3.1 Researching Time Management Skills

Topics: Project management, Management, Planning Pages: 8 (2691 words) Published: October 13, 2011
Project Management/PMBOK/Time Management


Project Management/PMBOK/Time Management

Our main business is not to see what lies dimly at a distance, but to do what clearly lies at hand.

—Thomas Carlyle

Time management is another key aspect of managing a project. As such, it is considered to be a core knowledge area, and is closely knit to scope and cost areas. The main purpose of this knowledge area, as it name suggests, is to build processes and outputs into the project that assist the manager and team to complete the project in a timely manner. During the planning process, outputs are created to illustrate how project tasks will be sequenced and allocated. The controlling and monitoring process is concerned with tracking and reporting on the progress of work, as well as adjusting time outputs to address shifts and changes in the project plan. Finally, the closing process includes an audit of time targets. Project managers reflect on what contributed to time estimates being accurate, too liberal, or conservative. This reflective process helps them to build better time plans for future projects. Time management can be divided into following: • • • • • • Control schedule Develop schedule Define activities Sequence activities Estimate activities resources Estimate activities duration

Time Management is also among the first processes to be completed. It is necessary because a team needs to be organized to meet deadlines and to streamline collaboration. Past experience is one of the best guides to creating a plan. Objectives are taken from the project charter and subdivided down into manageable subsections and deadlines are attached. They are prioritized and given the amounts of time needed to complete the objective with extra time added for troubleshooting. The objectives are then put together and each team member is assigned to the different subsections. The team uses time management tools to focus priorities, and give clear, detailed deadlines. For the stakeholders it gives them a date that they will receive the project as well as when different prototypes or earlier objectives will be completed. Times are for the most part determined by the team, with the final deadline negotiated with the stakeholders, allowing room to negotiate deadlines for other deliverables.

Project Management/PMBOK/Time Management


The project managers must identify the specific schedule activities that need to be performed and document dependencies among these activities. They must also estimate the types and quantities of resources required and the number of work periods that will be needed to perform and complete each of the scheduled activities. This will assist them in creating and controlling the project schedule. The inputs involved in time planning are: Enterprise Environmental Factors, Organizational Process Assets, the Project Scope Statement, Work Breakdown Structure, Project Management Plan, Activity List and Attributes, Approved Change Requests, Activity Resource Requirements, Resource Calenders, Activity Duration Estimates.

According to PMI, these are main tools used for time management: • Schedule network analysis: this analysis can be done through: • CPM: technique based on network than is used to determine critical path. Normally critical path determines when your project ends. If you get late in any tasks in critical path, your project will be late independently of other tasks finishin on time or not. • Critical chain method: technique based on network changes project schedule taking into account scarce resources. • What-if analysis: series of questions in a "what-if" style. These questions will help you to find risks. • Resource levelling: technique used to find unbalanced use of resources over time, and for resolving over-allocation conflicts. • Schedule compression: when your tasks are running late, you may use two techniques below. Just avoid using those...
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