Siti Norhafiza Bt Abdul Razak

Learning Objectives:

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One of the most important jobs of a manager is to
keep all employees busy and productive.
Ateam is a group of people who
function together in an extra
ordinary way – who trust one
another, who complement each
others’ strengths and who
compensate for each others’
limitations, who have common goals
that are larger than individual goals,
and who produce extraordinary
results.
 The most common
response is, “We work
together, we don’t need
work schedules”
 “If a staff has a high
productivity and
management gives that
response” One maybe
inclined to leave them
alone
 However, when someone
complains that we cannot
get the work done in the
time available
 To inform employees
of work to be
completed
 To inform each
employee of his or her
responsibility
 To inform each
employee of the
sequence of their
duties with time
requirements
 To achieve good time
management
 Have you ever had a
slacker. Someone
who does not pull
their weight?
 Who prepares what?
 How long should it
take?
Importance of Schedules
Control labor costs.

Ensure that adequate time has been allocated to

get the job done.

Help spread the work evenly among employees.

Ensure consistency and quality of final product.

Improve morale.
Factors That Affect a Work Schedule
Type of labor skills
Tools
Equipment
Parts
Labor hours allocated
Availability of employees
Workshop’s requirements.
 EXAMPLES
Weekly Work Schedule
Department Week Ending

Hours
Employee and Assignment Sun Mon Tue Wed Thu Fri Sat

Shift Schedule
Three Basic Steps To
Schedule
Gantt Chart
 Preparing a Schedule
 Before you start preparing a serious detailed
schedule, you must first have

– A Work Breakdown Structure (WBS)

– A list of tasks derived from each Work

Package

– Staffing and resources required, or

available, for each task
 Preparing a Schedule
Step 1

 Establish and agree the scheduling assumptions,

especially a clear set of scheduling objectives
– For example, product quality grade, time and cost
limitations that will affect activities
 Preparing a Schedule

Step 2

 Identify each logical work area as reflected in

the WBS and the activities associated with each

 Make sure that all the necessary major activities

and tasks have been included to create the
required intermediate and final deliverables
 Outline of the Work to be Performed
 Provides a Framework for Defining the Work
 A WBS Consists of Elements
 The Lowest Level Element in the WBS is Often
Referred to as a Work Package
 A Work Package Consists of Tasks or Activities
 Elements are Described by Nouns
 Activities Contain Verbs
GLH, Incorporated 21
 ELEPHANT BREAKDOWN STRUCTURE

Tail Legs Body Head

GLH, Incorporated 22
 SOFTWARE
Level 1 PROJECT

TRAINING USER SOFTWARE SYSTEM PROJECT

MATERIALS DOCUMENTS SYSTEM ANALYSIS MGT

SYSTEM
MODULE 1 MODULE 2 MODULE 3
TEST Level 3

CODING TEST
 Level 1 GARAGE
PROJECT

PERMITS/ GROUNDS GARAGE CONSTR. PROJECT

INSPECTIONS PLANS MGT

UTILITIES ASSEMBLY
FOUNDATION WALLS ROOF

DRY WALL/ DOORS/

DOORS/
FRAME ASSEMBLY Level 4
PANELING WINDOWS
WINDOWS
 No Tangible Output Product
 Main Event or “Service”
 Decomposition Based on a Logical Grouping (not

Physical Structure)
 Often Developed Bottom-up
 Detailed Activities May be Checklists
 Lend Themselves to Templates

GLH, Incorporated 25
 International
Level 1 Conference
Project

Transport- Project
Attendees Facilities Program Displays
ation Management

Spouse
Level 3 Receptions Presentations Tours
Activities

Level 4 Papers Speakers Translators

 Work package schedule
– example simple table format

Work Description Who Scheduled Scheduled Predecessor

package start finish
ID
WP 2

2.1 Indentify nutrition expertise + Project 05 Feb 2009 18 Feb 2009

develop session curriculum manager

2.1.4 Develop, consult and pilot Nutritionist 20 Feb 2009 30 March 2009 2.1
2.1.5 curriculum
2.1.6

2.2 Identify and book venue Project 20 Feb 2009 05 March 2009
+catering officer
 Preparing a Schedule
Step 3
 Establish the project's natural or "inherent" logic

 Some projects have very clear logic while others

provide more options depending on resources or
the nature of the project or other circumstances

 Work the activities from the beginning to the end

 Then work from the end back to the beginning!

 Preparing a Schedule
Step 3,
continued
 Develop a flow chart or logic diagram – AKA a network
diagram – paint a picture of the schedule

 Use the work breakdown structure as a “To do” list

 Which of these items must be done first?

– Label that item “A”

 What must follow next?

