03 - Time Management

Resource Calendar

A calendar in the project management plan and schedule that shows working and non-working days. (Used as an input for Estimate Activity Resources, Estimate Activity Durations, and Develop Schedule).

Activity Description

A clear, concise description of an activity that ensures anyone can identify it regardless of their expertise level. Used in both the activity list and activity attributes list.

Project Schedule Model Maintenance

A component of the schedule management plan that outlines how the schedule model will be maintained during the project execution processes.

Level of Accuracy

A component of the schedule management plan that outlines the acceptable accuracy range (including contingencies) used in determining realistic activity duration estimates.

Activity List

A comprehensive list of all activities that must be completed to achieve the project objectives. (Output of Define Activities)

Milestone List

A comprehensive list of all project milestones and if they are mandatory or optional. (Output of Define Activities)

Activity Attributes

A comprehensive list of the characteristics associated with the activities on the activity list. (Output of Define Activities)

Node

A defining point on a network diagram represented as a box or circle and serves as a junction point joined to some or all of the other dependency lines.

Lag

A delay between activities when a dependent activity is delayed. (Logic: Activity A finishes with a 3 day lag (delay) before Activity B can start).

External Dependency

A dependency based on the needs or desires of a party outside the project (e.g., government or suppliers).

Discretionary Dependency (Soft Logic)

A dependency based on the order in which activities are CHOSEN to be done (preference rather than necessity). This dependency is important when analyzing how to compress the schedule to decrease the project duration (fast track).

Mandatory Dependency (Hard Logic)

A dependency that is inherent in the nature of the work (i.e., you MUST design a product before you can build it) or is required by the contract. They're based on hard logic and often involve physical limitations.

Activity

A distinct, scheduled portion of work performed during the course of a project.

Imposed Date

A fixed date imposed on an activity or milestone, usually in the form of a "start no earlier than" and "finish no later than" date. Usually serves as a constraint.

Heuristic

A generally accepted rule, or best practice (e.g., 80/20 Rule).

Summary Activity (Hammock Activity)

A group of related activities displayed as a single activity in between milestones in a bar chart.

Finish-to-Finish (FF)

A logical relationship where an activity must finish before the successor can finish. Logic: Activity B cannot finish until Activity A finishes.

Finish-to-Start (FS)

A logical relationship where an activity must finish before the successor can start. Logic: Activity B cannot start until Activity A finishes.

Start-to-Finish (SF)

A logical relationship where an activity must start before the successor can finish. Logic: Activity B cannot finish until Activity A starts.

Start-to-Start (SS)

A logical relationship where an activity must start before the successor can start. Logic: Activity B cannot start until Activity A starts.

Monte Carlo Simulation

A modeling technique that uses computer software to simulate the outcome of a project, based on the three-point estimates (optimistic, pessimistic, and most likely) for each activity and the network diagram. This technique is also used as a risk management tool to quantitatively analyze risks.

Regression Analysis

A parametric estimating technique where a series of input variables are examined in relation to their corresponding output results to determine a statistical relationship. These results are displayed in a scatter diagram.

Schedule Management Plan

A plan that establishes the activities for developing, monitoring, and controlling the schedule. (Output of Plan Schedule Management Process)

Time-Scaled Schedule Network Diagram

A project schedule network diagram that is plotted against time or placed against a calendar-based scale.

Precedence Diagramming Method (PDM) / Activity-On-Node (AON)

A project schedule network diagramming method where activities are represented by boxes or circles (nodes) and connected by arrows, which show the logical relationships between activities.

Bar Chart (Gantt Chart)

A project schedule presentation format that uses a graphical display of schedule-related information with activities or WBS components shown on the left side, dates across the top, and activity durations as date-placed horizontal bars. Used to track progress and report to the project team.

Milestone Chart

A project schedule presentation format that uses a summary-level chart that identifies major activities and milestones that have been accomplished. Used to display high-level project status for senior management.

