Parkinson's Law - Revision history

OpenMinds: /* Program or Project Evaluation and Review Technique (PERT) */

2021-02-28T22:57:28Z

Program or Project Evaluation and Review Technique (PERT)

← Older revision		Revision as of 22:57, 28 February 2021
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	==== Program or Project Evaluation and Review Technique (PERT) ====		==== Program or Project Evaluation and Review Technique (PERT) ====
	PERT is a time-based technique used to quantify risks at a given point in the development of a project or program<ref name=”PERT”>Project Management Institute (2019). ''Standard for Risk Management in Portfolios, Programs, and Projects'', p. 143. Project Management Institute, Inc. (PMI).</ref>. The method was developed in the late 1950s and deals with projects in which planning, scheduling, organizing, coordinating, and controlling uncertain tasks take place. The technique deals with the activities that have been deemed necessary to complete a project and identifies the least amount of time needed to complete the task, along with the minimum time required to complete an entire project<ref name=”PERTCPM”>Surbhu, S. (2019). ‘Difference Between PERT and CPM’, Key Differences, Available at: https://keydifferences.com/difference-between-pert-and-cpm.html (Accessed: 26 February 2021).</ref>.		PERT is a time-based technique used to quantify risks at a given point in the development of a project or program<ref name=”PERT”>Project Management Institute (2019). ''Standard for Risk Management in Portfolios, Programs, and Projects'', p. 143. Project Management Institute, Inc. (PMI).</ref>. The method was developed in the late 1950s and deals with projects in which planning, scheduling, organizing, coordinating, and controlling uncertain tasks take place. The technique deals with the activities that have been deemed necessary to complete a project and identifies the least amount of time needed to complete the task, along with the minimum time required to complete an entire project<ref name=”PERTCPM”>Surbhu, S. (2019). ‘Difference Between PERT and CPM’, ''Key Differences'', Available at: https://keydifferences.com/difference-between-pert-and-cpm.html (Accessed: 26 February 2021).</ref>.

	Both PERT and Parkinson's Law were published internationally, and independently, in 1957, and both address the same issues. Therefore, to apply both, from a project management standpoint, is ideal. Furthermore, it could be said that PERT is an analytical refinement of the Law. The more complex a project is, the more there is scope for PERT. For projects only containing single tasks, PERT and Parkinson's Law nearly coincide<ref name=”PERTPARK>Krakowski, M. (1974). ‘Pert and Parkinson’s Law’. Interfaces 5, pp. 35–40. doi:10.1287/inte.5.1.35.</ref>. If a project manager can better interface the two principles, then it would yield greater benefits than the traditional use of PERT, such as:		Both PERT and Parkinson's Law were published internationally, and independently, in 1957, and both address the same issues. Therefore, to apply both, from a project management standpoint, is ideal. Furthermore, it could be said that PERT is an analytical refinement of the Law. The more complex a project is, the more there is scope for PERT. For projects only containing single tasks, PERT and Parkinson's Law nearly coincide<ref name=”PERTPARK>Krakowski, M. (1974). ‘Pert and Parkinson’s Law’. ''Interfaces 5'', pp. 35–40. doi:10.1287/inte.5.1.35.</ref>. If a project manager can better interface the two principles, then it would yield greater benefits than the traditional use of PERT, such as:
	*Helping maximize resource use.		*Helping maximize resource use.
	*Make project planning more manageable.		*Make project planning more manageable.

OpenMinds: /* Estimate Activity Durations */

2021-02-28T22:56:49Z

Estimate Activity Durations

← Older revision		Revision as of 22:56, 28 February 2021
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	==== Estimate Activity Durations ====		==== Estimate Activity Durations ====
	Estimate Activity Durations is an ongoing project process, which estimates the number of work periods necessary to complete individual activities with estimated resources, as stated in the PMI standard ''A Guide to the Project Management Body of Knowledge''<ref name=”EstimateActivityDurations”>Project Management Institute (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). pp. 195-204. Project Management Institute, Inc. (PMI).</ref>. The key benefit of applying this process is that it elucidates the amount of time each task/activity will take to complete.		Estimate Activity Durations is an ongoing project process, which estimates the number of work periods necessary to complete individual activities with estimated resources, as stated in the PMI standard ''A Guide to the Project Management Body of Knowledge''<ref name=”EstimateActivityDurations”>Project Management Institute (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)'', pp. 195-204. Project Management Institute, Inc. (PMI).</ref>. The key benefit of applying this process is that it elucidates the amount of time each task/activity will take to complete.

