Human behaviors in scheduling - Revision history

RobertK: /* Scheduling methods */

2019-03-04T22:57:59Z

Scheduling methods

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	CRITICAL CHAIN PROJECT MANAGEMENT		CRITICAL CHAIN PROJECT MANAGEMENT

	Critical Chain Project Management, CCPM, is a scheduling method that highlights the importance of human resources and other resources required to finish a task. The method is resource dependent, which means that a task cannot be started unless the previous is finished. CCPM is a simple method that establishes the critical chain after considering resource limitations. What is unique with the CCPM method is that it uses a probability activity of 50% when estimating the duration of a project and a project buffer when delivering the project <ref name=''book''> ''Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.'' </ref>. The method is based on Parkinson’s law, where workers find small irrelevant tasks to fill the time in the task schedule. This is because the importance of finishing a project within the deadline is emphasized in a company, but early delivery is not rewarded. As the CCPM method is simple and does not require any new software, can the plans be created quickly after the resource estimates and activity schedules are available. The CCPM creates a critical chain, while the PERT and CPM create a critical path. The critical chain is the centre of interest for the ~~Project Manager~~ and is unchanged during the span of a project.		Critical Chain Project Management, CCPM, is a scheduling method that highlights the importance of human resources and other resources required to finish a task. The method is resource dependent, which means that a task cannot be started unless the previous is finished. CCPM is a simple method that establishes the critical chain after considering resource limitations. What is unique with the CCPM method is that it uses a probability activity of 50% when estimating the duration of a project and a project buffer when delivering the project <ref name=''book''> ''Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.'' </ref>. The method is based on Parkinson’s law, where workers find small irrelevant tasks to fill the time in the task schedule. This is because the importance of finishing a project within the deadline is emphasized in a company, but early delivery is not rewarded. As the CCPM method is simple and does not require any new software, can the plans be created quickly after the resource estimates and activity schedules are available. The CCPM creates a critical chain, while the PERT and CPM create a critical path. The critical chain is the centre of interest for the project manager and is unchanged during the span of a project.

	==Unforeseen events in scheduling==		==Unforeseen events in scheduling==

RobertK: /* Abstract */

2019-03-04T22:48:13Z

Abstract

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	==Abstract==		==Abstract==

	The idea behind this article is to provide the reader with knowledge about the effects of human behaviors in scheduling. The term "behaviors in scheduling" is a broad term that can be seen as how humans act and react to different situations within a project. Scheduling comprises plans and milestones in regard to projects and is often seen in context with distributing resources. There are several ways of behaving in scheduling, and these ways are all affected by how the respective industry and project is assembled. When creating a schedule in a project, there is certain aspects that is similar regardless of the industry and type of project. The majority of schedules are created with the ambition of improving the management of time during a project, optimizing the use of resources, and reducing unnecessary risks. In order to implement this concept on a day-to-day basis for any company, it is vital to have proper knowledge regarding the effects of a functioning scheduling system. In Project Management the behavior could be different than expected, as a result of misinterpretation of a certain situation. It is important for a company to have a safety net that identifies these situations and make sure that a wrong response do not go unnoticed for the rest of the company. This responsibility is often placed on the project manager and his inner circle. As it is difficult to understand what the best behaviors in scheduling are, it is important to have an understanding about how different scheduling methods works. This leads to an increased knowledge about human behaviors when scheduling, which has great value for the project manager, the customer and ~~different~~ stakeholders, as well as the company itself <ref name=''book''> ''Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.'' </ref>.		The idea behind this article is to provide the reader with knowledge about the effects of human behaviors in scheduling. The term "behaviors in scheduling" is a broad term that can be seen as how humans act and react to different situations within a project. Scheduling comprises plans and milestones in regard to projects and is often seen in context with distributing resources. There are several ways of behaving in scheduling, and these ways are all affected by how the respective industry and project is assembled. When creating a schedule in a project, there is certain aspects that is similar regardless of the industry and type of project. The majority of schedules are created with the ambition of improving the management of time during a project, optimizing the use of resources, and reducing unnecessary risks. In order to implement this concept on a day-to-day basis for any company, it is vital to have proper knowledge regarding the effects of a functioning scheduling system. In Project Management the behavior could be different than expected, as a result of misinterpretation of a certain situation. It is important for a company to have a safety net that identifies these situations and make sure that a wrong response do not go unnoticed for the rest of the company. This responsibility is often placed on the project manager and his inner circle. As it is difficult to understand what the best behaviors in scheduling are, it is important to have an understanding about how different scheduling methods works. This leads to an increased knowledge about human behaviors when scheduling, which has great value for the project manager, the customer and stakeholders, as well as the company itself <ref name=''book''> ''Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.'' </ref>.

	==Scheduling methods==		==Scheduling methods==

RobertK: /* Scheduling methods */

2019-03-04T22:47:03Z

Scheduling methods

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	CPM and PERT are bot mathematical methods and similar in many ways. A significant difference is that PERT is accounting for time variance, while CPM is working with time estimates<ref name=''book''> ''Smartsheet. The Ultimate Guide to the Critical Path Method. Retrieved February 23, 2019'' </ref>.		CPM and PERT are bot mathematical methods and similar in many ways. A significant difference is that PERT is accounting for time variance, while CPM is working with time estimates<ref name=''book''> ''Smartsheet. The Ultimate Guide to the Critical Path Method. Retrieved February 23, 2019'' </ref>.

