Estimating task durations is one of the fundamental parts of project management. It involves the estimation of the amount of time required by a certain project activity given the available resources. This happen directly after cost estimating. In the Project Management Body of Knowledge (PMBOK), the main output of the Estimate Activity Duration process are Activity … [Read more...]
Developing a functional schedule requires that tasks have dependencies. That means they have relationships to one another, they are not orphans adrift at sea. All Tasks Should have a Dependency The Project Management Body of Knowledge (PMBOK) states that all tasks should have a dependency. This is because by definition, if a task is part of a project it must be related … [Read more...]
If there is only one foundational part of project management, it would have to be breaking down the project into manageable parts. Those parts are called phases and tasks. Everything else is built upon that foundation, so it should not be taken lightly. Although it seems trivial, it is one of the most important parts of a project manager's job. Example Task List In … [Read more...]
The project deadlines are firm but the resources are occupied. The deadlines have been tightened but the quality must stay the same. The customer wants the highest quality product at the lowest cost. These are some of the many issues a project manager must deal with on a daily basis. On a foundational level, the project manager must balance the cost-quality-time … [Read more...]
If there is only one foundational part of project management, it would have to be breaking down the project into manageable parts. Those parts are called phases and tasks. Everything else is built upon that foundation, so it should not be taken lightly. Although it seems trivial, it is one of the most important parts of a project manager's job. Example Activity … [Read more...]
With little exception, missing deadlines reflects poorly on the project manager and sometimes has financial consequences too. Because projects are by definition temporary, someone has authorized the project and expects its deliverables in a timely fashion. To meet the deadlines, a schedule management plan is produced which is a subset of the project management plan. … [Read more...]
Earned value analysis is used to calculate the project status on two fronts: Schedule. Is the project ahead of or behind schedule? Cost. Is the project over or under budget? Let's say you are the project manager for the renovation of 3 hotel rooms. The tasks are as follows: Preparation. Jan. 1 - Jan. 10, $5,000. Room #1: Jan. 10 - 20, $15,000. Room … [Read more...]
It's amazing how many projects do not know their true status until near the end, when there is little that can be done to ensure they finish on time or budget. The proper time to rigorously track project status is at the beginning, not at the end. This is when project risk can be managed and changes made to get it back on track. Earned value analysis is the current … [Read more...]
Since many people become project managers via promotion from a technical role, "flying by the seat of your pants" is often the norm. You might know the progress and delivery date of various tasks, the deadline date for the overall project, and you might be on top of the overall project progress. But today I will show you the right way to monitor project progress to … [Read more...]
In my industry, timelines are rarely met. I would guess that 20% of all projects meet their original completion dates. And yet, it is one of the most, if not the most, important criteria specified by the various levels of government when measuring project performance. (If anyone in the highways industry reads this, please leave your comments below - I'd like to know … [Read more...]
