This document discusses various techniques for project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing project schedules using tools like Gantt charts and critical path analysis, and controlling schedules. The importance of accurate scheduling for project success is emphasized. Key scheduling challenges like unrealistic estimates and organizational issues are also addressed.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
This document provides guidance on developing project schedules using a methodical, two-step process of schedule design followed by schedule development. It emphasizes separating the conceptual schedule design phase from the detailed schedule development phase. The schedule design phase includes planning the schedule scope, level of detail, activity coding structure, sequencing, and reporting needs. The development phase then builds the detailed schedule based on the design. It provides tips for determining an appropriate level of detail, grouping activities, and developing logic relationships between activities.
The document discusses different types of project organizations including functional, pure project, matrix, and mixed organizations. It provides details on the structure and advantages and disadvantages of each type. Specifically, it describes the functional organization as housing projects within functional departments led by functional managers. It notes advantages like specialization but disadvantages like lack of coordination. It then explains the pure project organization has a self-contained team fully dedicated to the project, but can result in inconsistencies. Finally, it outlines the matrix organization uses a horizontal structure drawing multi-disciplinary employees to projects without removing them from functions, allowing for better coordination and resource utilization but potentially violating the unity of command principle.
The document discusses the process of developing a work breakdown structure (WBS) for a housing construction project. It begins by establishing the levels of the WBS from Level 1 (the overall project) down to Level 4 (individual tasks). It then shows how to develop a WBS dictionary to define the work for each WBS element. Next, it covers creating an organizational breakdown structure (OBS) to assign responsibilities to organizational departments. Finally, it explains how to merge the WBS and OBS into a responsibility assignment matrix (RAM) to allocate specific tasks to responsible parties.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
it is an overview of project management. concept of project management, scope of project management with example, types of project management, generation and screening, difficulties and its importance.
This document provides guidance on developing project schedules using a methodical, two-step process of schedule design followed by schedule development. It emphasizes separating the conceptual schedule design phase from the detailed schedule development phase. The schedule design phase includes planning the schedule scope, level of detail, activity coding structure, sequencing, and reporting needs. The development phase then builds the detailed schedule based on the design. It provides tips for determining an appropriate level of detail, grouping activities, and developing logic relationships between activities.
The document discusses different types of project organizations including functional, pure project, matrix, and mixed organizations. It provides details on the structure and advantages and disadvantages of each type. Specifically, it describes the functional organization as housing projects within functional departments led by functional managers. It notes advantages like specialization but disadvantages like lack of coordination. It then explains the pure project organization has a self-contained team fully dedicated to the project, but can result in inconsistencies. Finally, it outlines the matrix organization uses a horizontal structure drawing multi-disciplinary employees to projects without removing them from functions, allowing for better coordination and resource utilization but potentially violating the unity of command principle.
The document discusses the process of developing a work breakdown structure (WBS) for a housing construction project. It begins by establishing the levels of the WBS from Level 1 (the overall project) down to Level 4 (individual tasks). It then shows how to develop a WBS dictionary to define the work for each WBS element. Next, it covers creating an organizational breakdown structure (OBS) to assign responsibilities to organizational departments. Finally, it explains how to merge the WBS and OBS into a responsibility assignment matrix (RAM) to allocate specific tasks to responsible parties.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
The document discusses several case studies of construction projects around the world. It describes challenges faced in each project such as unpredictable costs, coordination of contractors, and damage from natural disasters. It also outlines solutions and resources used to successfully complete the projects on schedule and budget, improve infrastructure, and meet stakeholder needs. Project managers played a key role in planning, risk management, and community engagement to deliver high-quality outcomes.
The document provides information on project scheduling techniques including work breakdown structure (WBS), bar charts, networks, program evaluation and review technique (PERT), and critical path method (CPM). It discusses how these techniques are used to plan, schedule, and manage projects from initiation through completion. The techniques allow visualization of project activities and their logical relationships to identify critical paths and float.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
This document discusses project management principles and techniques. It covers topics like organizing and managing projects, planning projects, review procedures, reporting, and project termination. It describes various project management functions including defining project scope, deciding how activities will be executed, developing suitable project organizations, preparing implementation plans, and monitoring and controlling progress. It also discusses techniques for project planning like network analysis, bar charts, work breakdown structures, critical path method, and time/resource analysis.
