session 8 4th edition pmp
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Project Time Management
Knowledge Area
Process
Initiating Planning Executing Monitoring & Control Closing
Time
Activity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimatingSchedule Development
Schedule Control
Enter phase/Start project
Exit phase/End project
InitiatingProcesses
ClosingProcesses
PlanningProcesses
ExecutingProcesses
Monitoring &Controlling Processes
Project Time Management
Critical Path• Critical Path is the longest duration path• Identify the shortest time needed to complete a project• There can be more than one critical path
• Float (Slack)– Total float: the amount of time an activity can be delayed without delaying the project end date or intermediary milestone.
– Free float: the amount of time an activity can be delayed without delaying the early start date of its successor(s).
Critical Chain Method
The longest duration path through the project considering both activity
dependencies and resource constraints.
Type of buffers
Project buffer
Feeding buffer
Resource buffer
To keep resource usage at a
constant level. Resource leveling is
necessary when resources have
been over-allocated , such as when
a resource has been assigned to
two or more activities during the
same time period
Resource Leveling
What-if Scenario Analysis
Analysis on effect of changes on a particular thing (assumption) on the project which make activity duration change.Monte Carlo SimulationUsed when there is possibility that the critical path will be different for a given set of project conditions.Using computer software
• Schedule Compression : • 1- crashing • additional resources will add to shorten the duration (increase cost)
• 2- fast tracking :• activities normally performed in sequence are performed in parallel
• (increase risk )• E.g. Design is half finished and start coding.
Schedule Network Analysis
Schedule network analysis is a
technique that generates the
project schedule. It employs
various analytical techniques,
such as critical path method,
critical chain method, what-if
analysis, and resource leveling to
calculate the early and late start
and finish dates for the
uncompleted portions of project
activities.
• Develop Schedule• Process of analyzing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule.
Inputs
1. Activity list2. Activity attributes3. Project schedule
network diagram4. Activity resource
requirements5. Resource Calendars6. Activity duration
estimates7. Project scope statement8. Enterprise
environmental factors9. Organizational process
assets
Tools & Techniques
1. Schedule network analysis
2. Critical path method3. Critical chain method4. Resource leveling5. What-if scenario
analysis6. Applying leads and lags7. Schedule compression8. Scheduling tool
Outputs
1. Project schedule2. Schedule baseline3. Schedule data4. Project document
updates
Schedule formats:Milestone charts.
scheduled start or
completion of major
deliverables and key
external interfaces.
Bar charts
- show activity start and end dates ,as well as expected durations
- easy to read, and are frequently used in management presentations
Network Diagrammingالتالية االنشطة من مكون مشروع لدينا
النشاط اسم النشاط وصف الموارد احتياجات االصلية المدةالمنطقى النشاط
السابق
Start 0 -------------
A 2 Start
D 6 Start
B 12 A
C 5 B & D
E 7 D
F 3 E
Finish 0 C & F
StartFinish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
Network Diagramming Analysis
Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0
0
0 2 2 14 14 19
6 6 13 13 16
19 19
Highest of predecessor’sEarly Finish Times
Early Start =
Critical Path Method (PDM), Forward Pass
Start Finish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
0
0
0
0 2 2 14 14 19
6 6 13 13 16
19 19
Lowest of successor’s Late Start Times
Late Finish =
2 14
19
16
14 19
19
190 0
0 2
3 9 9 16
Critical Path Method (PDM), Backward Pass
StartFinish
A B C
D E F
2 Days 12 Days 5 Days
6 Days 7 Days 3 Days
المشروع تنفيذ من االنتهاء موعد تأخير دون المهمة تتاخرة ان يمكن الذى الوقت .مقدار
0
0
0
0 2 2 14 14 19
6 6 13 13 16
19 192 14
19
16
14 19
19
190 0
0 2
3 9 9 16
(0)
(0)
(0)
(3)(3)(3)
(0)
Float
Control ScheduleProcess of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.
Inputs
1. Project Management Plan
2. Project Schedule3. Work performance
information4. Organizational process
assets
Tools & Techniques
1. Performance reviews2. Variance Analysis3. Project Management
Software4. Resource leveling5. What-if scenario
analysis6. Adjusting leads & lags7. Schedule compression8. Schedule tooling
Outputs
1. Work performance measurements
2. Organizational process assets updates
3. Change requests4. Project management
plan updates5. Project document
updates
1 Performance Reviews
measure, compare, and analyze
schedule performance such as
actual start and finish dates,
percent complete, and
remaining duration for work in
progress.
Network Diagrammingالتالية االنشطة من مكون مشروع لدينا
النشاط اسم النشاط وصف الموارد احتياجات االصلية المدةالمنطقى النشاط
السابق
Start 0 -------------
A 4 Start
D 6 Start
F 7 D&A
E 8 D
G 5 F&E
B 5 F
H 7 G
c 8 H
Finish 0 C & B
QUESTIONS?
1-fast tracking the project usually :
A-decreases project costs
B- decreases Project duration
C- decreases the amount of management
oversight needed
D-decrease the number of resources used
2- free float is the amount of time an activity can be
delayed without delaying the
A- Project
B- completion date required by the customer
C-early start of its successor
D- project completion date
3-What-if scenario analysis is done as a part of
which process:
A-Sequence Activities
B-Define Activities
C-Control Schedule
D-Estimate resource
4 -To crash a schedule you should:
A-Increase the time allowed on those tasks that have
float.
B-Try to increase expenditures of time only those
tasks that are behind schedule.
C-Replace those worker that are not performing up to
par with the busy.
D-Increase work efforts on those tasks that are
on the critical path
5-Resource leveling attempts to:
A-Reduce resource requirements by smoothing out period-
to period resource assignments.
B-Ensure that the budget abnormalities are overcome.
C-Reduce the amount of resources so that they can be
shared with on other endeavors.
D-Increase the amount of the project manager's
authority so that budget dollars can be appropriated
6-You are the project manager for the large Project.
You have identified and documented relationship
among the project activities and created project
schedule network diagram. What is your NEXT step ?
A. Define Activities
B. Sequence Activities
C. Develop Schedule
D. Control Schedule
7- you are a project manager for a new Product development
Project that has four levels in the work breakdown structure and
has been sequenced using the precedence diagramming method
the activity duration estimates have been received . What time
management activity would you do NEXT?
A-schedule compression
B- collect historical records from previous projects
C- create an activity list
D- update the work breakdown structure
8- as project process is tracked according to the Project Management plan the project manager discovers that final deliverables will be completed two months after the deliverable dates imposed by management
What should the project manager do?A- look for options with stakeholders using some combination of
scaling back work , re evaluating discretionary dependencies, and adding resources
B- evaluate the impact on the company of completing this project late
C- drive the project team to work faster to make up for lost timeD- recalculate the project schedule and distribute it according to
the communications management plan
9-an activity has been delayed and the project manager needs to deal with the situation. What is the NEXT thing he should do ?
A-report to management
B-crash or fast track
C- determine how much of a problem it is
D-use contingency reserves
Thank you
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