This document discusses project time management processes. It covers defining and sequencing activities, estimating activity resources and durations, developing a project schedule using techniques like critical path method, and controlling the schedule. The key processes include decomposing work, determining dependencies between tasks, estimating task durations and resource needs, using tools like network diagrams and Gantt charts to develop a schedule, and monitoring schedule performance to manage changes if needed. Project time management is important because schedule issues are a major cause of project conflicts.
This document provides an introduction to the Critical Path Method (CPM) project scheduling technique. It defines CPM and explains that it was developed in the 1950s to assist with scheduling complex projects. The document outlines the key steps in CPM, including constructing a network diagram of tasks, calculating early and late start/finish times, and identifying the critical path. An example is provided to demonstrate how to determine the critical path of a project using CPM. Benefits and limitations of the technique are also summarized.
The critical path method (CPM) is a step-by-step project management technique for process planning that defines critical and non-critical tasks with the goal of preventing time-frame problems and process bottlenecks. The CPM is ideally suited to projects consisting of numerous activities that interact in a complex manner.
The document discusses critical path analysis and provides examples. It begins with definitions of key terms like activity, project, network. It describes the critical path method (CPM) and program evaluation and review technique (PERT) for project planning, scheduling and control. An example project is given with activities, durations and precedence relationships. The critical path is determined by calculating the earliest and latest start/finish times and identifying the activities with no total float.
PERT and CPM are project management tools used to schedule, organize, and coordinate tasks within a project. PERT was developed for uncertain schedules and uses three time estimates, while CPM uses known times. Both tools involve identifying tasks, estimating durations, and displaying the tasks in a network diagram to identify the critical path of interdependent activities. This helps project managers monitor progress and ensure projects are completed on time, within budget, and to quality standards.
Critical Path Method (CPM) is a network diagramming technique used to predict total project duration and identify the critical path. The critical path is the longest sequence of activities with zero float - it determines the earliest project completion date. In the example network diagram, the critical path is activities A, B, C, F with a total length of 15 time units. Calculating early and late start/finish dates using forward and backward passes identifies float, which indicates how much delay activities on the critical path can experience before delaying the overall project end date.
CPM and PERT are project management techniques that use network diagrams to analyze the tasks, schedule, and dependencies of a project. They determine the critical path, which is the longest sequence of tasks that determines the minimum time to complete the project. PERT further accounts for uncertainty in task durations by using three time estimates to calculate the expected duration and variance for each task. This allows calculating the probability of completing the project by a given date.
This document provides an introduction to the Critical Path Method (CPM) project scheduling technique. It defines CPM and explains that it was developed in the 1950s to assist with scheduling complex projects. The document outlines the key steps in CPM, including constructing a network diagram of tasks, calculating early and late start/finish times, and identifying the critical path. An example is provided to demonstrate how to determine the critical path of a project using CPM. Benefits and limitations of the technique are also summarized.
The critical path method (CPM) is a step-by-step project management technique for process planning that defines critical and non-critical tasks with the goal of preventing time-frame problems and process bottlenecks. The CPM is ideally suited to projects consisting of numerous activities that interact in a complex manner.
The document discusses critical path analysis and provides examples. It begins with definitions of key terms like activity, project, network. It describes the critical path method (CPM) and program evaluation and review technique (PERT) for project planning, scheduling and control. An example project is given with activities, durations and precedence relationships. The critical path is determined by calculating the earliest and latest start/finish times and identifying the activities with no total float.
PERT and CPM are project management tools used to schedule, organize, and coordinate tasks within a project. PERT was developed for uncertain schedules and uses three time estimates, while CPM uses known times. Both tools involve identifying tasks, estimating durations, and displaying the tasks in a network diagram to identify the critical path of interdependent activities. This helps project managers monitor progress and ensure projects are completed on time, within budget, and to quality standards.
Critical Path Method (CPM) is a network diagramming technique used to predict total project duration and identify the critical path. The critical path is the longest sequence of activities with zero float - it determines the earliest project completion date. In the example network diagram, the critical path is activities A, B, C, F with a total length of 15 time units. Calculating early and late start/finish dates using forward and backward passes identifies float, which indicates how much delay activities on the critical path can experience before delaying the overall project end date.
CPM and PERT are project management techniques that use network diagrams to analyze the tasks, schedule, and dependencies of a project. They determine the critical path, which is the longest sequence of tasks that determines the minimum time to complete the project. PERT further accounts for uncertainty in task durations by using three time estimates to calculate the expected duration and variance for each task. This allows calculating the probability of completing the project by a given date.
[Document] MultiProject analysis with Critical Path MethodMichele Palumbo
This project has been developed to provide decision support to all Program managers who manage multiple projects with shared resources that are, of course, planned by the various project managers assigned. Therefore, there is a vertical communication between the Program Manager and the various reference project managers in which the latter give precisely the planning of their project to the program manager. The stage I decided to focus on is post planning. One of the most difficult problems to deal with is to manage human resources linked to multiple projects, and then shared resources. Then, you can analyse whether a given resource may be abnormally allocated across multiple projects, or if you are straddling multiple immediately subsequent critical tasks related to both the single project and the N-projects on which it is allocated. To try to solve these problems, I decided to develop a software by following the approach of data analysis through the Critical Path Method (CPM).
