Project Time

Management

(14)
Project Time Management

Activity Definition 6.1

Activity Sequencing 6.2

Activity Resource Estimating 6.3

Activity Duration Estimating 6.4

Schedule Development 6.5

Schedule Control 6.6

 Activities Definition 6.1

Inputs Tools & Techniques Outputs

Enterprise environmental factors 1. Decomposition 1. Activity list 1.

Organizational Process assets 2.
Project scope statement 3.
Work breakdown structure 4.
WBS dictionary 5.
Project management plan 6.
Templates 2. Activity attributes 2.
Rolling Waves Planning 3. Milestone list 3.
Expert judgment 4. Requested changes 4.
Planning components 5.
 Inputs, (Activity Definition)
.1 Enterprise Environmental Factors
 Organizational Culture and Structure
 Government and Industry Standards
 The Organization Infrastructure
 Existing Human Resources
 Personnel Administration
 Company Work Authorization Structure
 Market Place conditions
 Stakeholders Risk Tolerances
 Commercial Databases
 Project management Information System
 Inputs, (Activity Definition)
.2 Organizational Process Assets
 Organizational standard processes, i.e. safety and health
policies, project life cycle, quality policies and procedures
 Standardized guidelines, i.e. work instruction, proposal
evolution criteria, and performance measurements
 Templates, i.e. risk templates, WBS templates, schedule
templates
 Organization communication requirements
 Project closure guidelines and requirements
 Financial control procedures
 Change control procedures
 Risk control procedures
 Organization available data bases
 Inputs, (Activity Definition)
.3 Project Scope Statement
 Describes in detail the projects deliverables and
the work required to create those deliverables
.4 Work Breakdown Structure
 It breaks the scope into manageable portions that
allows us to assign cost, time and quality
requirements for each activity or deliverable
.5 WBS Dictionary
 Supporting document for the WBS
 Inputs, (Activity Definition)
.6 Project Management Plan
 It contains the schedule management plan (Chapter
6), which provides guidance on the development and
planning of schedule activities and the project scope
management plan
 Tools and Techniques, (Activity
Definition)
.1 Decomposition
 Involves subdividing the work packages into
smaller, more manageable components called
schedule activities.
.2 Templates
 A standard activity list that contains the activity
attributes information, resource skills
requirements, associated risks, expected
deliverables, and any other descriptive
information
 Tools and Techniques, (Activity
Definition)
.3 Rolling Wave Planning
 Is a form of progressive elaboration planning
where the work to be accomplished in the near
term is planned in detail at a low level of the
WBS, while work far in the future is planned for
WBS components that are relatively high level of
the WBS
 Tools and Techniques, (Activity
Definition)
.4 Expert Judgment
 We should always utilize our experts and
experienced team embers skills and knowledge
in defining our activities and their attributes
.5 Planning Components
 When scope information is limited, we can utilize
planning components at a high level in the WBS,
where we can assign cost, schedule and control,
etc., i.e. LSTK project.
 Output, (Activity Definition)
.1 Activity List
 A comprehensive list of all the project scheduled
activities that are planned to be performed on the
project

.2 Activity Attributes
 Activity identifier, activity code, activity
description, predecessor activities, successor
activities, logical relationships, leads and lags,
resource requirements, imposed dates,
constraints, and assumptions.
 Output, (Activity Definition)
.3 Milestone List
 A list of the schedule milestone (mandatory or
optional)
.4 Requested Changes
 Any new activities that was approved by the
Integrated Change Control Process

Inputs
Project Scope Statement 1.
Activity List 2.
Activities Attributes 3.
Milestone List 4.
Approved Change Requests 5.
Activities Sequencing 6.2
Tools & Techniques
Precedence Diagramming 1.
Method (PDM)
Arrow Diagramming Method (ADM) 2.
Schedule Network Templates 3.
Dependency Determination 4.
Applying Leads and Lags 5.
Outputs
Project Schedule Network Diagram 1.
Activity list (updates) 2.
Activity attributes (updates) 3.
Requested changes 4.
 Inputs, (Activities
Sequencing)
.1 Project Scope Statement (Covered)
.2 Activity List (Covered)
.3 Activities Attributes (Covered)
.4 Milestone List (Covered)
.5 Approved Change Requests (Covered)
 Tools and Techniques,
(Activities Sequencing)
.1 Precedence Diagramming Method (PDM)
 The same as Activity on Node (AON), utilizes
Finish to Start, Finish to Finish, Start to Start,
and Start to Finish relationships. Finish to Start
is the most commonly used relationship.

