Time management is a core skill for project success. The document discusses processes for project time management including defining activities, sequencing them, estimating durations and resources, developing a schedule, and controlling the schedule. Key techniques include precedence diagramming, critical path methods, resource leveling, and schedule compression. Effective time management ensures projects are completed efficiently and on schedule.

1. TIME MANAGEMENT
BY:
LIYANA BT ABDUL HADI
RABEAHTUL ADAWIYAH BT ISA
NUR IKLIL FAIRUZ BT AHMAD
"Time management is not a peripheral activity or skill. It is the core skill upon
which everything else in life depends." - Brian Tracy

2. INTRODUCTION
•Time is a terrible resource to waste. This is the most valuable resource in
a project.
•When it comes to project time management, it is not just the time of the
project manager, but it is the time management of the project team.
•Scheduling is the easiest way of managing project time. In this approach,
the activities of the project are estimated and the durations are
determined based on the resource utilization for each activity.
•In addition to the estimate and resource allocation, cost always plays a
vital role in time management. This is due to the fact that schedule over-
runs are quite expensive.

3. DEFINITION
TIME MANAGEMENT
Time management is the act or process of
exercising conscious control over the
amount of time spent on specific
activities, especially to increase efficiency
or productivity.
PROJECT TIME MANAGEMENT
Project Time Management is a subset of
project management that includes the
processes required to ensure timely
completion of the project.

4. PROCESSES INVOLVED
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule

5. Define Activities
•Process to identify specific actions that need to be performed to produce
project deliverables
•Outputs of Define Activities process are;
- Activity List
- Activity Attribute
- Milestone List
•Decomposition is one of the tools and techniques used ;
Leads to the work package, the lowest level in the Work Breakdown
Structure (WBS) in the create WBS process, where the deliverables
are identified.

6. Sequence Activities
•Identifies and documents relationships among project activities.
•Can be performed by using manual or automated techniques or project
management software.
•Tools and Techniques used for the Sequence Activities process are;
1. Precedence diagramming method (PDM)
2. Schedule network templates

7. 1. Precedence Diagramming Method (PDM)
• Used in Critical Path Methodology (CPM) – construct the project schedule
network diagram.
• Used node – to represent the activities & connects with them with arrows that
reflect dependencies and logical relationship that exist between the
activities.
• 4 types logical relationship :
node 1
 Finish-to-start (FS)
 Finish-to-finish (FF) S F
S F
 Start-to-start (SS)
 Start-to-finish (SF)
• Most commonly – use finish-to-start (FS)
•Called – Activity-On-Node (AON) and used by most project management software
packages.
•Does not – use dummy activities
- allow for loops / conditional branches.

9. 2. Schedule Network Templates
• Used – to expedite preparation of networks of projects activities.
• Includes – entire project or only a portion of it.
• Portion of project schedule network diagram – referred to as a subnet work or a
fragment network.
Project Schedule Network Diagram :
 main output of sequence activities.
 schematic display of the project’s schedule activities and the logical
relationship among them.
 produced manually or using project management software.
 have full project details or have one or more summary activities.

10. Estimate Activity Resources
• Estimates the types & quantities of – materials, people, equipment or supplies
required to perform each activity.
• Is closely coordinated with the Estimate Costs process.
• Tools & Techniques used are:
 Expert judgment
 Alternatives analysis
 Published estimating data
 Bottom-up estimating
 Project management software.

11. Estimate Activity Duration
• Estimates of – the amount of work effort required and the amount of resources.
• To be applied for approximating the work periods needed to complete the activity.
• Use information on the activity :
 scope of work
required resource types
estimated resources quantities
resource calendars.
 Advantages :
 is progressively elaborated with duration estimates becoming progressively
more accuracy and better quality.
 all assumptions and data used for supporting the duration estimating are
documented.
-

12. Develop Schedule
• Analyzes – activity sequences, duration, resource requirements and schedule
constraints to create the project schedule.
• Iterative process
• Determines – projects activities schedule start and finish dates.
- milestones scheduled start and finish dates.
• To be applied for approximating the work periods needed to complete the
activity.
• Tools & Techniques used are:
A. Critical path method
B. Critical chain method
C. Resource leveling
D. Schedule compression

13. Constraints and Milestones
Constraints
1) Factors that will limit a management team’s options for a defined
course of action.
2) An internal or external restriction that will affect the project’s
performance.
 Internal to the project – dates impose on any planned activity.
- used to restrict the start or finish dates for
the tasks.
- E.g : “Starts no earlier than” and “finish no
later than”.
 External to the project – market window on a technology project
- weather restrictions on outdoor activities
-E.g : governments-mandated compliance
requirements.

14. Milestones
1) Summaries schedules that identify significant or major
milestones in the project.
2) Denotes identified deliverables and their specified dates of
completion, as requested by:
- Project sponsor
- Customer
- Other stakeholders
3) Once scheduled, the milestones may be difficult to shift.

15. Critical path Method and Critical Chain Method
A. Critical Path Method (CPM)
1) to determine the amount of flexibility in scheduling various
logical network paths in the project schedule network.
2) also to determine the minimum total duration of the project.
3) to calculate a single deterministic early and late start and finish
date for each activity.
B. Critical Chain Method
1) a schedule network analysis technique that modifies that project
to account for limited resources.

16. Resource Leveling Heuristics and Schedule Compression
C. Resource Leveling Heuristics
1) Done because mathematical analysis produces a preliminary early-
start schedule that requires more than allocated resources during
certain time periods.
2) E.g : Rule of thumb – “allocate scarce resources to critical path
activities first”.
3) Often results in a project duration that is longer then the preliminary
schedule (called resource based method).
D. Schedule Compression
1) Shortens the project schedule to meet the imposed dates, schedule’s
constraints or other objectives without changing the scope of the
project.

17. Project Schedule
• At least a planned start date and a planned finish date for each activity.
• A targeted schedule can also be made with defined target start and end date for
every activity.
•Can be presented in detail or in summary form. (referred to as milestone schedule)
•Often presented graphically or in tabular form.
•Graphically presented using :
 Milestone charts
 Bar charts
 Project schedule network diagrams

18. Control Schedule
Schedule control is concerned with:
•Determining the current status of the project schedule
•Influencing the factors that create schedule changes
•Determining that the project schedule has changed
•Managing the actual changes as they occur.
Schedule control is a portion of the Integrated Change Control
process:
•Inputs
•Tools and Techniques
•Outputs

19. Schedule Control Overview: Inputs, Tools & Techniques, and Outputs

20. Conclusion
• Time management is a key responsibility of a project manager. The project
manager should equip with a strong skill and sense for time management.
• There are a number of time management techniques that have been
integrated into the management theories and best practices.
• Time management is very important to make sure:
- more efficient
- more in control
- more fulfilled
- more energy
- develop more qualities
- achieve what you want to and need to -- faster

21. THANK YOU!