The tools used to develop the software are: Neo4j and PyCharm, languages: Cypher and Python, libraries: pandas and py2neo
The document defines key terms used in Project Evaluation and Review Technique (PERT) and Critical Path Method (CPM) project management methods. It discusses project network diagrams, activities and their dependencies, slack/float, earliest and latest start/finish times, and critical paths. An example network diagram is provided along with constraints on project activity sequencing and different types of activity dependencies. An action plan with activities, durations, and dependencies is given as an assignment to draw the PERT/CPM network and calculate the critical path.
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
The document discusses project scheduling and tracking methods like PERT charts, Gantt charts, and the critical path method (CPM). PERT charts show task sequences and durations, while Gantt charts graphically present start/end dates. CPM identifies the critical path with the lowest schedule flexibility by performing forward and backward passes to calculate early/late starts and floats. The critical path has zero float and determines the project completion date.
Project Management: NETWORK ANALYSIS - CPM and PERTS.Vijaya Bhaskar
This document provides information about project management techniques including network analysis using Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It defines what a project and network are, and describes the basic steps and concepts involved in CPM and PERT. These include drawing networks, identifying critical paths, calculating expected durations and variances of activities, and determining the probability of completing projects within given timeframes. Examples are provided to illustrate key concepts like crashing project durations and calculating associated costs. The document is intended as a teaching aid for understanding fundamental aspects of project network analysis.
Critical Path Method (CPM) Training is one of the most important training in leadership phase. CPM training encourages you how to apply critical path method in your tasks. The critical path method (CPM) is a system for booking a progression of venture exercises. CPM is normally connected in a wide range of undertakings, for example, development, aviation and barrier, programming advancement, investigate ventures, item improvement, building, and plant support, to give some examples.
Audience:
3-day course designed for:
Project managers
Project engineers
Team managers
Supervisors
All professional who needs to manage scheduling of a project
Price: $2,499.00 Length: 3 Days
The critical approach of using CPM is to build a model that contains the following:
An outline of all actions necessary to finish the project
The time period that each of these activities need to accomplish
The dependencies among the activities
Rational end points including objectives or deliverables
Training Objectives:
Define the project elements
Define project management
Understand all the process of managing the project
Plan the project
Understand and apply project management tools
Understand the terms and definitions associated with CPM
Discuss the benefits and limitations of CPM
Articulate the CPM assumptions
Analyze the problems and context
Formulate the indicators
Asses the impacts
Perform PID
Develop the CPM process
Estimate the earliest start (ES) and earliest finish (EF)
Estimate the latest start (LS) and latest finish (LF)
Apply and evaluate crash action
Course Outline:
Overview of CPM
Fundamentals of Project Management
Project Lifecycle
Project Process
CPM Terminology
Critical Path Method
CPM Development Process
Fundamental Approaches
Schedule Function
The Scheduling Development
Project Scope Definition
TONEX CPM Hands-On Workshop Sample
CPM Training, Critical Path Method
https://www.tonex.com/training-courses/cpm-training-critical-path-method/
This document provides an introduction to network analysis and the critical path method (CPM) for project management. It defines key concepts like activities, events, and the critical path. The critical path is the longest path through the network that represents the minimum time needed to complete the project. Identifying the critical path allows managers to focus on activities that could delay the overall project completion if they slip. Network analysis helps optimize resource utilization, coordinate activities, and minimize project time and costs.
This document summarizes network techniques for project planning and management. It discusses Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) which are used to evaluate the time required to complete projects. CPM is used for projects with deterministic activity times while PERT is used for probabilistic activity times. The key steps for both methods include describing the project, diagramming the network, estimating activity times, and monitoring progress. Critical paths and floats are identified to determine the minimum time needed to complete projects.
Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are network analysis techniques used for project scheduling. CPM is deterministic and used for projects with predictable time estimates, while PERT is probabilistic and used for complex projects with uncertain time estimates. The key steps for both techniques include identifying activities, constructing a network diagram, estimating activity times, and determining the critical path which has zero slack time. PERT additionally calculates variability and probability of completion using a normal distribution curve based on the mean and standard deviation of activity times.
This document discusses key concepts in project management including:
1) How to construct a project network diagram representing activities and their dependencies.
2) How to determine a project's critical path which indicates its minimum duration.
3) How to calculate activity floats which provide flexibility in scheduling.
The document discusses critical path method (CPM) network analysis for project planning. CPM was developed in 1957 to plan construction and maintenance projects. It involves identifying all tasks, durations, dependencies and calculating earliest and latest start/finish times to determine the critical path that dictates the project duration. An example CPM network is provided and analyzed to identify the critical path.
