Project Time Management involves planning and controlling efforts to complete the project on schedule. Key aspects include identifying the critical path, calculating float, using techniques like critical chain method and resource leveling, developing the schedule through network analysis, and monitoring & controlling the schedule. The project manager develops the schedule by analyzing activity sequences, durations, dependencies and resources to calculate start/finish dates and the critical path, then controls the schedule by reviewing performance and adjusting as needed.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Estimate Activity Durations in the Project Schedule Management knowledge area.
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.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Estimate Activity Durations in the Project Schedule Management knowledge area.
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.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Topic: Project Management, Referece: PMBOK 5, PMI.
Degree: MBA, Syllabus: Alliance University. Date : Jan 2015.
Please note: This was prepared as a teaching aid. Not for commercial purposes. Sharing to spread the knowledge of Project Management. Note : Copyright belongs to respective owners. List of top references used to prepare these slides given.
If you have any questions, comments, improvement suggestions, Email to: niranjanakoodavalli@gmail.com
Acumen teamed up with PT&C for this seminar presentation which covered the standards and best practices for project scheduling and using the proper framework to analyze schedules.
For details: https://mudassiriqbal.net/project-Schedule-management/
Project Schedule Management helps the project managers in estimating the duration of the tasks while keeping in mind the constraints around the project and its activities
PMP Training, Full course for only $25 . Earn PDU , Get ready for exam with a full course with more than 850 PMP Exam questions , and practice tests. For more information and registration visit http://www.pmvision.ca/shop/pmp-online-course/
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Topic: Project Management, Referece: PMBOK 5, PMI.
Degree: MBA, Syllabus: Alliance University. Date : Jan 2015.
Please note: This was prepared as a teaching aid. Not for commercial purposes. Sharing to spread the knowledge of Project Management. Note : Copyright belongs to respective owners. List of top references used to prepare these slides given.
If you have any questions, comments, improvement suggestions, Email to: niranjanakoodavalli@gmail.com
Acumen teamed up with PT&C for this seminar presentation which covered the standards and best practices for project scheduling and using the proper framework to analyze schedules.
For details: https://mudassiriqbal.net/project-Schedule-management/
Project Schedule Management helps the project managers in estimating the duration of the tasks while keeping in mind the constraints around the project and its activities
PMP Training, Full course for only $25 . Earn PDU , Get ready for exam with a full course with more than 850 PMP Exam questions , and practice tests. For more information and registration visit http://www.pmvision.ca/shop/pmp-online-course/
This is PMBOK Guide Planning Process Group Part two. It includes two Knowledge Area - Time and Cost management - with nine processes - Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Duration, Estimate Activity Duration, Plan Cost Management, Estimate Costs and Determine Budget - .
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Knowledge
Area
Process
Initiating Planning Executing
Monitoring &
Control
Closing
Time
Activity Definition
Activity Sequencing
Activity Resource Estimating
Activity Duration Estimating
Schedule Development
Schedule Control
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes
Project Time Management
3. Critical Path
• Critical Path is the longest duration path
• Identify the shortest time needed to complete a project
• There can be more than one critical path
• Float (Slack)
– Total float: the amount of time an activity can be
delayed without delaying the project end date or
intermediary milestone.
– Free float: the amount of time an activity can be
delayed without delaying the early start date of its
successor(s).
4. Critical Chain Method
The longest duration path through the project considering both activity
dependencies and resource constraints.
Type of buffers
Project buffer
Feeding buffer
Resource buffer
5. To keep resource usage at a
constant level. Resource leveling is
necessary when resources have
been over-allocated , such as
when a resource has been
assigned to two or more activities
during the same time period
Resource Leveling
6. What-if Scenario Analysis
Analysis on effect of
changes on a particular
thing (assumption) on
the project which make
activity duration change.
Monte Carlo Simulation
Used when there is
possibility that the
critical path will be
different for a given set
of project conditions.
Using computer software
7. • Schedule Compression :
• 1- crashing
• additional resources will add to shorten the
duration (increase cost)
• 2- fast tracking :
• activities normally performed in sequence are performed
in parallel
• (increase risk )
• E.g. Design is half finished and start coding.
8. Schedule Network Analysis
Schedule network analysis is a
technique that generates the
project schedule. It employs
various analytical techniques,
such as critical path method,
critical chain method, what-if
analysis, and resource leveling to
calculate the early and late start
and finish dates for the
uncompleted portions of project
activities.
