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¶ … Time Management
Scope and Time Management:
Managing Constraints in Project Management
Managing the constraints of time, cost and scope determines the level of quality a given project attains. The strategies project management professionals use to optimize the performance of projects take into account these three constraints while also looking for dependencies on hwo these specific resources are used (Clark, 1989). The constraints of time, cost and scope are also used for determining the duration of a project's schedule and the level of investment made in process re-engineering and improvement to improve performance over time (Hameri, Heikkila, 2002). Controlling a project for scope has immediate effects on time management, and can accelerate the completion of a project if taken in the context of constraint-based optimization (Woolshlager, 1986). There are a wide variety of optimization techniques and tools available for ensuring the highest possible project performance for the lowest cost (Amalesh, Hengle, Sawhney, Kumanan, 2007). The ability to optimize a project on time constraints and see the implications on costs takes advanced project management skills and the ability to manage complexity of tasks and also budget in time for uncertainty and interruptions as well (Hameri, Heikkila, 2002). The intent of this analysis is to evaluate how scope and time management can...
The ability to optimize the mix of time, cost and scope constraints can very often determines the long-term profitability of an enterprise (Schnoll, 2011).
Optimizing for Time and Scope Management
Of the many skill sets an effective project manager needs, foremost is the ability to analytically determine how best to manage the complexity of constraints and dependencies of time, cost and scope. Making the optimization of these three factors even more challenging is the needs to recursively optimize these three constraints throughout each of the six stages of the lifecycles as shown below. Through project definition, to project initiation, planning, execution, monitoring & control and closure, project managers need to be able to manage for constraints in scope and time management across each (Amalesh, Hengle, Sawhney, Kumanan, 2007). When this occurs a project paradoxically doesn't experience scope creep when new factors or potential deviations in project definition occur. Instead there is a clearer focus on how the [potential scope creep acts as a catalyst to clarify time and scope constraints. Through a continually recursive approach to managing these constraints, project managers are able to also clarify and strengthen the core assumptions of their projects (Amalesh, Hengle, Sawhney, Kumanan, 2007). The…
References
Amalesh, J., Hengle, A., Sawhney, R., & Kumanan, S. (2007). Estimating product development time using extended PERT model. IIE Annual Conference.Proceedings,, 1575-1580.
Clark, K.B. (1989). Project scope and project performance: The effect of parts. Management Science, 35(10), 1247-1247.
Ari-Pekka Hameri, & Heikkila, J. (2002). Improving efficiency: Time-critical interfacing of project tasks. International Journal of Project Management, 20(2), 143-153.
Schnoll, L. (2011). How will you manage? Quality Progress, 44(9), 62-64.
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