{"pageinfo":[{"Stamp":"pgo_4fa225b73231c","Topic":"Time Management","PageTo":"0","PageMark":"2","Header":{"PageNo":0,"Title":{"TitleText":"Time Management"}},"Sections":{"Title":{"TitleText":"Task or Activity Listing","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"Continuing from WBS (which represented logical grouping of work components) project manager details all physical work lists under each work package based on data available. E.g. WBS 1.0 House Construction -- 1.1 Excavation work package may decompose activity lists as - 1.1.1 prepare excavation scope, 1.1.2 invite bidders, 1.1.3 appoint contractor, 1.1.4 inspect work-in-progress, and 1.1.5 close excavation.<\/font>
Activity information such as unique id for each activity, planned start date, planned end date, estimated resources, relationship between activity can be updated as and when information related to specific activity is available.<\/font><\/div>"}],"Subject":{"Related":"Activity Attributes, Schedule Planning, Trial Schedules "}},"Footer":{"PageNo":0,"Title":{"TitleText":"Time Management"}}},{"Stamp":"pgo_4fa225b732515","Topic":"Time Management","PageTo":"0","PageMark":"2","Header":{"PageNo":1,"Title":{"TitleText":"Time Management"}},"Sections":{"Title":{"TitleText":"Task or Activity Relationship","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"Activities are related to each other by predecessor or successor relationship called Sequencing. Sequencing can be based on mandates of project or can be at the discretionary power of a scheduling manager or external constraints imposed (e.g. government regulatory compliance dates). Such relationship are expressed in terms of Start-Start, Start - Finish, Fininsh- Start, Finish - Finish between activities by specifying predecessor and successor.
  • e.g Finish(F) - to - Start(S) --- Excavate(F) - to - Super Structure(S) <\/li>
  • e.g Start(S) - to - Finish(F) --- Order Inventory(S) - to - Zero Inventory(F) <\/li>
  • e.g Start(S) - to - Start(S) --- Connect Internet(S) - to - Scan Virus(S) <\/li>
  • e.g Finish(S) - to - Finish(S) ---- Mobile Phone(F) - to - Mobile Manual(F)<\/li><\/ul><\/font>"}],"Subject":{"Related":"Activity Attributes, Schedule Planning, Trial Schedules "}},"Footer":{"PageNo":1,"Title":{"TitleText":"Time Management"}}},{"Stamp":"pgo_4fa289164175e","Topic":"Time Management","PageTo":"0","PageMark":"2","Header":{"PageNo":2,"Title":{"TitleText":"Time Management"}},"Sections":{"Title":{"TitleText":"Project Schedule Information","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"Schedule is a graphical summarization of project activities for a duration. A duration may be imposed as constraints in case of target-oriented projects or it may be after work of a detailed planning effort by the appointed project manager. Various formats exists to represent a schedule - Histogram, Milestone, GANTT chart, Networking diagram model, or Precedence Diagramming Method.

    PMO generally advise project managers to refer standard schedule format prescribed for the project and for project communication needs. Schedule planning, work-in-progress(WIP) processes, have task \/ activity attributes (or schedule data) that are often updated as and when project progress or is allowed to update.

    Examples of schedule activity attributes can be 1. resource data (such as resource names, resource types, resource estimates) 2. duration data (start and end date, duration estimates - effort driven or role driven) 3. lead and lag time , 4. work contours, 5. milestone, 6. task\/activity constraints (FNLT,SNET,FNET,SNLT), 7. priority, etc. During schedule planning these attribute information undergo more changes(to arrive at a Schedule baseline) than during WIP time because of schedule control process.<\/font>"}],"Subject":{"Related":"Schedule formats, planning, control, task \/ activity attribute information"}},"Footer":{"PageNo":2,"Title":{"TitleText":"Time Management"}}},{"Stamp":"pgo_4fa289c547de6","Topic":"Time Management","PageTo":"0","PageMark":"2","Header":{"PageNo":3,"Title":{"TitleText":"Time Management"}},"Sections":{"Title":{"TitleText":"Planning time schedule updates","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"Initial draft schedule may suggest a project manager 100 days while expected project duration by customer could be 90 days. So to improvize the schedule project manager may seek to adjust those task\/activity attribute information. For example, a 15 days lag time to start Manual Inspection Of Works activity might as well be updated with a trial data to 5 days while replacing task\/activity name to Operator Assisted Inspection of Works activity, with an assumption that the new activity is a improvement over manual activity favoring on duration savings.

