UFMFHA-15-2

Project Management
Lecture 5
Project Time Management and Scheduling
Techniques

Electronics and Telecommunication Engineering Department

Dr. Nemat El Hassan

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 Outline
Project Time Management
Plan Schedule Management
Scheduling Overview
Critical Path Method Example

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 Project Time Management
Project Time Management includes the processes
required to manage the timely completion of the
project.
Project Time Management processes:
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
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 Plan Schedule Management
Plan Schedule Management is the process of establishing
the policies, procedures, and documentation for planning,
developing, managing, executing, and controlling the project
schedule.
The key benefit of this process is that it provides guidance
and direction on how the project schedule will be managed
throughout the project.

The project charter helps project managers explain to participants

and stakeholders the scope of a project, project objectives, who will
participate in the project, along with other details such as possible
risks
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 Schedule Management Plan
A schedule model is a representation of the plan for
executing the project’s activities including durations,
dependencies, and other planning information, used to
produce project schedules along with other scheduling
artifacts.
 The schedule management plan is a secondary plan of,
and integrated with, the project management plan through
the Develop Project Management Plan process
The schedule management plan identifies a scheduling
method and scheduling tool, and sets the format and
establishes criteria for developing and controlling the
project schedule.
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 Scheduling Overview

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 Schedule Management Plan
Schedule management plan can establish the
following:
Project schedule model development
Level of accuracy
Project schedule model maintenance
Control thresholds
Rules of performance measurement
Reporting formats
Process descriptions
 The plan provides guidance and sets expectations for project schedule policies and procedures for
planning, developing, managing, executing, and controlling the project schedule.

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 Define Activities
Define Activities is the process of identifying and
documenting the specific actions to be performed to produce
the project deliverables.
The key benefit of this process is to break down work
packages into activities that provide a basis for estimating,
scheduling, executing, monitoring, and controlling the
project work.

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 Define Activities: Tools & Techniques

Decomposition is a technique used for dividing and

subdividing the project scope and project
deliverables into smaller, more manageable parts.
Rolling wave planning is an iterative planning
technique in which the work to be accomplished in
the near term is planned in detail, while the work in
the future is planned at a higher level.
Planning throughout the project lifecycle

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 Sequence Activities
Sequence Activities is the process of identifying and
documenting relationships among the project activities.
The key benefit of this process is that it defines the logical
sequence of work to obtain the greatest efficiency given all
project constraints.

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 Sequence Activities: Tools & Techniques
PDM
Precedence diagramming method (PDM) is a
technique used for constructing a schedule model in
which activities are represented by nodes and are
graphically linked by one or more logical
relationships to show the sequence in which the
activities are to be performed.
Activity-on-node (AON) is one method of
representing a precedence/ preference diagram

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 Sequence Activities: Tools & Techniques
PDM

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 Sequence Activities: Tools & Techniques
PDM
PDM includes four types of dependencies or logical
relationships:
 Finish-to-start (FS)
The awards ceremony (successor) cannot start until the race
(predecessor) has finished.
 Finish-to-finish (FF)
Writing a document (predecessor / last figure) is required to finish
before editing the document (successor) can finish.
 Start-to-start (SS)
Level concrete (successor) cannot begin until pour foundation
(predecessor) begins.
 Start-to-finish (SF)
The first security guard shift (successor) cannot finish until the second
security guard shift (predecessor) starts
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 Sequence Activities: Tools & Techniques
Dependency Determination
Dependencies may be characterized as:
 Mandatory:
Legally or contractually required or inherent in the nature of the work e.g.
building prototype before testing
 Discretionary (preferred logic)
Established based on knowledge of best practices within a particular
application area or some unusual aspect of the project where a specific
sequence is desired.
 Internal
Internal dependencies involve a precedence relationship between
project activities and are generally inside the project team’s control

 External
Involve a relationship between project activities and non-project activities.
These dependencies are usually outside the project team’s control.
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 Sequence Activities: Tools & Techniques
Leads and Lags
A lead is the amount of time whereby a successor activity
can be advanced with respect to a predecessor activity.
A lag is the amount of time whereby a successor activity
will be delayed with respect to a predecessor activity.

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 Sequence Activities: Outputs
Project Schedule Network Diagrams
A project schedule network diagram is a graphical
representation of the logical relationships, also referred to as
dependencies, among the project schedule activities.

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 Estimate Activity Resources
Estimate Activity Resources is the process of estimating the type and
quantities of material, human resources, equipment, or supplies required
to perform each activity.
The key benefit of this process is that it identifies the type, quantity, and
characteristics of resources required to complete the activity which
allows more accurate cost and duration estimates.

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 Estimate Activity Durations
Estimate Activity Durations is the process of estimating the number of
work periods needed to complete individual activities with estimated
resources.
The key benefit of this process is that it provides the amount of time
each activity will take to complete, which is a major input into the
Develop Schedule process.

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 Develop Schedule
Develop Schedule is the process of analyzing activity sequences,
durations, resource requirements, and schedule constraints to create the
project schedule model.
The key benefit of this process is that it generates a schedule model with
planned dates for completing project activities.
Estimate Activity Durations

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 Develop Schedule: Tools & Techniques
Critical Path Method
The critical path method (CPM) is used to estimate the
minimum project duration and determine the amount of
scheduling flexibility on the logical network paths within the
schedule model.
Total float: the amount of time that a schedule activity can
be delayed or extended from its early start date without
delaying the project finish date or violating a schedule
constraint.

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Develop Schedule: Tools & Techniques
Critical Path Method Example
 Develop Schedule: Tools & Techniques
Critical Path Method Example

https://www.youtube.com/watch?
v=tOJ8IuIqBpw

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 Control Schedule
Control Schedule is the process of monitoring the status of
project activities to update project progress and manage
changes to the schedule baseline to achieve the plan.
The key benefit of this process is that it provides the means
to recognize deviation from the plan and take corrective and
preventive actions and thus minimize risk.

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 Summary
Project Time Management processes:
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule

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 Reading
A guide to the project management body of
knowledge 5th edition.
Chapter 6: Project Time Management

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