Improving efficiency : time-critical interfacing of project tasks
By: HAMERI, Ari-Pekka
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Contributor(s): HEIKKILA, Jussi.
Material type: 
ArticlePublisher: 2002Subject(s): Time-based Management | Project Management | Throughput Time | Distributed Operations | Supply Chain ManagementInternational Journal of Project Management 20, 2, p. 143-153Abstract: The paper discusses the management of time-critical operations and their dynamic interrelations in project environments. It is well known in theoretical literature that delayed operative tasks generate a cumulative effect, which delays the overall delivery time making efficient time management difficult. However, practising managers seem to be helpless with this phenomenon if judged by the often reported poor performance of project management. To control the use of time, managers tend to play safety buffers in their operations, which bias the overall planning of projects. The result of all this is uncontrolled and unknown outcome of the whole operatin and , even worse, it inherently makes development efforts very difficult to implement, as the true perfomance of the organization is hidden in the realization of airy plans. Based on case studies in various industrial environments, we propose that project schedules need to be managed by putting special emphasis on the time-use within individual tasks and by ensuring that work proceeds smoonthly along the critical chain of tasks. To enablethis, high transparency is needed on hjow time is used in project
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The paper discusses the management of time-critical operations and their dynamic interrelations in project environments. It is well known in theoretical literature that delayed operative tasks generate a cumulative effect, which delays the overall delivery time making efficient time management difficult. However, practising managers seem to be helpless with this phenomenon if judged by the often reported poor performance of project management. To control the use of time, managers tend to play safety buffers in their operations, which bias the overall planning of projects. The result of all this is uncontrolled and unknown outcome of the whole operatin and , even worse, it inherently makes development efforts very difficult to implement, as the true perfomance of the organization is hidden in the realization of airy plans. Based on case studies in various industrial environments, we propose that project schedules need to be managed by putting special emphasis on the time-use within individual tasks and by ensuring that work proceeds smoonthly along the critical chain of tasks. To enablethis, high transparency is needed on hjow time is used in project
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