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Casual Articles - Project Management - Time Estimates and Planning
Many times someone will have a good idea for a new business or innovation, perhaps an invention then as they do research they realize someone else already thought of it and in fact are already selling it. But they never heard of it until they checked on the Internet to see. But you must ask yourself why didn’t they know about it; well, probably because who ever is doing it is not marketing their product of service very well.Recently a business-marketing student came u
First you need to fully understand what it is you need to achieve. (Refer to my article; Project Management - Begin with the end in mind). Review the project /task in detail so that there are no ‘unknowns’. Some difficult-to-understand, tricky pro
While I was driving to work this morning I was stuck in traffic. Even worse, I was stuck in traffic behind a bus. I hate traffic jams and I hated being behind buses in traffic jams. When behind a bus, your vision is restricted; you cannot see beyond the bus. So you have to look at it. And, you are forced to look at whatever is on the back of that bus.On this particular bus was an advertisement for a local real estate agent. It was one of those big billboard-style ads
1. Time estimates drive the setting of deadlines for delivery and planning of projects, and hence will impact on other peoples assessment of your reliability and competence as a project manager.
2. Time estimates often determine the pricing of contracts and hence the profitability of the contract /project in commercial terms.
Often people underestimate the amount of time needed to implement projects. This is true particularly when the project manager is not familiar with the task to be carried out. Unexpected events or unscheduled high priority work may not be taken into account.
Project managers also often simply fail to allow for the full complexity or potential errors and stuff ups, involved with a project. The 2004-2006 Wembley Stadium project in London is often used as an example, although there are countless others of less profile.
Time estimates are important as inputs into other techniques used to organise and structure all projects. Using good time estimation techniques may reduce large projects to a series of smaller projects.
Step 1 - Understand the Project Outcome
First you need to fully understand what it is you need to achieve. (Refer to my article; Project Management - Begin with the end in mind). Review the project /task in detail so that there are no ‘unknowns’. Some difficult-to-understand, tricky prob
In part one of this series of articles we discussed the growth in the marketability of antique brand images and how the apparent extinction of the brand itself can lead to the rapid rise of the marketability of the antique value of the packaging itself.Posters were very much in the vanguard of this market and it is quote ironic that when you look back from the experience of hindsight to see such names that have been involved in this type of commercial enterprise it wo
2. Time estimates often determine the pricing of contracts and hence the profitability of the contract /project in commercial terms.
Often people underestimate the amount of time needed to implement projects. This is true particularly when the project manager is not familiar with the task to be carried out. Unexpected events or unscheduled high priority work may not be taken into account.
Project managers also often simply fail to allow for the full complexity or potential errors and stuff ups, involved with a project. The 2004-2006 Wembley Stadium project in London is often used as an example, although there are countless others of less profile.
Time estimates are important as inputs into other techniques used to organise and structure all projects. Using good time estimation techniques may reduce large projects to a series of smaller projects.
Step 1 - Understand the Project Outcome
First you need to fully understand what it is you need to achieve. (Refer to my article; Project Management - Begin with the end in mind). Review the project /task in detail so that there are no ‘unknowns’. Some difficult-to-understand, tricky pro
Starting a new business requires creativity. You need to think of innovative ways to entice people to give you a shot when you are starting a new business.Often times early paying clients come from friends of the family and other family members. When you're starting a new business it is best if you can avoid this type of business. It's very difficult to do business when you don't have an arm's length. When things go bad or expectations get out of control, dealing
Project managers also often simply fail to allow for the full complexity or potential errors and stuff ups, involved with a project. The 2004-2006 Wembley Stadium project in London is often used as an example, although there are countless others of less profile.
Time estimates are important as inputs into other techniques used to organise and structure all projects. Using good time estimation techniques may reduce large projects to a series of smaller projects.
Step 1 - Understand the Project Outcome
First you need to fully understand what it is you need to achieve. (Refer to my article; Project Management - Begin with the end in mind). Review the project /task in detail so that there are no ‘unknowns’. Some difficult-to-understand, tricky pro
What is expectedCustomers expect equipment to be returned in good working order in a reasonable time frame. They also expect all settings and adjustments to remain as they were when the equipment failed. The end user is reasonable, and they do not expect overnight repairs at no charge. They have been taught through experience not to expect to much. So it should be easy for a service department to exceed their expectations.A happy customer i
Time estimates are important as inputs into other techniques used to organise and structure all projects. Using good time estimation techniques may reduce large projects to a series of smaller projects.
Step 1 - Understand the Project Outcome
First you need to fully understand what it is you need to achieve. (Refer to my article; Project Management - Begin with the end in mind). Review the project /task in detail so that there are no ‘unknowns’. Some difficult-to-understand, tricky pro
Rookie mistakes. We are all guilty of them. Whether it's letting a client slide without a contract, entering a long-term agreement with a vendor we soon come to loathe, underpricing our products or services, or allowing someone to get too far behind on their invoice before we cut off the faucet...each mistake hurts. If we are lucky it only hurts our pride, but quite often we get burned - that is, we take a hit in the pocketbook, too. Something most small business owners
First you need to fully understand what it is you need to achieve. (Refer to my article; Project Management - Begin with the end in mind). Review the project /task in detail so that there are no ‘unknowns’. Some difficult-to-understand, tricky problems that take the greatest amount of time to solve. The best way to review the job is to just list all component tasks in full detail.
Step 2 - Estimate time
When you have a detailed list of all the tasks that you must achieve to complete the project then you can begin to estimate how long each will take.
Make sure that you also allow time for project management administration, detailed project, liaison with outside bodies’ resources and authorities, meetings, quality assurance developing supporting documentation or procedures necessary, and training.
Also make sure that you have allowed time for:
• Other high urgency tasks to be carried out which will have priority over this one
• Accidents and emergencies
• Internal/external meetings
• Holidays and sickness in key staff/stakeholders
• Contact with other customers, suppliers and contractors.
• Breakdowns in equipment
• Missed deliveries by suppliers
• Interruptions by customers, suppliers, contractors, family, pets, co- workers etc
• Others priorities and schedules e.g. local government planning processes
• Quality control rejections etc.
• Unanticipated events (e.g. ren
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