The document discusses different project management structures for organizing projects, including functional, projectized, and matrix structures. It provides details on how each structure works, its advantages and disadvantages, and considerations for choosing the appropriate structure based on factors like project characteristics, organizational needs, and the level of authority and resources allocated to the project manager. The key structures covered are the functional structure where different project segments are delegated to functional units, projectized structure with dedicated project teams, and matrix structure with dual reporting relationships to functional and project managers.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
Lecture 1 introduction to construction procurement process.Aszahari Aie
This document provides an overview of construction procurement processes at Universiti Tun Hussein Onn Malaysia. It discusses the key stages in the procurement process including:
1) Pre-construction stages such as project initiation, feasibility studies, design, and tendering.
2) Construction stages including the construction and commissioning/handover phases.
3) Important elements of a project brief which outlines the client's requirements and a feasibility study which develops preliminary designs and cost estimates to determine if a project is viable.
The procurement process aims to satisfy client needs through acquiring construction projects using various procurement methods and contract types while considering factors like costs, schedules, and quality.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
The document discusses project management, including its definition, characteristics, parameters, classification, and relationship to programs and line management. It also covers the project management process, which includes initiation, planning, organizing, controlling, and closing phases. Key project stakeholders are defined as those directly or indirectly involved or affected by the project. Organizational influences on projects include systems, culture, structure, and more.
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.
This presentation summarizes the Line of Balance (LOB) project scheduling technique. LOB was developed in the 1940s/50s for repetitive construction projects like highways, pipelines, and buildings. It uses a simple diagram to show the location and timing of work crews for each task. The key steps are: 1) creating a logic diagram of tasks, 2) estimating task durations, 3) selecting a buffer time, and 4) calculating targets to meet deadlines. LOB helps optimize resource usage and identifies potential issues. It provides clear visibility into work progress and allows easy schedule updating for repetitive projects.
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
This document provides an overview of project management techniques including PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method). It defines key project management terms and explains the steps to create a PERT chart including identifying activities, sequencing activities, estimating activity times, determining critical paths, and updating the chart over time. The document also discusses calculating early start/finish and late start/finish times using forward and backward passes. Overall, it serves as a comprehensive introduction to project scheduling tools PERT and CPM.
This document provides an overview of project management for construction projects and improving project performance. It includes:
- An introduction to project management, defining projects, key attributes like determining objectives, managing budgets/resources, reporting progress, and evaluating efficiency.
- Details on project managers' responsibilities and why projects go wrong, such as unclear goals, resource constraints, and communication issues.
- Sections on successful project management attributes and features of projects.
- A table of contents for the full dissertation, outlining chapters on introduction to project management, case studies of successful and failed projects, and data collection/analysis.
This document provides an overview of a presentation on project controls. The presentation covers topics like understanding project controls, the project control process, scope controls, cost controls, time controls, quality controls, and other areas. It is designed to be viewed rather than presented verbally, so the slides contain more explanatory text than is normal. The presentation has over 50 slides and is aimed at project management professionals.
Work breakdown structure in project management ppt by kiran jIIT delhi
Presentation talks about WBS used in the Project Management, what is WBS? Why is it important? How construction and manufacturing firms utilizing WBS to create value delivery. WBS is an important step in Project Management and it is critical to understand it's concepts.
The document provides details about the OnePark residential project in Semenyih, Selangor, Malaysia. It discusses the project introduction, objectives, scope and goals. It identifies key stakeholders such as the client, architect, contractors, engineers and regulatory bodies involved in the project. It outlines the project organization structure and roles and responsibilities of various project team members, including the architect, quantity surveyor, land surveyor, and contractor responsible for implementing different phases of the project from design to completion.