A G

Start B F Finish

C D E
Tools and Techniques , (Activities
Sequencing)
.2 Arrow Diagramming Method (ADM):.
 Activities are represented by arrows (Activity on
Arrow, AOA) and the circle shows the activity
duration, uses only Finish to Start relationships,
and dummy activities
F I
2 3 1
K
A
B L E
Start 2 4 End
G N
1
C J

5
Tools and Techniques , (Activities
Sequencing)
.3 Schedule Network Templates
 Standardized project schedule network diagram templates
are used to expedite the preparation of the entire network,
(sub-network are used for repetitive group of activities)
.4 Dependency Determination
 Mandatory dependencies, discretionary
dependencies, and external dependencies
.5 Applying Leads and Lags
 Leads and lags are applied to accurately define the logic
relationship, and are documented
 Outputs
(Activities Sequencing)
.1 Project Schedule Network Diagram
 See PDM and ADM, either one can be utilized for
developing the entire network
.2 Activity list (updates)
.3 Activity attributes (updates)
.4 Requested changes
 Some changes to the activities may be required
during the process, they have to be documented
and approved

Inputs
Enterprise Environmental 1.
Factors
Organizational Process assets 2.
Activity List 3.
Activities Attributes 4.
Resource Availability 5.
Project management Plan 6.
Activities Resource 6.3
Estimating
Tools & Techniques
Expert Judgment 1.
Alternative Analyses 2.
Published Estimating Data 3.
Project management 4.
Software
Bottom-up Estimating 5.
Outputs
Activity Resource 1.
Requirements
Activity attributes (updates) 2.
Resource Breakdown 3.
Structure
Resource Calendar (updates) 4.
Requested changes 5.
Inputs, (Activities Resource Estimating)
.1 Enterprise Environmental Factors
(Covered)
.2 Organizational Process assets (Covered)
.3 Activity List (Covered)
.4 Activities Attributes (Covered)
.5 Resource Availability (Covered)
.6 Project Management Plan (Covered)
 Tools & Techniques, (Activities
Resource Estimating)
.1 Expert Judgment
 The experienced employees in the organization,
and out of the organization experts or
consultants
 .2 Alternative Analyses
 Explore different methods of construction( Hand Tools vs.
Machinery, Make or Buy decisions, resources skills, etc.)
 .3 Published Estimating Data
 There many information sources for unit cost,
production rates, labor cost, etc. “Means” is an
example
 Tools & Techniques, (Activities
Resource Estimating)
.4 Project Management Software
 There are several software packages that are
customized for project management use such as;
Microsoft Scheduler, Primavera, etc.
.5 Bottom-up Estimating
 We can get better estimates when the scheduled
activities broken down to lower levels. It allows
us to estimate each activity resources
requirements separately, then we can aggregate
the estimates into a total estimate. It’s a useful
method for large scale projects
 Outputs, (Activities Resource
Estimating)
.1 Activity Resource Requirements
 Identification and description of the types and quantities of
resources required for each scheduled activity in a work
package
.2 Activity attributes (updates)
.3 Resource Breakdown Structure (RBS)
 A hierarchical structure of the identified resources by
resource category and type
.4 Resource Calendar (updates)
 Working days and non-working days for each type of
resource and availability periods
.5 Requested changes
 Activities Duration 6.4
Estimating