	Estimating activity durations uses information from the scope of work, required resource types or skill levels, resource calendars, estimated resource quantities. Various other factors influence the duration estimates, such as constraints imposed on the duration, effort from the project team, or type of resources (i.e., fixed duration, fixed effort of work, fixed number of resources), and much else. Inputs for the duration estimates are from the person or group on the project team who is most familiar with the inner workings on a specific activity. Furthermore, the duration estimate is progressively elaborated, and often considers availability and the quality of the input data. What determines the duration of an activity is, in many cases, the number of resources expected to be available for completion, along with the skill proficiency of those resources. Other factors to consider when estimating duration in a project include:		Estimating activity durations uses information from the scope of work, required resource types or skill levels, resource calendars, estimated resource quantities. Various other factors influence the duration estimates, such as constraints imposed on the duration, effort from the project team, or type of resources (i.e., fixed duration, fixed effort of work, fixed number of resources), and much else. Inputs for the duration estimates are from the person or group on the project team who is most familiar with the inner workings on a specific activity. Furthermore, the duration estimate is progressively elaborated, and often considers availability and the quality of the input data. What determines the duration of an activity is, in many cases, the number of resources expected to be available for completion, along with the skill proficiency of those resources. Other factors to consider when estimating duration in a project include:

OpenMinds: /* Program or Project Evaluation and Review Technique (PERT) */

2021-02-28T22:56:31Z

Program or Project Evaluation and Review Technique (PERT)

← Older revision		Revision as of 22:56, 28 February 2021
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	==== Program or Project Evaluation and Review Technique (PERT) ====		==== Program or Project Evaluation and Review Technique (PERT) ====
	PERT is a time-based technique used to quantify risks at a given point in the development of a project or program<ref name=”PERT”>Project Management Institute (2019). Standard for Risk Management in Portfolios, Programs, and Projects. p. 143. Project Management Institute, Inc. (PMI).</ref>. The method was developed in the late 1950s and deals with projects in which planning, scheduling, organizing, coordinating, and controlling uncertain tasks take place. The technique deals with the activities that have been deemed necessary to complete a project and identifies the least amount of time needed to complete the task, along with the minimum time required to complete an entire project<ref name=”PERTCPM”>Surbhu, S. (2019). ‘Difference Between PERT and CPM’, Key Differences, Available at: https://keydifferences.com/difference-between-pert-and-cpm.html (Accessed: 26 February 2021).</ref>.		PERT is a time-based technique used to quantify risks at a given point in the development of a project or program<ref name=”PERT”>Project Management Institute (2019). ''Standard for Risk Management in Portfolios, Programs, and Projects'', p. 143. Project Management Institute, Inc. (PMI).</ref>. The method was developed in the late 1950s and deals with projects in which planning, scheduling, organizing, coordinating, and controlling uncertain tasks take place. The technique deals with the activities that have been deemed necessary to complete a project and identifies the least amount of time needed to complete the task, along with the minimum time required to complete an entire project<ref name=”PERTCPM”>Surbhu, S. (2019). ‘Difference Between PERT and CPM’, Key Differences, Available at: https://keydifferences.com/difference-between-pert-and-cpm.html (Accessed: 26 February 2021).</ref>.