PERT and CPM are techniques used in project network analysis for planning, management, and control of projects. PERT uses probabilistic time estimates and is used for non-repetitive projects with uncertain timelines, while CPM uses deterministic single estimates and is used for repetitive jobs with past experience to predict times. Both techniques involve modeling the project as a network of activities and events, identifying the critical path of zero slack activities that dictates the minimum project duration.
The document discusses critical path method (CPM) and program evaluation and review technique (PERT) for planning and scheduling large projects. It explains that a project consists of various activities connected logically in a network. CPM and PERT help estimate project completion time, control resources, and reduce completion time. The key differences between CPM and PERT are that PERT uses probabilistic activity times and three estimates while CPM uses fixed times and is activity-oriented rather than event-oriented. The document also outlines the steps for writing a project network.
Project management techniques allow projects to be planned, monitored, and controlled effectively. The document discusses key project management steps including:
1. Representing the project as a network diagram with nodes and branches to show task dependencies and durations.
2. Using the Critical Path Method (CPM) to calculate earliest and latest start/finish times to determine the critical path and project completion time.
3. Conducting sensitivity analysis using the Program Evaluation and Review Technique (PERT) which considers probabilistic activity times to estimate mean times and variances for predicting project completion probabilities.
The document discusses PERT (Program/Project Evaluation Review Technique), a method used to analyze and represent the tasks involved in complex projects. PERT uses three time estimates (optimistic, most likely, pessimistic) to calculate the expected duration of tasks and projects in a probabilistic manner. It also describes calculating variance, critical paths, and the probability of completing a project within a scheduled time. An example problem demonstrates drawing a PERT network, finding the critical path and calculating the probability of completing an R&D project in a given number of days. Cost analysis and crashing activities to reduce project duration at additional cost are also summarized.
Critical Path Analysis (CPA) is a method for scheduling project activities and their dependencies. It identifies all tasks, their lengths, and dependencies to create a diagram showing the critical path that must be followed to complete the project on time. The procedure involves listing tasks, drawing the process as a flow from left to right, numbering nodes with earliest and latest start/finish times, and identifying the critical path. CPA is useful for planning and analyzing complex projects to improve project management.
How Project Network Diagram's Can Help You Become A Better Project ManagerPraveen Malik, PMP
This presentation provides a good description of Project Network Diagrams. It explains: Precedence Diagramming Method, Logical Relationships, Lead & Lag, Float and Critical Path Method. It will help you in preparing for PMP Exam.
Quantitative analysis for business decision- Program Evaluation and Review Te...Chandra Shekar Immani
This document discusses Program Evaluation and Review Technique (PERT), a probabilistic network analysis technique used for project management. PERT involves identifying project activities, estimating optimistic, most likely, and pessimistic durations, and calculating expected durations using the beta distribution. A critical path is determined and project completion probability can be estimated. PERT accounts for uncertainty and allows for contingency planning to help complete projects on time and within budget.
The document discusses network analysis and the critical path method (CPM). It explains that CPM can be used to determine the minimum time required to complete a project if activity durations are known. CPM was developed in the 1950s by researchers at DuPont and Sperry Rand. It also discusses the Program Evaluation and Review Technique (PERT) which can estimate project completion probabilities when durations are uncertain. Both CPM and PERT helped reduce the Polaris missile development time. The document provides examples of CPM and PERT applications and rules for constructing a project network diagram.
The document discusses different types of schedules used in project management including Gantt charts, milestone charts, and network schedules. It describes the key advantages and disadvantages of each type. Specifically, it provides an example of a network schedule for a computer installation program using the critical path method to identify the critical path and determine float. The document also discusses using the Program Evaluation and Review Technique (PERT) method which uses three time estimates to determine the expected completion time and probability of completing a project on time.
This document discusses the key processes involved in project schedule management. It describes the seven processes as follows: 1) Plan Schedule Management which establishes policies and documentation for managing the project schedule. 2) Define Activities which identifies specific work to produce deliverables. 3) Sequence Activities which determines the logical order of work. 4) Estimate Activity Resources which estimates resource needs. 5) Estimate Activity Durations which estimates activity timelines. 6) Develop Schedule which analyzes activity details to create a schedule model. 7) Control Schedule which monitors schedule status and manages changes. For each process, it outlines important inputs, tools, and outputs involved in effective schedule management.
[Document] MultiProject analysis with Critical Path MethodMichele Palumbo
This project has been developed to provide decision support to all Program managers who manage multiple projects with shared resources that are, of course, planned by the various project managers assigned. Therefore, there is a vertical communication between the Program Manager and the various reference project managers in which the latter give precisely the planning of their project to the program manager. The stage I decided to focus on is post planning. One of the most difficult problems to deal with is to manage human resources linked to multiple projects, and then shared resources. Then, you can analyse whether a given resource may be abnormally allocated across multiple projects, or if you are straddling multiple immediately subsequent critical tasks related to both the single project and the N-projects on which it is allocated. To try to solve these problems, I decided to develop a software by following the approach of data analysis through the Critical Path Method (CPM).
