event in the topological list to the project duration.
• Calculate the TL times of all other events in the reversed order of the topological sequence.
 • The earliest time of an event denoted by
, is the earliest time at which event can
occur.

Earliest Event • Event can occur as soon as all the activities

directed towards node in the AOA diagram

Time (TE) are completed. That is

where the index ranges over all activities

represented by arc
Earliest Event Time – Example

1 A
The earliest time of event 𝑗 is

B
given by

2 j 𝑇𝐸𝑗
= max(𝑇𝐸 + 𝑡1𝑗, 𝑇𝐸2

C
+ 𝑡2𝑗, 𝑇𝐸3 + 𝑡3𝑗)

3
 • The latest time of an event , denoted by 𝑖 ,
is the latest time at which event can occur
without delaying the completion of the project

Latest Event
beyond its earliest time.

• The time can be calculated as follows:

Time (TL)
𝑖

𝑖
where the index ranges over all activities
represented by arc
 Latest Event Time –
F 7 Example

G
i 8 The latest time of event i is given by

H 𝑖 7 8 9

9
Project Schedule Calculation
– Example Activity Immediate Duration
predecessors
A - 2
B - 4
• A project consists of 8 C - 3
activities, A to H. The D A 3
precedence relationships E C 1
and the duration of each F E 2
activity are given in the G B, D, F 2
table below: H G 2
 Project Schedule Calculation – Example

A,2 2 D, 3
B,4 H,2
1 5 G, 2 6 7
C,3 F,2
3 4
E, 1
Project Schedule
Calculation – • The TE and TL times are calculated and shown in the
following table:
Example

Event TE TL
1 0 0
A,2 2 D, 3 2 2 3
B,4 H,2 3 3 3
1 5 G, 2 6 7
4 4 4
C,3 F,2
3 4 5 6 6
E, 1
6 8 8
7 10 10
Project Schedule Calculation

• Earliest Start time (ES)

• 𝑖𝑗
• Earliest Finish time (EF)
• 𝑖𝑗
• Latest Start time (LS)
• 𝑖𝑗
• Latest Finish time (LF)
• 𝑖𝑗
Project Schedule Calculation

• Total Float or Total Slack time (TF)

• The maximum amount of time that an activity can delay its starting time without
delaying the completion time of the entire project
• 𝑖𝑗 –

• Free Float or Free Slack time (FF)

• The maximum amount of time that an activity can delay its starting time without
affecting the schedule of other activities
• 𝑖𝑗 −
Project Schedule Calculation
• Event slack time
• Different between the latest time and the earliest time of the event

• Critical Event
• Event with zero slack time

• Critical Path
• The critical path for a project is a path through the project network such that
the events on this path have zero slack times.
 Project Schedule • The ES, EF, LS, LF, TF and FF times are calculated and shown
Calculation – in table below:

Example

Activity ES EF LS LF TF FF Critical?
A 0 2 1 3 1 0 No

A,2 2 B 0 4 2 6 2 2 No
D, 3
C 0 3 0 3 0 0 Yes
B,4 H,2
1 5 G, 2 6 7 D 2 5 3 6 1 1 No
C,3 F,2 E 3 4 3 4 0 0 Yes
3 4
E, 1 F 4 6 4 6 0 0 Yes
G 6 8 6 8 0 0 Yes
H 8 10 8 10 0 0 Yes
 • The Program Evaluation and Review Technique
(PERT) can be used to estimate the probability
that the project will be completed by a given
deadline if the duration of the activities is not
PERT known with certainty.
• PERT was developed in the late 1950s by
consultants working on the development of the
Polaris missile.
• Assuming Beta distribution of each activity
PERT

Expected time

Standard deviation
 • Pessimistic estimate
A best guess of the maximum time that would be
required to complete the activity if bad luck were
encountered at every turn.

PERT – Three • Optimistic estimate

Time If everything goes right, how long will the activity

take at the minimum? That is, what is the shortest
Estimates conceivable time for the completion of the activity?

