APM

AIPM

PMBOK

P2M

CMAA

BSI

CIB

AMA

BIS158883Part8

TimeManagement
Timemanagementistheprocessofensuringtimely
completionoftheproject.Itincludesdeveloping
programmes/schedulesconsistentwithcontractual
milestones/timeobjectivesandanyrelatedresource ProjectTimeManagementincludestheprocessesrequiredto
restraints;andcontrollingtheachievementofthese managethetimelycompletionoftheproject
bymeasuringactualprogress.comparingitwiththe
plannedprogress.andtakingappropriatecorrective
actionjwhichoftenincludesreplanning).

Definition

ActivityDefinition

ComponentProcesses

PlanScheduleMangement

Inthisdocumenttmisdefinedintermsofaction timemanagementisaefficientplanofmeasuringtimeagainstservices
todevelop,monitorandimplementschedule,
includedintheproject,controlofprogressaccordingtotheplanandto
barchartsandprepareperiodicreports.
foreseeandmanagethefactorsbychangingimplementationoftime
management,timebaselnes,variationsandactualprogress.

Timemanagementinpredesignphase

realisticplanandsettingofthetarget

Timemanagementaimstocompletetheproject
withinthestipulatedtimeperiod.Timemanagement
essentiallyinvolvesthefollowingprocesses:
a)Definingprojectscopeintheformofwork
breakdownstructuretogenerateactivity
identificationandlisting,
h)Activitydurationestimating,
c)Activitysequencingwithinteractivity
dependencies,
d)Projectscheduledevelopment.and

Thetimerelatedprocessesrelatetoprojectscheduling.Theyaimto
determinethedurationofactivitiesanddependenciesbetween
activities,andthusallowthedurationoftheentireprojecttobe
established.Theprocessesalsorelatetomonitoringprogress,assessing
theimpactofdelayorprolongation,andtoplanningactionstoensure
timelycompletionoftheproject.

Planningofactivitydependencies

Useaseriesofcomparisonschedulestodevelopoptionsfor:

Site

ActivitySequencing

DefineActivities

Timemanagementindesignphase

Relationsbetweenthescheduleandthecost

Estimationofdurations

Activityurationestimation

SequenceActivities

Timemanagementinbidandawardphase

schedulepoliciesmanagement

Scheduledevelopment

Design

ScheduleDevelopment

EstimateActivityResources

Timemanagementinconstructionphase

processplanning

Schedulecontrol

Construction

ScheduleControl

EstimateActivityDurations

Timemanagementinpostconstructionphase

a.WBS
b.Networkandlogic
c.summaryschedule

a)Definingprojectscopeintheformofwork
breakdownstructuretogenerateactivity
identificationandlisting,
h)Activitydurationestimating,
c)Activitysequencingwithinteractivity
dependencies,
d)Projectscheduledevelopment.and
e)Projectschedulecontrol.

WBS
MILESTONESCHEDULE

WBS
Productivityassesment
Scheduling

Networkplanningappliedtoprojectsduring
earlyplanningprocesses,sothatactivity
relationshipsareidentified,understood,and
factoredintotheschedule.
PMPshoulddescribethelogicappliedand
establishnetworkasbasisofschedule.

PrepareWBSIdentifyactivityBasedonthe
constructionmethodologyproposedwiththe
considerationofprojectspecificconstraints.the
sequencingandinterdependenciesoftheactivities
aredeterminedandthegraphicalrepresentationof
activitiesintheformofnetworkareprepared.The
networkthuspreparedisanalyzedtodevelopthe
projectschedulewithinformationonearlyandlate
startandfinishingofactivitieswiththeiravailable
floatsandthecriticalpath/criticalactivitiesonthe
network.Incorporatingthecalendardates,the
baselineschedulemaybefinalizedwiththe
incorporationofmilestonesforsubsequentschedule
monitoringandcontrolprocesses.