	Both PERT and Parkinson's Law were published internationally, and independently, in 1957, and both address the same issues. Therefore, to apply both, from a project management standpoint, is ideal. Furthermore, it could be said that PERT is an analytical refinement of the Law. The more complex a project is, the more there is scope for PERT. For projects only containing single tasks, PERT and Parkinson's Law nearly coincide<ref name=”PERTPARK>Krakowski, M. (1974). ‘Pert and Parkinson’s Law’. Interfaces 5, pp. 35–40. doi:10.1287/inte.5.1.35.</ref>. If a project manager can better interface the two principles, then it would yield greater benefits than the traditional use of PERT, such as:		Both PERT and Parkinson's Law were published internationally, and independently, in 1957, and both address the same issues. Therefore, to apply both, from a project management standpoint, is ideal. Furthermore, it could be said that PERT is an analytical refinement of the Law. The more complex a project is, the more there is scope for PERT. For projects only containing single tasks, PERT and Parkinson's Law nearly coincide<ref name=”PERTPARK>Krakowski, M. (1974). ‘Pert and Parkinson’s Law’. Interfaces 5, pp. 35–40. doi:10.1287/inte.5.1.35.</ref>. If a project manager can better interface the two principles, then it would yield greater benefits than the traditional use of PERT, such as:

OpenMinds: /* Critical Path Method (CPM) */

2021-02-28T22:55:29Z

Critical Path Method (CPM)

← Older revision		Revision as of 22:55, 28 February 2021
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	==== Critical Path Method (CPM) ====		==== Critical Path Method (CPM) ====
	The critical path method (CPM) is a statistical technique of project management that manages well defined activities of a project in relation to cost and time requirements<ref name=”ProjectManager”>ProjectManager (2021). ~~‘Critical~~ Path Method: The Ultimate Guide to Critical ~~Path’~~. Available at: https://www.projectmanager.com/critical-path-method (Accessed: 22 February 2021)</ref>. Regarding project management, the critical path is the longest sequence of tasks that must be completed to successfully finish a project. Tasks along the critical path are designated as critical activities since if they were to be delayed, the whole project would be delayed. Identifying the critical path can help a project manager determine the total duration of their project. During the planning phase, CPM is key since it identifies important deadlines and the activities which must be completed on time. Applying the thought experiment, such as the one proposed in (The Economist 1955)<ref name="The Economist"></ref>, could prove beneficial in removing tasks unnecessary to a project's completion.		The critical path method (CPM) is a statistical technique of project management that manages well defined activities of a project in relation to cost and time requirements<ref name=”ProjectManager”>ProjectManager (2021). ''Critical Path Method: The Ultimate Guide to Critical Path''. Available at: https://www.projectmanager.com/critical-path-method (Accessed: 22 February 2021)</ref>. Regarding project management, the critical path is the longest sequence of tasks that must be completed to successfully finish a project. Tasks along the critical path are designated as critical activities since if they were to be delayed, the whole project would be delayed. Identifying the critical path can help a project manager determine the total duration of their project. During the planning phase, CPM is key since it identifies important deadlines and the activities which must be completed on time. Applying the thought experiment, such as the one proposed in (The Economist 1955)<ref name="The Economist"></ref>, could prove beneficial in removing tasks unnecessary to a project's completion.

	In the PMI standard ''Guide to the Project Management Body of Knowledge''<ref name=”CPM”>Project Management Institute (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). pp. 210-212. Project Management Institute, Inc. (PMI).</ref>, it is detailed how a manager could optimize this process regarding the resources. Examples that are listed in the PMI standard include:		In the PMI standard ''Guide to the Project Management Body of Knowledge''<ref name=”CPM”>Project Management Institute (2017). ''Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)''. pp. 210-212. Project Management Institute, Inc. (PMI).</ref>, it is detailed how a manager could optimize this process regarding the resources. Examples that are listed in the PMI standard include:
	*'''Resource leveling.''' This involves adjusting the start and finish dates of tasks based on resource constraints with the goal of balancing the demand for resources with the available supply. This is especially useful when required resources only are available at certain times or in limited quantities, or there is a need to keep resource usage at a constant level.		*'''Resource leveling.''' This involves adjusting the start and finish dates of tasks based on resource constraints with the goal of balancing the demand for resources with the available supply. This is especially useful when required resources only are available at certain times or in limited quantities, or there is a need to keep resource usage at a constant level.
	*'''Resource smoothing.''' This technique adjusts the activities so that the requirements for resources in a project do not exceed certain predefined limits. As opposed to resource leveling, the project's critical path remains the same, along with its completion date. This technique may not apply to all resources.		*'''Resource smoothing.''' This technique adjusts the activities so that the requirements for resources in a project do not exceed certain predefined limits. As opposed to resource leveling, the project's critical path remains the same, along with its completion date. This technique may not apply to all resources.

