Time management is organizing and implementing a strategy related to the time needed for different activities in a project. No aspect of work, be it the individual’s work, others, project, or process, can be controlled unless it has been planned.
It is helpful to set out the distinctions between the different terminologies related to time administration.
To examine all the facts relating to a project and develop a course of action that will achieve the set objectives within the time allowed or the available resources.
To set down the plan to a timescale so that it can be easily communicated to all the people involved.
To check the plan and/or program at regular intervals to measure actual achievement against planned achievement. This comparison is passed on to management to take action concerning the program and resources used.
The reference has been made to “work” and “undertakings”. Although, in principle, the two are interchangeable, “work” implies an ongoing continuum of activity, whereas “undertaking” implies a fixed-term activity.
The combination of objectives and time permits the modern concept of control to be realized. This is based on sound principles of practical planning and foresight to produce actual means of measuring work progress against predetermined output standards.
If resources are simply stated as labor, machinery, substances, and money, the common factor linking their effective or economic use is time. Each has a basic unit cost (hourly rate, interest rate, hire rate) so that, apart from substance cost, which can be assumed to be constant, the overall cost will accelerate as each resource is used for a longer time.
Thus, planning is necessary for “control” to be exercised and programming is key if effective time and cost control are to be maintained.
The objectives of time administration programs are:
Time management programs are the visual means of charting the sequence of a number of different tasks, projects, or activities against time. The following types of programs may be used for this planning.
The bar chart requires a formalized layout where a timescale (marked horizontally) usually related to a calendar is considered against the list of activities marked vertically, followed by columns showing periods on the timescale. The use of horizontal lines plots the duration and sequence of each activity. The bar (Gantt chart) is a widely used program for all undertakings.
In the bar chart shown above, it is understandable for anyone when each of the five activities is to be accomplished with respect to the calendar dates. However, for those working within the organization, it highlights the problems.
For instance, J Bloggs may be crucial for the completion of undertaking Z; it may be impractical to continue work on undertakings during the office move or to complete undertaking Y before undertaking X starts. Thus, the bar chart only gives part of the picture, albeit simply and clearly.
In this type of chart, the visual benefits of the bar chart are retained, but an emphasis on dependencies is added to the chart for a better understanding. This is represented by vertical links between the completion of one activity and the start of another.
The above chart shows the rearranged schedule of activities to take into account the dependencies identified above, and these are shown by the vertical lines.
The above chart indicates key dates so that Project Y must finish in time for the office move, and similarly, Project Z must finish on time if J Bloggs is to catch the plane. It can be noticed that Project X has been moved to an earlier scheduled start, commencing after the office move on 9 November, although previously it started on 23 November.
What is uncertain from looking at the linked chart is the degree of flexibility when activities are started and finished. Thus, it is not sure whether Project X could start on 9, 16, 23, or even 30 November, only that it must follow project Y. All the link lines indicate the dependency where one activity cannot overlap with another.
Project Network Analysis (PNA) is a more scientific approach to scheduling time. Whilst it is possible to use graph paper or a pinboard to create bar and linked charts, programs produced by network analysis need the use of arithmetic.
The program or network produced concentrates on the logical relationship between activities and their reference to the project completion. The network shows all the relationships between activities, their dependencies and their float time (the flexibility in starting an activity), and their durations.
The above chart shows the increased information and thereby control resulting from networking to produce bar charts.
Let’s assume that J Bloggs is needed to supervise the office move and that Project Z must be completed before October. We have a fixed time sequence whereby Project Z must be completed before J Bloggs can go on leave, who, in turn, must be back to oversee the office move.
Additionally, if Project P cannot start before 30 November and Project X must be completed before Project P starts. After Project Y and the office move have been done, the sequence is extended. Assuming the times for each activity are fixed, we can now identify the critical path and the critical activities.
These in order are Project Z; J Bloggs on leave; move office; Project X; and Project P. Projects N and Y are flexible – in other words, they have float time available. We have two non-critical activities.
In the chart, undertaking N is shown as being able to start in five weeks, although it only lasts for two weeks. As it is not dependent on any other activity, we can choose when it is done.
Separating the critical activities from the non-critical ones gives us an even greater ability to control them. From Figure 3, we now know:
Lastly, if the seven activities shown in the chart together comprised parts of one entire project, we would now know that the minimum time to complete it would be 12 weeks. A start on 28 September would allow completion on 21 December in time for Christmas.
Time management is organizing and implementing a strategy related to the time needed for different activities in a project. No aspect of work, be it the individual’s work, others, project, or process, can be controlled unless it has been planned.
The objectives of time administration programs are: 1. It helps to decide the most expeditious and economic method of carrying out the work consistently with the available resources. 2. Provide continuous productive work for all labor and machinery employed, reducing unproductive time to a minimum. 3. Organize and control the work by early examination of all its aspects; 4. Recognize and deal with possible difficulties, thereby ensuring smooth and continuous progress. 5. Give accurate information relating to the timescale to use the resources employed. 6. Provide proper progress and control procedures. 7. Contribute factual data for use in future estimating and programming.
Time management programs are the visual means of charting the sequence of a number of different tasks, projects, or activities against time. The following types of programs may be used for this planning: 1. Bar charts 2. Linked bar charts 3. Bar charts from network analysis