PMBOK Practices & Project Time Management

PMBOK Practices & Project Time Management

“Ourmainbusinessisnottoseewhatliesdimlyatadistance,
buttodowhatclearlyliesathand.”
–ThomasCarlyle

PMBOK tools and practices regarding time management address the ability to plan and finish projects within the estimated deadlines. Time management is a core area of project management and a significant aspect of project management. It has close affinity with both costs and scope areas. It helps managers and the team deliver projects on time. Here, the planning process involves the sequencing and allocation of various tasks while the monitoring/controlling tasks are concerned with the tracking and reporting of work progress as well as addressing the changes and shifts in the plan. The closing processes also include an audit of overall time targets and an estimation of the accuracy time estimates. Also, it includes an analysis of future plans that could be more lucrative.
Time management is a key part of a successful project. It can be broken down into the following processes. Definition of activities
Sequencing activities
Estimation of resources for activities
Estimation of the duration of activities
Schedule development
Control over the schedules

PMBOK Time Management: Six Processes PMBOK’s project management process consists of six main processes. This includes the identification and delineation of all tasks and action items that must be completed throughout the project’s life cycle in order to produce the required project deliverables. This is accomplished by utilizing action templates that are linked to previous activities/projects as milestones. (Planning Process Group).

Sequencing activities is the process of identifying and mapping action task dependencies between project activities using preceding documents. Project managers can use the precedence diagramming, arrow, and other methods to diagram dependencies. This process produces the network diagram. This process records the sequence of activities that must be completed in order to produce timely project outputs. (Planning Process Group).

The third step in time management is to accurately estimate the resources (men and machines) required for each activity. The activity resource estimations are used to determine the number and type of resources required for each project. This process relies on expert judgment and bottom-up estimation at different stages of the project lifecycle. (Planning Process Group).
The next step in PMBOK management is to estimate the duration of an activity. This requires expert judgement and the use of tools such as PERT for making decisions related to cost estimation and schedule development. It is crucial to accurately estimate the time required to complete defined activities, taking into account the project scope and available resources. (Planning Process Group).

After the duration and resource estimations have been completed, the project schedule is created. Project management software solutions are used to assist with this process. They include resource leveling to avoid over-allocation of resources, activity sequences and duration estimation, and handling of project schedule constraints. Each activity in a project is assigned a start and an end date. This process’s output is approved and used as a basis for tracking the progress of a project. (Planning Process Group).

Changes and understanding the process are key to controlling a project’s schedule. It describes the monitoring of project status and analyzes schedule changes. It also controls schedule changes to meet planned schedules. Schedules with an integrated manageable

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