The document discusses three examples of project managers and their responsibilities on different projects:
1) Construction of a retail development with 26 units and a supermarket. Responsible for coordinating contractors to ensure on-time and on-budget completion.
2) Directing trials of a new analgesic drug. Responsible for designing experiments and ensuring proper scientific and legal procedures are followed.
3) Introducing multimedia resources at a teacher training college in New Delhi. Responsible for purchasing and developing resources as well as encouraging acceptance by lecturers and students.
The magazine targeted older males aged 45-55 interested in golf, cars, and live acts. To attract this audience, the magazine featured:
1) Simple colors of white, black, and red on the front cover to appeal to older readers without being too bright or dark.
2) A photo of someone around the same age as the target audience on the front cover and contents page to make the magazine more relatable.
3) Bold, easy-to-read text throughout the magazine that would be preferable for the 45-55 age group over fancy, illegible text.
4) A gig review article on a double page spread about a live act, which the research showed would interest readers
This document provides tips for caring for skin during and after cancer treatment. It was created by Precious Jason, who started an organic skincare line after experiencing compromised skin from leukemia treatment. The tips include drinking plenty of water, as treatment toxins need to be ridded and cells hydrated, with women drinking 1.6 liters and men 2 liters per day. It also recommends protecting skin from the sun by wearing a hat, using sunscreen with SPF 30 or higher, and reapplying generously to block 96% of harmful rays.
The document discusses several case studies of construction projects around the world. It describes challenges faced in each project such as unpredictable costs, coordination of contractors, and damage from natural disasters. It also outlines solutions and resources used to successfully complete the projects on schedule and budget, improve infrastructure, and meet stakeholder needs. Project managers played a key role in planning, risk management, and community engagement to deliver high-quality outcomes.
The document provides information on project scheduling techniques including work breakdown structure (WBS), bar charts, networks, program evaluation and review technique (PERT), and critical path method (CPM). It discusses how these techniques are used to plan, schedule, and manage projects from initiation through completion. The techniques allow visualization of project activities and their logical relationships to identify critical paths and float.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
This document discusses project management principles and techniques. It covers topics like organizing and managing projects, planning projects, review procedures, reporting, and project termination. It describes various project management functions including defining project scope, deciding how activities will be executed, developing suitable project organizations, preparing implementation plans, and monitoring and controlling progress. It also discusses techniques for project planning like network analysis, bar charts, work breakdown structures, critical path method, and time/resource analysis.
The document discusses different project management structures for organizing projects, including functional, projectized, and matrix structures. It provides details on how each structure works, its advantages and disadvantages, and considerations for choosing the appropriate structure based on factors like project characteristics, organizational needs, and the level of authority and resources allocated to the project manager. The key structures covered are the functional structure where different project segments are delegated to functional units, projectized structure with dedicated project teams, and matrix structure with dual reporting relationships to functional and project managers.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
Lecture 1 introduction to construction procurement process.Aszahari Aie
This document provides an overview of construction procurement processes at Universiti Tun Hussein Onn Malaysia. It discusses the key stages in the procurement process including:
1) Pre-construction stages such as project initiation, feasibility studies, design, and tendering.
2) Construction stages including the construction and commissioning/handover phases.
3) Important elements of a project brief which outlines the client's requirements and a feasibility study which develops preliminary designs and cost estimates to determine if a project is viable.
The procurement process aims to satisfy client needs through acquiring construction projects using various procurement methods and contract types while considering factors like costs, schedules, and quality.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
The role and responsibilities of the project manager ProofHub
For aspiring project managers, this slide brings an insight to the roles and responsibilities that a manager needs to perform. So let’s take a look at what it is about being a project manager:
The document discusses project management, including its definition, characteristics, parameters, classification, and relationship to programs and line management. It also covers the project management process, which includes initiation, planning, organizing, controlling, and closing phases. Key project stakeholders are defined as those directly or indirectly involved or affected by the project. Organizational influences on projects include systems, culture, structure, and more.
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.
