What are the knowledge areas of Project Time Management?

The knowledge of Time Management area has six processes

Define Activities

Sequence Activities

Estimate Activity

Resources Estimate Activity

Durations Develop Schedule

Control Schedule

Proposed/Planned Schedule, Time taken for Execution,  Extended Time Delays for Completion.

 

One long and one short answer, both to vote up, thank you

en.wikibooks.org/wiki/Project_Management/PMBOK/Time_Management

Time management is another key aspect of managing a project. As such, it is considered to be a core knowledge area, and is closely knit to scope and cost areas.

Project time management is a subset of project management that includes the activities required to ensure the timely completion of the project. The purpose of scheduling is to provide a roadmap that represents how and when the project will deliver the products defined in the project scope.

Time Management Process by NPMS Stage and Phase Inception Stage Definition Phase: Conduct a preliminary assessment and document a business need or opportunity in the form of a Statement of Requirements (SoR) document. The document does not reference project scope, provide a preliminary schedule or suggest a solution at this point. It requests that management provide seed funding for further analysis of the problem. Identification Stage Initiation Phase Provide a high-level preliminary schedule for the Identification Stage activities in the Preliminary Project Plan (PPP) along with a set of proposed milestones and deliverables. Feasibility Phase The Feasibility Report, the main deliverable of the Feasibility Phase, identifies all of the viable options and the potential high-level activities related to each option. These will be subject to further analysis. Potential timelines, milestones, deliverables and scheduling constraints are generated for each option as part of this preliminary analysis and included in the report. They are key criteria in the assessment of option viability. Analysis Phase During the Analysis Phase a detailed schedule for the Identification Stage and a preliminary schedule for the Delivery Stage are fleshed out. A single, high-level schedule, including the activity list, milestones and deliverables is produced to support the Business Case and the Project Charter. To complete this deliverable, the Project Manager and/or the Schedule Manager perform the following high-level tasks. Consult SMEs for activity and schedule input; Define work, time, calendar and other schedule standards; Describe the work activities and deliverables that must be accomplished; Sequence activities; Define the required resource skill sets; Create a logic structure; Create unique IDs for resources, activities and logic; Identify and allocate resources; Overlay the project activity structure, resources and the logic structure upon the project calendar; Optimize the schedule while addressing the client requirement; Create the schedule baseline; and Obtain approval. Resources report their progress on completing their deliverables. The Project Manager or Schedule Manager generates performance and progress reports to the Sponsor and Governance Committee (if there is one at this stage). Top of Page Identification Close Out Phase: The purpose of the Identification Close Out Phase is to ensure an appropriate level of assessment, reporting, evaluation, hand-over, and administrative closure has taken place that will provide enough directional detail for the (delivery organization) Project Manager to seamlessly proceed to the Delivery Stage. In light of the Preliminary Project Approval (PPA) decision, obtained in the Analysis Phase, ensure that this phase has an updated schedule and performance reports and/or records of progress. Delivery Stage The Project Manager, in conjunction with the project team, elicits input from relevant Subject Matter Experts and consults Lessons Learned and historic performance records: to create a schedule/time management plan; and to flesh out the preliminary schedule for the delivery of the approved option. Planning Phase To complete the Delivery Stage Time Management Plan and a project delivery Schedule, the Project Manager or the Schedule Manager repeats the schedule development process followed during the Analysis Phase. The Time Management Plan produced during this process is normally included as a subsidiary plan within the PMP. This iterative process includes the following steps: Consult SMEs for activity and schedule input; Refine work, time, calendar and other schedule standards previously established; Describe the work activities and deliverables that must be accomplished; Sequence activities; Define the required resource skill sets for the project, technical and business teams; Update the logic structure; Create additional unique IDs for resources, activities and logic; Identify and allocate resources; Overlay the updated project activity structure, resources and the logic structure upon the updated calendar; Optimize the schedule, while addressing the client requirement; Create the schedule baseline; and Obtain approval. As with the Identification Stage, resources report their actuals and the progress on the completion of their deliverables. The Project Manager or Schedule Manager generates performance and progress reports to the Sponsor and Governance Committees. In the Delivery Stage, the nature of the iterative project and product design and development process demands increased control. Schedule changes are made in accordance with the project Change Management Process. New resource and activity codes are created. Estimates are refined to reflect the approved changes. As status information is entered into the schedule and the remaining work re-analyzed to determine the project status, incomplete work is rescheduled and other scheduling adjustments are made. The newly updated schedule output is compared to the stored baseline, and, where necessary, actions are employed to manage schedule variances. The baseline is updated, in accordance with authorized schedule changes. As alterations are made in the schedule, records are updated to reflect and to explain all changes in activity durations or logic. Approved schedule changes are incorporated into an updated PMP, including an updated milestone table. Design Phase The time and resources required for the timely completion of project activities are continually refined and optimized. Resources input their actuals, or alternatively, Schedule Managers enter data as supplied by the resources. Work teams discuss progress and optimize their workload. The Schedule Manager or the Project Manager monitors progress. Progress and performance reports are generated. Schedule changes are made in accordance with the project Change Management Process. New resource and activity codes are created. Estimates are refined to reflect the approved changes. Status information is entered into the schedule and the remaining work re-analyzed to determine the project status, incomplete work is rescheduled and scheduling adjustments are made. The final implementation schedule is approved at the Effective Project Approval (EPA) control point. Implementation Phase During Implementation Phase, the time requirements and resources required for the timely completion of project implementation activities are continually refined. Resources input their actuals or alternatively the Schedule Manager or Project Manager enters data as supplied by the resources. Work teams discuss progress and optimize work. The Schedule Manager or the Project Manager monitors progress. Progress and performance reports are generated. Testing data and stakeholder input generate data change requests which must be reviewed for their impact to scope, schedule, and cost. Schedule changes are made in accordance with the project Change Management Process. Risks and issues are addressed. New resource and activity codes are created. Estimates are refined to reflect the approved changes. Status information is entered into the schedule and the remaining work re-analyzed to determine the project status, incomplete work is rescheduled and scheduling adjustments are made. Delivery Close-Out Phase Once the project is complete, the project team prepares the Project Close Out Document, including lessons learned and conducts the administrative and contract close Out activities, documenting the process thoroughly. The project schedule is updated to reflect the end-state. Final actuals are input. The change log attached to the Time/Schedule Management Plan must be updated to summarize all changes affecting the schedule that was proposed, and if the change was approved, to detail the implementation activities and the consequences of the change

Time management knowledge area has7 processes under it

1)Plan Schedule management

2)Define Activities

3)Sequence Activities

4)Estimate Activity Resources

5)Estimate Activity Durations

6)Develop Schedule

7)Control Schedule