TimeManagement(英文版)

1、Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-1PMP Preparation TrainingTime ManagementChapter 6Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-2Time ManagementActivity DefinitionActivity SequencingActivity Duration EstimatingSchedule DevelopmentSchedule ControlProcesses required to ensure

2、timely completion of the projectSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-3Time Management6.2ActivitySequencing6.3ActivityDuration Estimating6.1ActivityDefinition6.4ScheduleDevelopmentPlanningControlling6.5ScheduleControlSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-4Activity Definit

3、ion Identify the activities that must be performed to produce the project deliverables Define the activities that must be performed to meet the project objectivesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-5Activity DefinitionInputs WBS Scope statement Historical information Constraints Assu

4、mptions Expert judgmentTools & Techniques Decomposition TemplatesOutputs Activity list Supporting detail WBS updatesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-6Inputs WBS Primary input to activity definition Scope statement Project justification and project objectives Historical informa

5、tion The activities that were actually required on previous, similar projects Constraints Factors that will limit the PM teams options Assumptions Factors that, for planning purposes, will be considered to be true, real, or certain Expert judgmentActivity DefinitionSource: pmbok guide 2000 2002 Robb

6、ins-Gioia, Inc. 6-7Tools & Techniques Decomposition Subdividing project work packages into smaller, more manageable components Template An activity list from a previous project or an activity list for a WBS element from the current projectActivity DefinitionSource: pmbok guide 2000 2002 Robbins-

7、Gioia, Inc. 6-8Outputs Activity list A list of all the activities that will be performed on the project and a description of each Supporting detail Documentation that contributes to the process, including all identified assumptions and constraints WBS updates Refinements to the existing WBSActivity

8、DefinitionSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-9Activity SequencingIdentifying and documenting interactivity logical relationshipsSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-10Activity SequencingInputs Activity list Product description Mandatory dependencies Discretionary depe

9、ndencies External dependencies MilestonesTools & Techniques Precedence diagrammingmethod (PDM) Arrow diagrammingmethod (ADM) Conditional diagrammingmethods Network templatesOutputs Project network diagram Activity list updatesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-11Inputs Activity

10、list Product description Product characteristics affect activity sequencing Mandatory dependencies (Hard logic) Determined by the qualities of work to be done Discretionary dependencies (Soft logic) Defined by the project management team External dependencies Relationships between project activities

11、 and non-project activities Milestones Events need to be part of the activity sequencing to assure that the requirements for meeting the milestone (s) are met.Activity SequencingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-12Tools & Techniques Precedence diagramming method (PDM) Nodes rep

12、resent activities and arrows show dependenciesActivity Sequencing StartFinishACDEBSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-13Activity Sequencing ProcessActivity SequencingFinish-to-Start Activity A must finish before Activity B can startABStart-to-Start Activity A must start before Activi

13、ty B can startABSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-14Activity Sequencing ProcessActivity SequencingFinish-to-Finish Activity A must finish before Activity B can finishAB Start-to-Finish Activity A must start before Activity B can finishABSource: pmbok guide 2000 2002 Robbins-Gioia,

14、Inc. 6-15Tools and Techniques (cont.) Arrow diagramming method (ADM) Uses arrows to represent activities and connecting nodes to show dependenciesActivity SequencingABCDStartFinishE ADM uses finish-to-start dependencies only and uses dummy activities to show logical relationshipsSource: pmbok guide

15、2000 2002 Robbins-Gioia, Inc. 6-16Tools & Techniques (cont.) Conditional diagramming methods Diagramming techniques such as Graphical Evaluation and Review Technique (GERT) and System Dynamics models allow the depiction of non-sequential activities and conditional branches Network templates Can

16、include an entire project or just a portion of it (i.e., subnets and fragnets)Activity SequencingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-17Outputs Project network diagram Schematic display of projects activities and dependencies Activity list updates Dividing or redefining activities so

17、that the relationships are correctly diagrammedActivity SequencingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-18Activity Duration EstimatingProcess of taking information on project scope and resources and then developing durations for input to schedules Elapsed time (Delay) Work periods betw

18、een the finish of one activity and the start of another activitySource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-19Activity Duration EstimatingActivity Duration EstimatingInputs Activity list Constraints Assumptions Resource requirements Resource capabilities Historical information Identified ris

19、ksTools & Techniques Expert judgment Analogous estimating Quantitatively base Reserve time (contingency)Outputs Activity duration estimates Basis of estimates Activity list updatesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-20Inputs Activity list Constraints Assumptions Resource requirem

20、ents Duration estimates are influenced by resource effort and assignments Resource capabilities Duration estimates are influenced by the capability of the people and the material resources assigned to them Historical Information Project files Commercial duration estimating databases Project team kno

21、wledgeActivity Duration EstimatingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-21Inputs Historical Information Project files Commercial duration estimating databases Project team knowledge Identified risks Determine the extent to which the effect of risks is included in the baseline duration

22、estimate for each activityActivity Duration EstimatingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-22Tools & Techniques Expert judgment Used with historical information Analogous estimates (Top-down estimating) Uses duration of a previous, similar activity as the basis for the of estimate

23、 of a future activity Quantitatively based durations Quantities to be performed for each specific work category defined by the engineering/design effort, multiplied by the productivity unit rate Reserve time (contingency) An additional time frame, called time reserve, contingency, or buffer, that ca

24、n be added to the activity duration or elsewhere in the schedule as recognition of schedule riskActivity Duration EstimatingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-23Outputs Duration estimates Quantitative assessments of the likely number of work periods required to complete an activity