Inputs Tools & Techniques Outputs

Enterprise Environmental Factors 1. Expert Judgment 1.
Organizational Process assets 2. Analogous Estimating 2. Activity Duration Estimates 1.
Project Scope Statement 3. Activity Attributes (updates) 2.
Parametric Estimating 3.
Activity list 4.
Activity Attributes 5. Three-Point Estimates 4.
Activity Resources Requirements 6. Reserve Analysis 5.
Resource Calendar 7.
Project Management Plan 8.
Risk Register .
Activity Cost Estimates .
Inputs, (Activities Duration Estimating)
.1 Enterprise Environmental Factors (Covered)
.2 Organizational Process assets (Covered)
.3 Project Scope Statement (Covered)
.4 Activity list (Covered)
.5 Activity Attributes (Covered)
.6 Activity Resources requirements (Covered)
.7 Resource Calendar (Covered)
Inputs, (Activities Duration Estimating)
.8 Project Management Plan
 Risk Register: has information on identified
project risks that the project team will consider
when producing estimates of activity durations
and adjusting those duration for risks.
 Activity Cost Estimates: sufficient details
about estimated resources quantities for each
schedule activity.
 Tools & Techniques, (Activities
Duration Estimating)
.1 Expert Judgment
.2 Analogous Estimating
 Using the actual duration of a previous similar
scheduled activity as the estimate of a future
scheduled activity. Used when limited
information about the project is available
.3 Parametric Estimating
 A quantitative estimate, determined by
multiplying the quantity of work by the
productivity rate
 Tools & Techniques, (Activities
Duration Estimating)
.4 Three-Point Estimates
 Mathematical calculation of the duration
estimate, considering the amount of risk in the
original estimate. Expected duration is obtained
by “Pert Formula”

Expected Duration = (P+4M+O)/6

Standard Deviation Per Activity (SD) = (P-O)/6
Pert Variance = [(P-O)/6] ²

Most Likely Duration (M), Optimistic Duration (O),

Pessimistic Duration (P)
 Tools & Techniques, (Activities
Duration Estimating)
.5 Reserve Analysis (Critical chain
management)

 additional time is allocated into the overall

project schedule as contingency reserve, time
reserve or buffers. Usually determined as a
percentage of the estimated activity duration, or
can be obtained by risk analysis
 Outputs, (Activities Duration
Estimating)
.1 Activity Duration Estimates
 A quantitative assessment of the likely number of
work periods that will be required to complete a
scheduled activity

.2 Activity Attributes (updates)

 updates include activity duration, assumptions,
and contingency reserves

Inputs
Organizational Process assets 1.
Project Scope Statement 2.
Activity list 3.
Activity Attributes 4.
Project Schedule Network Diagram 5.
Activity Resources Requirements 6.
Resource Calendar 7.
Activity Duration Estimates 8.
Project Management Plan 9.
Risk Register .
Schedule Development 6.5
Tools & Techniques
Schedule Network Analysis 1.
Critical Path Method 2.
Schedule Compression 3.
What-If Scenario Analysis 4.
Resource Leveling 5.
Critical Chain Method 6.
Project Management Software 7.
Applying Calendars 8.
Adjusting Leads and Lags 9.
Schedule Model 10.
Outputs
Project Schedule 1.
Schedule Model Data 2.
Schedule Baseline 3.
Resource requirements (updates) 4.
Activity Attributes (updates) 5.
Project Calendar (updates) 6.
Requested Changes 7.
Project Management Plan (updates) 8.
Schedule Management Plan (updates) .
 Inputs, (Schedule
Development)
.1 Organizational Process Assets (Covered)
.2 Project Scope Statement (Assumptions and
Constraints)
.3 Activity list (Covered)
.4 Activity Attributes (Covered)
.5 Project Schedule Network Diagram (Covered)
.6 Activity Resources Requirements (Covered)
.7 Resource Calendar (Covered)
.8 Activity Duration Estimates (Covered)
.9 Project Management Plan (Identified Risks and Risk
Response Plan, will be covered in Project Risk
Management)
 Tools & Techniques, (Schedule
Development)
 .1 Schedule Network Analysis
 Several techniques can be utilized for the Network Analysis.
(See Below)
 .2 Critical Path Method
 Used to determine the amount of schedule Float on various
logical network paths, and to determine the minimum total project
duration. And, to calculate the activities and project Float by the
forward pass and backward pass. (Total Float and Free Float)
 .3 Schedule Compression
– it shortens the project schedule without changing the project
scope
 Crashing: cost and schedule tradeoffs are analyzed to obtain
the greatest amount of compression for the least incremental
cost. Usually more resource will be required
 Fast Tracking: activities are performed in parallel instead of in
sequence. Usually Risk will increase
 Tools & Techniques, (Schedule
Development)
 .4 What-If Scenario Analysis
 A schedule Network analysis utilizing
different scenarios
– Monte Carlo Analysis: A techniques that
computes, or iterates, the project cost or
project schedule many times using input
values selected at random from probability
distribution of possible costs or durations,
to calculate a distribution of possible total
cost or completion dates
 Tools & Techniques, (Schedule
Development)
.5 Resource Leveling
 Scheduling decisions are driven by recourses constraints
(i.e. limited resources availability). It produces a
resources-limited schedule
.6 Critical Chain Method
 a technique that modifies the project schedule to account
for limited resources. It mixes deterministic and
realistic approaches to schedule network analysis
.7 Project Management Software
 Several software packages are available for schedule
development (i.e. Primavera, Microsoft Project, etc.)
 Tools & Techniques, (Schedule
Development)
.8 Applying Calendars (Discussed)
.9 Adjusting Leads and Lags
 Adjust of leads and lags to develop a viable
schedule
.10 Schedule Model
 schedule data and information are compiled into
the schedule model for the project (Bar Chart
Schedule).Bar chart is known also as Gantt
chart.example in sheet no 38
 Outputs, (Schedule
Development)