Project Schedule Network Diagram

A project schedule presentation format that uses a vertical (left to right) diagram depicting the project's activities (nodes) and their dependencies (logical relationships). Used to show interdependencies between activities.

Path Convergence (Merge)

A relationship in which an activity has more than one predecessor activity represented as a merging of activities on a network diagram into a central node.

Path Divergence (Burst)

A relationship in which an activity has more than one successor represented as a separation of activities on a network diagram from a central node.

Resource Leveling

A resource optimization technique that lengthens the schedule and increases cost in order to deal with a limited amount of resources, resource availability, and other resource constraints.

Resource Smoothing

A resource optimization technique where resources are leveled within the float of their activities so completion dates are not delayed.

Fast Tracking

A schedule compression technique where critical path activities previously scheduled to start sequentially are done in parallel (start at the same time) for some or all of their duration.

Crashing

A schedule compression technique where resources are adjusted or added to activities to shorten schedule duration for the least cost. This technique always increases cost; trades time for money.

Critical Chain Method (CCM)

A schedule method that builds buffers at critical milestones to account for limited resources and project uncertainties.

Critical Path Method

A schedule network analysis technique that involves determining the longest path through the network diagram, the earliest and latest times an activity can start, and the earliest and latest it can be completed. Also known as a Forward or Backward Pass Analysis.

Milestone

A significant point or event with zero duration which may be related to a deliverable and occurs after a series of activities. (Usually indicated by a diamond shape in a network diagram).

Negative Float

A situation where the float value is less than zero indicating that the project is behind critical path and that the schedule must be compressed.

Dependency Determination

A technique used during Sequence Activities to identify the type of logical relationships between predecessor and successor activities.

Re-estimating

A technique used in the Control Costs and Control Schedule processes where estimates conducted during the planning processes are redone to ensure that the durations or costs previously assessed can still be met and adjusting the project if they cannot.

Estimating

A technique used to plan for activity resources, durations, or costs. Used in the Estimate Activity Resources, Estimate Activity Durations, and Estimate Costs Processes.

Triangular Distribution

A three-point estimating technique where equal consideration is given to each value. Also known as a single or straight estimate

Program Evaluation and Review Technique (PERT)

A three-point estimating technique where stronger consideration is given to the most likely value. Also known as a Beta Distribution or a Weighted Average.

Scheduling Tool

A tool used during Develop Schedule and Control Schedule Processes that provides schedule component names, definitions, structural relationships, and formats that support the application of a scheduling method.

WBS ID

A unique identifier assigned to an activity to link it to a work package or component of the WBS. Used in both the activity list and activity attributes list.

Activity ID

A unique identifier assigned to an activity to track it and differentiate it from others on a network diagram. Used in both the activity list and activity attributes list.

-Activity Code (Activity ID) -Activity Name -Activity Description -Activity Sequence (Predecessor or Successor) -Imposed Dates (Constraints) -Logical Relationships -Resource Requirements -Assigned Team Member -Level of Effort (Discrete and Apportioned)

Activity Attributes (7)

-Activity ID -WBS ID -Activity Name -Activity Description

Activity List Components (4)

Padding

Adding extra time or cost to an estimate because not enough information is available. This act is considered to be a sign of poor project management and should not be confused with reserves.

Schedule Model

All of the project data used to calculate the schedule (e.g., Activities, dependencies, leads, lags, etc.).

Critical Path Activity

An activity on the critical path. This activity has zero float.

Near Critical Activity

An activity on the near critical path. This activity has low total float.

Discrete Effort

An activity that can be performed by one person or a defined project team, in a fixed amount of time and yields a certain output.

Successor Activity

An activity that comes after another activity.

Predecessor Activity

An activity that comes before a dependent activity.

Level of Effort (LOE)

An activity that does not produce a deliverable and is measured by the passage of time.

Apportioned Effort

An activity where work can't easily be divided into separate, measurable parts.

Analogous Estimating (Top-down Estimating)

An estimating technique that bases estimates on the actual costs of previous similar projects. Although it is a less expensive and less time consuming estimating method, it is also less accurate.