Theprocessesalsorelatetomonitoringprogress,assessingtheimpactof
delayorprolongation,andtoplanningactionstoensure
Contracts
timelycompletionoftheproject

DevelopSchedule
ControlSchedule

CriticalPathMethod(CPM)

Tools&Techniquesgivenforeachprocessseparately.
PlanScheduleMgmt:Expertjudgement,Analyticaltechniques,
Meetings

Masterschedule

Initialplan,correctionalplan,rescheduledplan

Precedencediagrammingmethod(PDM)

DefineActivity:Decomposition,Rollingwavetechnique,Expert
judgement

Milestoneschedule

Monitoringtheprogressofworkbypreparingdocuments,statusofconsuming
manhours,Procurementstatusofequipmentandmaterials,deliverystatusof AOAorAONnetworksforscheculeformulation
equipment,Constructionworkprogressreport,workersmobilizationtable.

ResourceLevellingTechniques

Sequenceactivities:PDM,dependencydetrmination,leads&lags

Designphaseschedule

tradeoffrelationbetweencostandschedule

Cost/schedulecontrolsystemcriteria

Estimateresources:Expertjufgement,Alternativeanalysis,Published
Monitoringthemilestoneschedule
estimatingdata,Bottomupestimating,PMsoftware

Statisticaltechniquesformagnitudeofanycontigencytime

CPM(CriticalPathMethod)andtheschedulingtechniqueusinganetwork

Thelogicaldependenciesbetweentheactivitiesmustbedefined.Therearetwoprincipalmethodsof

EstimationofDuration

ScheduleDevelopment

Estimatesofactivitydurationsareproducedtakingaccounttheresourcesrequiredandtheiravailabilityand
productivity.Incorporationofactivitydurationsintothenetworkallowstheoverallprojectduration,critical
pathandfloattobedetermined

Incorporationofactivitydurationsintothenetworkallowstheoverallprojectduration,criticalpathandfloat
tobedetermine.Thecriticalpathisthelongestsequenceofactivities
throughanetworkfromstarttofinish,thesumofwhosedurationsdeterminestheoverallprojectduration.
Theremaybemorethanonesuchpath.Activitiesonthecriticalpathmustbecompletedontimeorthe
projectenddatewillbedelayed.

Schemedesignschedule,drawingcontrolschedule,clientdesign
schedule
Tenderprocessdetailprocurementschedule,workpackage
schedule,BQproductionschedule

OccupationprocessOccupationschedules,migrationschedules

recoveryschedule

Owneracceptancewiththeeverymilestone
plan,participationofcontractors,systemstartup,
completionofpunchlists,city/state/federal
reviewsandcertifications,owner'sstaffmovein

PlanningofactivityDependency illustratingoutput:networkdiagramsandGanttcharts

StartupscheduleReviewMonthly

Detailconstructionschedule,enablingworksschedule,Fittingout
schedule

prebidconstructionschedule

DevelopSchedule:Schedulenetworkanalysis,Criticalpathmethod,
Criticalchainmethod,Resourceoptimizationtechniques,Modeling contractor'sconstructionschedule
techniques,Leadsandlags,Schedulecompression,Schedulingtool
ControlSchedule:Performancereviews,Projectmanagement
software,Resourceoptimization
techniques,Modelingtechniques,Leadsandlags,Schedule
compression,Schedulingtool

MasterSchedule

Twotypesrepresentationsofnetworks:ADM(arrow
diagrammethod)andPDM(PrecedenceDiagramMethod).

TypicalToolandTechniques
EstimateDurations:Expertjudgment,Analogousestimating,
Parametricestimating,Threepointestimating,Groupdecision
makingtechniques,Reserveanalysis

projectmanagementplan

Thisisdoneundersequenceactivitiesprocesswhichistheprocessof
identifyinganddocumentingrelationshipsamongtheproject
activities.Thekeybenefitofthisprocessisthatitdefinesthelogical
sequenceofworktoobtainthegreatestefficiencygivenallproject
constraint.

corelationbetweenthetrendofprogressandrelevantelements,Comparison
betweentheplanneddateofeachactivityontheprojectscheduleandthe
actualdate
(inclusiveoftheforecastdate)onthetimeaxis
Breakingofstructureintosmallintoworkbreakdownstructure.
Properidentification,documentationandreviewofdependenciesb/w
theactivitiesforconsistency.
Identificationofleadorlagbetweentheactivities

onececonstrcutionstartedCMwillquantifythe
timeimpactofanycriticaldelayencountered
duringproject.Calculatingatimeestimating
EstimateActivityDurationsistheprocessofestimatingthenumber procedurethatutilizenetworkingtechniquesto
demonstratetheeffectsofspecificdelayinprojec
ofworkperiodsneededtocompleteindividualactivitieswith
schedule.CMshouldprepareindependenttime
estimatedresources.Thekeybenefitofthisprocessisthatit
analysissothatkeystaffarereadytodiscuss,
providestheamountoftimeeachactivitywilltaketocomplete,
negotiateandresolvethequestionofimpactwith
whichisamajorinputintotheDevelopScheduleprocess
thecontractor.