OpenMinds at 22:54, 28 February 2021

2021-02-28T22:54:14Z

← Older revision		Revision as of 22:54, 28 February 2021
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	C. Northcote Parkinson, a British naval historian best known for his best-seller book 'Parkinson's Law: The Pursuit of Progress' (1957), once expressed in an essay to ''The Economist'', an international weekly newspaper, that 'Work Expands To Fit The Time Available For Its Completion', in what is now known as Parkinson’s Law<ref name="The Economist">Parkinson, C. N. (1955). ‘Parkinson’s Law’. ''The Economist'', 19 November. Available at: http://www.berglas.org/Articles/parkinsons_law.pdf (Accessed: 14 February 2021).</ref>. One consequence of this is that the number of administrators within any given public organization tends to increase regardless of the amount of work done externally by set organization<ref name="C. Northcote Parkinson">’C. Northcote Parkinson’ (2021). ''Wikipedia''. Available at: https://en.wikipedia.org/wiki/C._Northcote_Parkinson (Accessed: 14 February 2021).</ref><ref name="An empirical test of Parkinson's Law">Moss, R. (1978). ‘An empirical test of Parkinson’s Law’. ''Nature'', vol. 273, (no. 5659, May). pp. 184. doi: 10.1038/273184a0.</ref>. For instance, an elderly lady of leisure can spend a whole day merely composing and sending a postcard to a niece. An hour spent finding the postcard, another looking for spectacles, an hour and a half in composition, and another thirty minutes in deciding whether to wear a coat when heading to the postbox. Whereas a busy man or woman could complete such a task in a few minutes.		C. Northcote Parkinson, a British naval historian best known for his best-seller book 'Parkinson's Law: The Pursuit of Progress' (1957), once expressed in an essay to ''The Economist'', an international weekly newspaper, that 'Work Expands To Fit The Time Available For Its Completion', in what is now known as Parkinson’s Law<ref name="The Economist">Parkinson, C. N. (1955). ‘Parkinson’s Law’. ''The Economist'', 19 November. Available at: http://www.berglas.org/Articles/parkinsons_law.pdf (Accessed: 14 February 2021).</ref>. One consequence of this is that the number of administrators within any given public organization tends to increase regardless of the amount of work done externally by set organization<ref name="C. Northcote Parkinson">’C. Northcote Parkinson’ (2021). ''Wikipedia''. Available at: https://en.wikipedia.org/wiki/C._Northcote_Parkinson (Accessed: 14 February 2021).</ref><ref name="An empirical test of Parkinson's Law">Moss, R. (1978). ‘An empirical test of Parkinson’s Law’. ''Nature'', vol. 273, (no. 5659, May). pp. 184. doi: 10.1038/273184a0.</ref>. For instance, an elderly lady of leisure can spend a whole day merely composing and sending a postcard to a niece. An hour spent finding the postcard, another looking for spectacles, an hour and a half in composition, and another thirty minutes in deciding whether to wear a coat when heading to the postbox. Whereas a busy man or woman could complete such a task in a few minutes.

