Project Time Management

Core Functions

Scope Time Cost Quality

Management Management Management Management
Stakeholders’ Needs

Knowledge Areas
Strategic and

Success
Project
Project Integration Management
& Stakeholder Management

Human Communicati
Risk Procurement
Resource ons
Management Management
Management Management

Facilitating Functions
 Project Time Management
2

 Definition:  Processes:
Project Time Management 1. Plan Schedule Management
includes the processes 2. Define Activities
required to manage the timely 3. Sequence Activities
completion of the project.
4. Estimate Activity Resources
5. Estimate Activity Durations
6. Develop Schedule
7. Control Schedule

Source: PMBOK Guide 5th Edition (Page 141) 2

 Project Time Management Processes
3

1. Plan Schedule Management — The process of establishing the

policies, procedures, and documentation for planning, developing,
managing, executing, and controlling the project schedule.
2. Define Activities — The process of identifying and documenting the
specific actions to be performed to produce the project deliverables.
3. Sequence Activities — The process of identifying and documenting
relationships among the project activities.
4. Estimate Activity Resources — The process of estimating the type
and quantities of material, human resources, equipment, or supplies
required to perform each activity.

Source: PMBOK Guide 5th Edition (Page 141) 3

 Project Time Management Processes (c.)
4

4. Estimate Activity Durations — The process of estimating the

number of work periods needed to complete individual activities with
estimated resources.
5. Develop Schedule — The process of analyzing activity sequences,
durations, resource requirements, and schedule constraints to create
the project schedule model.
6. Control Schedule — The process of monitoring the status of project
activities to update project progress and manage changes to the
schedule baseline to achieve the plan.

Source: PMBOK Guide 5th Edition (Page 141) 4

 Milestone
5

Milestone
 A milestone is a significant
point or event in a project.

Source: PMBOK Guide 5th Edition (Page 153); Introduction to Project Management, 2 nd edition, Kathy Schwalbe 5
 Precedence Diagramming Method
6

PDM  Activity-on-node (AON) is one

 The precedence diagramming method of representing a
method (PDM) is a technique precedence diagram, commonly
used for constructing a schedule used by software packages. It is
model in which activities are used in network diagram for
represented by nodes and are construction-oriented projects,
graphically linked by one or more and they use deterministic
logical relationships to show the approach.
sequence in which the activities  Activity-on-Arrow (AOA):is
are to be performed. used in network diagram for R&D
projects and they use probabilistic
approach.
Source: PMBOK Guide 5th Edition (Page 156) 6
 Network Diagram: Techniques

 2. . PERT(Performance Evaluation

1. CPM(Critical Path and Review Technique), used for

R&D projects, follows Probabilistic
Method), used for
approach, means time/duration for
construction projects, each activity is calculated based on
activities are represented on formula using Most likely time, b;
Node, follows Deterministic Optimistic time, a; and Pessimistic
approach time, c.
 Activity duration, t= (a+4b+c)/6

Source: PMBOK Guide 5th Edition (Page 156) 7

 Critical Path
8

 Critical Path  Slack or float

 A critical path for a project is  A slack or float is the amount
the series of activities that of time an activity may be
determine the earliest time by delayed without delaying a
which the project can be succeeding activity or the
completed. project finish date.
 It is the longest path through  The longest path or the path
the network diagram and has containing the critical tasks is
the ZERO slack or float. what is driving the completion
date for the project.

Source: Introduction to Project Management, 2 nd edition, Kathy Schwalbe 8

 Schedule Compression
9

Crashing Fast tracking

 A technique used to shorten the  A schedule compression technique
schedule duration for the least in which activities or phases
incremental cost by adding normally done in sequence are
resources. performed in parallel for at least a
 Examples of crashing include portion of their duration.
approving overtime, bringing in  An example is constructing the
additional resources, or paying to foundation for a building before
expedite delivery to activities on completing all of the architectural
the critical path. drawings.

Source: PMBOK Guide 5th Edition (Page 181) 9

 Project Schedule Presentations —Examples
10

Source: PMBOK Guide 5th Edition (Page 183) 10

 Sample Project Schedule
11

Source: Introduction to Project Management, 2nd edition, Kathy Schwalbe 11

 Sample Project Schedule (2)
12

Source: Introduction to Project Management, 2nd edition, Kathy Schwalbe 12

 Sample Schedule Performance Measurement
Using a Tracking Gantt Chart
13

Source: Introduction to Project Management, 2nd edition, Kathy Schwalbe 13

 Precedence chart

ACITIVITY Duration Immediate Predecessor

A 1 Day n/a
B 2 Days n/a
C 3 Days n/a
D 4 Days A
E 5 Days B
F 4 Days B
G 6 Days C
H 6 Days D, E
I 2 Days G
J 3 Days H, F, I

14
 Network diagram

A,1 D,4 H,6

E,5
Start B,2 J,3 End

F,4

C,3 G,6 I,2

Path 1 : A – D – H - J
Path 2 : B – E – H - J
Path 3 : B – F – J
Path 4 : C – G – I - J 15
 Critical Path Analysis