The tools used to develop the software are: Neo4j and PyCharm, languages: Cypher and Python, libraries: pandas and py2neo
The document defines key terms used in Project Evaluation and Review Technique (PERT) and Critical Path Method (CPM) project management methods. It discusses project network diagrams, activities and their dependencies, slack/float, earliest and latest start/finish times, and critical paths. An example network diagram is provided along with constraints on project activity sequencing and different types of activity dependencies. An action plan with activities, durations, and dependencies is given as an assignment to draw the PERT/CPM network and calculate the critical path.
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
The document discusses project scheduling and tracking methods like PERT charts, Gantt charts, and the critical path method (CPM). PERT charts show task sequences and durations, while Gantt charts graphically present start/end dates. CPM identifies the critical path with the lowest schedule flexibility by performing forward and backward passes to calculate early/late starts and floats. The critical path has zero float and determines the project completion date.
Project Management: NETWORK ANALYSIS - CPM and PERTS.Vijaya Bhaskar
This document provides information about project management techniques including network analysis using Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It defines what a project and network are, and describes the basic steps and concepts involved in CPM and PERT. These include drawing networks, identifying critical paths, calculating expected durations and variances of activities, and determining the probability of completing projects within given timeframes. Examples are provided to illustrate key concepts like crashing project durations and calculating associated costs. The document is intended as a teaching aid for understanding fundamental aspects of project network analysis.
Critical Path Method (CPM) Training is one of the most important training in leadership phase. CPM training encourages you how to apply critical path method in your tasks. The critical path method (CPM) is a system for booking a progression of venture exercises. CPM is normally connected in a wide range of undertakings, for example, development, aviation and barrier, programming advancement, investigate ventures, item improvement, building, and plant support, to give some examples.
Audience:
3-day course designed for:
Project managers
Project engineers
Team managers
Supervisors
All professional who needs to manage scheduling of a project
Price: $2,499.00 Length: 3 Days
The critical approach of using CPM is to build a model that contains the following:
An outline of all actions necessary to finish the project
The time period that each of these activities need to accomplish
The dependencies among the activities
Rational end points including objectives or deliverables
Training Objectives:
Define the project elements
Define project management
Understand all the process of managing the project
Plan the project
Understand and apply project management tools
Understand the terms and definitions associated with CPM
Discuss the benefits and limitations of CPM
Articulate the CPM assumptions
Analyze the problems and context
Formulate the indicators
Asses the impacts
Perform PID
Develop the CPM process
Estimate the earliest start (ES) and earliest finish (EF)
Estimate the latest start (LS) and latest finish (LF)
Apply and evaluate crash action
Course Outline:
Overview of CPM
Fundamentals of Project Management
Project Lifecycle
Project Process
CPM Terminology
Critical Path Method
CPM Development Process
Fundamental Approaches
Schedule Function
The Scheduling Development
Project Scope Definition
TONEX CPM Hands-On Workshop Sample
CPM Training, Critical Path Method
https://www.tonex.com/training-courses/cpm-training-critical-path-method/
This document provides an introduction to network analysis and the critical path method (CPM) for project management. It defines key concepts like activities, events, and the critical path. The critical path is the longest path through the network that represents the minimum time needed to complete the project. Identifying the critical path allows managers to focus on activities that could delay the overall project completion if they slip. Network analysis helps optimize resource utilization, coordinate activities, and minimize project time and costs.
This document summarizes network techniques for project planning and management. It discusses Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) which are used to evaluate the time required to complete projects. CPM is used for projects with deterministic activity times while PERT is used for probabilistic activity times. The key steps for both methods include describing the project, diagramming the network, estimating activity times, and monitoring progress. Critical paths and floats are identified to determine the minimum time needed to complete projects.
Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are network analysis techniques used for project scheduling. CPM is deterministic and used for projects with predictable time estimates, while PERT is probabilistic and used for complex projects with uncertain time estimates. The key steps for both techniques include identifying activities, constructing a network diagram, estimating activity times, and determining the critical path which has zero slack time. PERT additionally calculates variability and probability of completion using a normal distribution curve based on the mean and standard deviation of activity times.
This document discusses key concepts in project management including:
1) How to construct a project network diagram representing activities and their dependencies.
2) How to determine a project's critical path which indicates its minimum duration.
3) How to calculate activity floats which provide flexibility in scheduling.
The document discusses critical path method (CPM) network analysis for project planning. CPM was developed in 1957 to plan construction and maintenance projects. It involves identifying all tasks, durations, dependencies and calculating earliest and latest start/finish times to determine the critical path that dictates the project duration. An example CPM network is provided and analyzed to identify the critical path.
PERT and CPM are techniques used in project network analysis for planning, management, and control of projects. PERT uses probabilistic time estimates and is used for non-repetitive projects with uncertain timelines, while CPM uses deterministic single estimates and is used for repetitive jobs with past experience to predict times. Both techniques involve modeling the project as a network of activities and events, identifying the critical path of zero slack activities that dictates the minimum project duration.