	~~Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.~~
	CRITICAL CHAIN PROJECT MANAGEMENT		CRITICAL CHAIN PROJECT MANAGEMENT

RobertK: /* Scheduling methods */

2019-03-04T22:46:49Z

Scheduling methods

← Older revision		Revision as of 22:46, 4 March 2019
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	CPM and PERT are bot mathematical methods and similar in many ways. A significant difference is that PERT is accounting for time variance, while CPM is working with time estimates<ref name=''book''> ''Smartsheet. The Ultimate Guide to the Critical Path Method. Retrieved February 23, 2019'' </ref>.		CPM and PERT are bot mathematical methods and similar in many ways. A significant difference is that PERT is accounting for time variance, while CPM is working with time estimates<ref name=''book''> ''Smartsheet. The Ultimate Guide to the Critical Path Method. Retrieved February 23, 2019'' </ref>.

			Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.
	CRITICAL CHAIN PROJECT MANAGEMENT		CRITICAL CHAIN PROJECT MANAGEMENT

	Critical Chain Project Management, CCPM, is a scheduling method that highlights the importance of human resources and other resources required to finish a task. The method is resource dependent, which means that a task cannot be started unless the previous is finished. CCPM is a simple method that establishes the critical chain after considering resource limitations. What is unique with the CCPM method is that it uses a probability activity of 50% when estimating the duration of a project and a project buffer when delivering the project. ~~[REF artikkel]~~. The method is based on Parkinson’s law, where workers find small irrelevant tasks to fill the time in the task schedule. This is because the importance of finishing a project within the deadline is emphasized in a company, but early delivery is not rewarded. As the CCPM method is simple and does not require any new software, can the plans be created quickly after the resource estimates and activity schedules are available. The CCPM creates a critical chain, while the PERT and CPM create a critical path. The critical chain is the centre of interest for the Project Manager and is unchanged during the span of a project.		Critical Chain Project Management, CCPM, is a scheduling method that highlights the importance of human resources and other resources required to finish a task. The method is resource dependent, which means that a task cannot be started unless the previous is finished. CCPM is a simple method that establishes the critical chain after considering resource limitations. What is unique with the CCPM method is that it uses a probability activity of 50% when estimating the duration of a project and a project buffer when delivering the project <ref name=''book''> ''Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.'' </ref>. The method is based on Parkinson’s law, where workers find small irrelevant tasks to fill the time in the task schedule. This is because the importance of finishing a project within the deadline is emphasized in a company, but early delivery is not rewarded. As the CCPM method is simple and does not require any new software, can the plans be created quickly after the resource estimates and activity schedules are available. The CCPM creates a critical chain, while the PERT and CPM create a critical path. The critical chain is the centre of interest for the Project Manager and is unchanged during the span of a project.

	==Unforeseen events in scheduling==		==Unforeseen events in scheduling==

RobertK: /* Annotated Bibliography */

2019-03-04T22:45:05Z

Annotated Bibliography

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	==Annotated Bibliography==		==Annotated Bibliography==
	'''Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.''' A handbook of Project Management that gives general but thorough insight topics related to project management.		'''Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.''' A handbook of Project Management that gives general but thorough insight topics related to project management. The book consists of many topics for further discussion.

	'''Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.'''		'''Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.''' A book that primarily focuses on the Critical Chain Method. Provides a deep understanding about this method for anyone who is related to project management, but also gives insight in why human behave the way they do.

	'''Duhigg, Charles, author. The Power of Habit : Why We Do What We Do in Life and Business. New York :Random House Trade Paperbacks, 2014.'''		'''Duhigg, Charles, author. The Power of Habit : Why We Do What We Do in Life and Business. New York :Random House Trade Paperbacks, 2014.''' A book that debates the science behind the things that we do and the habits that we have. Also discusses how to change bad habits that people or organizations possesses.

	==References==		==References==

	<references>		<references>

RobertK: /* Annotated Bibliography */

2019-03-04T22:38:43Z

Annotated Bibliography

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	==Annotated Bibliography==		==Annotated Bibliography==
	'''Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.'''		'''Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.''' A handbook of Project Management that gives general but thorough insight topics related to project management.

	'''Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.'''		'''Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.'''

RobertK: /* Annotated Bibliography */

2019-03-04T22:36:36Z

Annotated Bibliography

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	==Annotated Bibliography==		==Annotated Bibliography==
	Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.		'''Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.'''

	Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.		'''Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.'''

	Duhigg, Charles, author. The Power of Habit : Why We Do What We Do in Life and Business. New York :Random House Trade Paperbacks, 2014.		'''Duhigg, Charles, author. The Power of Habit : Why We Do What We Do in Life and Business. New York :Random House Trade Paperbacks, 2014.'''

	==References==		==References==

	<references>		<references>

RobertK: /* Annotated Bibliography */

2019-03-04T22:36:11Z

Annotated Bibliography

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	Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.		Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.

	Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.		Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.

	The ~~power~~ of ~~habits~~		Duhigg, Charles, author. The Power of Habit : Why We Do What We Do in Life and Business. New York :Random House Trade Paperbacks, 2014.

	==References==		==References==

	<references>		<references>

RobertK: /* Annotated Bibliography */

2019-03-04T22:35:50Z

Annotated Bibliography

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	Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.		Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.

	Diffusion of innovations, 3rd ~~edition~~.		Rogers, Everett M. (1983). Diffusion of innovations (3rd ed.). New York: Free Press of Glencoe.

	The power of habits		The power of habits

RobertK: /* Annotated Bibliography */

2019-03-04T22:35:32Z

Annotated Bibliography

← Older revision		Revision as of 22:35, 4 March 2019
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	==Annotated Bibliography==		==Annotated Bibliography==
	~~PPP Book~~.		Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide). (2013), Project Management Institute.

	Diffusion of innovations, 3rd edition.		Diffusion of innovations, 3rd edition.
	The power of habits		The power of habits