8: Project Time Management
- Page ID
- 24651
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 8.1: Types of Schedules
- This page outlines the types of project schedules developed through various project phases, including the conceptual schedule for major tasks, the master schedule with milestones and contracts, and the detail schedule for specific activities closer to execution. It emphasizes that each schedule type varies in detail and purpose, from the broad nature of the conceptual schedule to the specificity of the detail schedule.
- 8.2: Elements of Time Management
- This page covers project management tools, specifically the work breakdown structure (WBS), which organizes activities and manages time through hierarchical task decomposition. It details project time management steps, including activity sequencing and resource estimation. Additionally, it addresses relationships between activities, such as predecessor and successor tasks, using Gantt charts and network diagrams.
- 8.3: Critical Path and Float
- This page outlines essential project management concepts such as the critical path, early and late start dates, and float calculations. The critical path determines the longest task duration, influencing project completion; early and late start dates indicate when tasks can begin or the latest start without delay. Total float shows permissible delays without affecting the project end date, while free float pertains to non-critical tasks.
- 8.4: Managing the Schedule
- This page covers scheduling management in project management, highlighting the significance of progress tracking, resource management, and acceleration methods. It emphasizes accurate measurements, the role of milestones, and the necessity for regular updates to stakeholders. The text illustrates techniques through examples like Boeing's Dreamliner and concrete pouring acceleration by increasing crew size.
- 8.5: Project Scheduling Software
- This page discusses how project complexity influences software selection for project management. For low-complexity projects, general tools like word processors suffice, while medium to high-complexity projects require specialized software such as Microsoft Project or Oracle's P6. Important factors include compatibility, tracking, collaboration capabilities, and advanced features.
- 8.6: Exercises
- This page offers exercises designed to improve understanding through essay questions and discussion prompts. Students compare Gantt and Network charts, explore project crashing, and use software for data management. Discussion activities involve sharing personal experiences with workload management and spreadsheets, as well as concepts like resource leveling and free float for improved workload distribution while encouraging peer insights and suggestions.
- 8.7: Software and Technology Exercises
- This page provides detailed instructions for managing a Work Breakdown Structure (WBS) using OpenProj and Microsoft Excel and Word 2007. It covers installation, data import from Excel, creating WBS with subtotals, and maintaining documentation through screen captures. Users learn to organize costs and durations for low-complexity projects and follow specific saving and naming conventions. Additionally, evaluation rubrics are included for assessing submitted work.