EC410505

Project Management

Department of Electronics and Communication Engineering

Indus Institute of Technology and Engineering
Indus University
 Elements of project time management plan
 Activity definition, sequencing, resource estimation,
duration estimation, schedule development, and
schedule control
 Dependency relationships
 Network diagram
 Three-point estimation
 Activity definition

Activity sequencing
Management
Project Time

Activity resource
estimation
Activity duration
estimation

Schedule development

Schedule Control
 Decomposition

Tools and Techniques

Inputs

Outputs
Scope baseline Activity list
Environ factors Rolling wave Activity
planning attributes
Process assets
Templates Milestone list
Expert
judgment
 Decomposition: subdividing project work packages in
to smaller, more manageable schedule activities

 Templates: Standard activity list from a previous

project can be used in new projects

 Rolling wave planning: Rolling wave planning is a

progressive elaboration planning where work to be
accomplished in near future is planned in detail to the
low level of WBS, while work far in the future is
planned for WBS components that are relatively at
high level in WBS
 activity identifier
 activity codes
 activity description
 predecessor and successor activities
 logical relationships
 leads and lags
 resource requirements
 imposed dates
 constraints and assumptions
 Precedence

Tools and Techniques

Inputs

Outputs
Activity list Project
diagram schedule
Activity
method network
attributes
Dependency diagram
Milestone list
determination Project
Project scope document
Applying leads
statement updates
and lags
Organization
Schedule
process assets
network
templates
  Some activities in a project can start simultaneously
 Some activities are dependent on the completion of other
activities before they can start
 Isolate the activities with dependencies and re-arrange the
list in an order that reflects these dependencies
 Establishing the order of activities is essential if the project
is to be successful
 The list of activities and dependencies do not show the full
extent of dependencies
 A graphic representation gives a clearer view of the
dependencies

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 Task A M1

Start Task B Task C M2 End

Task D Task E

 Tasks A, B, D are concurrent

 Tasks B and D are precedents
 Tasks C and E are dependent
 M1, M2 are milestones

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PDM includes four types of dependencies
 Finish-to-Start (FS)
 Initiation of successor activity starts only after the
completion of predecessor activity
 Finish-to-Finish (FF)
 Completion of successor activity depends on completion
of predecessor activity
 Start-to-Start (SS)
 Initiation of successor activity starts only after the
Initiation of predecessor activity
 Start-to-Finish (SF)
 Completion of successor activity depends on Initiation of
predecessor activity
 End A
Start B
ACTIVITY A
Finish–to -Start
ACTIVITY B
(Commonly used)

End A

ACTIVITY A End B
Finish-to-Finish
ACTIVITY B
 Start A

ACTIVITY A
Start–to -Start
ACTIVITY B
Start B

Start A

ACTIVITY A
Start-to-Finish
(Rarely used) ACTIVITY B
End B
 Expert judgment

Tools and Techniques

Activity list Activity
Inputs

Outputs
Activity Alternative resource
attributes analysis requirements
Resource Published Resource
calendars estimation data breakdown
Bottom-up structure
Enterprise
estimation Project
environmental
factors Project document
management updates
Organization software
process assets
 Expert judgment

Tools and Techniques

Activity list Activity duration
Inputs

Outputs
Activity attributes Analogous estimates
estimating Project document
Activity resource
requirements Parametric updates
estimates
Resource calendars
Three point
Project scope estimates
statements
Reserve analysis
Enterprise
environmental
factors
Organization
process assets
 Analogous estimating: Uses parameters such as duration,
budget, size weight, and complexity from a previous, similar
project, as the basis for estimating

 Parametric estimating: uses statistical relationship between

historical data and other variables to calculate an estimate
for activity parameters such as cost, budget and duration

 Reserve analysis: Contingency reserves (buffers) are included

in the project to account for schedule uncertainty. It may be
a percentage of the estimated activity duration, a fixed
duration or developed using quantitative analysis
 Originated with PERT (Program Evaluation and Review
Technique)
 Three estimates are used to define an approximate range
for an activity’s duration
 Most likely (tM)
 Optimistic (tO), best case scenario
 Pessimistic (tP), worst case scenario

 Expected duration tE is the weighted average of above

tE tO 4t M tP / 6
 Activity list Schedule network

Tools and Techniques

Project schedule
Inputs

Outputs
analysis
Activity attributes Milestone charts
Critical path method
Project schedule Bar charts
network diagram Critical chain method
Network diagram
Activity resource What-if scenario
analysis Schedule baseline
requirements
Applying leads and Schedule data
Resource calendars
lags Project documents
Project scope updated
statements Schedule
compression
Enterprise
environmental factors Scheduling tool
Organization process
assets
 Performance reviews

Tools and Techniques

Project Management Work performance

Outputs
Inputs

Plan Variance analysis measurements

Project schedule Project management Organization process
Work performance software assets updates
information Resource leveling Change requests
Organization process What-if scenario Project management
assets analysis plan updates
Adjusting leads and Project document
lags updates
Schedule
compression
Scheduling tool
 FLOAT DURATION

EARLY LATE EARLY LATE

START START FINISH FINSIH

 Earliest Finish = Earliest Start + Duration

 Latest Start = Latest finish - Duration
 Float = Latest Finish – Earliest Start – Duration
= Latest start – Earliest Start

 A task can start late by a time equal to it’s

float or its duration can be stretched without
slipping the project schedule
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