• Most likely estimate

The most probable time required to complete the
activity.
 PERT – Example

C
2 3 D
Consider the following AOA A (1,1,1)
project network: (2,5,8) (6,6,18)
F
1 5 (7,7,7)
6
B E
(3,3,3)
4 (2,8,14)
 Activity Optimistic Most Pessimistic Expected Standard
time (to) likely time (tp) time (te) deviation
PERT – time
(tm)
(σ)

Example A
B
2
3
5
3
8
3
5
3
1
0
C 1 1 1 1 0
D 6 6 18 8 2
E 2 8 14 8 2
F 7 7 7 7 0
Event TE TL
1 0 0 PERT – Example
2 5 5
3 6 6 • The TE and TL times are calculated and shown in
the following table:

4 3 6
5 14 14
6 21 21
PERT – Example
The ES, EF, LS, LF, TF and FF times are calculated and shown in table.

Activity ES EF LS LF TF FF Critical?
A 0 5 0 5 0 0 Yes
B 0 3 3 6 3 0 No
C 5 6 5 6 0 0 Yes
D 6 14 6 14 0 0 Yes
E 3 11 6 14 3 3 No
F 14 21 14 21 0 0 Yes

Expected critical path = (A, C, D, F)

 An MSP
Version of
PERT/CPM
Network

Start & Finish Nodes are not shown

A Modified Version of MSP Network
THE GANTT CHART
A Gantt Chart of a Sample Project
A Gantt Chart of Sample Project Showing Critical Path, Path Connections, Slack, EST, LST, EFT, and
LFT
A Gantt Chart of a Day Care Project Showing Expected Durations, Critical Path, Milestone, and
Resource Requirements
A Progress Report on a Day Care Project Showing Actual Progress Versus Baseline
Example
 Task Name Predecessors Successors

Activity Start
Design
Permit (IMB)
1
2
2
3,8,11
13

Sequencing - Electrical
Painting
Garden
10
4,12
5
5
6,7
13

Building a Fence
Foundations
Walls
5
2
8
13
9
10

House Roof
Doors
Plumbing
9,11
2
10
4,12
10
5
Finish 7,3,6
 ID Task Name
27 Feb '05 6 Mar '05
S S M T W T F S S M T W T F
1 Start

Network 2
3
Design
Permit (IMB)

Diagram -
4 Electrical
5 Painting

Building a
6 Garden
7 Fence
8 Foundations

House 9
10
Walls
Roof
11 Doors
12 Plumbing
13 Finish

duration data not yet included

Activity Duration Estimating
Task Name Durations Predecessors Successors
Start 0 days 2
Design 3 days 1 3,8,11
Permit (IMB) 7 days 2 13
Electrical 2 days 10 5
Painting 3 days 4,12 6,7
Garden 3 days 5 13
Fence 1 day 5 13
Foundations 1 day 2 9
Walls 1 day 8 10
Roof 1 day 9,11 4,12
Doors 2 days 2 10
Plumbing 1 day 10 5
Finish 0 days 7,3,6
 CRITICAL PATH
ID Task Name
27 Feb '05 6 Mar '05 13 Mar '05
F S S M T W T F S S M T W T F S S M T W T F
1 Start 26/02
2 Design 0%
3 Permit (IMB) 0%
4 Electrical 0%
5 Painting 0%
6 Garden 0%
7 Fence 0%
8 Foundations 0%
9 Walls 0%
10 Roof 0%
11 Doors 0%
12 Plumbing 0%
13 Finish 17/03
 RESOURCE ALLOCATION
ID Task Name Resource Names
27 Feb '05 6 Mar '05 13 Mar '05
F S S M T W T F S S M T W T F S S M T W T F
1 Start
2 Design Architect Architect
3 Permit (IMB) Owner Owner
4 Electrical Electrician Electrician
5 Painting Builder Builder
6 Garden Janitor Janitor
7 Fence Builder Builder
8 Foundations Builder2 Builder2
9 Walls Builder2 Builder2
10 Roof Builder Builder
11 Doors Builder2 Builder2
12 Plumbing Plumber Plumber
13 Finish
Acknowledgment
Dr. Budi Hartono’s presentation slide