25、Basis of estimates Documentation of the assumptions used for developing the estimates Activity list updates Activity Duration EstimatingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-24Schedule DevelopmentDetermining the start and finish dates of project activitiesIf start and finish dates are

26、not realistic, the project is unlikely to be finished on scheduleSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-25Schedule DevelopmentInputs Project network diagram Activity duration estimates Resource requirements Resource-pool description Calendars Constraints Assumptions Leads and lags Risk

27、management plan Activity attributesTools & Techniques Mathematical analysis Duration compression Simulation Resource-leveling heuristics Project management software Coding structureOutputs Project schedule Supporting detail Schedule management plan Resource-requirement updatesSchedule Developmen

28、tSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-26Inputs Project network diagram Duration estimates Resource requirements Resource pool Description of the available resources and the times they are available to work on the project Calendars Identify periods when work is allowed Project calendar

29、s: Affect all resources Resource calendars: Affect specific resources or categories of resourcesSchedule DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-27Inputs Constraints Imposed dates Key events or milestones Assumptions Leads and lags Dependencies that require lead or lag values

30、to accurately define the relationship Risk management plan Activity attributes Includes who has responsibility for performing the work, geographic area or building (location for the work), and activity type (summary or detail level)Schedule DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc

31、. 6-28Tools & Techniques Mathematical analysis Calculating theoretical early and late start and finish dates for all activities Critical Path Method (CPM) Calculates a single, deterministic early and late start and finish date for each activity, to be used to determine which activities must be c

32、ompleted on time to avoid impacting the finish date of the project Graphical Evaluation and Review Technique (GERT) Allows for loops in the relationships between activities and for the conditional and probabilistic treatment of relationshipsSchedule DevelopmentSource: pmbok guide 2000 2002 Robbins-G

33、ioia, Inc. 6-29Tools & Techniques (cont.) Mathematical Analysis (cont.) Duration compression Looks for ways to shorten the schedule without changing the project scope Crashing Analyzing cost and schedule tradeoffs to determine how to obtain the greatest amount of compression for the least increm

34、ental cost Fast tracking Doing activities in parallel that would normally be done in sequence Simulation- Calculating multiple project durations with different sets of activity assumptions Monte Carlo analysis What-if analysisSchedule DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-30

35、Tools & Techniques (con.) Mathematical Analysis (cont.) Program Evaluation and Review Technique (PERT) Uses sequential network logic and a weighted-average duration estimate to calculate duration. Uses the probability of an estimates accuracy. Resource-leveling heuristics (Resource-based method)

36、 Changing the schedule to accommodate resources PM Software Used to assist schedule development and to display schedule-development outputs Coding structure Allows for sorting/and/or extractions based on difference attributes assigned to activitiesSchedule DevelopmentSource: pmbok guide 2000 2002 Ro

37、bbins-Gioia, Inc. 6-31PERT Calculations PERT Program Evaluation and Review Technique Expected Time = (Low + 4*Medium + High) / 6 Standard Deviation = (High Low) / 6Schedule DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-32PERT ExampleEvening CommuteOptimistic time = 15 minutesMost li

38、kely time = 30 minutesPessimistic time = 60 minutesWhat is the Expected Time?Schedule DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-33Outputs Project schedule Includes planned start and expected finish dates for each activity Supporting detail Documentation of all identified assumpt

39、ions and constraints Schedule management plan Defines how changes to the schedule will be managed Resource requirement updates Updates based on the results of resource leveling and on updates to activity listsSchedule DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-34Network Calculati

40、onCalculationsForward Pass Determine early start and early finish datesBackward Pass Determine late start and late finish dates and float0ABCDE5510105Start Date 6/16/1 6/56/6 6/156/6 6/106/16 6/256/26 6/30Finish Date 6/306/26 6/306/16 6/256/6 6/156/1 6/56/11 6/155000Schedule DevelopmentSource: pmbok

41、 guide 2000 2002 Robbins-Gioia, Inc. 6-35 Total float (Slack) Amount of time an activity can be delayed and the project finish date not be effected Free Float Amount of time an activity can be delayed and the early start of the follow-on activity not be effected Basic TerminologySchedule Development

42、Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-36Gantt Charts Bar chart Displays activity start and end dates, as well as expected durations Milestone chart Displays scheduled start or completion of major deliverables Combination chart Displays events and activities as a function of timeSchedul

43、e DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-37Typical Gantt ChartTimeActivityTask ATask BTask CTask DJuneJulyAugSepOctNovSchedule DevelopmentSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-38Schedule Control Influencing factors that cause schedule changes Determining that th

44、e schedule has changed and managing the changesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-39Schedule ControlInputs Project schedule Performance reports Change requests Schedule management planTools & Techniques Schedule change control system Performance measurements Additional planning

45、Project management software Variance analysisOutputs Schedule updates Corrective action Lessons learnedSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-40Inputs Project schedule The approved project schedule is called the schedule baseline; provides the basis for measuring and reporting schedule

46、performance Performance reports Provide information on schedule performance, such as which planned dates have been met and which have not Change requests Occur in many forms Schedule management planSchedule ControlSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 6-41Tools & Techniques Schedule change control system Defines the procedure for changing the project schedule Progress measurement (Earned Value) Assessment of schedule variations to determine whether they require corrective actions Additional planning Prospective changes may require new or revised activity duration estimates, mo