This is “Project Time Management”, chapter 8 from the book Beginning Project Management (index.html) (v. 1.0). This book is licensed under a Creative Commons by-nc-sa 3.0 (http://creativecommons.org/licenses/by-nc-sa/ 3.0/) license. See the license for more details, but that basically means you can share this book as long as you credit the author (but see below), don't make money from it, and do make it available to everyone else under the same terms. This content was accessible as of December 29, 2012, and it was downloaded then by Andy Schmitz (http://lardbucket.org) in an effort to preserve the availability of this book. Normally, the author and publisher would be credited here. However, the publisher has asked for the customary Creative Commons attribution to the original publisher, authors, title, and book URI to be removed. Additionally, per the publisher's request, their name has been removed in some passages. More information is available on this project's attribution page (http://2012books.lardbucket.org/attribution.html?utm_source=header). For more information on the source of this book, or why it is available for free, please see the project's home page (http://2012books.lardbucket.org/). You can browse or download additional books there. i Chapter 8 Project Time Management The project scope identifies the objectives of the project, what activities will be performed, and some of the activities that are not included in the project. The scope document is used to create a master schedule that identifies important dates and activities. In this chapter, the student learns how the scope and schedule are developed. Project planning and scheduling is both an art and a science. No two project managers or planning professionals develop identical plans or project schedules. The planning process is creative and reflects the planner’s approach and style. Even though the project plan is unique to the approach and style of the planner, methods for developing the schedule and documenting the resulting plan follow certain rules. On larger and more complex projects, a planning function composed of a small team of planning and scheduling experts may be needed to develop and track the project schedule. Project planners facilitate the development of the information required to develop the project plan using templates, past or similar projects, and most importantly, the thoughts and plans of the project team leaders and members. On a smaller project, the project manager may be responsible for accomplishing this planning function. 246 Chapter 8 Project Time Management After gathering this information, the planner begins 1 developing the project’s master schedule —a summary Figure 8.1 Schedule level schedule that encompasses the entire project scope—that includes major events and provides a view of the entire project. Working with the project team, the planning continues to include more details as additional information becomes available. The schedule continues to evolve during the life of the project, and major revisions may be necessary in response to events both inside and outside the project that change critical dates on the schedule. Determining the schedule of activities that comprise the project is a key element of project management. © 2010 Jupiterimages Corporation 1. Schedule with key dates and activities. 247 Chapter 8 Project Time Management 8.1 Types of Schedules LEARNING OBJECTIVE 1. Define the types of project schedules. The schedule develops as the project moves from its early conceptual phase into the execution phase. Conceptual When the scope of the project is being determined, a simple schedule that shows the major tasks and approximate start and end dates is developed to allow senior management to make decisions about the scope of the project. Detail is not required at this stage because entire tasks might be dropped from the scope, or the whole project might not be approved. Master If the project is chosen, a master schedule is created. It has major events and dates such as the starting date and the completion date. The master schedule is often part of a contract. Changes to the master schedule must be approved using a documented change process with approval by the project sponsor and client. Detail To execute the master schedule, the major activities are broken down into smaller activities and resources are assigned to those activities. The most detailed versions or portions of the schedule may be developed a few weeks prior to the execution of those activities and are called two-week plans2. Portions of the master schedule that affect particular vendors might be sent to them so they can provide detailed activities that they would perform. 2. The most detailed version or portion of the schedule that is developed a few weeks prior to the execution of those activities. 248 Chapter 8 Project Time Management KEY TAKEAWAY • Types of schedules vary in detail. A broad, general conceptual schedule is used in the earliest phases of the project design. A master schedule with start date, milestones, and completion date becomes part of the contract and is changed by mutual agreement using a formal change process. Details are added to the master schedule as needed to perform the work of the project activities. EXERCISES 1. A _________ schedule identifies major types of activities and approximate start and end dates for use in decision making about the scope of the project. 2. A schedule of activities that is prepared every two weeks is the _______ schedule. 3. How does a conceptual schedule differ from a master schedule? Conceptual Schedule Choose an activity that you are considering and describe a conceptual schedule for it. Limit the schedule to between five and ten major sections. Make a rough estimate of the duration and cost of each phase. 8.1 Types of Schedules 249 Chapter 8 Project Time Management 8.2 Elements of Time Management LEARNING OBJECTIVES 1. Describe a work breakdown structure and how it relates to activities. 2. Describe the use of graphic representations for time management. According to the Project Management Institute (PMI), project time management includes the following elements:Project Management Institute, Inc., A Guide to the Project Management Body of Knowledge (PMBOK Guide), 4th ed. (Newtown Square, PA: Project Management Institute, Inc., 2008), 129. • Define activities • Sequence activities • Estimate activity resources • Estimate activity durations • Develop schedule • Control schedule The list of activities, their relationship to each other, and estimates of durations and required resources comprise the work breakdown structure (WBS). The project WBS is a hierarchical3—classified according to criteria into successive levels—listing and grouping of the project activities required to produce the deliverables of the project. The WBS represents a breakdown of the project into components that encompass the entire scope of the project. Each level of the WBS hierarchy represents a more detailed description of the project work so that the highest level represents broad categories, and the lower levels represent increasing amounts of detail. 3. Classified according to criteria into successive levels. 250 Chapter 8 Project Time Management Larger and more complex projects often require a larger WBS. The size of the WBS is directly related to the Figure 8.2 amount of work on the project and how that work is divided into work packages. The WBS can be developed around the project phases or the project units or functions that will be performing the work. A WBS organized around the project phases facilitates the understanding of the amount of work required for each phase of the project. A WBS developed around the project units or functions of the project facilitates the understanding of the amount of work required for each function. The following example, named John’s move, has a low level of complexity compared to a larger project. Normally, this project would not receive the amount of detailed planning described in the following examples, Work Breakdown Structure (WBS) can be focused on function but the authors chose to use a basic project that is or phase. familiar to most students to help them focus on learning the new concepts. © 2010 Jupiterimages Corporation Changing Jobs John has a small but important project. He has accepted a job in Atlanta and now has to move from Chicago to Atlanta and be there, ready to work, right after the Christmas holidays. If the furniture arrives in good condition at least two days before John starts work, and for less than Five thousand dollars, the project will be a success. The move to Chicago five years ago cost five thousand dollars, but John is smarter now and will use his friends to help, so he is confident he can stay within budget. Developing a WBS begins by defining and developing lists of all activities—work performed on the project that consumes project resources, including cost and time—needed to accomplish the work of the project. The first draft of the WBS includes activities at the highest level of the hierarchy or the management level and 8.2 Elements of Time Management 251 Chapter 8 Project Time Management typically includes the major activities or summary activities required to accomplish the deliverables identified in the project scope of work. 8.2 Elements of Time Management 252 Chapter 8 Project Time Management Top-Level Activities in Move Planning On John’s move project, these top-level activities are numbered 1.0, 2.0, 3.0, and so on. For example, a plan for the move is the major deliverable from 1.0 Plan Move, as shown below. Figure 8.3 Top Level of WBS The work breakdown structure is then decomposed4—broken down into smaller units. The 1.1, 1.2, and 1.3 numbers are the first subdivision of the work.