6 - pm - time management
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PROJECT MANAGEMENT
Time Management
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Time Management
Includes the processes required to manage the
timely completion of the project
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Time Management
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Scheduling overview
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6.1 Plan Schedule Management
Is the process of establishing the policies,
procedures, and documentation for planning,
developing, managing, executing, and controlling
the project schedule
Provides guidance and direction on how the project
schedule will be managed throughout the project
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6.1 Plan Schedule Management
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6.2 Define Activities
Is the process of identifying and documenting the
specific actions to be performed to produce the
project deliverables
To break down work packages into activities that
provide a basis for estimating, scheduling,
executing, monitoring, and controlling the project
work
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6.2 Define Activities
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6.3 Sequence Activities
Is the process of identifying and documenting
relationships among the project activities
Defines the logical sequence of work to obtain the
greatest efficiency given all project constraints
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6.3 Sequence Activities
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Precedence Diagramming Method
Is a technique used for constructing a schedule
model in which activities are represented by nodes
and are graphically linked by one or more logical
relationships to show the sequence in which the
activities are to be performed
Activity-on-node (AON) is one method of
representing a precedence diagram. This is the
method used by most project management software
packages
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Precedence Diagramming Method
Includes four types of dependencies or logical relationships
Finish-to-start (FS): A logical relationship in which a successor activity cannot start until a predecessor activity has finished
Finish-to-finish (FF): A logical relationship in which a successor activity cannot finish until a predecessor activity has finished
Start-to-start (SS): A logical relationship in which a successor activity cannot start until a predecessor activity has started
Start-to-finish (SF): A logical relationship in which a successor activity cannot finish until a predecessor activity has started
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Precedence Diagramming Method
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Dependency Determination
Dependencies may be characterized by the following attributes
Mandatory dependencies: legally or contractually required or inherent in the nature of the work
Discretionary dependencies: are established based on knowledge of best practices
External dependencies: involve a relationship between project activities and non-project activities
Internal dependencies: involve a precedence relationship between project activities and are generally inside the project teams control
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Leads and Lags
A lead is the amount of time whereby a successor
activity can be advanced with respect to a
predecessor activity
A lag is the amount of time whereby a successor
activity will be delayed with respect to a
predecessor activity
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Leads and Lags
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Project Schedule Network Diagrams
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6.4 Estimate Activity Resources
Is the process of estimating the type and quantities
of material, human resources, equipment, or
supplies required to perform each activity
Identifies the type, quantity, and characteristics of
resources required to complete the activity which
allows more accurate cost and duration estimates
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6.4 Estimate Activity Resources
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Bottom-Up Estimating
Bottom-up estimating is a method of estimating
project duration or cost by aggregating the
estimates of the lower-level components of the WBS
When an activity cannot be estimated with a
reasonable degree of confidence, the work within
the activity is decomposed into more detail
The resource needs are estimated
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Project Management Software
Scheduling software tool, has the capability to help
plan, organize, and manage resource pools and
develop resource estimates
Depending on the sophistication of the software,
resource breakdown structures, resource availability,
resource rates, and various resource calendars can
be defined to assist in optimizing resource utilization
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Resource Breakdown Structure
Is a hierarchical representation of resources by
category and type
Resource categories include labor, material,
equipment, and supplies
Resource types may include the skill level, grade
level, or other information as appropriate to the
project
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6.5 Estimate Activity Durations
Is the process of estimating the number of work
periods needed to complete individual activities
with estimated resources
Provides the amount of time each activity will take
to complete, which is a major input into the Develop
Schedule process
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6.5 Estimate Activity Durations
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Parametric Estimating
Is an estimating technique in which an algorithm is
used to calculate cost or duration based on
historical data and project parameters
For example, if the assigned resource is capable of
installing 25 meters of cable per hour, the duration
required to install 1,000 meters is 40 hours
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Three-Point Estimating
Duration estimates may be improved by considering estimation uncertainty and risk
This concept originated with the program evaluation and review technique (PERT)
Most likely (tM): realistic expectations
Optimistic (tO): best-case scenario
Pessimistic (tP): worst-case scenario
Two commonly used formulas are
Triangular Distribution. tE = (tO + tM + tP) / 3
Beta Distribution (PERT technique). tE = (tO + 4tM + tP) / 6
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6.6 Develop Schedule
Is the process of analyzing activity sequences,
durations, resource requirements, and schedule
constraints to create the project schedule model
Entering schedule activities, durations, resources,
resource availabilities, and logical relationships into
the scheduling tool, it generates a schedule model
with planned dates for completing project activities
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6.6 Develop Schedule
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Critical Path Method
Is a method used to estimate the minimum project
duration and determine the amount of scheduling
flexibility on the logical network paths within the
schedule model
Calculates the early start, early finish, late start,
and late finish dates for all activities
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Critical Path Method
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Critical Chain Method
Is a schedule method that allows the project team to
place buffers on any project schedule path to
account for limited resources and project
uncertainties
Is developed from the critical path method
approach and considers the effects of resource
constraints
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Critical Chain Method
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Resource Optimization Techniques
Can be used to adjust the schedule model due to
demand and supply of resources
Resource leveling: start and finish dates are
adjusted based on resource constraints with the
goal of balancing demand for resources with the
available supply
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Resource leveling
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Schedule Compression
This techniques are used to shorten the schedule
duration without reducing the project scope
Crashing: used to shorten the schedule duration for the
least incremental cost by adding resources
Fast tracking: activities or phases normally done in
sequence are performed in parallel for at least a
portion of their duration
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Project Schedule
Bar charts: also known as Gantt charts
Milestone charts: are similar to bar charts, but only
identify milestones
Project schedule network diagrams: commonly
presented in the activity-on-node diagram
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Project Schedule
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6.7 Control Schedule
Is the process of monitoring the status of project
activities to update project progress and manage
changes to the schedule baseline to achieve the
plan
Provides the means to recognize deviation from the
plan and take corrective and preventive actions and
thus minimize risk
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6.7 Control Schedule
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Project Management Plan Updates
Schedule baseline: Changes to the schedule baseline are incorporated in response to approved change requests
Schedule management plan: The schedule management plan may be updated to reflect a change in the way the schedule is managed
Cost baseline: The cost baseline may be updated to reflect approved change requests or changes caused by compression techniques
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