.1 Project Schedule
 It contains project schedule network diagram, bar charts,
and milestone charts
.2 Schedule Model Data(updates)
 Activity Activity Orig Rem % Early Early Late Total Resource Budgeted 1999 2000 2001
JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAYJUN
ID Description Dur Dur Start Finish Finish
Start
Float Cost

Design and Engineering Phase

Andy Mason - Director of Development
BA400 Design Building Addition 20 0 10019JUL99A 27AUG99A DES ENG 9,600.00 Design Building Addition
AS100 Define System Requirements 10 0 10020JUL99A 04AUG99A ANALYST, ATM 2,960.00 Define System Requirements
AS101 System Design 20 0 10003AUG99A 31AUG99A DES ENG, 16,640.00 System Design
AS204 Prepare Drawings for Temp Control 10 0 10017AUG99A 31AUG99A ATM ENG 1,760.00 Prepare Drawings for Temp Control Equipment
AS216 Prepare Drawings for System Controller
10 5 50 23AUG99A 01OCT99 174ATM ENG 1,760.00 Prepare Drawings for System Controller
AS102 Approve System Design 10 0 10031AUG99A 13SEP99A PRG MGR, 2,546.00 Approve System Design
BA469 Assemble Technical Data for Heat Pump3 3 0 27SEP99 29SEP99 58 DES ENG 540.00 Assemble Technical Data for Heat Pump
BA470 Review Technical Data on Heat Pumps10 10 0 30SEP99 13OCT99 58 DES ENG 600.00 Review Technical Data on Heat Pumps
CS300 System Design 40 40 0 24JAN00* 20MAR00 11 ATM ENG 5,280.00 System Design
CS310 Review and Approve Design 15 15 0 21MAR00 10APR00 11 PRG MGR 2,019.00 Review and Approve Design
CS430 Prepare Drawings for Conveyors 20 20 0 11APR00 08MAY00 11 DES ENG 4,800.00 Prepare Drawings for Conveyors
CS440 Review and Approve Drawings for 5 5 0 09MAY00 15MAY00 11 PRG MGR, 1,113.00 Review and Approve Drawings for Conveyors
Tim Evans - Program Manager
AS205 Review and Approve Temp Control 5 0 10031AUG99A 13SEP99A ATM ENG, PRG 2,826.00 Review and Approve Temp Control Equipment
AS217 Review and Approve System Controller10 10 0 04OCT99 15OCT99 174ATM ENG, PRG 3,426.00 Review and Approve System Controller
Acme Motors - Owner
BA501 Review and Approve Designs 14 0 10030AUG99A 20SEP99A DES ENG 1,680.00 Review and Approve Designs