A,1 D,4 H,6

E,5
Start B,2 J,3 End

F,4

C,3 G,6 I,2

Path 1 : A – D – H - J Length 1 : 1+4+6+3 = 14 days

Path 2 : B – E – H - J Length 2 : 2+5+6+3 = 16 days
Path 3 : B – F – J Length 3 : 2+4+3 = 9 days
Path 4 : C – G – I - J Length 4 : 3+6+2+3 = 14 days 16
 Critical Path Analysis

A,1 D,4 H,6

E,5
Start B,2 J,3 End

F,4

C,3 G,6 I,2

Because the critical path is the longest path through the network diagram,
therefore Path 2: B-E-H-J, is the critical path for this Project
So, Minimum time to complete the project is 16 days
17
 Slack time calculation
18
Early Start (ES) Early Finish (EF)

Activity (Duration time)

Late Start (LS) (Slack time) Late Finish (LF)

• Early start: How early we can start an activity

• Early finish: correspondence finish time considering early start
• Late start: How late we can start an activity without delaying project
• Late finish: correspondence finish time considering late start
• Forward pass: Early start to Early Finish calculation is called as forward pass
• Backward pass: Late finish to Late start calculation is called as backward pass
18
 Slack time calculation
19
An Example:
You have received an assignment on 20th
June. The deadline is 30th June. It requires
3 days to complete the assignment.
Formulas
In this situation,
Early Finish: Early start + Duration-1
Early start: 20 June
th
Late Start: Late finish-deration+1
Early Finish: 22nd June
Slack time: Late Start-Early Start
Late start: 28 June
th

Late finish: 30th June

19
 Slack time calculation
20
1 1 2 5

A,1 D,4
8 13
3 3 4 (2) 7
(2) H,6
2 3 7
1
E,5 8 (0) 13 14 16
Start B,2
3 (0) 7 J,3 End
1 (0) 2 3 6
1 3 14 (0) 16
F,4
C,3 10 (7) 13
4 9 10 11
3 (2) 5 G,6 I,2
6 (2) 11 12 (2) 13 20
 Slack time calculation
21

 Slack time  Slack time

 A: 2 days  G: 2 days
 B: 0 days  H: 0 days
 C: 2 days  I: 2 days
 D: 2 days  J: o days
 E: 0 days
 F: 7 days At critical path slack time will be zero

21
 Gantt chart (considering forward pass)
1 2 3 4 5 6 7 8 9
22 10 11 12 13 14 15 16
A
B
C
D
E
F
G
H
I
J
22
 Project crashing
23

 Top Management decided to reduce the duration time of the project from 16 days to
13 days (i.e. Project should be finished by 13 days). The additional cost to reduce each
activity by 1 day is given as follows. Each activity can be squeezed maximum 1 day.
Given this condition, which activities could be delayed to complete the project within
13 days having minimum additional investment?
Activities Additional cost ($)
A 200
B 300
C 500
D 100
E 350
F 250
G 350
H 400
I 200
J 400

23
 Project crashing
24

 In this situation, critical path is B-E-H-J

 Among these activities, activity B has minimum cost $300 compared to
E,H, and J. So activity B can be reduced by 1 day
 So, project completion time is now 15 days
 Check the critical path again
 A-D-H-J : total duration 14 days
 B-E-H-J : total duration 15 days
 B-F-J : total duration 8 days
 C-G-I-J : total duration 14 days

24
 Project crashing
25

 B-E-H-J is still critical path

 We have reduced B once, so it cannot be reduced again
(condition given).
 Among E, H, J, crashing cost for activity E is
minimum($350) compared to H and J
 So, reduce activity E by 1 days
 Check critical path again

Source: PMBOK Guide 5th Edition (Page 141) 25

 Project crashing
26

 A-D-H-J : total duration 14 days

 B-E-H-J : total duration 14 days
 B-F-J : total duration 8 days
 C-G-I-J : total duration 14 days
 This time we have 3 critical paths. And activity J is common for all. If we
reduce activity H by 1 day, it will not reduce the project completion time
to 13 days due to path C-G-I-J that consists of 14 days
 So, reduce activity J by 1 days
 Total additional investment: $300 + $350 + $400 = $1050
 So, activity B, E and J need to be reduced by 1 day each

26
 SA MPL E E X E R C ISE

Sample Problem #1
Activity Immediate Duration Activity Immediate Duration
Predecessor(s) (Weeks) Predecessor(s) (Weeks)
N 5 G B 2
A N 4 H B 16
B N 10 I H 4
C N 7 J H 8
D A 5 K I, J, L 5
E D, G 3 L C 9
F E 6 M J, L 10
Sample Problem #1
a) Draw the network diagram and find the critical path and project completion time.
b) Calculate float/ slack of the all activities.
c) Can activity I be delayed without delaying the project completion time? If so, how
many weeks? How much dollar can be saved by keeping the project completion time
unchanged, if $2500 can be saved for each delayed week of activity I?
d) What is the impact on the project if activity F needs a delayed time 2 weeks and extra
time 5 weeks?
e) The PM wants to delay the duration of the activity M from 10 weeks to 16 weeks. What
is the impact on the project completion time?
 EF = ES + Duration (Forward)
Sample Problem #1
LS = LF – Duration (Backward)
5 9 9 14
A,4 D,5 17 20 20 26
31 35 35 40 E,3 F,6
15 17