Bottom-Up Estimating

An estimating technique that estimates the durations or costs of each work package or individual activity and then rolls up and adds the results to produce a project estimate.

Parametric Estimating

An estimating technique that reviews historical data for statistical correlations and then uses variables to estimate the cost of the current project. This method produces a high level of accuracy buy is more costly due to the level of sophistication required to implement it.

Three-Point Estimating

An estimating technique that uses weighted average of an optimistic (best-case), most likely (realistic) and pessimistic (worst-case) values.

One-Point Estimating

An estimating technique where the cost or duration of each activity is estimated individually. The level of accuracy is most uncertain and is the least accurate method.

Rolling Wave Planning

An iterative planning technique used for large projects that uses progressive elaboration to decompose the WBS in stages, based on the amount of information that is needed or available. In this technique, packages that need to be completed in the near term are broken into activities that can be sequenced and added to the schedule, while those that are to be performed in the future remain temporarily at the work package or milestone level.

-Determines shortest project completion time -Identifies Critical Activities -Enables PM to s used to compress or adjust the schedule

Critical Path Advantages (3)

-Path with the highest level of risk -Critical Path Activities have zero float

Critical Path Disadvantages (2)

1. Forward Pass 2. Backward Pass 3. Calculate Float

Critical Path Method Process (FBC)

-Mandatory Dependency -External Dependency -Discretionary Dependency

Dependencies (MED)

-Reduces Duration

Fast Tracking Advantages (1)

-Increased Risk -Requires more complex coordination of resources

Fast Tracking Disadvantages (2)

-Total Float -Free Float -Project Float

Float (Slack) Types (3)

Schedule Forecasts

Forecasts used to examine project progress against the schedule baseline and the estimate to complete (ETC). (Output of Control Schedule).

Early Finish Date (EF)

In the critical path method, the earliest possible date an activity can finish represented in the top right corner of an activity node on a network schedule diagram.

Early Start Date (ES)

In the critical path method, the earliest possible date an activity can start represented in the top left corner of an activity node on a network schedule diagram.

Late Finish Date (LF)

In the critical path method, the latest possible date an activity can finish represented in the bottom right corner of an activity node on a network schedule diagram.

Late Start Date (LS)

In the critical path method, the latest possible date an activity can start represented in the bottom left corner of an activity node on a network schedule diagram.

-Discrete Effort -Apportioned Effort

Level of Effort (LOE) Types (DA)

-Finish-to-Start (FS) -Start-to-Finish (SF) -Finish-to-Finish (FF) -Start-to-Start (SS)

Logical Relationships (4)

-The probability of completing the project on any specific day -The probability of completing the project for any specific cost -The probability of any activity being on the critical path -The overall project risk

Monte Carlo Simulation Outcomes

-Activity Name -Activity ID -ES, EF, LS, LF Dates -Float

Node Attributes (AALF)

-Regression Analysis -Learning Curve

Parametric Estimating Techniques (2)

-Assigned Resources -Activity List -Activity Durations -Activity Sequence

Project Schedule Components (4)

-Bar Charts -Network Diagram -Milestone Charts

Project Schedule Presentation Formats (BNM)

-Resource Leveling -Resource Smoothing

Resource Optimization Techniques (LS)

-Crashing -Fast Tracking

Schedule Compression Techniques (CF)

-Control Thresholds (Acceptable variance) -Level of Accuracy -Units of Measure (i.e., hours, days, weeks) -Project Schedule Model Maintenance -Performance Measurement Methodology -Scheduling Methodology and Tools -Schedule Baseline

Schedule Management Plan Components (CUPPSS)

-Critical Path Method -Critical Chain Method -Monte Carlo Analysis -Resource Optimization -Schedule Compression

Schedule Network Analysis Techniques (CCMRS)

Schedule Compression

Schedule Network Analysis Techniques used during project planning to shorten the project schedule without reducing scope. These technique are also used during integrated change control to determine the impacts that changes to other parts of the project (i.e., cost, scope, risk, resources, quality) have on the schedule.

