Project Time Management

Introduction to Project Time Management

Definition and Importance

• Project Time Management refers to the processes required to manage timely completion
of a project.
• It involves planning and controlling how much time is spent on project activities to ensure
that the project is completed within the approved timeframe.
• Effective time management is essential to avoid delays, cost overruns, and missed
objectives.
• It ensures proper allocation of resources, prioritization of tasks, and adherence to deadlines.

Why It Matters:

• Helps deliver the project on schedule.

• Enhances productivity and team coordination.
• Supports stakeholder satisfaction through timely delivery.
• Reduces risks of penalties, reputational damage, or contract breaches.

Relationship with Scope and Cost

• Time, scope, and cost form the triple constraint or project management triangle.
• Any change in one affects the others:
• Expanded scope (more tasks/deliverables) often requires more time and cost.
• Reduced time may increase costs due to the need for additional resources or
overtime.
• Fixed budget can limit how much time and scope are feasible.
• Time management must align closely with scope definition and cost planning to balance
resources and priorities.
Key Components of Project Time Management

1. Activity Estimating
• Determining the time required to complete each activity.
• Involves analyzing resource availability, task complexity, and past performance.
• Techniques: expert judgment, historical data, parametric estimation.
2. Activity Sequencing
• Identifying dependencies and logical order of tasks.
• Determines which activities must precede or follow others.
• Tools: dependency diagrams, precedence relationships (FS, SS, FF, SF).
3. Schedule Development (Scheduling)
• Creating the project timeline or calendar.
• Establishes start and finish dates for each activity.
• Tools: Gantt charts, Critical Path Method (CPM), project scheduling software.
4. Monitoring and Controlling the Schedule
• Tracking actual progress against the planned schedule.
• Identifying variances and taking corrective actions to stay on track.
• Tools: performance reporting, earned value management, schedule compression
techniques.

Activity Sequencing

• Activity sequencing is the process of identifying and documenting the logical

relationships among project activities.
• Activities are derived from the Work Breakdown Structure (WBS) by breaking down
work packages into individual tasks that can be scheduled, executed, and tracked.
• Each activity should be clearly defined with a start and finish, making it suitable for linking
with other activities.
Types of Activity Dependencies (Logical Relationships)

1. Finish-to-Start (FS)
• Most common type.
• A task cannot start until its predecessor has finished.
• Example: "Design must finish before development can start."
2. Start-to-Start (SS)
• Two tasks start at the same time or one cannot start until another starts.
• Example: "Testing starts once coding starts."
3. Finish-to-Finish (FF)
• Two tasks finish at the same time or one cannot finish until the other finishes.
• Example: "Writing and proofreading must finish together."
4. Start-to-Finish (SF)
• Rare. One task must start before another can finish.
• Example: "The new shift must start before the old shift can finish."

Tools: Network Diagrams / Precedence Diagramming Method (PDM)

• Precedence Diagramming Method (PDM) is a technique used to build a project

schedule network diagram using boxes (nodes) for activities and arrows to show
dependencies.
• Benefits:
• Visualizes the flow and relationship of project tasks.
• Helps identify the critical path.
• Aids in duration estimation and risk analysis.
Activity: Sequence Tasks for “Project Website Development”

Here is a sample list of tasks and their dependencies:

Task ID Task Name Predecessor Dependency Type

A Requirements Gathering – –
B Design Website Layout A Finish-to-Start
C Develop Front-End B Finish-to-Start
D Develop Back-End B Finish-to-Start
E Testing C, D Finish-to-Start
F Deploy Website E Finish-to-Start

Visual Example (in a PDM diagram format):

• A→B→C→E→F
• B→D→E→F

In the diagram:

• Arrows show FS dependencies.

• Each box contains a task, linked sequentially based on the logic above.
Scheduling Techniques

1. Estimating Activity Durations

Estimating duration is essential for developing a reliable and realistic schedule. Several methods
can be used depending on the available data, project complexity, and uncertainty.

a. Expert Judgment

• Involves consulting experienced team members or subject matter experts.

• Useful when limited historical data exists.
• Often used in early planning stages or for unique tasks.

b. Historical Data (Analogous Estimating)

• Uses actual durations from similar past projects or tasks.

• Fast and cost-effective, but less accurate if the projects are not truly comparable.
• Example: “Last time it took 10 days to build a login system—assume the same for this
project.”

c. Three-Point Estimating

• Averages three estimates:

• Optimistic (O): Best-case scenario
• Most Likely (M): Expected outcome
• Pessimistic (P): Worst-case scenario
• Formula (PERT):
• Expected Duration = (O + 4M + P) / 6
• Helps assess uncertainty and manage risk.
2. Lead and Lag Time

Lead Time

• The amount of time a successor activity can start before its predecessor finishes.
• Example: Start “Design Testing Plan” 2 days before “Development” finishes.