This presentation summarizes the Line of Balance (LOB) project scheduling technique. LOB was developed in the 1940s/50s for repetitive construction projects like highways, pipelines, and buildings. It uses a simple diagram to show the location and timing of work crews for each task. The key steps are: 1) creating a logic diagram of tasks, 2) estimating task durations, 3) selecting a buffer time, and 4) calculating targets to meet deadlines. LOB helps optimize resource usage and identifies potential issues. It provides clear visibility into work progress and allows easy schedule updating for repetitive projects.
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
This document provides an overview of project management techniques including PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method). It defines key project management terms and explains the steps to create a PERT chart including identifying activities, sequencing activities, estimating activity times, determining critical paths, and updating the chart over time. The document also discusses calculating early start/finish and late start/finish times using forward and backward passes. Overall, it serves as a comprehensive introduction to project scheduling tools PERT and CPM.
This document provides an overview of project management for construction projects and improving project performance. It includes:
- An introduction to project management, defining projects, key attributes like determining objectives, managing budgets/resources, reporting progress, and evaluating efficiency.
- Details on project managers' responsibilities and why projects go wrong, such as unclear goals, resource constraints, and communication issues.
- Sections on successful project management attributes and features of projects.
- A table of contents for the full dissertation, outlining chapters on introduction to project management, case studies of successful and failed projects, and data collection/analysis.
This document provides an overview of a presentation on project controls. The presentation covers topics like understanding project controls, the project control process, scope controls, cost controls, time controls, quality controls, and other areas. It is designed to be viewed rather than presented verbally, so the slides contain more explanatory text than is normal. The presentation has over 50 slides and is aimed at project management professionals.
Work breakdown structure in project management ppt by kiran jIIT delhi
Presentation talks about WBS used in the Project Management, what is WBS? Why is it important? How construction and manufacturing firms utilizing WBS to create value delivery. WBS is an important step in Project Management and it is critical to understand it's concepts.
The document provides details about the OnePark residential project in Semenyih, Selangor, Malaysia. It discusses the project introduction, objectives, scope and goals. It identifies key stakeholders such as the client, architect, contractors, engineers and regulatory bodies involved in the project. It outlines the project organization structure and roles and responsibilities of various project team members, including the architect, quantity surveyor, land surveyor, and contractor responsible for implementing different phases of the project from design to completion.
The document discusses three examples of project managers and their responsibilities on different projects:
1) Construction of a retail development with 26 units and a supermarket. Responsible for coordinating contractors to ensure on-time and on-budget completion.
2) Directing trials of a new analgesic drug. Responsible for designing experiments and ensuring proper scientific and legal procedures are followed.
3) Introducing multimedia resources at a teacher training college in New Delhi. Responsible for purchasing and developing resources as well as encouraging acceptance by lecturers and students.
The magazine targeted older males aged 45-55 interested in golf, cars, and live acts. To attract this audience, the magazine featured:
1) Simple colors of white, black, and red on the front cover to appeal to older readers without being too bright or dark.
2) A photo of someone around the same age as the target audience on the front cover and contents page to make the magazine more relatable.
3) Bold, easy-to-read text throughout the magazine that would be preferable for the 45-55 age group over fancy, illegible text.
4) A gig review article on a double page spread about a live act, which the research showed would interest readers
This document provides tips for caring for skin during and after cancer treatment. It was created by Precious Jason, who started an organic skincare line after experiencing compromised skin from leukemia treatment. The tips include drinking plenty of water, as treatment toxins need to be ridded and cells hydrated, with women drinking 1.6 liters and men 2 liters per day. It also recommends protecting skin from the sun by wearing a hat, using sunscreen with SPF 30 or higher, and reapplying generously to block 96% of harmful rays.
The document discusses supply chain management and front-end management of construction projects. Supply chain management aims to coordinate all participants, including clients, contractors, and subcontractors, to deliver high quality projects on time and on budget. Front-end management refers to the early planning phases from conception to final funding approval, and aims to develop reliable project concepts and reduce uncertainty before construction begins. Effective front-end management through activities like information gathering and knowledge management can significantly improve project outcomes and reduce costs.