	Similarly, if a task must be done in a year, it will be done in a year. If something must be done in a week; it will be done in a week. The completion of tasks is planned, as the deadline approaches, based on various choices and tradeoffs necessary to complete a task by set deadline<ref name="The Personal MBA">Kaufman, J. (2021). The Personal MBA: Master The Arts of Business. Available at: https://personalmba.com/parkinsons-law/. (Accessed: 21 February 2021).</ref>. Relating to project, program, and portfolio management, almost every project, regardless of its size, is delivered just in time. Managers may find that if a task is allotted more time than necessary, then by default the time expended will increase accordingly, as illustrated on '''Figure 1.1'''. However, using Parkinson’s Law to set unreasonable goals/deadlines is not at all its purpose. The goal of this article is to illuminate when the use of the Law is appropriate, and in which context it provides the greatest benefits, while elucidating how to recognize when the Law may be taken to the extreme from a project standpoint.		Similarly, if a task must be done in a year, it will be done in a year. If something must be done in a week; it will be done in a week. The completion of tasks is planned, as the deadline approaches, based on various choices and tradeoffs necessary to complete a task by set deadline<ref name="The Personal MBA">Kaufman, J. (2021). ''The Personal MBA: Master The Arts of Business''. Available at: https://personalmba.com/parkinsons-law/. (Accessed: 21 February 2021).</ref>. Relating to project, program, and portfolio management, almost every project, regardless of its size, is delivered just in time. Managers may find that if a task is allotted more time than necessary, then by default the time expended will increase accordingly, as illustrated on '''Figure 1.1'''. However, using Parkinson’s Law to set unreasonable goals/deadlines is not at all its purpose. The goal of this article is to illuminate when the use of the Law is appropriate, and in which context it provides the greatest benefits, while elucidating how to recognize when the Law may be taken to the extreme from a project standpoint.
	__TOC__		__TOC__
	== History and Purpose ==		== History and Purpose ==

OpenMinds: /* Estimate Activity Durations */

2021-02-28T22:47:58Z

Estimate Activity Durations

← Older revision		Revision as of 22:47, 28 February 2021
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	==== Estimate Activity Durations ====		==== Estimate Activity Durations ====
	Estimate Activity Durations is an ongoing process, which estimates the number of work periods necessary to complete individual activities with estimated resources, as stated in the PMI standard ''A Guide to the Project Management Body of Knowledge''<ref name=”EstimateActivityDurations”>Project Management Institute (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). pp. 195-204. Project Management Institute, Inc. (PMI).</ref>. The key benefit of applying this process is that it elucidates the amount of time each task/activity will take to complete.		Estimate Activity Durations is an ongoing project process, which estimates the number of work periods necessary to complete individual activities with estimated resources, as stated in the PMI standard ''A Guide to the Project Management Body of Knowledge''<ref name=”EstimateActivityDurations”>Project Management Institute (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). pp. 195-204. Project Management Institute, Inc. (PMI).</ref>. The key benefit of applying this process is that it elucidates the amount of time each task/activity will take to complete.

	Estimating activity durations uses information from the scope of work, required resource types or skill levels, resource calendars, estimated resource quantities. Various other factors influence the duration estimates, such as constraints imposed on the duration, effort from the project team, or type of resources (i.e., fixed duration, fixed effort of work, fixed number of resources), and much else. Inputs for the duration estimates are from the person or group on the project team who is most familiar with the inner workings on a specific activity. Furthermore, the duration estimate is progressively elaborated, and often considers availability and the quality of the input data. What determines the duration of an activity is, in many cases, the number of resources expected to be available for completion, along with the skill proficiency of those resources. Other factors to consider when estimating duration in a project include:		Estimating activity durations uses information from the scope of work, required resource types or skill levels, resource calendars, estimated resource quantities. Various other factors influence the duration estimates, such as constraints imposed on the duration, effort from the project team, or type of resources (i.e., fixed duration, fixed effort of work, fixed number of resources), and much else. Inputs for the duration estimates are from the person or group on the project team who is most familiar with the inner workings on a specific activity. Furthermore, the duration estimate is progressively elaborated, and often considers availability and the quality of the input data. What determines the duration of an activity is, in many cases, the number of resources expected to be available for completion, along with the skill proficiency of those resources. Other factors to consider when estimating duration in a project include:

OpenMinds: /* Parkinson's Law in Mathematical Form */

2021-02-28T22:46:21Z

Parkinson's Law in Mathematical Form

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	: n = number of effective units being administered.		: n = number of effective units being administered.
	: x = number of new staff required each year.		: x = number of new staff required each year.