Varificationofdurationestimationtopresentprojectconditions.
Theseshouldbedocumentedandtraceabletotheirorigins.
Theseshouldbedocumentedandtraceabletotheirorigins.
Compilationofdurationestimation.
Ifthedurationestimateisincompatiblewiththeoverallprojecttime
objectives,thenareviewofthenetworklogicorultimatelyresourcing
mightneedtobecarriedouttomeetthedurationestimate.
Statisticaltechniquesshouldbeusedasnecessarytoevaluatethe
magnitudeofanycontingencytimeallowance

Theprojectmasterscheduleanddetailscheduleforeachstage
shouldbedevelopedandagreed.
Whilepreparingthemasterschedulenecessaryallowancesshould
beincorporatedtoprovidepotentialdelays(includingpossible
impactoninitialrevenuegeneration)inactivitiessuchasapplying
andobtainingstatutoryapprovals,externalconsultationsand
enquiriesetc.

Incorporaetimeestimatesforeachworking 1.DetermineResourcesproductivitystandard(p)=
levelWBSelement.producesacriticalpath Productivity
Apreagreedcriticalpathscheduleandaprojectexecutionplan schedulefortheproject.Wherepossible,the normsProductionefficiencyfactor
whichsatisfiestheclient'srequirementstobeusedtomonitorand workflowshouldbeoptimizedthroughthe 2.Determineactivityduration:eitheruse
2.1Deterministicduration=quantityof
useofoverlaporlead/lagdependent
incorporatevariations.
work/(productivityofresourcexnos.ofresource)
relationships,
Monitoringandreportingprogressofcommissioningwillbe
2.2Probablisticthreepointactivityduration
carriedouttoensurethatactivitiesstartasscheduledandthatthe
requirementsforcompletionbeforehandoveraremet.

Inascheduleitslevelofdetailissetinmanycasesaccordingtothepurposesof
Preparesummaryschedulecorrespondsto Timescheduling:Preparenetworkdiagram,establish
Inpredesignphasemasterschedule,design
milestone.
theupperlevelsoftheWBSandidentifies
phasemilestoneschedulehasbeenmade.In
use.Forlargescaleprojectmultilayeredschedulemanagementisrequiredlike: Checkingofconfirmityofdurationestimatesforconformitytospecific
projectconditions.
keymilestones.Additionallevelsofschedules a)Earlystartandearlyfinishdatesofeachactivity,
designphaserevisionofmasterscheduleand
projectmasterschedule,projectcontrolschedule,projecttaskscheduleand
ActivitydiagramAONorAOApreparation
b)Latestartandlatefinishdatesofeachactivity,
aredevelopedasrequiredandare
designschedulehasbeenmade.CMshould
detailedscheduleformanagementofimportantpoints.Detailedschedulefor
c)Earlyandlatedatesforprojectmilestones,
compatiblewitheachother,the
themanagementofimportantpointarefrontendschedule(scheduleforthis Prepartionofschedulemanuallyorthroughatooldependinguponthe
ThisisdoneinDevelopScheduleprocess.DevelopScheduleisthe developaprebidconstructionscheduleand
scale,oftheproject,thenumberoftasksinthenetworkandits
d)Totalfloatandfreefloatofeachactivityand
managementsummaryschedule,andthe
identifymajormilestone.Thisprebid
purpose),criticalschedule(importantschedule),requireddeliverytablefor
processofanalyzingactivitysequences,durations,resource
complexity
projectmilestones,
WBS.
constructionscheduleisprovidedbyCMasabest
machinesandmaterials,orderofequipmentoperation,documentlist,
requirements,and
Theprojectmasterscheduleshouldbedevelopedandagreedwith
Identificationofrelationshipsofdurationestimatestoactivity
e)Criticalactivitiesandprojectcriticalpath,and
estimateoftheproposedworksequence,
arrangementstatustableformachinesandmaterials,shorttermmanagement
scheduleconstraintstocreatetheprojectschedulemodel.Thekey
theclientandtheconsultantsconcerned,anddetailedschedules
dependenciesshouldbecheckedforconsistency.
f)Calculatedprojectduration.
contractualrestraintsanddependencies.cycleschedule,etc.
benefitofthisprocessisthatbyenteringscheduleactivities,
foreachstageoftheproject
Criticalpathidentification
durations,resources,resourceavailabilities,andlogicalrelationships TheCMshouldprepareamasterscheduletothe
IdentificationofMilestones
intotheschedulingtool,itgeneratesaschedulemodelwithplanned biddersandmakethemawareoftheirscheduling
Controlpointsandprogressreviewpointsshouldbeincludedinthe
responsibilitiesandobligationtoparticipatein
datesforcompletingprojectactivities
schedule
scheduledevelopment.
Standardizedscheduleformats,suitableforthedifferentuser
CMshouldshouldincorporatetheapproved
needs,shoulodbeproducedfordifferentendusers.
Contarctor'sconstructionscheduleintoMaster
schedule.
whenaprojectislegitimatelybehindthe
schedule,CMandcontractorsshouldreviewthe
remainingscheduletodetermineopportunities
forrecovery.