This document lists a variety of technology strengths including operating systems like Windows, UNIX, and Linux, programming languages such as Java, HTML, Python and Angular, databases like MySQL and PostgreSQL, middleware such as Apache and Tomcat, tools for development, testing and automation including Jenkins, TestNG and Selenium Grid, and methodologies involving Agile, Waterfall, Kanban and Scrum. It also includes skills related to performance analysis, architecture strategy, and project management.
The document discusses opportunities for social enterprises in Finland. It identifies several social problems in Finnish society that could be addressed by social enterprises, including an aging population, environmental issues, youth unemployment, substance abuse, and renewing public services. It notes that less known local problems also exist, such as socio-economic diversity and participation from some ethnic and socio-economic groups. The document advises researching social problems by observing issues in your own community, talking to people, reading about Finnish society, and following news coverage to identify problems that social enterprises could work to solve.
Ganz konkret: Sie brauchen ein Konzeptionelles System, Software und die entsprechenden Dienstleister und Outsourcingpartner, das ist alles. Einmal angestoßen, arbeitet Ihr Vertrieb vollautomatisch und Sie haben wieder Zeit, sich auf Ihre eigentlichen Kernaufgaben zu konzentrieren.
PreSales Marketing
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Ist ein System, das sich auf nahezu jede Branche und jedes Unternehmen anwenden lässt
Verursacht geringe Kosten und spart durch effiziente, schlanke Prozesse noch laufende kosten ein!
Nutzen Sie die Gelegenheit, sich hier auf den folgenden Seiten umfassend über PreSales Marketing und die Möglichkeiten der automatisierten Vertriebsanbahnung zu informieren. Verlassen Sie den Kreislauf der lästigen Routinearbeit!
http://www.presalesmarketing.com/
Como se aborda el curriculum en el nuevo modelo educativo mexicano 2016.
Con una descripción y pequeña conclusión del mismo, desde un planteamiento de ver las problemáticas tratan de solucionarse en cada punto contenido en el eje.
Folleto unificado que explica el verdadero objetivo del "Operativo Aprender 2016" en el marco de la Reforma Educativa.
Secretariado SUTE Godoy Cruz - Agrupación Marrón “Maestra Silvia Nunez” - Corriente Nacional “9 de abril”// Lista Marrón - Lista Roja - Tribuna Docente
The Cooperation SIG Report summarizes the activities of the Special Interest Group at their annual member meeting on October 5, 2016. It included welcome remarks from the chair, Dr. Govind, updates on the Asia Pacific Internet Governance Academy from co-chair Billy Cheon, the IGF 2016 conference from Izumi Okutani, the IANA transition from Paul Wilson, Pacific regional activities from Maureen Hilyard, a report from ISOC_LK and IGF_LK from Sagarika Wickramasekera, and SIG chair elections from Adam Gosling. The meeting concluded with a group photo and words of thanks.
This chapter discusses project time management and scheduling. It covers defining activities, sequencing activities using network diagrams, estimating activity durations and resources, developing the project schedule using tools like Gantt charts, critical path method, and updating the schedule as the project progresses. Managing the project schedule is important as time has little flexibility and schedule issues often cause conflicts.
The document discusses key aspects of project schedule management for information technology projects. It covers planning schedule management, defining and sequencing activities, estimating activity resources and durations, developing the project schedule using tools like Gantt charts and critical path analysis, and controlling the schedule. The document provides guidance on scheduling best practices and challenges, including using milestones and addressing risks to staying on schedule.
The document discusses project scheduling and time management. It provides guidance on defining activities, sequencing activities using network diagrams, estimating activity durations and resources, developing the project schedule, and controlling the schedule. Key aspects covered include using tools like Gantt charts, critical path analysis, PERT, and slack/float to develop and monitor the project schedule. The goal is to create a realistic schedule to track project progress.
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 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.
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.