	~~It should be noted that to find the percentage increase, one must multiply x by 100 and divide by the total from the previous year (y), thus:~~

	~~<math>100\cdot \frac{2k^m+p}{yn}%</math>~~

	It is however stated that the discovery of this formula has no emotive value. That Parkinson’s Law is a purely scientific discovery, inapplicable except in theory to the politics of the day.		It is however stated that the discovery of this formula has no emotive value. That Parkinson’s Law is a purely scientific discovery, inapplicable except in theory to the politics of the day.

OpenMinds: /* Limitations */

2021-02-28T22:41:10Z

Limitations

← Older revision		Revision as of 22:41, 28 February 2021
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	== Limitations ==		== Limitations ==
	Parkinson’s Law should not be considered an inherent effect in every project, present to be diminished or eliminated by setting unreasonable deadlines. Any activity takes time to complete, and the more complex a project is, the more time is necessary to complete it. Some project managers may take the principles of the Law to the extreme, trying to fit more work into a given time frame than can actually be performed. ~~PMs~~ should avoid scheduling an overload of tasks, with the intention of keeping everyone busy and pushed into tight deadlines, leaving no room for considerations about finer details or possible ideas along the process. Initially, workers will strive to upkeep their productivity to reach the tight deadlines, however this strain will build up and result in various shortcomings, including:		Parkinson’s Law should not be considered an inherent effect in every project, present to be diminished or eliminated by setting unreasonable deadlines. Any activity takes time to complete, and the more complex a project is, the more time is necessary to complete it. Some project managers may take the principles of the Law to the extreme, trying to fit more work into a given time frame than can actually be performed. Managers should avoid scheduling an overload of tasks, with the intention of keeping everyone busy and pushed into tight deadlines, leaving no room for considerations about finer details or possible ideas along the process. Initially, workers will strive to upkeep their productivity to reach the tight deadlines, however this strain will build up and result in various shortcomings, including:
	* Task completed late – the growing number of tasks and shortening of deadlines have progressed too much.		* Task completed late – the growing number of tasks and shortening of deadlines have progressed too much.
	* Lower quality work – to complete the activities/tasks in the given time frame, a quality centered tradeoff is necessary.		* Lower quality work – to complete the activities/tasks in the given time frame, a quality centered tradeoff is necessary.

OpenMinds: /* Breaking Down Deadlines */

2021-02-28T22:39:58Z

Breaking Down Deadlines

← Older revision		Revision as of 22:39, 28 February 2021
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	=== Breaking Down Deadlines ===		=== Breaking Down Deadlines ===
	Once a ~~company~~ can identify ~~its~~ most important, compact, and achievable tasks, they can then better review their deadlines. Identify the more conservatively scheduled deadlines and shorten the allotted time to complete each task. For instance, a ~~company~~ could have the task of compiling an initial strategy for ~~its~~ client within a week. From there they could consider altering that deadline and aim to finish it within 6 days, or even 5 ~~[10]~~.		Once a project manager can identify their project's most important, compact, and achievable tasks, they can then better review their deadlines. Identify the more conservatively scheduled deadlines and shorten the allotted time to complete each task. For instance, a manager could have the task of compiling an initial strategy for their client within a week. From there they could consider altering that deadline and aim to finish it within 6 days, or even 5<ref name=”BusinessBalls”>Lea, S (2018). ‘How to apply “Parkinson’s Law” to improve efficiency in your business’. ''BusinessBalls'', 22 October. Available at: https://www.businessballs.com/blog/how-to-apply-parkinsons-law-to-improve-efficiency-in-your-business/ (Accessed 22 February 2021).</ref>.

