Project Management 4 Schedule Management

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This is the 4th presentation as part of PM Awareness Sessions I\'ve made for my company\'s (ITEC) staff to increase their awareness of PM best practices.

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Project Management 4 Schedule Management

  1. 1. Project Management<br />Schedule Management<br />MOHAMMAD K. KIWAN<br />PMO MANAGER<br />IMAGE TECHNOLOGIES<br />Part of Project Management Awareness Sessions<br />
  2. 2. Schedule/Time Management<br />It is from Project Management perspective and NOT personal development/management perspective (the latter is a topic under human development and human skills)<br />Schedule & Time are used interchangeably in PM context.<br />July 20, 2009<br />2<br />
  3. 3. The triple constraint<br />Every project is constrained in different ways by its:<br />Scope: What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project?<br />Time: How long should it take to complete the project? What is the project’s schedule?<br />Cost: What should it cost to complete the project? What is the project’s budget?<br />July 20, 2009<br />3<br />
  4. 4. The triple constraint triangle<br />July 20, 2009<br />4<br />Scope<br />Time<br />Quality<br />Cost<br />
  5. 5. Project Schedule<br />If before 10 years or more, most people will think of a project schedule as the project plan.<br />Project Schedule ≠ Project Plan, but is part of it.<br />Project Schedule contains time, scope and sometimes other knowledge areas.<br />July 20, 2009<br />5<br />
  6. 6. Schedule Planning<br />Usually it should start from the very first of the project (or sometimes a draft one is done during presales/contract)<br />In contracted environment, the schedule start and end are sometimes defined or restricted.<br />You need to schedule within these limits<br />July 20, 2009<br />6<br />
  7. 7. Schedule Development<br />You need to know scope first (including project scope)<br />You should schedule ALL of your work (Planning, PM Activities, meetings, Design, Developments, Quality work, Risk work, Approval, Documentation, Training, Lessons Learned, Traveling, …)<br />July 20, 2009<br />7<br />
  8. 8. July 20, 2009<br />8<br />
  9. 9. Schedule Development (Cont.)<br />Schedule tasks (scope) must be mostly derived from the WBS.<br />A standard estimation process will give the estimated durations of each task.<br />Dependencies will follow from team input.<br />Resource Assignments will be done.<br />July 20, 2009<br />9<br />
  10. 10. Schedule Optimization/Finalization<br />You need to handle resource overallocations.<br />You may need to make schedule compression using techniques like fast tracking and crashing.<br />The schedule must be approved both INTERNALLY and EXTERNALLY.<br />July 20, 2009<br />10<br />
  11. 11. July 20, 2009<br />11<br />
  12. 12. Some keywords in Scheduling literature<br />Critical Path: the path that will determine project duration.<br />Slack, Float, Buffer<br />Activity/Task<br />Milestone/deadline<br />Network Diagram / Gantt Charts<br />Duration, Work, Assignment percentage (Units)<br />Man days, Calendar days, duration<br />Estimates: Bottom up, top down (analogous), parametric. Also: one point, three point (PERT), estimate with range. Also: ROM, budgetary, Definite.<br />July 20, 2009<br />12<br />
  13. 13. Schedule Control<br />First of all, Project Schedule should be realistic. There is no value in a schedule which we all know will not work.<br />Project Schedule must be baselined.<br />In all projects, there will be changes to the schedule, but these must be planned and/or controlled changes.<br />July 20, 2009<br />13<br />
  14. 14. Schedule Control (cont.)<br />It is very dangerous to work not according to the schedule. (Results: Random work, unproductive work, irrelevant work, …)<br />Schedule control sometimes comes also with other type of control (e.g. scope, risk, …)<br />July 20, 2009<br />14<br />
  15. 15. Questions?<br />July 20, 2009<br />15<br />
  16. 16. Thank You<br />July 20, 2009<br />16<br />

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