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The Effective Management of Time

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Patrick Weaver - Mosaic Project Services Pty Ltd

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The Effective Management of Time Patrick Weaver PMP Mosaic Project Services Pty Ltd 17 th August 2010 The most comprehensive Oracle applications & technology content under one roof
Outline ,[object Object],[object Object],[object Object],[object Object],[object Object]
Time is not money! ,[object Object],[object Object],[object Object],[object Object],[object Object]
The state of play ,[object Object],[object Object],[object Object],[object Object]
Time -v- Money ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Burj Khalifa -v- Empire State Building 102 Floors built in 410 days The steel frame rose at the rate of four and a half floors per week Empire State Bldg. completed in 1931 Burj Khalifa Dubai 208 floors in 5+ years
Burj Khalifa -v- Empire State Building If the Burj Khalifa in Dubai had been built at the same speed as the Empire State Building it would have opened two years earlier! The steel frame rose at the rate of four and a half floors per week Empire State Bldg. completed in 1931 Burj Khalifa Dubai 208 floors in 5+ years
Time -v- Money ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Skills and Knowledge ,[object Object],[object Object],[object Object],[object Object],[object Object]
Skills and Knowledge ,[object Object],[object Object],[object Object],[object Object],[object Object]
Planning -v- Scheduling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Planning ,[object Object],[object Object],[object Object]
Project Planning ,[object Object],[object Object]
Project Scheduling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Designing the schedule ,[object Object],[object Object],[object Object],[object Object]
Designing the schedule ,[object Object],[object Object],[object Object],[object Object],[object Object],See: Core Papers @ http://www.mosaicprojects.com.au/Planning.html
Designing the schedule ,[object Object],Figure © Guide to Good Practice in the Management of Time in Complex Projects
Developing the schedule ,[object Object],[object Object],[object Object]
Developing the schedule ,[object Object],[object Object],[object Object],[object Object]
Schedule Density Activities are progressively expanded to greater levels of ‘density’ as more information becomes available Unless the work is designed in its entirety and all subcontractors and specialists appointed before any work commences, it is impossible to plan the work in its entirety, in detail at the beginning of a project. Figures © Guide to Good Practice in the Management of Time in Complex Projects
Schedule Density Low-density is appropriate for work, which is intended to take place 12 months, or more in the future. Tasks may be several months in duration Medium density is appropriate for work, which is intended to take place between 3 and 9 months after the schedule date. At this stage the work should be designed in sufficient detail to be allocated to contractors, or subcontractors. Task durations should not exceed 2 months.
Schedule Density High-density scheduling is an essential prerequisite for undertaking work. The schedule is prepared with the people doing the work. Task durations should be no more than the update cycle As the density is increased, adjustments to the plan take into account actual performance to date, resources, work content, and other factors necessary to achieve the overall schedule objectives.
Schedule Density The activity coding structure (ID) maps high to medium to low density
Sensible Activities ,[object Object],[object Object],[object Object],[object Object],[object Object],Personal preference – ALL constraints are placed on Milestones
Activity Identification ,[object Object],[object Object],[object Object],[object Object]
Attributes of a ‘Good Activity’ ,[object Object],[object Object],[object Object],[object Object]
Estimate Activity Durations ,[object Object],[object Object],[object Object],[object Object]
Estimate Activity Durations ,[object Object],[object Object],[object Object],[object Object],See: The Cost of Time (Durations)- www.mosaicprojects.com.au/Resources_Papers_009.html
Developing the schedule ,[object Object],[object Object],[object Object],[object Object],[object Object],See: Links, Lags & Ladders - www.mosaicprojects.com.au/Planning.html#Core_Papers
Links Cause Problems ,[object Object],[object Object],[object Object],Task A - 10 Days Work Task C - 12 Days Work SS +4 SS +1 FF +3 Task B - 3 Days Intermittent Work
Links Cause Problems ,[object Object],Task A - 10 Days Work Task C - 12 Days Work SS +1 Task B - 3 Days Work FF +1 Task A - 10 Days Work Task C - 12 Days Work SS +1 Task B - 6 Days Work FF +1 Typical software solution Increasing the duration of ‘critical’ Task B reduces the overall duration of the work! A strange result……
Maintaining the Schedule ,[object Object],[object Object],[object Object],[object Object],[object Object]
Maintaining the Schedule ,[object Object],[object Object],[object Object],[object Object],See: Managing for Success - The power of regular updates- www.mosaicprojects.com.au/Resources_Papers_002.html
Reporting Options ,[object Object],[object Object],See: Seeing the Road Ahead - the challenge of communicating schedule data http://www.mosaicprojects.com.au/Resources_Papers_106.html
Reporting Options Data is not information, information is not knowledge, knowledge is not understanding, understanding is not wisdom. Clifford Stoll See: Beyond Reporting - The Communication Strategy http://www.mosaicprojects.com.au/Resources_Papers_094.html
The Guide – future developments ,[object Object],[object Object]
The Guide ,[object Object],[object Object],[object Object]
Qualification Framework ,[object Object],[object Object],[object Object],[object Object]
Education Framework ,[object Object],[object Object],[object Object],[object Object]
New Developments ,[object Object],[object Object],[object Object],[object Object],[object Object]
Educational Framework ,[object Object],[object Object],[object Object],[object Object]
Conclusion ,[object Object],[object Object],[object Object],[object Object]
Conclusion ,[object Object],[object Object],[object Object],[object Object],Useful schedule are useful because they are used!
Discussion ,[object Object],[object Object],[object Object],[object Object]
Tell us what you think… ,[object Object],[object Object]

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The Effective Management of Time

  • 1. The Effective Management of Time Patrick Weaver PMP Mosaic Project Services Pty Ltd 17 th August 2010 The most comprehensive Oracle applications & technology content under one roof
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  • 6. Burj Khalifa -v- Empire State Building 102 Floors built in 410 days The steel frame rose at the rate of four and a half floors per week Empire State Bldg. completed in 1931 Burj Khalifa Dubai 208 floors in 5+ years
  • 7. Burj Khalifa -v- Empire State Building If the Burj Khalifa in Dubai had been built at the same speed as the Empire State Building it would have opened two years earlier! The steel frame rose at the rate of four and a half floors per week Empire State Bldg. completed in 1931 Burj Khalifa Dubai 208 floors in 5+ years
  • 8.
  • 9.
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  • 11.
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  • 20. Schedule Density Activities are progressively expanded to greater levels of ‘density’ as more information becomes available Unless the work is designed in its entirety and all subcontractors and specialists appointed before any work commences, it is impossible to plan the work in its entirety, in detail at the beginning of a project. Figures © Guide to Good Practice in the Management of Time in Complex Projects
  • 21. Schedule Density Low-density is appropriate for work, which is intended to take place 12 months, or more in the future. Tasks may be several months in duration Medium density is appropriate for work, which is intended to take place between 3 and 9 months after the schedule date. At this stage the work should be designed in sufficient detail to be allocated to contractors, or subcontractors. Task durations should not exceed 2 months.
  • 22. Schedule Density High-density scheduling is an essential prerequisite for undertaking work. The schedule is prepared with the people doing the work. Task durations should be no more than the update cycle As the density is increased, adjustments to the plan take into account actual performance to date, resources, work content, and other factors necessary to achieve the overall schedule objectives.
  • 23. Schedule Density The activity coding structure (ID) maps high to medium to low density
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  • 35. Reporting Options Data is not information, information is not knowledge, knowledge is not understanding, understanding is not wisdom. Clifford Stoll See: Beyond Reporting - The Communication Strategy http://www.mosaicprojects.com.au/Resources_Papers_094.html
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