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week 4 214
project schedule management
| Question | Answer |
|---|---|
| Why is scheduling so important? | Managers often cite delivering projects on time as one of their biggest challenges Time has the least amount of flexibility Schedule issues are the main reason for conflicts on projects |
| project Schedule Management Processes | planning schedule management defining activities sequence activities estimating activity durations developing the schedule controlling the schedule |
| Process 1: Planning Schedule Management | determining the policies, procedures and documentation that will be used for planning, executing, and controlling the project schedule |
| A Schedule Management Plan includes: | Development of Project schedule model The level of accuracy and units of measures Rules of performance measurement Reporting formats Process description |
| Development of Project schedule model : | project activities with estimated durations, dependencies, and other planning information that can be used to produce a project schedule |
| The level of accuracy and units of measures: | how accurate schedule estimates should be and whether time is measured in hours, days, or another unit |
| Rules of performance measurement : | if team members are expected to track the percentage of work completed, this section specifies how to determine the percentage. |
| Reporting formats : | describes the format and frequency of schedule reports required for the projects |
| Process description : | also describes how all the schedule management processes will be performed |
| Process 2: Defining Activities: | identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables |
| An activity list: | table of activities to be included on a project schedule that includes the activity name an activity identifier or number a brief description of the activity |
| An activity: | An activity Must have clearly defined start and end-points Must have a duration that can be forecasted May be dependent on other activities being completed first (precedence networks) |
| Activity-based approach: | Activity-based approach: list all activities, sub-activities (sub-sub- activities and so on) for the project (Work Breakdown Structure). |
| Product-based approach: | list the deliverable and intermediate products of project – product breakdown structure (PBS) Identify the order in which products have to be created work out the activities needed to create the products |
| A milestone: | A milestone is a significant event that normally has no duration like a marker |
| milestones should be: | specific measurable assignable realistic time-framed |
| Process 3: Sequencing Activities: | identifying and documenting the relationships between project activity |
| Dependencies | Involves reviewing activities and determining dependencies A dependency or relationship is the sequencing of project activities or tasks You must determine dependencies in order to use critical path analysis |
| Types of Dependencies | Mandatory dependencies: Discretionary dependencies External dependencies |
| Mandatory dependencies | inherent in the nature of the work being performed on a project (hard logic). Ex.: cannot test code before the code is written |
| Discretionary dependencies | defined by the project team (soft logic) and should be used with care since they may limit later scheduling options. Ex. Good practice to have users sign off the analysis work before design phase |
| External dependencies | involve relationships between project and non-project activities. Ex.: the installation of a new operating system/other software may depend on delivery of new hardware from an external supplier. |
| Network Diagrams | network diagram is a schematic display of the logical relationships among project activities and their sequencing. Two main formats are the ARROW and PRECEDENCE diagramming methods |
| Method 1: Arrow Diagramming Method (ADM) | Activities are represented by arrows Nodes or circles are the starting and ending points of activities |
| Method 2: Precedence Diagramming Method (PDM) | Activities are represented by boxes Arrows show relationships between activities More popular than ADM method and used by project management software Better at showing different types of dependencies |
| (PMD)Types of dependencies or relationships between activities | Finish-to-start Start-to-start Finish-to-finish Start-to-finish |
| Process 4: Estimating Activity Duration: | estimating the number of work periods that are needed to complete individual activities |
| A resource breakdown structure(RBS): | A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type |
| an estimate that includes an.... | optimistic (best case scenario), most likely (expected scenario), and pessimistic estimate (worst-case) |
| Process 5: Developing the Schedule: | analyzing activity sequences , resource requirements and activity duration estimates to create the project schedule |
Created by:
layan1212