	Being able to visualize one’s task and the steps laid out to get there, will most likely permit one to shorten its timeframe. The extra steps planned for each task that are ~~unnecessary~~ to its completion, such as steps C-H in the Law of Multiplication of Work example, can be mentally mapped out and cut out of the process, making it more manageable to complete efficiently. Considering the possible effects Parkinson’s Law has on workers while ~~conducting an Estimate Activity Durations process on a~~ project, could greatly benefit time management, and reduce time wasted in all phases of set project.		Being able to visualize one’s task and the steps laid out to get there, will most likely permit one to shorten its timeframe. The extra steps planned for each task that are superfluous to its completion, such as steps '''C'''-'''H''' in the Law of Multiplication of Work example, can be mentally mapped out and cut out of the process, making it more manageable to complete efficiently. Considering the possible effects Parkinson’s Law has on workers while executing various project management processes could greatly benefit time management, and reduce time wasted in all phases of set project.

	==== Estimate Activity Durations ====		==== Estimate Activity Durations ====
	~~'''~~Estimate Activity Durations~~'''~~ is an ongoing process, which estimates the number of work periods necessary to complete individual activities with estimated resources, as stated in the ~~book ‘A~~ Guide to the Project Management Body of ~~Knowledge’ [11]~~. The key benefit of applying this process is that it elucidates the amount of time each task/activity will take to complete~~. The inputs, tools and techniques, and outputs of the process can be seen on Figure 3~~.		Estimate Activity Durations is an ongoing process, which estimates the number of work periods necessary to complete individual activities with estimated resources, as stated in the PMI standard ''A Guide to the Project Management Body of Knowledge''<ref name=”EstimateActivityDurations”>Project Management Institute (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). pp. 195-204. Project Management Institute, Inc. (PMI).</ref>. The key benefit of applying this process is that it elucidates the amount of time each task/activity will take to complete.

	Estimating activity durations uses information from the scope of work, required resource types or skill levels, resource calendars, estimated resource quantities. Various other factors influence the duration estimates, such as constraints imposed on the duration, effort from the project team, or type of resources (i.e., fixed duration, fixed effort of work, fixed number of resources), and much else. Inputs for the duration estimates are from the person or group on the project team who is most familiar with the inner workings on a specific activity. Furthermore, the duration estimate is progressively elaborated, and often considers availability and the quality of the input data. What determines the duration of an activity is, in many cases, the number of resources expected to be available for completion, along with the skill proficiency of those resources. Other factors to consider when estimating duration in a project include:		Estimating activity durations uses information from the scope of work, required resource types or skill levels, resource calendars, estimated resource quantities. Various other factors influence the duration estimates, such as constraints imposed on the duration, effort from the project team, or type of resources (i.e., fixed duration, fixed effort of work, fixed number of resources), and much else. Inputs for the duration estimates are from the person or group on the project team who is most familiar with the inner workings on a specific activity. Furthermore, the duration estimate is progressively elaborated, and often considers availability and the quality of the input data. What determines the duration of an activity is, in many cases, the number of resources expected to be available for completion, along with the skill proficiency of those resources. Other factors to consider when estimating duration in a project include:
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	* Advances in technology.		* Advances in technology.
	* '''Motivation of staff.'''		* '''Motivation of staff.'''
	Considerations regarding Parkinson’s Law happens in the ~~‘Motivation~~ of ~~staff’~~ factor, highlighted above. Here the project manager needs to be aware of when workers start to apply themselves only at the last possible moment before the deadline, or when work starts to expand to fill the time allotted for its completion. To avoid the traps of time scheduling (specified more in Limitations) the project manager could draw on their experience and lessons learned from previous projects, to consider the rate at which tasks were completed at the varying deadlines (often illustrated in a ''Burndown Chart''), while steering clear of the Law’s various limitations.		Considerations regarding Parkinson’s Law happens in the motivation of staff factor, highlighted above. Here the project manager needs to be aware of when workers start to apply themselves only at the last possible moment before the deadline, or when work starts to expand to fill the time allotted for its completion. To avoid the traps of time scheduling (specified more in the section Limitations) the project manager could draw on their experience and lessons learned from previous projects, to consider the rate at which tasks were completed at the varying deadlines (often illustrated in a ''Burndown Chart''), while steering clear of the Law’s various limitations.