The document discusses critical path method (CPM) and program evaluation and review technique (PERT) for planning and scheduling large projects. It explains that a project consists of various activities connected logically in a network. CPM and PERT help estimate project completion time, control resources, and reduce completion time. The key differences between CPM and PERT are that PERT uses probabilistic activity times and three estimates while CPM uses fixed times and is activity-oriented rather than event-oriented. The document also outlines the steps for writing a project network.
Project management techniques allow projects to be planned, monitored, and controlled effectively. The document discusses key project management steps including:
1. Representing the project as a network diagram with nodes and branches to show task dependencies and durations.
2. Using the Critical Path Method (CPM) to calculate earliest and latest start/finish times to determine the critical path and project completion time.
3. Conducting sensitivity analysis using the Program Evaluation and Review Technique (PERT) which considers probabilistic activity times to estimate mean times and variances for predicting project completion probabilities.
The document discusses PERT (Program/Project Evaluation Review Technique), a method used to analyze and represent the tasks involved in complex projects. PERT uses three time estimates (optimistic, most likely, pessimistic) to calculate the expected duration of tasks and projects in a probabilistic manner. It also describes calculating variance, critical paths, and the probability of completing a project within a scheduled time. An example problem demonstrates drawing a PERT network, finding the critical path and calculating the probability of completing an R&D project in a given number of days. Cost analysis and crashing activities to reduce project duration at additional cost are also summarized.
Critical Path Analysis (CPA) is a method for scheduling project activities and their dependencies. It identifies all tasks, their lengths, and dependencies to create a diagram showing the critical path that must be followed to complete the project on time. The procedure involves listing tasks, drawing the process as a flow from left to right, numbering nodes with earliest and latest start/finish times, and identifying the critical path. CPA is useful for planning and analyzing complex projects to improve project management.
How Project Network Diagram's Can Help You Become A Better Project ManagerPraveen Malik, PMP
This presentation provides a good description of Project Network Diagrams. It explains: Precedence Diagramming Method, Logical Relationships, Lead & Lag, Float and Critical Path Method. It will help you in preparing for PMP Exam.
Quantitative analysis for business decision- Program Evaluation and Review Te...Chandra Shekar Immani
This document discusses Program Evaluation and Review Technique (PERT), a probabilistic network analysis technique used for project management. PERT involves identifying project activities, estimating optimistic, most likely, and pessimistic durations, and calculating expected durations using the beta distribution. A critical path is determined and project completion probability can be estimated. PERT accounts for uncertainty and allows for contingency planning to help complete projects on time and within budget.
The document discusses network analysis and the critical path method (CPM). It explains that CPM can be used to determine the minimum time required to complete a project if activity durations are known. CPM was developed in the 1950s by researchers at DuPont and Sperry Rand. It also discusses the Program Evaluation and Review Technique (PERT) which can estimate project completion probabilities when durations are uncertain. Both CPM and PERT helped reduce the Polaris missile development time. The document provides examples of CPM and PERT applications and rules for constructing a project network diagram.
The document discusses different types of schedules used in project management including Gantt charts, milestone charts, and network schedules. It describes the key advantages and disadvantages of each type. Specifically, it provides an example of a network schedule for a computer installation program using the critical path method to identify the critical path and determine float. The document also discusses using the Program Evaluation and Review Technique (PERT) method which uses three time estimates to determine the expected completion time and probability of completing a project on time.
This document discusses the key processes involved in project schedule management. It describes the seven processes as follows: 1) Plan Schedule Management which establishes policies and documentation for managing the project schedule. 2) Define Activities which identifies specific work to produce deliverables. 3) Sequence Activities which determines the logical order of work. 4) Estimate Activity Resources which estimates resource needs. 5) Estimate Activity Durations which estimates activity timelines. 6) Develop Schedule which analyzes activity details to create a schedule model. 7) Control Schedule which monitors schedule status and manages changes. For each process, it outlines important inputs, tools, and outputs involved in effective schedule management.
The document discusses project schedule management. It describes the key processes involved which include planning, defining activities, sequencing activities, estimating durations, and developing the schedule. Specific techniques are outlined for each process such as precedence diagramming, critical path method, resource leveling. The outputs of defining activities and sequencing activities are also summarized such as the activity list, milestone list, and schedule network diagrams.
This document discusses key aspects of managing information systems projects, including:
- The importance of project management in meeting expectations and constraints.
- Using a System Service Request form to propose new systems development work.
- Conducting feasibility studies to determine if proposed systems make economic sense.
- Dividing projects into phases of initiation, planning, execution, and closeout with key activities in each phase like creating plans and monitoring progress.
- Techniques for representing and scheduling projects like Gantt charts, network diagrams, and critical path scheduling.
