CIS 3003 : Project Management

Topic 6 : Project Time Management

• Importance of Project Schedules and Time Management

According to aims education

Project Time Management processes are as follows:

• Define Activities.
• Sequence Activities.
• Estimate Activity Resources.
• Estimate Activity Durations.
• Develop Schedule.
• Control Schedule.

TIME MANAGEMENT IN PROJECT MANAGEMENT – PROCESSES

On some projects, especially these of smaller scope, defining
activities, sequencing activities, estimating undertaking resources,
estimating recreation durations, and creating the schedule mannequin are
so tightly linked that they are seen as a single procedure that can be
performed by way of a man or woman over a highly short period of time.
Project time administration in these procedures is presented right here as
wonderful factors due to the fact the equipment and techniques for each
system are different.
• Activity Definition
The Define Activities process is a similarly breakdown of the work
bundle elements of the WBS. It documents the unique things to do
needed to fulfill the deliverables exact on the WBS and the challenge
scope statement. The key advantage of this process is to destroy down
work packages into activities that grant a basis for estimating, scheduling,
executing, monitoring, and controlling the task work.

Work Breakdown Structure Guidelines

The following guidelines should be considered when creating a
work breakdown structure:

⚫ The top level represents the final deliverable or project

⚫ Sub-deliverables contain work packages that are assigned to a

organization’s department or unit

⚫ All elements of the work breakdown structure don’t need to be

defined to the same level
 ⚫ The work package defines the work, duration, and costs for the
tasks required to produce the sub-deliverable

⚫ Work packages should not exceed 10 days of duration

⚫ Work packages should be independent of other work packages in

the work breakdown structure

⚫ Work packages are unique and should not be duplicated across

the work breakdown structure

Guidelines coming from https://www.workbreakdownstructure.com/

Recap from Topic 5.

One tool that can be used for WBS is a Gantt Chart, a kind of bar
chart, created by Henry Gantt, showing a schedule of assignments. Gantt
charts are useful for studying, and are often used to display activities on
the agenda. These charts show the start and end dates of a project's
terminal factors and accuracy factors. Terminal elements and description
elements contain operating interruptions

Gantt chart can be drawn quickly and without difficulty and is often the
first tool a venture manager uses to furnish a rough estimate of the time
that it will take to entire the key tasks. Sometimes it is useful to begin with
the target closing date for completion of the complete undertaking because
it is quickly obvious if the time scale is too quick or unnecessarily long. The
targeted Gantt chart is commonly built after the predominant targets have
been determined.
Image from:
https://opentextbc.ca/projectmanagement/chapter/chapter-10-project-schedule-planning-project-management/

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Please take the Seatwork No. 6.1 and 6.2 before you proceed to the next topic

• Activity Sequencing
Now that you’ve recognized the time table activities, you need to
sequence them in a logical order and find out whether dependencies exist
among the activities. During Sequence Activities, you will use a host of
inputs and tools, and techniques to produce the major output, challenge
schedule network diagrams.

SEQUENCE ACTIVITIES: INPUTS

⚫ Activity List.
◼ The undertaking activity listing is a list of the whole lot that
needs to be accomplished to complete your project, along
with all the activities that need to be done to supply every
work package.
⚫ Activity Attributes.
◼ It is a description of each activity is kept. It includes all the
information you need to determine out plus the order of
the work. Any predecessor activities, successor activities,
or constraints be listed in the attributes alongside with
 descriptions and any different information about sources
or time that you want for planning.
⚫ Three main kinds of predecessor
◼ Finish to start
◆ The most common form of predecessor is
the finish-to-start. It means that one
undertaking wants to be finished earlier
than any other one can start. When you
assume of predecessors, this is what you
generally suppose of; one thing wishes to
cease before the subsequent can begin.
It’s called finish-to-start because the first
activity’s end leads into the second
activity’s start

◼ Start to start
◆ The start-to-start predecessor is a little
less common, but once in a while you
need to coordinate things to do so they
commence at the same time

◼ Finish to finish
◆ The finish-to-finish predecessor shows
activities that finish at the same time

Images from:
https://opentextbc.ca/projectmanagement/chapter/chapter-10-project-schedule-planning-project-management/
⚫ Milestone List.
◼ All of the important checkpoints of your project are tracked
as milestones. Some of them could be listed in your
contract as requirements of successful completion; some
could just be extensive points in the mission that you
prefer to preserve music of. The milestone list wants to let
everyone recognize which milestones are required and
which are not.
Recall the seatwork off Susan and Steve

Some milestones for Susan and Steve’s wedding might

be:
Invitations sent
Menu finalized
Location booked
Bridesmaids’ dresses fitted

As you determine out which activities will want to be done,

you may realize that the scope needs to change. When
that happens, you need to create a change request and
send it through the change control system.

⚫ Project Scope Statement.

“It is a tool used to describe the principal deliverables of
an assignment consisting of the key milestones, high-level
requirements, assumptions, and constraints. It additionally
defines the boundaries of a given challenge and clarifies what
deliverables are in and out of scope.”

Project Scope Mind Map

An effective project scope includes the following items:
⚫ The key project objectives
⚫ Key deliverables
⚫ Key milestones
⚫ High level requirements
⚫ Assumptions and Exclusions
⚫ Any known issues or risk
⚫ Stakeholder review and approval

Source :https://www.matchware.com/project-scope

SEQUENCE ACTIVITIES TOOLS AND TECHNIQUES

Sequence Activities in project time management has three tools
and techniques, all of which are new to you:
◼ Dependency determination.
◼ Precedence diagramming method (PDM).
◼ Applying leads and lags.

• Activity Resource Estimating

It is a method in which the group wishes to list carefully all the
resources needed to complete the project.
There are six (6) inputs for this section according to
www.project-management-knowledge.com
:
• Activity List
• Activity attributes
• Organizational process assets
• Enterprise environmental factors
• Project management plan
• Resource availability.”

• Activity Duration Estimating

“Activity duration is a noun that represents the specific quantity of time
that exists between the designated start time and end time of a scheduled
activity.”
This term is defined in the 3rd and the 4th edition of the PMBOK
www.project-management-knowledge.com
 • Schedule Development
“Essentially, using besides any notion of how you are going to get
there is the same as working on a project except a schedule. No matter
the size or scope of your project, the schedule is a key section of project
management. The time table tells you when every recreation ought to be
done, what has already been completed, and the sequence in which
things need to be finished.
Schedules also help you do the following:
⚫ They provide a basis for you to monitor and control project
activities.
⚫ They help you determine how best to allocate resources so
you can achieve the project goal.
⚫ They help you assess how time delays will impact the project.
⚫ You can figure out where excess resources are available to
allocate to other projects.
⚫ They provide a basis to help you track project progress.”
Source: https://www.mindtools.com/pages/article/newPPM_71.htm

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