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6: Project Time Management
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Next, you need to fully understand the requirements and stakeholder priorities (don t be afraid to ask and verify these key components) Be open-minded and look at various options Also, document the options even if they are not used right away This will give you a head start on risk management plan development (see 11) Look across the entire project (charter to close), as mentioned in 4, to see how the project can impact (or be impacted by) other projects for example, limited resources, changes in priorities, and shift in sponsors (turnover) or budget dollars To this end, you might want to get managers to provide you with letters of commitment for key resources to ensure the people will be available on your project for the time needed without interruptions from other work or projects Lastly, when the schedule is developed, you must continuously manage it Never put the schedule in a desk drawer or on a shelf It should be a working document that s reviewed, worked, and revised (through change control) early and often, as needed, to be up to date and accurate
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Also, it is important for you to use progressive elaboration (iterative processing) to apply the things you have learned as you progress further into the project life cycle to update the schedule and other documents As much as we would like to lock in on the schedule at the beginning, a phenomenon called discovery surfaces as we get deeper into the project As we learn more about the project, we need to make updates to the schedule This is often called hindsight (which people say is 20/20) This means historical information is a good thing
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Be very aware of project constraints, limitations, or barriers that can cause you and the team to stumble and fall It is extremely difficult to see all the constraints at the beginning of the project This is why you need to be aware of possible constraints and the possible impact to the project throughout the life cycle Constraints can appear in many forms; some are self-inflicted and in some cases can be turned into real opportunities A good example of a project with a schedule constraint is the Olympics: It doesn t matter whether or not the paint is dry on the stadium seats; the torch is to be lit at a specific time on a specific date
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Impact of Project Constraints
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Constraints are imposed on projects from many sources even from within (self-inflicted) Suppose you are putting activities into your scheduling software tool and you decide the date for a particular activity is fixed (for example, must start on or must finish on ) What do you think this does to the scheduling software that works so hard to calculate float,
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overall duration, and the critical path of your project It can really mess things up! I have seen this happen many times When the dates don t make sense in the scheduling tool, chances are you or someone has set a constraint without fully understanding the impact to the overall project Don t get me wrong there are times when fixed date constraints are needed Just be aware that when a date is fixed (constrained), it will likely force an override in the software tool and change the overall schedule
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Types of Schedule Constraints
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The four common types of schedule constraints are listed and described in Table 6-3 The two used most often are:
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It is important to remember that constraints can be tied to individual project activities and/or the entire project Also, constraints are often tied directly to a milestone, which may be outside the project team Remember, milestones are major events on the project and require zero resources (from the project team) and carry zero duration Constraint
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