Project Time Management involves planning and controlling efforts to complete the project on schedule. Key aspects include identifying the critical path, calculating float, using techniques like critical chain method and resource leveling, developing the schedule through network analysis, and monitoring & controlling the schedule. The project manager develops the schedule by analyzing activity sequences, durations, dependencies and resources to calculate start/finish dates and the critical path, then controls the schedule by reviewing performance and adjusting as needed.
This document discusses key concepts for project time management including defining and sequencing activities, estimating activity durations and resources, developing project schedules using techniques like critical path method (CPM) and Gantt charts, and controlling schedules. It defines important terms like activities, milestones, dependencies, network diagrams, critical path, float, crashing and fast tracking.
The document discusses various tools and techniques for project planning including work breakdown structures, responsibility assignment matrices, Gantt charts, network diagrams, and critical path method. It explains how these tools are used to define activities, sequence tasks, estimate durations, develop schedules, and identify the critical path. Project planning is important for organizing, implementing, monitoring, and controlling projects to meet goals and objectives within constraints of time, budget, and requirements.
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
The document discusses project time management. It covers the importance of project schedules and how individual work styles and cultural differences can cause schedule conflicts. It then discusses key project time management processes like activity definition, sequencing, resource and duration estimating, and developing the project schedule. The critical path method is also explained as a technique to predict total project duration and determine which path has the least amount of slack.
This document discusses project management and the Program Evaluation and Review Technique (PERT). It begins with introductions to project management and PERT. PERT is a statistical tool used to analyze tasks in a project and determine the minimum time needed. Key PERT concepts discussed include critical path, float, expected and normal times. The document provides a theoretical example and then applies PERT to an industrial example of assembling a switch board. Key steps of PERT execution are outlined. Questions about project management responsibilities are also addressed.
The key steps in the PERT planning process are:
1) Identifying the specific activities and milestones of the project.
2) Determining the proper sequence of activities by constructing a network diagram that shows the interdependencies.
3) Estimating the time required to complete each activity.
4) Identifying the critical path which is the longest sequence of activities that determines the minimum time to complete the project.
The document discusses project schedule management. It outlines the key knowledge areas, process groups, and processes involved in project schedule management based on the Project Management Body of Knowledge (PMBOK). Specifically, it describes the six processes for schedule management: (1) plan schedule management, (2) define activities, (3) sequence activities, (4) estimate activity durations, (5) develop schedule, and (6) control schedule. For each process, it provides the inputs, tools and techniques, and outputs as defined in PMBOK.
This document discusses project management techniques like PERT and CPM. It describes how they can be used to diagram networks of project activities, estimate completion times, and identify critical paths. The document provides an example of applying these techniques to a project involving 11 activities and determining its expected duration is 44.83 weeks. It also discusses how project management information is used across different organizational functions.
This document provides an overview of project time management processes including defining and sequencing activities, estimating activity durations, developing the project schedule, and controlling the schedule. Key aspects covered include defining activities and their attributes, using network diagrams like arrow diagramming and precedence diagramming to show dependencies, estimating activity times including three-point estimates and PERT, developing Gantt charts and using critical path method to determine the longest path and amount of slack.
The document provides an overview of project management frameworks and tools. It discusses the rising demand for project management and outlines the project manager's body of knowledge. It also summarizes key project management concepts like the project life cycle, process groups, knowledge areas, and interactions between projects, programs and portfolios. Additionally, it describes tools for planning, monitoring and controlling projects, including work breakdown structures, Gantt and PERT charts, maturity models and more.
This document discusses project time management processes including defining activities, sequencing activities, estimating activity resources and durations, and developing the project schedule. Key points covered include identifying specific actions needed to complete project deliverables, determining logical relationships between activities, estimating resources like people, equipment and supplies required for each activity, and approximating the time needed to complete individual activities. Tools like precedence diagramming, expert judgement, and project management software are used to help with these time management tasks.
This document provides an overview of time management and project scheduling concepts. It discusses common scheduling mistakes, the importance of scheduling, and strategies for effective time management. It also covers key project scheduling processes from the PMBOK Guide, including defining activities, sequencing activities, estimating durations, developing the schedule, and controlling the schedule. Methods like critical path analysis, resource leveling, crashing, and float are explained. The document concludes with definitions of important scheduling terms.
The document discusses project scheduling and some key related concepts. It defines project scheduling as the process of converting a general project plan into a time-based graphic presentation given information on available resources and time constraints. It outlines the basic principles of project scheduling such as compartmentalizing tasks, determining interdependencies, allocating time, and defining responsibilities, outcomes and milestones. It also defines some basic terminology like tasks, activities, work products, and events. It then explains common scheduling techniques like network diagrams, bar charts, Gantt charts and milestones charts. Finally, it discusses objectives and applications of network analysis in project scheduling.
The document discusses project scheduling and some key concepts related to it. It defines project scheduling as the process of converting a general project plan into a time-based graphic presentation given information on available resources and time constraints. It outlines the basic principles of project scheduling such as compartmentalizing tasks, determining interdependencies, allocating time, and defining responsibilities, outcomes and milestones. It also discusses some basic scheduling terminology like tasks, activities, work products, and events. Finally, it explains common scheduling techniques like network diagrams and bar charts, as well as objectives and applications of network analysis in project scheduling.
