Project Time Management is managing various processes so as to accomplish timely completion of the project.

1.    Activity Definition

2.    Activity Sequencing

3.    Activity Resource Estimating

4.    Activity Duration Estimating

5.    Schedule Development

6.    Schedule Control

Activity Definition process identifies and documents the activities that is planned to be performed by decomposing the work packages (i.e. lowest level of WBS).

These schedule activities provide a basis for estimating, scheduling, executing and monitoring & controlling the project work.

Decomposition

Decomposition technique is used for activity definition process. This involves subdividing the project work packages into smaller, more manageable components called schedule activities. The Activity Definition process defines the final output as ‘schedule activities’ not the deliverables. Deliverables are identified in the Create WBS Process.

Templates

A standard activity list from a similar previous project may be used as a template for a new project. Standard templates may provide activity attributes like resource skills, efforts, risks, expected deliverables, typical milestone and other information.

Rolling Wave Planning

Rolling wave planning is a technique of progressive elaboration planning where the work to be accomplished in the near term is planned in details at a low level of the WBS, while far in the future is planned for WBS components that are a WBS, while work far in the future is planned for WBS components that are at a relatively high level of the WBS.

Expert Judgment

Experts with previous experience on similar projects in developing project scope statements, WBS, activity definition and project schedules may provide their expertise in the process.

Planning Component

Planning components are selected and used for planning and scheduling future project work at higher levels within the WBS.The schedule activities used for these planning components may be summary activities.

Two planning components are Control Account and Package.

Activity Sequencing

Activity Sequencing is the process of identifying and documenting the logical relationships along schedule activities. This logical relationship represents interactivity dependencies.

Precedence Diagramming Method (PDM)

PDM is a method of defining sequence of activities and creating schedule network diagram.PDM typically uses rectangle boxes represent activities and arrows to represent their dependencies. These boxes are called Nodes and this technique is activity on-node (AON).

PDM includes four types of dependency relationships:

Finish-to-Start: The start of the successor activity depends upon the completion of the predecessor activity.

Finish-to-Finish: The completion of the successor activity depends upon the completion of the predecessor activity.

Start-to-Start: The start of the successor activity depends upon the start of the predecessor activity.

Start-to-Finish: The start of the successor activity depends upon the completion of the start predecessor activity.

In PDM,finish-to-start is the most commonly used type of precedence relationships.

Arrow Diagramming Method (ADM)

ADM is a method of defining a project schedule network diagram that uses arrows to represent activities and connecting nodes represent their dependencies. It uses only finish-to-start dependencies and may require the dummy logical relationship.

Schedule Network Templates

Standardized project schedule network diagram templates can be used to expedite the preparation of networks of schedule activities. They can include an entire project or only a portion of it. Portions of a project schedule network diagram are often referred to as a sub-network or a fragment network.

Dependency Determination

Three type of dependence are used to define the sequence among the activities. Those are Mandatory, Discretionary or external. The project management team determines that relationships between the activities are mandatory, discretionary or external.

Mandatory Dependencies: Mandatory dependencies are inherent in the nature of the                                      project work. This is also known as hard Logic.

Discretionary dependencies: Discretionary dependencies are usually defined based on knowledge of best practices and standard procedures for the specific application area. These relationship are also called soft logic or preferential logic.

External dependencies: External dependencies involve a relationship between project activities and non-project activities .

Applying Leads and lags

A lead allows an earlier start of the activity. This helps in fast tracking in finish-to-start relationships; wherein successor activity starts before the completion of predecessor activity.

A lead creates delay in the successor activity. In finish-to-start relationship, the successor does not immediately at completion of predecessor activity.

Activity resource estimation process provides the estimation of ’what resources’ are needed,’ how much quantity’ is needed and ‘when’ are they needed in the project. These resources include persons, equipments, or material. The Activity Resource Estimating process is performed in coordination with the Cost Estimating process as resource cost money.

Expert judgment

Experts with specialized knowledge in planning and estimating can help in activity resource estimating process.

Alternatives Analysis

Alternative methods of performing the activity are analyzed during activity resource estimating process. These alternatives may be different levels of resource capability or skills, different size of machines etc.

Published Estimating Data

Somme organizations publish data on production rates and costs of resources for various human resources, materials and equipments for different locations. This helps in activity in resource estimating process.

Project Management Software

Project Management software provides an efficient process of planning, organizing, and managing resource pools and developing resources estimates. Resource breakdown structures, resource availabilities, resource calendars, and resource rate can be defined project management software.

 Bottom-up Estimating

Bottom-up Estimating is used, when a schedule activity cannot be estimated with a reasonable degree of confidence. The work within the activity is decomposed into more details and estimation is performed at lower level.

The Activity Duration Estimating process requires:

-Estimation of the amount of work effort required, assumed amount of resource to be used to compete the schedule activity.

-Determine the number of work periods needed to complete the schedule activity.

-Document all data that support duration estimation and all assumptions made for duration estimating for each activity duration estimate.

Expert Judgment

Expert with specialized knowledge of estimation and experience in similar projects may be used for Activity duration estimate.

Analogous Estimating

Analogous duration estimating technique uses the actual durations of a previous similar activity as the basis for estimates the duration of a future activity. This is typically used when available information about the project in very limited to prepare detailed estimates.