Subtotal 210 161 47 19JUL99A 15MAY00 28 57,550.00

+ Procurement Phase
238 224 5 07SEP99A 15AUG00 35 244,427.60

+ System Integration Phase I

138 129 3 14SEP99A 30MAR00 155 84,680.00

+ System Integration Phase II

75 75 0 31MAR00 18JUL00 155 13,305.80

+ Installation Phase
139 139 4 10AUG00 23FEB01 0 68,233.50

Foundation Construction Phase

Joe Nol an - Construction Manager
BA640 Site Preparation 20 18 10 21SEP99A 20OCT99 0 EXCAVATR 20,640.00 Site Preparation
BA630 Begin Building Construction 0 0 10021SEP99A 0.00 Begin Building Construction
BA650 Excavation 10 10 0 21OCT99 03NOV99 0 EXCAVATR 13,760.00 Excavation
BA660 Install Underground Water Lines 5 5 0 04NOV99 10NOV99 0 PLUMBER 6,600.00 Install Underground Water Lines
BA670 Install Underground Electric Conduit 5 5 0 04NOV99 10NOV99 0 ELECTRCN 6,400.00 Install Underground Electric Conduit
BA680 Form/Pour Concrete Footings 10 10 0 11NOV99 24NOV99 0 EQUIPMNT, 63,240.00 Form/Pour Concrete Footings
BA681 Concrete Foundation Walls 10 10 0 29NOV99 10DEC99 0 LABORER, 70,920.00 Concrete Foundation Walls
BA690 Form and Pour Slab 5 5 0 13DEC99 17DEC99 0 LABORER, 35,460.00 Form and Pour Slab
BA700 Backfill and Compact Walls 2 2 0 20DEC99 21DEC99 0 FNISHR, 2,144.00 Backfill and Compact Walls
BA701 Foundation Phase Complete 0 0 0 21DEC99 0 0.00 Foundation Phase Complete

Subtotal 64 60 3 21SEP99A 21DEC99 0 219,164.00

Start Date 19JUL99 APEX Sheet 1 of 2
Early Bar
Finis h Date 23FEB01 Acme Motors Date Revision Checked Approved
Float Bar
Data Date 27SEP99 Plant Expansion and Modernization
Run Date 14NOV05 12:49 Progress Bar
Float Bars by Department, Resp
Critical Ac tivity
© Primavera Systems, Inc.
 Outputs, (Schedule
Development)
.3 Schedule Baseline
 A specific version of the schedule that is
approved by the project team as the baseline,
and project progress is measured against it
.4 Resource requirements (updates)
.5 Activity Attributes (updates)
.6 Project Calendar (updates)
.7 Requested Changes (Covered)
.8 Project Management Plan (updates)
 Schedule Management Plan (updates)

Inputs
Schedule Management Plan 1.
Schedule Baseline 2.
Performance Reports 3.
Approved Change Requests 4.
Schedule Control 6.6
Tools & Techniques
Progress reporting 1.
Schedule Change Control System 2.
Project Management Software 4.
Variance analysis 5.
Schedule Comparison Bar Charts 6.
Outputs
Schedule Model Data (updates) 1.
Schedule Baseline (updates) 2.
Performance Measurements 3.
Requested Changes 4.
Recommended Corrective Actions 5.
Organizational Process Assets 6.
)updates(
Activity List (updates) 7.
Activity Attributes 8.
Project Management Plan 9.
 Inputs, (Schedule Control)
.1 Schedule Management Plan (Covered)
.2 Schedule Baseline
 Approved Project Schedule (Covered)
.3 Performance Reports
 Schedule variance (SV) and schedule
performance index (SPI) are utilized as a
performance measurement technique, and
necessary actions are taken accordingly
.4 Approved Change Requests (Covered)
Tools & Techniques, (Schedule
Control)
 .1 Progress reporting
 Utilizes Earned value analysis, and templates are created
for reporting
 .2 Schedule Change Control System
 The system defines the procedure by which the schedule
can be changed, and its part of the Integrated Change
Control process
 .3 Performance Measurements
 Utilize Schedule Variance (SV) and Schedule Performance
Index (SPI) to asses the schedule variations. A delay in an
activity on the critical path will delay the project, and
corrective action is required
Tools & Techniques, (Schedule
Control)
 .4 Project Management Software
 .5 Variance Analysis
 A key function for schedule control, it compares
the current progress with the baseline (target)
 .6 Schedule Comparison Bar Chart
 This techniques allows us to see the current
schedule and the target on the top of each other
in the Bar Chart Schedule, and allows us to
graphically see the progress against the plan
 Outputs, (Schedule Control)
.1 Schedule Model Data (updates
 Any modification to the schedule will be reported and
related document get updated as well as concerned
stakeholder
.2 Schedule Baseline (updates)
 When the schedule get revised or changed, the baseline is
changed accordingly after updating it
.3 Performance Measurements
 The SV and SPI get documented and communicated
.4 Requested Changes
 Performing the progress analyses may result in schedule
changes
 Outputs, (Schedule Control)
.5 Recommended Corrective Actions
 Any future action that is expected to bring the
schedule in line with the approved baseline
(expediting, corrective actions)
.6 Organizational Process Assets
(Covered)
.7 Activity List (updates)
.8 Activity Attributes (updates)
.9 Project Management Plan (updates)
1 . Define the Work