The document provides an overview of project management concepts and the critical path method for scheduling projects. It discusses that project management involves applying knowledge, skills, and tools to project activities to meet stakeholder needs on time and within budget. The critical path method is a scheduling technique that identifies the longest continuous chain of dependent tasks in a project as the critical path, where any delays will impact the overall project completion date. The document outlines the key steps and elements of critical path method scheduling, including defining activities, estimating durations, sequencing tasks, and determining start dates, finish dates, and float.
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3. Importance of Project Schedules
Managers often cite delivering projects on time as
one of their biggest challenges
Schedule issues are the main reason for conflicts
on projects, especially during the second half of
projects
3
4. Project Time Management Processes
4
Process
Group
Integration Management
Process
Major
Output
Planning
P1: Defining Activities Activity List
P2: Sequence Activities
Project Schedule Network
Diagram
P3: Estimate Activity Resources Activity Resource Reqs.
P4: Estimate Activity Duration Activity Duration Estimates
P5: Develop Schedule Project Schedule
Monitoring
and
Controlling
MC1: Control Schedule
Work Performance
Measuerments
6. P1: Defining Activities
An activity or task is an element of work
normally found on the work breakdown structure
(WBS) that has an expected duration, a cost,
and resource requirements
6
Input
1) Scope Baseline
2) Enterprise
Environment Factors
3) Organizational
Process Assets
Tools/Techniques
1) Decomposition
2) Component Planning
3) Templates
4) Expert Judgment
Output
1) Activity List
2) Activity Attributes
3) Milestone List
7. Activity Lists, Attributes &
Milestones
An activity list is a tabulation of activities to
be included on a project schedule that
includes
Activity attributes
A milestone is a significant event that
normally has no duration
Examples include obtaining customer sign-off
on key documents or completion of specific
products
7
8. P2: Sequencing Activities
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
8
Input
1) Activity List &
Attributes
2) Milestone List
3) Scope Statement
4) Org Process Assets
Tools/Techniques
1) Determine Dependency
2) PDM
3) Apply Leads/Lags
4) Schedule Network
templates
Output
1) Project Schedule
Network Diagrams
2) Update Project Docs
9. Network Diagrams
A network diagram is a schematic display of
the logical relationships among, or
sequencing of, project activities
Two main formats are the arrow and
precedence diagramming methods
9
10. Activity-on-arrow (AOA) or Arrow
Diagramming Method (ADM)
Activities are represented by arrows
Nodes or circles are the starting and ending
points of activities
Can only show finish-to-start dependencies
10
11. 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
11
http://csb.uncw.edu/people/cummingsj/classes/MIS492/Exercises/SampleTime.mpp
14. P3: Estimating Activity Resources
A resource breakdown structure is a
hierarchical structure that identifies the project’s
resources by category and type
14
Input
1) Activity List &
Attributes
2) Resource Calendars
3) Enterprise Factors
4) Org Process Assets
Output
1) Activity Resource Req
2) Resource Breakdown
Structure
3) Updates to Project
Docs
Tools/Techniques
1) Alternative Analysis
2) Bottom-up Estimating
3) Expert Judgment
4) PM Software
5) Estimating Data
Determine the
resource requirements
for each activity
15. Estimating Activity Resources
Consider important issues in estimating
resources
How difficult will it be to do specific activities on
this project?
What is the organization’s history in doing similar
activities?
Are the required resources available?
15
16. P4: Activity Duration Estimating
Duration vs. Effort
People doing the work should help create
estimates, and an expert should review them
Instead of providing activity estimates as a
discrete number, such as four weeks, it’s often
helpful to create a three-point estimate
16
17. In Reality…This is quite challenging
Stable Activities
straightforward estimating
Dependent Activities
amount needed for testing is dependent on a
successful test or unsuccessful test.
3-point estimates or analogous work well.