Parametric Estimating

Parametric Estimation is a technique in which durations can be determined by multiplying the ‘quantity of work’ to be performed by the ‘productivity rate or duration per unit of quantity’. For example, if one box can b assembled in 2hour,100 boxes can be assembled in 200 hours.

Three Point Estimates

Three-point estimates are based on determining three types of estimates,Optmistic,Most Likely

And Pessimistic (worst- case).

An Activity duration estimate can be determined by using an average of the three estimated durations, i.e. optimistic, pessimistically and most likely. That average will often provide a more accurate duration estimate than single point(most-likely)estimate.

Program Evaluation & Review Technique (PERT) may also  be used to determine estimates.

PERT Estimate=(Optimistic + 4*Most Likely+Pessismistic)/6

Standard Deviation=(Pessimistic-Optimistic)/6^2

Variance =(( Pessimistic-Optimistic)/6)^2

Reserve Analysis

All identified risks and their impact is considered while estimating the duration estimates. An additional time is added to project duration estimates, which is known as contingency reserves, time reserves or buffers. This contingency reserve can be a percentage activity duration, a fixed umber of work periods, or developed by quantitative risk analysis. As estimation process proceeds and team have more detailed information, the contingency reserve can be used completely or partially, or can later reduce or eliminated.

Project schedule development is the process of determining planned start and finish dates for project activities. Schedule development is an iterative process which requires review and refinement based on duration estimates and resource estimates. An approved schedule becomes against which project progress is tracked.

Schedule development process is continues throughput the project as re-planning is needed due to change requests, identified risks occur or new risks  are identified. 

Schedule Network Analysis

Project schedule network diagram is schematic displays of the project’s schedule activities with their dependencies. Schedule network analysis generates the project schedule by using techniques like:

-critical path method

-critical chain method

-resource leveling

-What-if Scenario Analysis

This process calculates the early start, early finish, the start and late finish dates in the project schedule. This analysis also provides scheduled start and finish dates for the uncompleted project schedule activities.

Critical Path Method

The critical path method is a schedule network analysis technique which calculates the theoretical early start and finishes dates, and late start and finish dates, for all schedule activities without considering any resource limitations or constraints. The process of identifying critical path includes:

-forward pass analysis to calculate early start and early finish dates.

-backward pass analysis to calculate late start and late finish dates.

-analysis of float duration to identify critical path.

 Schedule Compression

Schedule compression is a technique to shorten to meet schedule to meet schedule constraints,

Imposed dates or other schedule objectives without compromising on the project scope.

Schedule compression technique are crashing and fast tracking

Crashing:

Schedule crashing is performed by adding more resources in order to complete the activity earlier. It may not always produce a viable alternative and can result in increased cost.

Fast Tracking:

Fast tracking is performed by parallel execution of phases or activities that are normally done in sequence. 

Resource Leveling

Resource leveling is schedule network analysis technique to address the situation where shared or critical resources are available at certain times or in limited quantities. 

Critical Chain Method

Critical chain is schedule network analysis technique that considers limited availability of resources while determining the project schedule. Critical chain combines deterministic and probabilistic approaches.

Project Management Software

It is used to help in schedule development process. This software automates the calculation of forward pass &backward pass, early dates and last dates etc.

What-if Scenario Analysis

What-f analysis is performed by analyzing of the question “What if the scenario ‘A’ happens?”   A

Schedule network analysis provides different scenarios, such a delaying a major component delivery, extending specific activity durations, such as delaying a major component deliver, extending specific activity durations, or introducing externals factor into the process.

Applying Calendars

Project calendars and resource calendars provide information of periods when work is allowed. Project calendars affect all activities of the project and resource calendars affect a specific resource or category of resources.

Adjusting Leads and Lags

The Leads and Lags are adjusted during schedule network analysis to develop a viable project  schedule.

Schedule Control process is part of the Integrated Change Control process. This process  deals with:

-Determining the current status of the project schedule.

-Influencing the factors that crate schedule changes.

-Determining that the project schedule has changed.

-Managing the actual changes as they occur.

Progress Reporting

The progress reporting may include:

-actual start and finish dates

-remaining durations for unfinished of in-progress activities

-percent complete of in-progress activities

Schedule Change Control System

The schedule change control system defines the procedures by which the project schedule can be changed which are part of the Integrated Change Control process. It includes paper work, tracking systems , and approval levels necessary for authorizing changes.

Performance Measurement

Performance measurement techniques provide schedule performance information such as Schedule Variance and Schedule Performance Index (SPI).SV and SPI are used to assess the magnitude variance of a project.

Project Management Software

It provide an ability to track planned dates versus actual dates, and to forecast the effects of project schedule changes, real or potential, makes it a useful tool for schedule control.

Variance Analysis

The schedule variance analysis is a tool for schedule monitoring progress.Comparing target schedule dates with the actual /forecast start and finish dates provides useful information for the detection of variances, and for the implementation of corrective of corrective actions in case of delays.

Schedule Comparisons Bar Charts

It facilitates analysis of schedule progress. It is convenient to compare two bars for each schedule activity. One bar shows the current actual status and the other shows the status of the approved schedule baseline.

Thus, I conclude by stating that proper and accurate time management is a very important aspect for the successful completion of a project. Unless there is no proper time scheduling of various stages of the project, we cannot complete a project up to its given mark and at its actual time. For that we require to define the proper planning, definition and documentation of various activities in a given project. The proper sequencing of work along with its resource and duration estimation and scheduled development and control of project activities have all been defined and discussed here.