Sequencing tasks based on individual task duration, ability of tasks to run concurrent with other tasks, predecessors of tasks, strategic scheduling and controlling of tasks are all elements that need to be considered when managing time in any project. A Proactive approach for time allocation – “working on plans that are beyond the timeframe of ‘that which needs to be done immediately’ with the emphasis on ‘problem prevention’ ( Harvey Maylor 4th Edition pg 270). This approach on time management is designed to save time in the initiating stages of any project. Without considering a task list or any form of initial planning the DPA and Regional Sales Centers deemed an arbitrary project duration of 3 to 4 months. Additionally the Project Director nominated by the head of the DPA only worked 2 days / week on the project and had a significant amount of persons reporting to him. This type of work schedule creates disconnects and loss of focus. Considering the criticality of the project, a fully committed Project Director may have been a wiser choice. Breakdown structures should have been initially employed to allow for better control of tasks and containment of risk. Implementing Organization Breakdown Structure techniques coupled with Work Breakdown Structure “Chunking” (Lecturer’s Notes), would have highlighted possible continuity issues such as Jeremy and Taz not being able to meet the “go live” date due to the underestimation of the quantity of work to be done on the
Sequencing tasks based on individual task duration, ability of tasks to run concurrent with other tasks, predecessors of tasks, strategic scheduling and controlling of tasks are all elements that need to be considered when managing time in any project. A Proactive approach for time allocation – “working on plans that are beyond the timeframe of ‘that which needs to be done immediately’ with the emphasis on ‘problem prevention’ ( Harvey Maylor 4th Edition pg 270). This approach on time management is designed to save time in the initiating stages of any project. Without considering a task list or any form of initial planning the DPA and Regional Sales Centers deemed an arbitrary project duration of 3 to 4 months. Additionally the Project Director nominated by the head of the DPA only worked 2 days / week on the project and had a significant amount of persons reporting to him. This type of work schedule creates disconnects and loss of focus. Considering the criticality of the project, a fully committed Project Director may have been a wiser choice. Breakdown structures should have been initially employed to allow for better control of tasks and containment of risk. Implementing Organization Breakdown Structure techniques coupled with Work Breakdown Structure “Chunking” (Lecturer’s Notes), would have highlighted possible continuity issues such as Jeremy and Taz not being able to meet the “go live” date due to the underestimation of the quantity of work to be done on the