11. Bar charts
- show activity start and end dates ,as well as
expected durations
- easy to read, and are frequently used in
management presentations
12. Network Diagramming
التالية االنشطة من مكون مشروع لدينا
النشاط اسم النشاط وصف الموارد احتياجات االصلية المدة
المنطقى النشاط
السابق
Start 0 -------------
A 2 Start
D 6 Start
B 12 A
C 5 B & D
E 7 D
F 3 E
Finish 0 C & F
13. Start
Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
Network Diagramming Analysis
14. Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0
0
0 2 2 14 14 19
6 6 13 13 16
19 19
Highest of predecessor’s
Early Finish Times
Early Start =
Critical Path Method (PDM), Forward Pass
15. Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0
0
0 2 2 14 14 19
6 6 13 13 16
19 19
Lowest of successor’s Late Start Times
Late Finish =
2 14
19
16
14 19
19
19
0 0
0 2
3 9 9 16
Critical Path Method (PDM), Backward Pass
16. Start
Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
المشروع تنفيذ من االنتهاء موعد تأخير دون المهمة تتاخرة ان يمكن الذى الوقت مقدار.
0
0
0
0 2 2 14 14 19
6 6 13 13 16
19 19
2 14
19
16
14 19
19
19
0 0
0 2
3 9 9 16
(0)
(0)
(0)
(3)(3)(3)
(0)
Float
17. Control Schedule
Process of analyzing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule.
Inputs
1. Project Management
Plan
2. Project Schedule
3. Work performance
information
4. Organizational process
assets
Tools &
Techniques
1. Performance reviews
2. Variance Analysis
3. Project Management
Software
4. Resource leveling
5. What-if scenario
analysis
6. Adjusting leads & lags
7. Schedule compression
8. Schedule tooling
Outputs
1. Work performance
measurements
2. Organizational process
assets updates
3. Change requests
4. Project management
plan updates
5. Project document
updates
18. 1 Performance Reviews
measure, compare, and analyze
schedule performance such as
actual start and finish dates,
percent complete, and
remaining duration for work in
progress.
19. Network Diagramming
التالية االنشطة من مكون مشروع لدينا
النشاط اسم النشاط وصف الموارد احتياجات االصلية المدة
المنطقى النشاط
السابق
Start 0 -------------
A 4 Start
D 6 Start
F 7 D&A
E 8 D
G 5 F&E
B 5 F
H 7 G
c 8 H
Finish 0 C & B
21. 1-fast tracking the project usually :
A-decreases project costs
B- decreases Project duration
C- decreases the amount of management oversight
needed
D-decrease the number of resources used
22. 2- free float is the amount of time an activity can
be delayed without delaying the
A- Project
B- completion date required by the customer
C-early start of its successor
D- project completion date
23. 3-What-if scenario analysis is done as a part of which
process:
A-Sequence Activities
B-Define Activities
C-Control Schedule
D-Estimate resource
24. 4- To crash a schedule you should:
A-Increase the time allowed on those tasks that have
float.
B-Try to increase expenditures of time only those
tasks that are behind schedule.
C-Replace those worker that are not performing up to
par with the busy.
D-Increase work efforts on those tasks that are
on the critical path
25. 5-Resource leveling attempts to :
A-Reduce resource requirements by smoothing out period-
to period resource assignments.
B-Ensure that the budget abnormalities are overcome.
C-Reduce the amount of resources so that they can be
shared with on other endeavors.
D-Increase the amount of the project manager's
authority so that budget dollars can be appropriated
26. 6-You are the project manager for the large
Project. You have identified and documented
relationship among the project activities and
created project schedule network diagram.
What is your NEXT step ?
A. Define Activities
B. Sequence Activities
C. Develop Schedule
D. Control Schedule
27. 7- you are a project manager for a new Product development
Project that has four levels in the work breakdown structure and
has been sequenced using the precedence diagramming method
the activity duration estimates have been received . What time
management activity would you do NEXT?
A-schedule compression
B- collect historical records from previous projects
C- create an activity list
D- update the work breakdown structure
28. 8- as project process is tracked according to the Project
Management plan the project manager discovers that
final deliverables will be completed two months after
the deliverable dates imposed by management
What should the project manager do?
A- look for options with stakeholders using some combination of
scaling back work , re evaluating discretionary dependencies,
and adding resources
B- evaluate the impact on the company of completing this
project late
C- drive the project team to work faster to make up for lost time
D- recalculate the project schedule and distribute it according to
the communications management plan
29. 9-an activity has been delayed and the project
manager needs to deal with the situation. What
is the NEXT thing he should do ?
A-report to management
B-crash or fast track
C- determine how much of a problem it is
D-use contingency reserves