Lag Time

• The delay between the completion of one activity and the start of another.
• Example: Wait 3 days after “Concrete Pouring” before starting “Framing” to allow curing.

3. Schedule Compression

Used when the project is behind schedule or when faster delivery is required without changing the
project scope.

a. Crashing

• Adding extra resources to critical path activities to finish them faster.

• Often increases costs.
• Suitable for tasks that benefit from resource loading (e.g., more workers, better tools).
• Example: Hire an extra developer to complete coding in half the time.

b. Fast Tracking

• Performing activities in parallel that were originally planned in sequence.

• Increases risk due to overlap and possible rework.
• Example: Start testing while coding is still ongoing.
 4. Activity: Apply Fast Tracking and Estimate Durations

Scenario: “Simple Marketing Campaign Project”

Task Normal Duration Dependency Fast Track Option

(Days)
A. Develop Campaign Plan 5 – –
B. Design Ads 4 After A Start halfway through A
C. Approve Materials 3 After B –
D. Launch Campaign 2 After C –

Steps:

• Estimate durations: Use expert judgment or historical data.

• Apply fast tracking by starting Design Ads (Task B) halfway into Develop Campaign
Plan (Task A).
• Result: Save approximately 2 days on the total schedule.
Gantt Charts

Definition and Purpose

• A Gantt chart is a visual tool for scheduling and tracking project tasks over time.
• It displays activities (tasks) on the vertical axis and time (days, weeks, months) on the
horizontal axis.
• Each task is represented by a horizontal bar; the length and position of the bar reflect the
task’s duration and timing.

Purpose:

• To illustrate the project schedule clearly.

• To track progress against planned timelines.
• To visualize task sequences, overlaps, and dependencies.

How to Read and Build a Gantt Chart

Reading a Gantt Chart:

• Tasks are listed vertically.

• Bars show:
o Start date (where the bar begins).
o Duration (length of the bar).
o End date (where the bar ends).
• Dependencies may be shown using arrows or lines between bars.
• Milestones appear as symbols (often diamonds) and mark key events or deadlines.

Building a Gantt Chart (Steps):

1. List all project tasks.

2. Determine start and end dates (or durations) for each task.
3. Identify task dependencies.
4. Draw a horizontal timeline.
 5. Add bars for each task based on timing.
6. Update chart as project progresses.

Tools You Can Use:

• MS Excel (insert bar chart manually or use templates)

• TeamGantt, Lucidchart, ClickUp, Toggl Plan, Smartsheet (for interactive charts)

Benefits of Gantt Charts

• Provides a visual overview of the project timeline.

• Enhances communication with stakeholders and team members.
• Helps identify task overlaps and resource constraints.
• Assists with progress monitoring and deadline tracking.

Limitations of Gantt Charts

• Can become complex and hard to read for large projects.

• Does not inherently show resource allocation.
• May require frequent updates to stay accurate.
• Dependencies can be hard to manage manually in static tools like Excel.
Critical Path Method (CPM)

1. Definition of Critical Path Method (CPM)

• Critical Path Method (CPM) is a project scheduling technique used to determine the
longest path of dependent tasks and the shortest possible duration to complete a project.
• It is primarily used in project time optimization, planning, and resource allocation.
• Developed in the late 1950s for construction and defense projects, now used across
industries.

2. Purpose and Use

• Identifies the most crucial tasks (those that cannot be delayed).

• Helps minimize project duration.
• Allows better resource planning and coordination.
• Aids in identifying slack time (float) and schedule flexibility.
• Useful in assessing project risks and bottlenecks.

3. Steps in Applying CPM

Step 1: Identify Activities and Durations

• Break the project into individual activities/tasks.

• Assign a duration to each task.
• Use a Work Breakdown Structure (WBS) or task list.
Example:

Task ID Activity Description Duration (Days)

A Plan logistics 3

B Invite guests 2

C Prepare exhibits 4

D Print programs 2

E Set up venue 1

F Hold the fair 1

Step 2: Determine Dependencies

• Identify which tasks must be completed before others can begin.

• Create a precedence diagram or a network diagram.

Example:

• A→B→D→E→F
• C → E
(Task F depends on E, which depends on both C and D.)

Step 3: Calculate Earliest Start (ES) and Earliest Finish (EF) Times

• Begin with time 0.