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
An Investigation of Critical Failure Factors In Information Technology ProjectsIOSR Journals
Rate of failed projects in information technology system project remains high in comparison with other infrastructure or high technology projects. The objective of this paper is to determine and represent a broad range of potential failure factors during the implementation phase and cause of IS/IT Project defeat/failure. Challenges exist in order to achieve the projects goal successfully and to avoid the failure. In this research study, 12 articles were studied as significant contributions to analyze developing a list of critical failure factors of IT projects
Chapter 3 The Project Management Process Groups A Case Study.pptAhmadTawfigAlRadaide
The document summarizes key aspects of project management process groups and knowledge areas as described in the textbook "Information Technology Project Management, Seventh Edition". It provides an overview of the five process groups - initiating, planning, executing, monitoring and controlling, and closing. It also describes how a case study of a project illustrates the application of the process groups and related outputs. Additionally, it summarizes how a second version of the case study demonstrates differences when using an agile approach like Scrum.
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.
The document discusses managing information systems projects. It defines key project management terms like project, project manager, and deliverable. It explains the importance of project management in meeting expectations and constraints. The project life cycle includes initiation, planning, execution, and closeout. Techniques for scheduling projects are described, like Gantt charts, network diagrams, PERT calculations, and critical path scheduling. Critical path scheduling identifies the shortest path to complete a project. Project management software can help plan and track projects.
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics covered in depth include developing project charters and management plans, financial analyses for project selection, monitoring and controlling project work, and managing changes through an integrated change control system.
Information Technology Project Management - part 04Rizwan Khurram
This document provides an overview of the 7th edition of the textbook "Information Technology Project Management". It describes the following key points:
1. The textbook covers overall project integration management frameworks, strategic planning processes, project selection methods, developing project charters and management plans, project execution, monitoring and controlling projects, integrated change control processes, and closing projects.
2. It emphasizes that project managers must coordinate all knowledge areas throughout a project's life cycle to achieve integration.
3. Topics include developing project charters to formally initiate projects, creating comprehensive project management plans, and directing and managing project work according to plans.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes strategic planning, project selection methods like financial analysis and weighted scoring, and developing key integration documents like the project charter and scope statement. The chapter also covers developing the project management plan, executing project work, monitoring/controlling, and closing projects. Good integration is key to overall project success.
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.
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.
This document provides an overview of information technology project management. It defines what a project and project management are, and discusses why project management is an important skill. It describes the project life cycle and systems development life cycle. It also discusses standards for project management from the Project Management Institute and the growing professionalization of the project management field.
This chapter discusses project integration management, which involves coordinating all aspects of a project throughout its life cycle. It describes strategic planning, project selection methods like financial analysis and weighted scoring, and developing key integration documents like the project charter and scope statement. The chapter also covers developing the project management plan, executing project work, and monitoring and controlling the project. It emphasizes the importance of leadership, a supportive culture, and tools to successful project execution.
This document provides an overview of the project initiation and planning process for systems development projects. It describes the key deliverables and outcomes of this process, including developing a business case, baseline project plan, and project scope statement. It also covers assessing project feasibility from economic, technical, operational, scheduling, legal and other standpoints. Methods for evaluating project benefits, costs, risks and determining economic feasibility like cost-benefit analysis are explained. The time value of money concepts and techniques for reviewing and finalizing the baseline project plan like structured walkthroughs are also outlined.
➽=ALL False flag-War Machine-War profiteering-Energy (oil/Gas) Iraq, Iran,…oil and gas
USA invades other countries just to own their natural resources and to place them in the hands of American corporations. Facebook doesn’t call that terrorism. They call it democracy. BBC, CNN, FOX NEWS, FR 24, ITV/CH 4, SKY, EURO NEWS, ITV trash Sun paper,… Facebook all are protector and preserver of the propaganda classifying IR Iran as a dangerous terrorist organization. But FB, BBC, CNN, FOX NEWS, FR 24, ITV/CH 4-SKY, EURO NEWS, ITV do know well, that USA is the biggest terrorist country in the world.
‘terrorism’ the unlawful use of violence and intimidation, especially against civilians, in the pursuit of political aims.
"the fight against terrorism" is the fight against the unlawful use of violence and intimidation and carpet bombing.