			==== Program or Project Evaluation and Review Technique (PERT) ====
			PERT is a time-based technique used to quantify risks at a given point in the development of a project or program<ref name=”PERT”>Project Management Institute (2019). Standard for Risk Management in Portfolios, Programs, and Projects. p. 143. Project Management Institute, Inc. (PMI).</ref>. The method was developed in the late 1950s and deals with projects in which planning, scheduling, organizing, coordinating, and controlling uncertain tasks take place. The technique deals with the activities that have been deemed necessary to complete a project and identifies the least amount of time needed to complete the task, along with the minimum time required to complete an entire project<ref name=”PERTCPM”>Surbhu, S. (2019). ‘Difference Between PERT and CPM’, Key Differences, Available at: https://keydifferences.com/difference-between-pert-and-cpm.html (Accessed: 26 February 2021).</ref>.

			Both PERT and Parkinson's Law were published internationally, and independently, in 1957, and both address the same issues. Therefore, to apply both, from a project management standpoint, is ideal. Furthermore, it could be said that PERT is an analytical refinement of the Law. The more complex a project is, the more there is scope for PERT. For projects only containing single tasks, PERT and Parkinson's Law nearly coincide<ref name=”PERTPARK>Krakowski, M. (1974). ‘Pert and Parkinson’s Law’. Interfaces 5, pp. 35–40. doi:10.1287/inte.5.1.35.</ref>. If a project manager can better interface the two principles, then it would yield greater benefits than the traditional use of PERT, such as:
			*Helping maximize resource use.
			*Make project planning more manageable.
			*Better estimation of more definite completion dates
			Though Parkinson's Law rely heavily on observable phenomena throughout all projects, this could prove difficult to implement as project complexity grows. However, as a project manager grows in experience, so to does their understanding and view of their team's efforts and efficiency.

	== Limitations ==		== Limitations ==

OpenMinds: /* Critical Path Method (CPM) */

2021-02-28T21:31:56Z

Critical Path Method (CPM)

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	*'''Resource leveling.''' This involves adjusting the start and finish dates of tasks based on resource constraints with the goal of balancing the demand for resources with the available supply. This is especially useful when required resources only are available at certain times or in limited quantities, or there is a need to keep resource usage at a constant level.		*'''Resource leveling.''' This involves adjusting the start and finish dates of tasks based on resource constraints with the goal of balancing the demand for resources with the available supply. This is especially useful when required resources only are available at certain times or in limited quantities, or there is a need to keep resource usage at a constant level.
	*'''Resource smoothing.''' This technique adjusts the activities so that the requirements for resources in a project do not exceed certain predefined limits. As opposed to resource leveling, the project's critical path remains the same, along with its completion date. This technique may not apply to all resources.		*'''Resource smoothing.''' This technique adjusts the activities so that the requirements for resources in a project do not exceed certain predefined limits. As opposed to resource leveling, the project's critical path remains the same, along with its completion date. This technique may not apply to all resources.
	These two techniques are very beneficial for a project, especially during its planning phase. Furthermore, this resource optimization could also greatly benefit from Parkinson's Law, and from the project manager to conduct a thought experiment and draw on their experience from past projects, in order to identify and remove superfluous tasks.		These two techniques are very beneficial for a project, especially during its planning phase. Furthermore, this resource optimization could also greatly benefit from Parkinson's Law, and from the project manager to conduct a thought experiment and draw on their experience from past projects, in order to identify and remove superfluous tasks. Making the manager aware of the Law's effects early on would have the highest chance to mitigate its effects in order to reach deadlines with the completion of the most critical activities necessary.

	=== Breaking Down Deadlines ===		=== Breaking Down Deadlines ===