G,2
40 43
35
43 49
31
0 0 0 5 5 15 39 44
49 49
38 40 I,4
Start N,5 B,10 15 31 K,5 End
40 44
0 0 0 5 5 15 H,16 31 39 44 49 49 49
15 31 J,8
31 39
Module (Applied when path crossed) 5 12 12 21 39 49

C,7 L,9 M,10

23 30 30 39 39 49
 EF = ES + Duration (Forward)
Sample Problem #1
LS = LF – Duration (Backward)
5 9 9 14
A,4 D,5 17 20 20 26
31 35 35 40 E,3 F,6
15 17
40 43 43 49
G,2 31 35
0 0 0 5 5 15 39 44
50 50
38 40 I,4
Start N,5 B,10 15 31 K,5 End
40 44
0 0 0 5 5 15 H,16 31 39
44 49 49 49
15 31 J,8
31 39
Module (Applied when path crossed) 5 12 12 21 39 50

C,7 L,9 M,11

23 30 30 39 39
 Sample Problem # 1 Project Completion Time = 49 weeks
Path 1 = N – A – D – E – F = 23 weeks
Path 2 = N – B – G – E – F = 26 weeks
Path 3 = N – B – H – I – K = 40 weeks
Path 4 = N – B – H – J – K = 44 weeks
Path 5 = N – B – H – J – M = 49 weeks (maximum)
Path 6 = N – C – L – K = 26 weeks
Path 7 = N – C – L – M = 31 weeks
Critical Path = Path 5 = N+B+H+J+M = 49 weeks
Critical Activities = B, H, J, M, and N (Where the Slack is 0)
Non-Critical Activities = A, C, D, E, F, G, I, K, and L

So, project will require minimum 49 weeks to complete

 Sample Problem #1

Project Completion Time = 49 weeks

Slack = LS – ES ||| LF - EF
Slack A = 31- 5 = 26 Slack G = 38-15 = 23 Slack M = 39 – 39 = 0
Slack B = 5 - 5 = 0 Slack H = 15 – 15 = 0 Slack N = 0 – 0 = 0
Slack C = 23-5 = 18 Slack I = 40 – 31 = 9
Slack D = 35-9 = 26 Slack J = 31 – 31 = 0
Slack E = 40-17 = 23 Slack K = 44 – 39 = 5
Slack F = 43-20 = 23 Slack L = 30 – 12 = 18
 Sample Problem #1
c) Can activity I be delayed without delaying the project completion time?
If so, how many weeks?
How much dollar can be saved by keeping the project completion time unchanged, if
$2500 can be saved for each delayed week of activity I?
Yes, the Activity “I” can be delayed as it is a non-critical activity. It
can be delayed upto the value of slack that is for 9 weeks.
Activity I has a slack of 9 weeks, so, $2500*9= $22,500/- can be
saved by keeping the project completion time unchanged.
 Sample Problem #1

d) What is the impact on the project if activity F needs a delayed time 2 weeks and extra
time 5 weeks?

According to the question, activity F needs to delay by 2+5= 7

weeks, it is possible by keeping the project completion time
unchanged as F is a non-critical activity with a slack of 23 weeks.
 Sample Problem #1

e) The PM wants to delay the duration of the activity M from 10 weeks to 16 weeks. What
is the impact on the project completion time?

According to the question, if the Project Manager wants to delay the

duration of the activity M from 10 weeks to 16 weeks, then it will delay the
entire duration of the project.
As activity M, falls under critical activity of the project, therefore the Slack
of activity M is 0.
It will eventually increase the project duration to more 6 days (a total of 49+6
= 55 days) to complete the project in this situation.
Sample Problem # 2
Activity Immediate Duration Activity Immediate Duration
Predecessor(s) (Weeks) Predecessor(s) (Weeks)

A 4 F B 6

B 10 G C 2

C 7 H F 8

D A 5 I F, G 11

E B 3 J D, E 8
 Sample Problem # 2
a) Draw a network diagram and find the critical path and project completion time.
b) Calculate float/ slack of the all activities.
c) If $1000 can be saved for each delayed weeks of activity H, then how much dollar can
be saved keeping the project completion time unchanged?
d) Activity G needs a delayed time of two weeks and an extra time of five weeks. Is it
possible by keeping the project completion time unchanged? Explain.
e) The PM wants to shorten the duration of the activity I from 11 weeks to 9 weeks. What
is the impact of this change on project completion time