IT項(xiàng)目管理時(shí)間管理(第六章)_第1頁(yè)
IT項(xiàng)目管理時(shí)間管理(第六章)_第2頁(yè)
IT項(xiàng)目管理時(shí)間管理(第六章)_第3頁(yè)
IT項(xiàng)目管理時(shí)間管理(第六章)_第4頁(yè)
IT項(xiàng)目管理時(shí)間管理(第六章)_第5頁(yè)
已閱讀5頁(yè)，還剩31頁(yè)未讀， 繼續(xù)免費(fèi)閱讀

下載本文檔

版權(quán)說(shuō)明：本文檔由用戶提供并上傳，收益歸屬內(nèi)容提供方，若內(nèi)容存在侵權(quán)，請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)

文檔簡(jiǎn)介

Chapter6:

ProjectTimeManagementChapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencing

ActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement3ImportanceofProjectSchedulesManagersoftencitedeliveringprojectsontimeasoneoftheirbiggestchallenges.Perhapspartofthereasonscheduleproblemsaresocommonisthattimeiseasilyandsimplymeasured.Scheduleissuesarethemainreasonforconflictsonprojects,especiallyduringthesecondhalfofprojects.Timehastheleastamountofflexibility;itpassesnomatterwhathappensonaproject.4OnedimensionoftheMeyers-BriggsTypeIndicatorfocusesonpeoples’attitudestowardstructureanddeadlineSomepeopleprefertofollowschedulesandmeetdeadlineswhileothersdonot(Jvs.P)DifferenceculturesandevenentirecountrieshavedifferentattitudesaboutschedulesIndividualWorkStylesandCulturalDifferencesCauseScheduleConflicts5ProjectTimeManagementProcessesPlanningschedulemanagement:determiningthepolicies,procedures,anddocumentationthatwillbeusedforplanning,executing,andcontrollingtheprojectscheduleActivitydefinition:

Identifyingthespecificactivitiesthattheprojectteammembersandstakeholdersmustperformtoproducetheprojectdeliverables.Activitysequencing:Identifyinganddocumentingtherelationshipsbetweenprojectactivities.Activityresourceestimating:

Estimatinghowmanyresources

aprojectteamshouldusetoperformprojectactivities.Activitydurationestimating:

Estimatingthenumberofworkperiodsthatareneededtocompleteindividualactivities.Scheduledevelopment:

Analyzingactivitysequences,activityresourceestimates,andactivitydurationestimatestocreatetheprojectschedule.Schedulecontrol:Controllingandmanagingchangestotheprojectschedule.6ProjecttimemanagementsummaryChapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencing

ActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement8PlanningScheduleManagementTheprojectteamusesexpertjudgment,analyticaltechniques,andmeetingstodeveloptheschedulemanagementplanAschedulemanagementplanincludes:ProjectschedulemodeldevelopmentTheschedulingmethodologyLevelofaccuracyandunitsofmeasureControlthresholdsRulesofperformancemeasurementReportingformatsProcessdescriptionsChapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencing

ActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement10ActivityDefinitionAnactivityortaskisanelementofworknormallyfoundontheWBSthathasanexpectedduration,acost,andresourcerequirements.ActivitydefinitioninvolvesdevelopingamoredetailedWBSandsupportingexplanationstounderstandalltheworktobedone,soyoucandeveloprealisticcostanddurationestimates.Thegoaloftheactivitydefinitionprocessistoensurethattheprojectteamhadcompleteunderstandingofalltheworktheymustdo，ifmisunderstandingtheactivities,requestedchangesmayberequired.11ActivityListsandAttributesAnactivitylistisatabulationofactivitiestobeincludedonaprojectschedule.Thelistshouldinclude:TheactivitynameAnactivityidentifierornumberAbriefdescriptionoftheactivityActivityattributesprovidemoreinformationabouteachactivity,suchaspredecessors,successors,logicalrelationships,leadsandlags,resourcerequirements,constraints,imposeddates,andassumptionsrelatedtotheactivity.12MilestonesAmilestoneisasignificanteventthatnormallyhasnoduration.Milestonesareusefultoolsforsettingschedulegoalsandmonitoringprogress.Milestonesshouldbe:SpecificMeasurableAssignableRealisticTime-framedChapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement14Sequencing

ActivityInvolvesreviewingactivitiesanddeterminingdependencies.Adependencyorrelationshiprelatestothesequencingofprojectactivitiesortasks. Youmustdeterminedependenciesinordertousecriticalpathanalysis.15ThreeTypesofDependenciesMandatorydependencies:Inherentinthenatureoftheworkbeingperformedonaproject;sometimesreferredtoashardlogic.Discretionarydependencies:

Definedbytheprojectteam;sometimesreferredtoassoftlogicandshouldbeusedwithcarebecausetheymaylimitlaterschedulingoptions.Externaldependencies:Involverelationshipsbetweenprojectandnon-projectactivities.16TaskDependencyTypes17NetworkDiagramsAnetworkdiagramisaschematicdisplayofthelogicalrelationshipsamong,orsequencingof,projectactivities.Chapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimating

ActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement19EstimatingActivityResourceBeforeestimatingactivitydurations,youmusthaveagoodideaofthequantityandtypeofresourcesthatwillbeassignedtoeachactivity.Considerimportantissuesinestimatingresources:Howdifficultwillitbetodospecificactivitiesonthisproject?Isthereanythinguniqueintheproject'sscopestatementthatwillaffectresources?Whatistheorganization'shistoryindoingsimilaractivities?Doestheorganizationhavepeople,equipment,andmaterialsthatarecapableandavailableforperformingthework?Arethereanyorganizationalpoliciesthatmightaffecttheavailabilityofresources?Doestheorganizationneedtoacquiremoreresourcestoaccomplishthework?Woulditmakesensetooutsourcesomeofthework?Chapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimatingActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement21EstimatingActivityDurationDurationincludestheactualamountoftimeworkedonanactivityplustheelapsedtime.Effortisthenumberofworkdaysorworkhoursrequiredtocompleteatask.Effortdoesnotnormallyequalduration.Peopledoingtheworkshouldhelpcreateestimates,andanexpertshouldreviewthem.Oneofthemostimportantconsiderationsinmakingactivitydurationestimatesistheavailabilityofresources.Chapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimatingActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement23DevelopingtheScheduleUsesresultsoftheothertimemanagementprocessestodeterminethestartandenddatesoftheproject.Ultimategoalofscheduledevelopmentistocreatearealisticprojectschedulethatprovidesabasisformonitoringprojectprogressforthetimedimensionoftheproject.Importanttoolsandtechniquesinclude:GanttchartsTrackingGanttChartMilestonesCriticalpathanalysisCriticalchainschedulingPERTanalysis24GanttChartProvidingastandardformatfordisplayingprojectscheduleinformationbylistingprojectactivitiesandtheircorrespondingstartandfinishdatesinacalendarformat.25SampleTrackingGanttChart26CriticalPathMethod(CPM)CPMisanetworkdiagrammingtechniqueusedtopredicttotalprojectduration.Acriticalpathforaprojectistheseriesofactivitiesthatdeterminestheearliesttimebywhichtheprojectcanbecompleted.Thecriticalpathisthelongestpaththroughthenetworkdiagramandhastheleastamountof

slackorfloat.Slackorfloatis

theamountoftimeanactivitycanbedelayedwithoutdelayingasucceedingactivityortheprojectfinishdate.27DeterminingtheCriticalPathforProjectX28UsingCriticalPathAnalysistoMakeScheduleTrade-offsFreeslackorfreefloat

Totalslackortotalfloat

Aforwardpassdeterminestheearlystartandfinishdates.Abackwardpassdeterminesthelatestartandfinishdates.29FreeandTotalFloatorSlackforProjectX30UsingtheCriticalPathtoShortenaProjectScheduleThreemaintechniquesforshorteningschedules:Shorteningthedurationofcriticalactivitiesortasksbyaddingmoreresourcesorchangingtheirscope.Crashing

activitiesbyobtainingthegreatestamountofschedulecompressionfortheleastincrementalcost.Fasttrackingactivitiesbydoingtheminparalleloroverlappingthem.Crashingandfasttrackingoftencausemoreproblems,resultinginlongerschedules.31ProgramEvaluationandReviewTechnique(PERT)PERTisanetworkanalysistechniqueusedtoestimateprojectdurationwhenthereisahighdegreeofuncertaintyabouttheindividualactivitydurationestimates.PERTusesprobabilistictimeestimates:Durationestimatesbasedonusingoptimistic,mostlikely,andpessimisticestimatesofactivitydurations,orathree-pointestimate.PERTweightedaverage=

optimistictime+4Xmostlikelytime+pessimistictime 6Chapter6:

ProjectTimeManagementImportanceofProjectSchedulesPlanningScheduleManagementDefiningActivitiesSequencingActivityEstimatingActivityResourceEstimatingActivityDurationDevelopingtheScheduleControllingtheScheduleUsingSoftwaretoAssistinTimeManagement33ControllingtheScheduleGoalsaretoknowthestatusoftheschedule,influencefactorsthatcauseschedulechanges,determinethattheschedulehaschanged,andmanagechangeswhentheyoccur.Toolsandtechniquesinclude:ProgressreportsAschedulechangecontrolsystemAschedulingtooland/orprojectmanagementsoftware,suchasProject2007orsimilarsoftwareSchedulecomparisonbarcharts,suchastheTrackingGanttchartVarianceanalysis,suchasanalyzingfloatorslackWhat-ifscenarioanalysis,whichcanbedonemanuallyorwiththeaidofsoftwareAdjustingleadsandlagsSchedulecompression,suchascrashingandfast-tracki

溫馨提示

  • 1. 本站所有資源如無(wú)特殊說(shuō)明，都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
  • 2. 本站的文檔不包含任何第三方提供的附件圖紙等，如果需要附件，請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
  • 3. 本站RAR壓縮包中若帶圖紙，網(wǎng)頁(yè)內(nèi)容里面會(huì)有圖紙預(yù)覽，若沒(méi)有圖紙預(yù)覽就沒(méi)有圖紙。
  • 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
  • 5. 人人文庫(kù)網(wǎng)僅提供信息存儲(chǔ)空間，僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理，對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯，并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
  • 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容，請(qǐng)與我們聯(lián)系，我們立即糾正。
  • 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。

評(píng)論

0/150

提交評(píng)論