ScheduleControl

Theprojectsoveralltimeconstraintshavetobeconsideredandtheschedulereviseduntilthese
canbemet.Schedulingcontinuesthroughouttheprojectlifecycle.Changestotheschedulethathavean
impactonmilestonesshouldonlybeundertakenaspartofchangecontrol.

ControlScheduleistheprocessofmonitoringthestatusofproject
activitiestoupdateprojectprogressandmanagechangestothe
schedulebaselinetoachievetheplan.Thekeybenefitofthisprocess
isthatitprovidesthemeanstorecognizedeviationfromtheplan
andtakecorrectiveandpreventiveactionsandthusminimize
risk

afterplanisestablishedandprojectisstarted,continuousattentionshouldbe
takenlikevarianceofeachtaskscheduleontimeaxis,statusofprogressonS ReviewofscheduleRegularlyfrequentlydependingupontheprojectand
Itistheprojectmanager'sresponsibilitytomonitortheprogressof
curve,taskefficiency,statusofmobilizationofresources,verificationof
itmustbementionintheprojectplan.
theprojectagainstthemasterandstageschedule
changesinthecriticalpathonthefloat.
Identificationofcausesofvariancesfromschedule
Identifyriskstoprogressandtoinitiatenecessaryactiontorectify
Analysisofprojectprogresstoidentifythetrendsthatcouldcause
potentialoractualnoncompliance.
possibledeparturesfromplannedprogresssonfuturework.
Projectexecutionplantobepreparedwhichshouldhave
Amendemendoftheactivityknownratesofprogress,ortoreflectthe
schedules,deadlines,milestones.
impactofactionsbeingtakentoaddressthevariancefromthebaseline
Itisthedutyofprojectmanagernotonlytomonitorthe
schedule
contractor'sworkprogressbutalsotomonitoranyworkbeing
Determinationofimpactofchangesinscheduleonbudgetand
undertakenbyotheradvisors,suppliersagainsttheoverall
resourcesandqualityoftheprojecttakingintoaccounttheir
master'sschedulewithitsownmilestoneandtargtes.
implicationsforotherprojectprocesses.
Progressreportmadebyprojectmanagerwhichshouldcontain
Consentfromclientsbeforeimplimentationofchanges
projectscheduleandprogress.

a)Comparethecurrentstatusofactivitieswith
respecttotheirplannedstatusinthebaseline
schedule.
b)Compilationofdeviationsinplannedsequencing
ofactivitiesandtheirimpactonoverallproject
schedule.
c)Forecastofprojectprogressbasedonitspast/
currenttrend.
d)Preparationofanewcatchupplanforfuture
activitiestorecoverdelays,ifany,tomeettheproject
baselineenddate.
e)Monitoringofbaselinecriticalpathactivitiesandre
analyzingthecurrentschedulefornewcritical
activities.