Schedule Network Analysis

Techniques used during the define schedule process to complete the schedule by identifying early and late start dates and early and late finish dates, for uncompleted portions of schedule activities.

Resource Optimization

Techniques used to adjust activity resources to finish activities on time and within budget with minimum usage of the resources themselves.

Leads and Lags

Techniques used when developing the schedule to identify opportunities to speed up the project and to see where delays are likely.

Project Float

The amount of time a project can be delayed without delaying the externally imposed project completion date required by the customer or management, or the date previously committed to by the project manager.

Lead

The amount of time a successor activity can start with respect to a predecessor activity. Occurs when activities are accelerated, started early, or multiple activities are started at once.

Free Float

The amount of time an activity can be delayed without delaying the early start date of its successor(s) while still adhering to any imposed schedule constraints.

Total Float

The amount of time an activity can be delayed without delaying the project end date or an intermediary milestone, while still adhering to any imposed schedule constraints.

Project Schedule

The approved calendar based schedule model output that links activities with planned dates, durations, milestones, and resources which established the schedule baseline and is part of the project management plan. (Output of Define Schedule)

Schedule Baseline

The approved version of the schedule model that is used to manage the project and that the project team's performance is measured against. (Can be changed only through formal change control).

Network Path

The continuous series of activities from a project's start to finish connected by their logical relationships represented in a network diagram.

Float

The difference in time between the early finish date of an activity and the early start date of an activity that immediately follows it.

Forward Pass

The first step of determining the Critical Path where activities in the network diagram are examined from the first activity forward to determine the early start and early finish dates for all activities.

Critical Path

The longest duration path through a network diagram which determines the shortest time needed to complete the project.

Activity Name

The name given to an activity. Used in both the activity list and activity attributes list.

Near Critical Path

The path closest in length to the critical path. The closer in length to the critical paths, the more risk the project has.

Develop Schedule

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints and formally creating and approving the project schedule.

Plan Schedule Management

The process of creating the overall schedule management plan, which will guide all other processes and activities for managing a project's schedule.

Define Activities

The process of decomposing the work packages created in the Create WBS Process and into the activities that are required to produce the work package deliverables and thus achieve the project objectives.

Estimate Activity Durations

The process of estimating the number of work periods needed to complete activities.

Estimate Activity Resources

The process of estimating the type and quantities of resources required to perform each activity.

Control Schedule

The process of monitoring activities and taking corrective and preventive actions (changes) to keep the actual project and activity completion dates in line with the schedule baseline.

Sequence Activities

The process of taking the activities and milestones identified in the Define Activities Process and sequencing them in the order that work will be performed in the project schedule network diagram.

Project Time Management

The processes necessary to ensure that the project is completed on time.

Backward Pass

The second step of determining the Critical Path where activities in the network diagram are examined from the last activity backwards to the first determine the late start and late finish dates for all activities.

Activity Assigned Team Member

The team member responsible for a particular activity.

Calculate Float

The third step of determining the Critical Path where the float of each activity in the network diagram are calculated. Activities with zero float are critical path activities and then determined to be on the critical path.

Activity Duration

The time between the start and finish dates of an activity.

Activity Resource Requirements

The types and quantities of resources required to complete each activity.

-Program Evaluation and Review Technique (PERT) -Triangular Distribution

Three-Point Estimating Techniques (2)

-Parametric Estimating -Bottom-up Estimating -One-Point Estimating -Analogous Estimating (Top-Down Estimating) -Three-Point Estimating (PERT)

Time Estimating Techniques (P-BOAT)

1. Plan Schedule Management (Planning) 2. Define Activities (Planning) 3. Sequence Activities (Planning) 4. Estimate Activity Resources (Planning) 5. Estimate Activity Duration (Planning) 6. Develop Schedule (Planning) 7. Control Schedule (Monitoring & Controlling)

Time Management Processes (7)