– Label those B, C, D, etc
 Logic Diagram

 Use large sheets of paper, cards on the wall or sticky notes

 More than 30 activities, separate project into two phases

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 Preparing a Schedule
Step 4
 Estimate the duration of each activity or task
 Pay particular attention to this step since the whole
schedule will depend upon it
 Use all available sources of information
 Be careful with published information since the
circumstances of your project may be different
 Some tasks will still be difficult to estimate, seek expert
help, use ranges
 Document areas of high uncertainty (risk)
 Always aim for the “most likely" duration – don't build in
contingency at every step, or the project will not fly
 Always be realistic – you can refine on the second pass
and make appropriate contingency allowances later
 Preparing a Schedule
Step 5

 Calculate the duration using CPM (Critical Path

Method)

– The string of activities where these values are

zero is the longest path through the network

– This is known as the Critical Path

– Where the values are positive indicates that

there is Float for those activities
 Preparing a Schedule
Step 6

 There are a number of things you can do to fix an

unworkable schedule

 To meet a predetermined end date

– Check whether all activities are really necessary
– Move activities off the critical path or eliminate
them altogether
– Accelerate critical activities
– Using overtime or more resources
– Work some activities in parallel (concurrently) or
increase the amount of overlap
 Preparing a Schedule
Step 7

 Make sure the resulting schedule chart makes sense

and looks good

 A well-presented bar chart will show the grouped

activities in a progressive cascade making it clear and
easy to read

 Use the calendar dates and create an ideal master

schedule of milestone dates identifying the completion
of major or key activities
 Preparing a Schedule

 Finally, when everyone is satisfied, follow

up with these last two steps
Step
 Chart or print the results and distribute for
8
final team review and acceptance before
Step issuing it to management
9
 Abstract or summarize schedule data for
different levels of management

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 Schedule Control
 Strictly speaking, you cannot control the schedule

 What you can do is

– Create a schedule

– Have it distributed for action

– Observe what is actually going on

– Compare and update the schedule

– Report your findings to those in charge

– Conduct review meetings with your team

 Changing the Schedule

 If there is a severe problem with the schedule,

recovery actions may well depend on the
technology that you are dealing with

 However, management steps that you might

consider include
– Closer control
– Crashing – reduce time by increasing resources
– Working overtime or double shifts
– Fast tracking – overlap serial activities
– Trade-offs between scope, quality, time and cost
– Change methods, materials or equipment
– Negotiate a revised schedule
Schedule Change Process
 Sample Work Schedule

Time Manager Employee Employee Employee Employee Employee

1 2 3 4 5

6:00-6:30
6:30-7:00
7:00-7:30
7:30-8:00
8:00-8:30
8:30-9:00
9:00-9:30
9:30-
10:00
10:00-
10:30
10:30-
11:00
11:00-
11:30
11:30-
12:00
12:00-
12:30
12:30-
1:00
1:00-1:30
1:30-2:00
2:00-2:30
2:30-3:00
 Organization Chart
◦ A chart that shows the
structure of the
organization including the
title of each manager’s
position and, by means of
connecting lines, who is
accountable to whom and
who has authority for each
area.

G.Dessler, 2003

LIS580- Spring 2006 April 18, 2006 44

 Organization design
◦ A process in which managers develop or change
their organization’s structure
 Work specialization
◦ A component of organization structure that
involves having each discrete step of a job done by
a different individual rather than having one
individual do the whole job

Prentice Hall, 2002

LIS580- Spring 2006 April 18, 2006 45

 Chain of command
◦ The management principle that no person should report to
more than one boss
 Span of control
◦ The number of subordinates a manager can direct
efficiently and effectively
 Authority
◦ The rights inherent in a managerial position to give orders
and expect them to be obeyed
 Responsibility
◦ An obligation to perform assigned activities
 Power
◦ An individual’s capacity to influence decisions

Prentice Hall, 2002

LIS580- Spring 2006 April 18, 2006 46

 Prentice Hall, 2002

LIS580- Spring 2006 April 18, 2006 47

 Span of Control
◦ The number of subordinates reporting directly
to a supervisor.
 Wide spans: larger number of direct reports.
 Narrow spans: fewer number of direct reports.
 Tall vs. Flat Organizations
◦ Tall organizations: more management layers
and more hierarchical controls.
◦ Flat organizations: fewer management layer
and decision making closer to the customer.
G.Dessler, 2003

LIS580- Spring 2006 April 18, 2006 48

 FIGURE 6–9
G.Dessler, 2003

LIS580- Spring 2006 April 18, 2006 49

 Line authority
◦ The position authority (given and defined by the
organization) that entitles a manager to direct the
work of operative employees
 Staff authority
◦ Positions that have some authority (e.g.,
organization policy enforcement) but that are
created to support, assist, and advise the holders of
line authority

Prentice Hall, 2002

LIS580- Spring 2006 April 18, 2006 50

 Prentice Hall, 2002

LIS580- Spring 2006 April 18, 2006 51

 Power based on one’s position in
Legitimate the formal hierarchy

Coercive Power based on fear

Power based on the ability to

Reward distribute something that others
value

Power based on one’s expertise,

Expert special skill, or knowledge

Power based on identification

Referent with a person who has resources
or traits
Prentice Hall, 2002
LIS580- Spring 2006 April 18, 2006 52
 The manager can delegate authority but
cannot delegate responsibility.
 Clarify the assignment.
 Delegate, don’t abdicate.
 Know what to delegate.
 Specify the subordinate’s range of discretion.
 Authority should equal responsibility.
 Make the person accountable for results.
 Beware of backward delegation.
G.Dessler, 2003

LIS580- Spring 2006 April 18, 2006 53