Project time management can be defined as the processes required to ensure timely completion of a project. There are six main processes involved in project time management such as activity definition, activity sequencing, activity resource estimating, activity duration estimating, schedule development, and schedule control.
Activity definition is to identify the specific activities that the project team members and stakeholders must perform to produce the project deliverables. The goal of this process is to ensure that the project team has complete understanding of all the work they must do as part of the project scope so they can start scheduling the work.
Activity sequencing is to identify and document the relationships between project activities. It reviews the activity list and attributes, project scope statement, milestone list, and approved change requests to determine the relationships between activities. It also involves evaluating the reasons for dependencies and the different types of dependencies such as mandatory dependencies, discretionary dependencies, and external dependencies. The format of network diagram that preferred technique for showing activity sequencing is activity-on-arrow (AOA) approach or the arrow diagramming method (ADM) – activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities. The precedence diagramming method (PDM) is a network diagramming technique in which boxes represent activities.
Activity resource estimating is to estimate how many resources people, equipment, and materials a project team should use to perform project activities. A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type.
Activity duration estimating is to estimate the number of the work periods that are needed to complete individual activities. Duration includes the actual amount of time worked on an activity plus elapsed time. Effort is the number of workdays or work hours required to complete a task and not normally equal duration. A three-point estimate is an estimate that includes an optimistic, most likely, and pessimistic estimate. It is required for performing PERT estimates and Monte Carlo simulations.
Schedule development is to analyze activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. It uses the results of all the preceding project time management processes to determine the start and end dates of the project. The ultimate goal of this process is to create realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project. There are several tools and techniques assist in this process: Gantt chart – a common tool for displaying project schedule information, Critical path analysis – a very important tool for developing and controlling project schedules, Critical chain scheduling – a technique that focuses on limited resources when creating a project schedule, PERT analysis – a means for considering schedule risk on projects.
Schedule control is to control and manage changes to the project schedule. The goal of schedule control is to know the status of the schedule, influence the factors that cause schedule changes, determine that the schedule has changed, and manage changes when they occur.
Activity definition is to identify the specific activities that the project team members and stakeholders must perform to produce the project deliverables. The goal of this process is to ensure that the project team has complete understanding of all the work they must do as part of the project scope so they can start scheduling the work.
Activity sequencing is to identify and document the relationships between project activities. It reviews the activity list and attributes, project scope statement, milestone list, and approved change requests to determine the relationships between activities. It also involves evaluating the reasons for dependencies and the different types of dependencies such as mandatory dependencies, discretionary dependencies, and external dependencies. The format of network diagram that preferred technique for showing activity sequencing is activity-on-arrow (AOA) approach or the arrow diagramming method (ADM) – activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities. The precedence diagramming method (PDM) is a network diagramming technique in which boxes represent activities.
Activity resource estimating is to estimate how many resources people, equipment, and materials a project team should use to perform project activities. A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type.
Activity duration estimating is to estimate the number of the work periods that are needed to complete individual activities. Duration includes the actual amount of time worked on an activity plus elapsed time. Effort is the number of workdays or work hours required to complete a task and not normally equal duration. A three-point estimate is an estimate that includes an optimistic, most likely, and pessimistic estimate. It is required for performing PERT estimates and Monte Carlo simulations.
Schedule development is to analyze activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. It uses the results of all the preceding project time management processes to determine the start and end dates of the project. The ultimate goal of this process is to create realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project. There are several tools and techniques assist in this process: Gantt chart – a common tool for displaying project schedule information, Critical path analysis – a very important tool for developing and controlling project schedules, Critical chain scheduling – a technique that focuses on limited resources when creating a project schedule, PERT analysis – a means for considering schedule risk on projects.
Schedule control is to control and manage changes to the project schedule. The goal of schedule control is to know the status of the schedule, influence the factors that cause schedule changes, determine that the schedule has changed, and manage changes when they occur.
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