estimate the exact time is an essential skill for the management of good projects. It is important to obtain estimates opportune time for two main reasons:
1. Time estimates drive deadlines for delivery and planning of projects, and thus will affect the assessment of other peoples of reliability and efficiency 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 particularly true when the project manager is not familiar with the mission to be carried out. Unexpected events or unscheduled work has not taken a high priority in mind.
project managers often simply fail to allow full complexity or potential errors and stuff ups, involved with the project. And it is often used project Wembley Stadium in London 04-06 as an example, although there are other countless less personal.
task time estimates as inputs into other techniques used to organize and structure all projects. Using estimation techniques timely manner may reduce large projects to a series of small projects.
Step 1 - Understand the project's results
First you have to understand exactly what it is you need to achieve. (See my article; Project Management - begin with the end in mind). Review the project / task in detail so that there are no "anonymous." Some difficult problems difficult to understand to take as much time to solve them.
best way to re-look at the function is just list all component tasks in full detail.
Step 2 - Time estimate
when you have a detailed list of all the tasks that must be achieved to complete the project then you can begin to estimate how long each will take.
Make sure that you also allow time for management to project management, detailed project and connect with resources external bodies "and authorities, meetings, quality assurance developing supporting documentation or the necessary procedures, and training.
also make sure that you time has allowed for:
o other high tasks urgent to be carried out which will have priority over this one
o accident and emergency
o internal / external meetings
Q holidays and illness in the number of staff / key stakeholders
o Contact with other customers, suppliers and contractors.
Q breakdowns in equipment
o delivery missed the by suppliers
Q interruptions by customers, suppliers, contractors, family, pets, and workers co etc.
o other priorities and schedules, for example, local government planning processes
control o rejected quality etc.
Q unforeseen events (such as renovating the bathroom finding white / ants termites in the walls)
these factors may greatly prolongs the time required to complete the project and cost.
If the estimates are accurate time is critical, and you will find it effective to develop a systematic approach to including these factors. If possible, base this on past experience. In the absence of prior experience your own, ask someone who has already done the task or project to advise what can go wrong. What you need to plan for. And over a long period all previously task.
you could lose a great deal of credibility, and money, by reducing necessary for the implementation of the project duration. If you underestimate time, not only you miss deadlines, you can also put other people under unnecessary pressure.
Step 3 - Plan for it going wrong
Finally, allow time for all the expected turbulence expected to work and that is inevitably going to happen and delays. Illness, strikes, materials not available, poor quality work, bureaucratic confusion etc.
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