Uncertain Activities
No previous precedence (complex projects)
Start with 3-point estimate to set boundaries then
use analogous to set actual estimate 17
18. P5: Developing the Schedule
Ultimate goal is to create a realistic project
schedule that provides a basis for monitoring
project progress for the time dimension of the
project
18
Input
1) Activity List & Attributes
2) Activity Resource Reqs
3) Resource Calendars
4) Schedule Diagrams
5) Duration Estimate
6) Scope Statement
7) Enterprise Factors
8) Org Process Assets
Output
1) Project Schedule
2) Schedule baseline
3) Schedule data
4) Updates to Project
Docs
Tools/Techniques
1) Schedule Network
analysis
2) Critical Path Method
3) Schedule Compression
4) What-if Scenarios
5) Resource Leveling
6) Critical Chain Method
7) Applying Leads/Lags
8) PM Software
20. Gantt Charts
Gantt charts provide a standard format for
displaying project schedule information by listing
project activities and their corresponding start
and finish dates in a calendar format
Symbols include:
A black diamond: a milestones
Thick black bars: summary tasks
Lighter horizontal bars: durations of tasks
Arrows: dependencies between tasks
20
22. Milestones and Gantt Charts
Many people like to focus on meeting
milestones, especially for large projects
Normally create milestone by entering tasks with
a zero duration, or you can mark any task as a
milestone
Milestones should follow the SMART Criteria
1. Define milestones early and include in Gantt chart
2. Keep milestones small and frequent
3. The set of milestones must be all-encompassing
4. Each milestone must be binary (either complete or incomplete)
5. Carefully monitor the critical path
22
24. Critical Path Method (CPM)
CPM is a network diagramming technique used
to predict total project duration
A critical path for a project is the series of
activities that determines the earliest time by
which the project can be completed
Slack/float
24
26. Draw the Network (Arrow)
Activity Initial Node Final Node Estimated Duration
A 1 2 2
B 2 3 2
C 2 4 3
D 2 5 4
E 3 6 2
F 4 6 3
G 5 7 6
H 6 8 2
I 6 7 5
J 7 8 1
K 8 9 2
1. How long will it take to complete each path (how many?)
2. Which path is the critical path?
27. Using Critical Path Analysis to Make
Schedule Trade-offs
Free slack or free float
Total slack or total float
Forward pass
Backward pass
27
28. Changes to the critical path
Techniques for shortening schedules
Crashing Activities
Fast tracking Activities
Updating Critical Path
Continually update project schedule
information to meet time goals for a project
Critical path can change as you enter actual
start and finish dates
If you know the project completion date will
slip, negotiate with the project sponsor 28
29. PM Network: On the Right Track
Fast tracking almost always results in
increased risk
Ask yourself questions
Probability of producing expected benefits
Resource Availability & complexity
Buy-in – Is Everyone on Board?
Can the PM manage it?
29
30. Critical Chain Scheduling
Critical chain scheduling
a method of scheduling that considers limited
resources when creating a project schedule and
includes buffers to protect the project completion
date
30
31. Buffers and Critical Chain
A buffer is additional time to complete a task
In traditional estimates, people often add a buffer
to each task and use it if it’s needed or not
Critical chain scheduling removes buffers from
individual tasks and instead creates
a project buffer or additional time added before
the project’s due date
feeding buffers or additional time added before
tasks on the critical path
31
32. Program Evaluation and Review
Technique (PERT)
PERT is a network analysis technique used to
estimate project duration when there is a high
degree of uncertainty about the individual
activity duration estimates
PERT weighted average =
optimistic time + 4X most likely time + pessimistic time
6
32
33. PERT Example
What days should be included for the following activity:
Activity A:
Optimistic Estimate = 8 days
Most Likely Estimate = 10 days
Pessimistic Estimate = 24 days
33
34. Final Notes on Project Schedule
Development
Iterative Process
Review and revise the duration and resource
estimates
You want to create something that can get approved
Approved schedule will then act as the baseline to
track progress
34
35. PM Network: Time Tamers
Heathrow Airport
Project control handbook
DOE - $3 billion over 70 projects
Master schedule with critical path
Belleli Energy Srl
Worst case scenarios and impact to critical
path
35
36. MC1: Schedule Control Suggestions
Perform reality checks on schedules
Allow for contingencies
Don’t plan for everyone to work at 100%
capacity all the time
Hold progress meetings with stakeholders
and be clear and honest in communicating
schedule issues
36
37. Controlling the Schedule
Goals are to know the status of the schedule,
influence factors that cause schedule changes,
determine that the schedule has changed, and
manage changes when they occur
Reality Checks on Schedule
First review the draft schedule or estimated
completion date in the project charter
Prepare a more detailed schedule with the team
Make sure the schedule is realistic and followed
Alert top management well in advance if there are
schedule problems
37
38. Using Software to Assist in Time
Management
Software for facilitating communications helps
people exchange schedule-related
information
Decision support models help analyze trade-
offs that can be made
Project management software can help in
various time management areas
38
39. Words of Caution on Using Project
Management Software
Many people misuse project management
software because they don’t understand
important concepts and have not had training
You must enter dependencies to have dates
adjust automatically and to determine the
critical path
You must enter actual schedule information
to compare planned and actual progress
39
40. Chapter Summary
Project time management is often cited as the
main source of conflict on projects, and most IT
projects exceed time estimates
Main processes include
Plan schedule management
Define activities
Sequence activities
Estimate activity resources
Estimate activity durations
Develop schedule
Control schedule 40
41. CAPM Questions
You know from a network diagram that Activity B
cannot start until Activity A is finished. Which of
the following are true:
a) Activities A and B have a start to finish dependency
b) Activities A and B have a finish to start dependency
c) Activity B has a mandatory dependency on Activity A
d) Activities A and B are on a critical path
41
42. CAPM Questions
What is the crashing technique used for?
a) Network Diagramming
b) Duration Compression
c) Cost Reduction
d) Activity Sequencing
42