Ever since the beginning of the 19th century, the West has been sucking on the jugular vein of the Moslem body politic like a veritable vampire whose thirst for Moslem blood is never sated and who refused to let go. Since 1979, Iran, which has always played the role of the intellectual leader of the Islamic world, has risen up to put a stop to this outrage against God’s law and will, and against all decency.
MY NEWS PUNCH DR F DEJAHANG 28/12/2019
PART 1 (IN TOTAL 12 PARTS)
NEWS YOU WON’T FIND ON BBC-CNN-FOX NEWS, FR 24, EURO NEWS, ITV…
ALL In My Documents: https://www.edocr.com/user/drdejahang02
Also in https://www.edocr.com/v/jqmplrpj/drdejahang02/LINKS-08-12-2019-PROJECT-ONE Click on Social Websites of mine >60
Articles for Political Science, Mathematics and Productivity the Student Room BSc, MSc & PhD Project Mangers etc
PPTs in SLIDESHARE International Studies Research Degrees (MPhilPhD) ➽➜R⇢➤=RESEARCH ➽=ALL
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MY NEWS PUNCH 16-12-2019
NEWS YOU WON’T FIND ON BBC-CNN-FOX NEWS, FRNACE 24, EURO NEWS
Articles for Political Science, Mathematics and Productivity the Student Room BSc, MSc & PhD Project Mangers etc
PPTs in SLIDESHARE International Studies Research Degrees (MPhilPhD)
The document discusses construction productivity in the UK and other countries. It provides factors that impact productivity such as site/project management, resource management, labor characteristics, and motivation. Productivity in the UK construction industry has improved over the past decade but still lags countries like Germany and France. Reasons given for relatively lower UK productivity include issues with subcontracting, materials handling, training, and technology adoption. Improving areas like planning, prefabrication, and reducing waste could further increase construction productivity.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
The CBC machine is a common diagnostic tool used by doctors to measure a patient's red blood cell count, white blood cell count and platelet count. The machine uses a small sample of the patient's blood, which is then placed into special tubes and analyzed. The results of the analysis are then displayed on a screen for the doctor to review. The CBC machine is an important tool for diagnosing various conditions, such as anemia, infection and leukemia. It can also help to monitor a patient's response to treatment.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
UNLOCKING HEALTHCARE 4.0: NAVIGATING CRITICAL SUCCESS FACTORS FOR EFFECTIVE I...amsjournal
The Fourth Industrial Revolution is transforming industries, including healthcare, by integrating digital,
physical, and biological technologies. This study examines the integration of 4.0 technologies into
healthcare, identifying success factors and challenges through interviews with 70 stakeholders from 33
countries. Healthcare is evolving significantly, with varied objectives across nations aiming to improve
population health. The study explores stakeholders' perceptions on critical success factors, identifying
challenges such as insufficiently trained personnel, organizational silos, and structural barriers to data
exchange. Facilitators for integration include cost reduction initiatives and interoperability policies.
Technologies like IoT, Big Data, AI, Machine Learning, and robotics enhance diagnostics, treatment
precision, and real-time monitoring, reducing errors and optimizing resource utilization. Automation
improves employee satisfaction and patient care, while Blockchain and telemedicine drive cost reductions.
Successful integration requires skilled professionals and supportive policies, promising efficient resource
use, lower error rates, and accelerated processes, leading to optimized global healthcare outcomes.
2. 2Information Technology Project Management, Fourth Edition
Learning Objectives
Understand the importance of project schedules and good
project time management.
Define activities as the basis for developing project
schedules.
Describe how project managers use network diagrams
and dependencies to assist in activity sequencing.
Understand the relationship between estimating resources
and project schedules.
Explain how various tools and techniques help project
managers perform activity duration estimating.
3. 3Information Technology Project Management, Fourth Edition
Learning Objectives
Use a Gantt chart for planning and tracking schedule
information, find the critical path for a project, and
describe how critical chain scheduling and the Program
Evaluation and Review Technique (PERT) affect
schedule development.
