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.

1. Project Management Schedule Management MOHAMMAD K. KIWAN PMO MANAGER IMAGE TECHNOLOGIES Part of Project Management Awareness Sessions

2. Schedule/Time Management It is from Project Management perspective and NOT personal development/management perspective (the latter is a topic under human development and human skills) Schedule & Time are used interchangeably in PM context. July 20, 2009 2

3. The triple constraint Every project is constrained in different ways by its: Scope: What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project? Time: How long should it take to complete the project? What is the project’s schedule? Cost: What should it cost to complete the project? What is the project’s budget? July 20, 2009 3

4. The triple constraint triangle July 20, 2009 4 Scope Time Quality Cost

5. Project Schedule If before 10 years or more, most people will think of a project schedule as the project plan. Project Schedule ≠ Project Plan, but is part of it. Project Schedule contains time, scope and sometimes other knowledge areas. July 20, 2009 5

6. Schedule Planning Usually it should start from the very first of the project (or sometimes a draft one is done during presales/contract) In contracted environment, the schedule start and end are sometimes defined or restricted. You need to schedule within these limits July 20, 2009 6

7. Schedule Development You need to know scope first (including project scope) You should schedule ALL of your work (Planning, PM Activities, meetings, Design, Developments, Quality work, Risk work, Approval, Documentation, Training, Lessons Learned, Traveling, …) July 20, 2009 7

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9. Schedule Development (Cont.) Schedule tasks (scope) must be mostly derived from the WBS. A standard estimation process will give the estimated durations of each task. Dependencies will follow from team input. Resource Assignments will be done. July 20, 2009 9

10. Schedule Optimization/Finalization You need to handle resource overallocations. You may need to make schedule compression using techniques like fast tracking and crashing. The schedule must be approved both INTERNALLY and EXTERNALLY. July 20, 2009 10

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12. Some keywords in Scheduling literature Critical Path: the path that will determine project duration. Slack, Float, Buffer Activity/Task Milestone/deadline Network Diagram / Gantt Charts Duration, Work, Assignment percentage (Units) Man days, Calendar days, duration Estimates: Bottom up, top down (analogous), parametric. Also: one point, three point (PERT), estimate with range. Also: ROM, budgetary, Definite. July 20, 2009 12

13. Schedule Control First of all, Project Schedule should be realistic. There is no value in a schedule which we all know will not work. Project Schedule must be baselined. In all projects, there will be changes to the schedule, but these must be planned and/or controlled changes. July 20, 2009 13

14. Schedule Control (cont.) It is very dangerous to work not according to the schedule. (Results: Random work, unproductive work, irrelevant work, …) Schedule control sometimes comes also with other type of control (e.g. scope, risk, …) July 20, 2009 14

15. Questions? July 20, 2009 15

16. Thank You July 20, 2009 16