Contract Budget Base

MGT Reserve

2. Schedule the Work $

PM BASELINE

3. Allocate Budgets Time

100

40

80

15

20

35
 WBS ELEMENT

COST ACCOUNT

Budget No. 1400

10

10 Work
Packages
20

Planning
 WBS
ELEMENT

Organization

WORK
PACKAGES

WORK PACKAGE
WP No: ORG. No:

TASK DESCRIPTION:

Schedule: Start: Finish:

Budget Amount:
 Budget for 3 work packages scheduled to be accomplished - 28
 Budget for 1 work package scheduled to be in-process - 6
BCWS - 34

BUDGETED COST OF WORK SCHEDULED (BCWS)

6 COST ACCOUNT BUDGET: 100

8
14
12
12
BCWS : 34 10
 Budget for 2 work packages scheduled completed - 14
 Budget for 3 work packages scheduled in-process - 19
BCWP - 33

BUDGETED COST OF WORK SCHEDULED (BCWS)

6 COST ACCOUNT BUDGET: 100

14

12

12

BCWS : 34 10
BCWP : 33
VARIANCE : -1
BUDGETED COST
FOR WORK 34
SCHEDULED
(BCWS) SCHEDULE
VARIANCE

BUDGETED COST
FOR WORK 33
PERFORMED
(BCWP) COST
VARIANCE

ACTUAL COST
FOR WORK 35
PERFORMED
(ACWP)
 Material Costs

Material Order

Material Received Ordered

Invoices Paid $ Received

Withdrawn from Stores Used

Material Consumed

TIME
 ANALYSIS
DEVELOP ESTIMATED COSTS AT COMPLETION
ESTIMATED COST AT COMPLETION

% COST EAC % COST

110 110
REPORT DATE ACV
BAC BUDGET AT COMPLETION FORECAST OVERRUN

100 100

ACWP

50 50
BCWS
BASE LINE

BCWP
EARNED VALUE TIME OVERRUN

0 6 12
TIME

RECONCILE EAC WITH STATEMENT OF FUNDS REQUIRED

A KEY MANAGEMENT CONTROL POINT

 FUNCTIONAL RESPONSIBILITY
 WORK PLANNING AND ASSIGNMENT
 COST COLLECTION
 BCWS-BCWP DETERMINATION
 VARIANCE ANALYSIS
 COST ELEMENT DELINEATION
 CORRECTIVE ACTION
 DATA SUMMARIZATION – WBS/FUNCTIONAL
 CSCSC BENEFITS
1. CONFIDENCE IN CONTRACTOR’S INTERNAL
MANAGEMENT SYSTEM

2. OBJECTIVE CONTRACT STATUS INFORMATION

3. COST IMPACT OF KNOWN PROBLEMS

4. IDENTIFICATION OF PROBLEMS NOT PREVIOUSLY

RECOGNIZED

5. CAPABILITY TO TRACE PROBLEMS TO SOURCE

6. QUANTITATIVE MEASURE OF SCHEDULE DEVIATION IN

DOLLARS

7. MEASUREMENT AGAINST A CONTRACT ORIENTED

BASELINE
Examples
 Question # 1
 The critical path in a schedule network
is the path that:

A- Takes the longest time to complete

B- Must be done before any other tasks
C- Allows some flexibility in scheduling a start
time
D- Is not affected by schedule slippage
E- All the above
A: Is the longest path with no float
 Question # 2
 The first step in building a PERT/CPM
network is to:

A- Create a flow Chart

B- Determine the critical path
C- Show task relationships
D- Create a work break down structure
E- None of the above
D: Create a WBS
 Question # 3
 Resource leveling will often make the
project:

A- Shorter
B- Longer
C- More responsive to needs
D- A & C
E- B & C
A: Longer
 Question # 4
 A plan has budgeted three weeks of
consultant effort, but the job was done in two
weeks, calculate the variance:

A- 1.5%
B- 33%
C- 75%
D- 67%
E- None of the above

Schedule Variance = BCWP – BCWS

= 3 wks – 2 wks = 1 wk
% variance = 1wk / 3 wks = 33%
B: 33%
 Question # 5
 On December 23, $1000 worth of task A was
supposed to be done (BCWS); however, the earned
value was $850. Calculate the schedule variance:

A- -$100
B- $100
C- -$150
D- $150
E- 85%

Schedule Variance = BCWP – BCWS

= $850 – $1000 = -$150

C: -$150
 Question # 6
 Fast tracking means to:

A- Speed-up the project through parallel tasks

B- Swap one task for another
C- Reduce the number of tasks if possible
D- B & C
E- A & B

A: Accelerate schedule through

carrying tasks in parallel
 Question # 7
 How long will the shown project takes to complete:
3d
A- 10 days 2 3 6d
B- 11 days 3d
6
C- 12 days 1
D- 13 days 5 2d
8d 4
E- 14 days 3d

The critical path = Task 1-4 + Dummy + Task 3-6

= 8 + 6 = 14 days

E: 14 days
Question # 7
FORWARD PASS
Question # 7
BACKWARD PASS
 Question # 8
 Activity 3-6 reduced to 5 days; how long will the project takes
to complete, and name the critical path:

A- 10 days
B- 11 days
C- 12 days
D- 13 days
E- 14 days

The critical path 1 = Task 1-4 + Dummy + Task 3-6 = 8+5 = 13

The critical path 2 = Task 1-4 + Task 4-5 + Task 5-6 = 8 + 3 + 2 = 13
D: 13 days

3d
2 3 5d
3d
6
1
5 2d
8d 4
3d
Question # 8
FORWARD PASS
Question # 8
BACKWARD PASS
 Question # 9
HOW MANY PATHS ARE THERE?
 Question # 10
WHAT IS THE LENGTH OF THE CP?

FORWARD PASS….
 Question #10
WHAT IS THE LENGTH OF THE CP?

BACKWARD PASS….
 Question # 11
WHAT IS THE EXPECTED FINISH DATE?
 Question # 12
WHAT IS THE FLOAT FOR ACTIVITY C?
 Question # 13
WHAT IS THE LATE FINISH FOR
ACTIVITY E?
 Question # 14
IF THERE IS AN IMPOSED DATE FOR
FINISHING THE PROJECT IN 25 DAYS,
WHAT IS THE TOTAL FLOAT OF THIS
PLAN?
 Question # 15
WHEN WILL ACTIVITY ‘C’ FINISH?

ACTIVITY DURATION SUCCESSOR RELATIONSHIP LEAD LAG

A 5 B FS 2
B 7 C FS 4
C 6

A. END OF DAY 19
B. END OF DAY 20.
C. END OF DAY 16
D. END OF DAY 18
 GRAPHICAL SOLUTION
ACTIVITY DURATION SUCCESSOR RELATIONSHIP LEAD LAG

A 5 B FS 2
B 7 C FS 4
C 6

A. END OF DAY 19
B. END OF DAY 20.
C. END OF DAY 16
D. END OF DAY 18
Q & A