Time schedule management is about managing the scheduling of tasks. The question is how large or small these tasks should be to make a project manageable. One deterministic approach say that if we could define things to such a level that what’s to be done every hour or less can be specified then a project could be done in finite, predictable time. This may be true of some projects like assembling an equipment for example. Whole of manufacturing depends on this predictability and they are able to produce millions of components, thousand of cars and so on.

However, any project that is undertaken always has an element of something new and unknown.  The catch really is the issue that not all issues about a project are known. We have emphasized on scoping and communication in earlier sections so heavily to ensure that project managers are able to bring down ambiguity.

Time Schedule Management Approach

Einstein is reputed to have said that things should be made simple but no simpler. That applies to breaking down of work too. If it is too detailed, project managers work would reduce to keeping track of these detailed tasks and checking them off a list. He would need to be an expert of about every domain expertise used in the project to be able to understand the impact of completion or not of a particular task. In the multi disciplinary projects that are handled and where the newest kid may have the latest technology (a college grad fresh out, may know the latest software technology the best), this is not likely to work. What needs to happen is to attach smaller teams to the various project areas and let the leaders be accountable.

Aside from that breaking down into tasks, subtask etc has to be of a size that can be completed in a few weeks’ time. The team leaders then can manage these tasks. The project manager would then monitor the wok do9ne over a week, the progress and how much is left to be done and get a sense of overall project progress.

At the planning time you get the plans for these smaller modules and then build up the overall plan bottom up. The time estimates also are provided by the teams that go into your overall estimates for time schedule. As indicated already the team may have the best guess on the time required to complete the activity assigned to them. They may know the most about the development technology to be used or the domain of expertise.

Other details the PM will have to have a good grip on is how to integrate the disparate technology stuff to create the product. How to sequence the tasks to achieve the best results and how to manage the important and overlapping actions like QA are the other details the manager will have to have good feel. If there are intermediate deliveries to be made and user feedbacks to be incorporated, these too need to be worked into the time schedule.

Time schedule management is about managing the scheduling of tasks. The question is how large or small these tasks should be to make a project manageable. One deterministic approach say that if we could define things to such a level that what’s to be done every hour or less can be specified then a project could be done in finite, predictable time. This may be true of some projects like assembling an equipment for example. Whole of manufacturing depends on this predictability and they are able to produce millions of components, thousand of cars and so on.

However, any project that is undertaken always has an element of something new and unknown.  The catch really is the issue that not all issues about a project are known. We have emphasized on scoping and communication in earlier sections so heavily to ensure that project managers are able to bring down ambiguity.

Time Schedule Management Approach

Einstein is reputed to have said that things should be made simple but no simpler. That applies to breaking down of work too. If it is too detailed, project managers work would reduce to keeping track of these detailed tasks and checking them off a list. He would need to be an expert of about every domain expertise used in the project to be able to understand the impact of completion or not of a particular task. In the multi disciplinary projects that are handled and where the newest kid may have the latest technology (a college grad fresh out, may know the latest software technology the best), this is not likely to work. What needs to happen is to attach smaller teams to the various project areas and let the leaders be accountable.

Aside from that breaking down into tasks, subtask etc has to be of a size that can be completed in a few weeks’ time. The team leaders then can manage these tasks. The project manager would then monitor the wok do9ne over a week, the progress and how much is left to be done and get a sense of overall project progress.

At the planning time you get the plans for these smaller modules and then build up the overall plan bottom up. The time estimates also are provided by the teams that go into your overall estimates for time schedule. As indicated already the team may have the best guess on the time required to complete the activity assigned to them. They may know the most about the development technology to be used or the domain of expertise.

Other details the PM will have to have a good grip on is how to integrate the disparate technology stuff to create the product. How to sequence the tasks to achieve the best results and how to manage the important and overlapping actions like QA are the other details the manager will have to have good feel. If there are intermediate deliveries to be made and user feedbacks to be incorporated, these too need to be worked into the time schedule.

The Details

August 16, 2009
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Time schedule management is about managing the scheduling of tasks. The question is how large or small these tasks should be to make a project manageable. One deterministic approach say that if we could define things to such a level that what’s to be done every hour or less can be specified then a project could be done in finite, predictable time. This may be true of some projects like assembling an equipment for example. Whole of manufacturing depends on this predictability and they are able to produce millions of components, thousand of cars and so on.

However, any project that is undertaken always has an element of something new and unknown.  The catch really is the issue that not all issues about a project are known. We have emphasized on scoping and communication in earlier sections so heavily to ensure that project managers are able to bring down ambiguity.

Time Schedule Management Approach

Einstein is reputed to have said that things should be made simple but no simpler. That applies to breaking down of work too. If it is too detailed, project managers work would reduce to keeping track of these detailed tasks and checking them off a list. He would need to be an expert of about every domain expertise used in the project to be able to understand the impact of completion or not of a particular task. In the multi disciplinary projects that are handled and where the newest kid may have the latest technology (a college grad fresh out, may know the latest software technology the best), this is not likely to work. What needs to happen is to attach smaller teams to the various project areas and let the leaders be accountable.

Aside from that breaking down into tasks, subtask etc has to be of a size that can be completed in a few weeks’ time. The team leaders then can manage these tasks. The project manager would then monitor the wok do9ne over a week, the progress and how much is left to be done and get a sense of overall project progress.

At the planning time you get the plans for these smaller modules and then build up the overall plan bottom up. The time estimates also are provided by the teams that go into your overall estimates for time schedule. As indicated already the team may have the best guess on the time required to complete the activity assigned to them. They may know the most about the development technology to be used or the domain of expertise.

Other details the PM will have to have a good grip on is how to integrate the disparate technology stuff to create the product. How to sequence the tasks to achieve the best results and how to manage the important and overlapping actions like QA are the other details the manager will have to have good feel. If there are intermediate deliveries to be made and user feedbacks to be incorporated, these too need to be worked into the time schedule.

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