• Move forward through the network to calculate:
• Earliest Start (ES): the earliest time a task can begin.
• Earliest Finish (EF): EF = ES + Duration.
Step 4: Calculate Latest Finish (LF) and Latest Start (LS) Times

• Start from the last task and move backward.

• Compute:
o Latest Finish (LF): the latest time a task can finish without delaying the project.
o Latest Start (LS): LS = LF – Duration.

Step 5: Identify the Critical Path

• The critical path is the sequence of activities that determines the minimum project
duration.
• Activities on this path have zero float (no room for delay).
• Any delay in a critical path activity delays the entire project.

How to Identify:

• Compare ES and LS for each task: if ES = LS, it’s on the critical path.

4. Float (Slack) and Schedule Flexibility

What is Float?

• Float (or slack): The amount of time an activity can be delayed without delaying the
project.
• Calculated as:
Float = LS – ES or Float = LF – EF

Types of Float:

• Total Float: Delay possible without affecting project end date.

• Free Float: Delay possible without affecting the start of the next activity.
5. Interpreting the Critical Path and Slack

Task Duration ES EF LS LF Float On Critical Path?

A 3 0 3 0 3 0 Yes
B 2 3 5 3 5 0 Yes
D 2 5 7 5 7 0 Yes
C 4 0 4 3 7 3 No
E 1 7 8 7 8 0 Yes
F 1 8 9 8 9 0 Yes

• Critical Path = A → B → D → E → F
• Total project duration = 9 days
• Task C has 3 days float → can be delayed by up to 3 days without affecting the schedule.

6. Advantages of Using CPM

• Provides a clear visual schedule.

• Highlights task dependencies.
• Assists in prioritizing critical work.
• Enables monitoring of progress.
• Helps manage time-related risks.

7. Limitations of CPM

• Assumes fixed time estimates (less useful for uncertain projects).

• May be complex for large projects with many interdependencies.
• Doesn’t consider resource constraints directly (unless combined with resource levelling).
PERT Analysis (Program Evaluation Review Technique)

1. What is PERT?

• PERT is a project management technique developed by the U.S. Navy in the 1950s.
• It is used to analyze and represent the tasks involved in completing a project, especially
when time estimates are uncertain.
• It provides a probabilistic approach to scheduling, using three time estimates for each
activity.

2. Key Difference Between PERT and CPM

Aspect PERT CPM

Focus Time management under uncertainty Time and cost optimization
Time Estimates Probabilistic (O, M, P) Deterministic (single estimate)
Best Used For R&D, new product development Construction, manufacturing
Nature of Tasks Uncertain durations Predictable durations
Output Expected project duration and uncertainty Critical path and project duration

3. The Three Time Estimates in PERT

Each activity in a PERT chart is assigned three time estimates:

• O (Optimistic time) – The shortest time the activity could take if everything goes
perfectly.
• M (Most likely time) – The best estimate of the time required under normal conditions.
• P (Pessimistic time) – The longest time the activity could take if things go wrong.

4. PERT Expected Time (TE) Formula

The Expected Duration (TE) for an activity is calculated using:

𝑂 + 4𝑀 + 𝑃
𝑇𝐸 =
6
 • This formula gives more weight to the most likely estimate (M), creating a weighted
average.

Example Calculation:

• Optimistic time (O) = 2 days

• Most likely time (M) = 4 days
• Pessimistic time (P) = 10 days

2 + 4(4) + 10 28
𝑇𝐸 = = = 4.67 𝑑𝑎𝑦𝑠
6 6

5. Variance and Standard Deviation in PERT

PERT also allows calculation of variability in activity durations.

Variance (σ²):

𝑃−𝑂 2
𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒 = ( )
6

Standard Deviation (σ):

𝑃−𝑂
𝛔=
6

• The standard deviation helps measure how much uncertainty or risk exists in the duration
estimate.
• The total project standard deviation can be found by summing the variances of the
critical path activities and taking the square root.
Example:

• O = 2 days
• P = 10 days

10 − 2 8
𝜎= = ≈ 1.33
6 6
𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒 = (1.33)2 ≈ 1.78

6. Interpreting PERT Results

• PERT allows project managers to:

• Estimate a realistic project completion time.
• Assess risk and uncertainty.
• Prepare for delays or build in buffer time.
• Determine the probability of meeting deadlines using the normal distribution.

7. Advantages of PERT

• Handles uncertainty better than CPM.

• Encourages careful planning and evaluation of tasks.
• Useful for non-repetitive, research-based projects.

8. Limitations of PERT

• Time-consuming to collect data for all three estimates.

• Based on subjective estimations, which may be inaccurate.
• Assumes activity durations follow a beta distribution, which may not always be valid.