Project Time Mgmt

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Project TimeManagement


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8.1 Types of Schedules

Types of schedules vary in detail.

A broad, general conceptual schedule is usedin the earliest phases of the project design.

A master schedule with start date, milestones,and completion date becomes part of thecontract and is changed by mutual agreementusing a formal change process.

Details are added to the master schedule asneeded to perform the work of the projectactivities.


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8.2 Elements of TimeManagement

The work breakdown structure is alist of activities, including estimatesof their durations, their relationships

with others, and the resourcesassigned to them.


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Changing Jos

John has a small but important project. He hasaccepted a job in Atlanta and now has to move fromhicago to Atlanta and be there, ready to work, rightafter the hristmas holidays.

!f the furniture arrives in good condition at least twodays before John starts work, and for less than "ivethousand dollars, the project will be a success. The

move to hicago #ve years ago cost #ve thousanddollars, but John is smarter now and will use hisfriends to help, so he is con#dent he can stay withinbudget.


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!esource "llocation and Calendars


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"cti#ity Se$uencing

Determining the schedule of a project begins bye$amining each activity in the %&' to determine itsrelationship to the other activities.

Project %ogic

The project logic is the development of the activityse(uence or determining the order in which theactivities will be completed.

The process for developing the project logic involvesidentifying the predecessors)activities that comebefore)and successors)the activities that comeafter.


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The relationship between a predecessor activity

and a successor activity is called a dependency.

The successor activity starts after and isdependent on the predecessor activity.


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Milestones

*ilestones are signi#cant events in your project. Ane+ective milestone schedule will capture the majorconstraints to the project schedule and provide a

summary level overview of the project. ven though milestone events are signi#cant to the

project, they consume no resources and have noduration.

*ilestones are usually indicated on the projectschedule with a diamond and often have a verticalline on a time-scaled graph to show the relationshipof various schedule paths to the milestone.


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&ar charts are used to indicatedurations and se(uencing where therelationships are simple.

etwork diagrams are used to showcomple$ relationships betweenactivities.


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/roject etwork Diagram

/eople recogni0e relationships and patternsmore e+ectively when they look at 1/rojectetwork Diagram1.

The precedence diagram method 2/D*3 is atechni(ue for graphically displaying the logic ofthe schedule by placing the activities in bo$eswith arrows between them to show theprecedence-successor relationships.

The bo$es in this type of diagram are callednodes and the arrows indicate #nish-startrelationships.


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8.& Critical Path and'loat

To calculate total project 4oat, begin at the start date andadd the duration of each activity in each possible paththrough the network diagram, including nonworking daysfrom the resource calendars, to determine the early

project end date. The longest path through the network is the critical path.

The di+erence between the early end date and there(uired completion date of the project is the total project4oat, and the start date of each activity is the early startdate.

To calculate the late start dates, begin with the re(uiredproject completion date and work backward, subtractingthe duration of each activity though each possible

pathway.


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8.( Managing theSchedule /rogress can be measured by determining the

percentage of resources e$pended, completionof activities by scheduled dates, milestonesachieved, or fraction of activities accomplished.

'tandards used to measure progress,particularly when partial payment to contractorsis concerned, should be speci#ed in contractdocuments.

5esource leveling is reallocating people ande(uipment to remove periods of overuse orunderuse.


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6nplanned delays and costs can beanticipated by including contingencytime and budget amounts where

needed to keep the schedule on time. 5esource allocation and resource

calendars should be e$amined to

determine if a resource isovercommitted.


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"ree 4oat can be used to delay noncriticalactivities that use the same resource to allocate itstime more evenly. !f it is necessary to acceleratethe schedule, activities that are not on the critical

path can be delayed using their free 4oat and theirresources can be moved to activities on the criticalpath to complete them sooner.

ontingency resources can be committed to

speeding up the activities. !f necessary, the scopecan be changed to bring in additional resources orlower the (uality.


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8.) Project SchedulingSoft*are

*edium- to high-comple$ity projects usually re(uire the use ofsoftware that is designed speci#cally for managing projects.

"eatures to look for when choosing project management

software include783 compatibility with e$isting software at the company or itsvendors,

93 basic features for managing medium-comple$ity projects,

:3 a method for collaboration between team members, and

;3 if needed, advanced features for managing multiple projects.

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Project Time Mgmt