    Also, various analysis tools such as Critical Path Method (CPM), resource leveling, what-if analysis, schedule compression, scheduling software can be used to improvise or update schedule task\/activity attribute information. <\/font>"}],"Subject":{"Related":"CPM, Resource leveling, What-if analysis, schedule compression"}},"Footer":{"PageNo":3,"Title":{"TitleText":"Time Management"}}},{"Stamp":"pgo_4fa290fe05c5c","Topic":"Time Management","PageTo":"0","PageMark":"2","Header":{"PageNo":4,"Title":{"TitleText":"Time Management"}},"Sections":{"Title":{"TitleText":"WIP time schedule updates","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"Work-In-Progress(WIP) time schedule task\/activity attributes updates may or may not affect schedule baseline. Example, those that may be treated as work related data collection like daily status updates, weekly time sheets, resource on leave etc may not initiate an schedule baseline plan update. However, these data may trigger schedule plan updates depending upon what is been analysed. It may be when analysed for variances or when analysed for satisfactory performance criteria or when analysed for trend or forecasting dates meeting expected end date (phase, milestone, project).

    Earned value management is a tool that is very popular to help us do variance analysis with respect to scope, time and cost in a single go. Using this tool with information on Planned Value (PV), Actual cost (AC) and Earned Value (EV) one can find schedule variance (SV = EV - PV), schedule performance index (SPI = EV \/ PV), Schedule at completion (SAC= Estimated duration \/ SPI).

    Schedule control system help initiate required actions to control variances against the plan or update plans upon agreement with stakeholders.<\/font>"}],"Subject":{"Related":"EVM, Variance analysis, CPM, Resource leveling, What-if analysis, schedule compression, adjusting leads and lags"}},"Footer":{"PageNo":4,"Title":{"TitleText":"Time Management"}}},{"Stamp":"pgo_4fa33b49899e1","Topic":"Time Management","PageTo":"0","PageMark":"2","Header":{"PageNo":5,"Title":{"TitleText":"Time Management"}},"Sections":{"Title":{"TitleText":"Estimation during Planning , WIP","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"Estimation of resource or duration are employed both at planning time as well as during WIP (re-estimates - adjusting to reality or stick to the baseline plan). Estimate methods vary across organization and projects. Estimations are more accurate if detailed planning effort is applied when compared to least planning effort due to poor planning. In later case risks and rework are more. There is no rule for perfect estimates but idea is to have clear and less risk estimates. Combinations can be tried, nearness of data with other methods may be analysed and experts judgment can be applied. When details are abstract a tendency to go with ROM, or comparing similar implementation(analogous). When details are listed at task\/activity level estimates tend to me more definite or engineered. Estimates are refined during planning as more information are acquired. Re-estimates might be a necessary to check on the reality of the confronting project scenario.
    • Parametric estimate * PERT estimate * Engineering(Bottom-Up or Definite) estimate<\/li>
    • Contingency Reserve * Experts Judgment<\/li>
    • Analogous(Top-Down) estimate * Rough-Order-Magnitude (ROM) estimate<\/li><\/ul>Also class of estimates as per each industry can be a way in refining or improving estimate accuracy before actual implementation. E.g. 1. Draft Proposal - Design Proposal - Bid Submission stages may have improvements in estimation accuracy. E.g.2. Simple-Medium-Complex work components can be calculated against each project requirement.<\/font>"}],"Subject":{"Related":"Plan Estimates, Risks in Estimates, Basis of Estimates(BOE), Variance analysis, Re-estimate "}},"Footer":{"PageNo":5,"Title":{"TitleText":"Time Management"}}},{"Stamp":"pgo_4faf1d93c8c03","Topic":"Time Management","PageTo":"0","PageMark":"2","Header":{"PageNo":6,"Title":{"TitleText":"Time Management"}},"Sections":{"Title":{"TitleText":"PMBOK coverage","TitleAuthor":"K Srikanth, PMP"},"Matter":[{"Para":"Planning : Define activities, Sequence activities, Estimate activity Resources and Duration, Develop schedule

      Monitoring & Control : Control schedule<\/font>"}],"Subject":{"Related":"PMBOK coverage"}},"Footer":{"PageNo":6,"Title":{"TitleText":"Time Management"}}}]}