Discuss how reality checks and people issues are
involved in controlling and managing changes to the
project schedule.
Describe how project management software can assist in
project time management and review words of caution
before using this software.
4. 4Information Technology Project Management, Fourth Edition
Importance of Project Schedules
Managers often cite delivering projects on time as one of
their biggest challenges.
Fifty percent of IT projects were challenged in the 2003
CHAOS study, and their average time overrun increased
to 82 percent from a low of 63 percent in 2000.*
Schedule issues are the main reason for conflicts on
projects, especially during the second half of projects.
Time has the least amount of flexibility; it passes no
matter what happens on a project.
*The Standish Group, “Latest Standish Group CHAOS Report Shows Project Success
Rates Have Improved by 50%,” (www.standishgroup.com) (March 25, 2003).
5. 5Information Technology Project Management, Fourth Edition
Figure 6-1. Conflict Intensity Over
the Life of a Project
0.00
0.05
0.10
0.15
0.20
0.25
0.30
0.35
0.40
Project
Formation
Early Phases Middle Phases End Phases
ConflictIntensity
Schedules
Priorities
Manpower
Technical opinions
Procedures
Cost
Personality conflicts
Average
Total Conflict
6. 6Information Technology Project Management, Fourth Edition
Individual Work Styles and Cultural
Differences Cause Schedule Conflicts
One dimension of the Myers-Briggs Type Indicator
focuses on people’s attitudes toward structure and
deadline.
Some people prefer to follow schedules and meet
deadlines while others do not.
Different cultures and even entire countries have
different attitudes about schedules.
7. 7Information Technology Project Management, Fourth Edition
Media Snapshot
In contrast to the 2002 Salt Lake City Winter Olympic Games (see
Chapter 4’s “Media Snapshot”), planning and scheduling was very
different for the 2004 Summer Olympic Games held in Athens,
Greece. Many articles were written before the opening ceremonies
predicting that the facilities would not be ready in time…Many
people were pleasantly surprised by the amazing opening
ceremonies, beautiful new buildings, and state-of-the-art security
and transportation systems in Athens.
The Greeks even made fun of critics by having construction
workers pretend to still be working as the ceremonies began.
8. 8Information Technology Project Management, Fourth Edition
Project Time Management Processes
Activity definition: Identifying the specific activities that the
project team members and stakeholders must perform to
produce the project deliverables.
Activity sequencing: Identifying and documenting the
relationships between project activities.
Activity resource estimating: Estimating how many resources
a project team should use to perform project activities.
Activity duration estimating: Estimating the number of work
periods that are needed to complete individual activities.
Schedule development: Analyzing activity sequences, activity
resource estimates, and activity duration estimates to create the
project schedule.
Schedule control: Controlling and managing changes to the
project schedule.
9. 9Information Technology Project Management, Fourth Edition
Activity Definition
An activity or task is an element of work normally found
on the WBS that has an expected duration, a cost, and
resource requirements.
Project schedules grow out of the basic documents that
initiate a project.
The project charter includes start and end dates and budget
information.
The scope statement and WBS help define what will be done.
Activity definition involves developing a more detailed
WBS and supporting explanations to understand all the
work to be done, so you can develop realistic cost and
duration estimates.
10. 10Information Technology Project Management, Fourth Edition
Activity Lists and Attributes
An activity list is a tabulation of activities to be included
on a project schedule. The list should include:
The activity name
An activity identifier or number
A brief description of the activity
Activity attributes provide more information about each
activity, such as predecessors, successors, logical
relationships, leads and lags, resource requirements,
constraints, imposed dates, and assumptions related to the
activity.
11. 11Information Technology Project Management, Fourth Edition
Milestones
A milestone is a significant event that normally has no
duration.
It often takes several activities and a lot of work to
complete a milestone.
Milestones are useful tools for setting schedule goals
and monitoring progress.
Examples include completion and customer sign-off on
key documents and completion of specific products.
12. 12Information Technology Project Management, Fourth Edition
Activity Sequencing
Involves reviewing activities and determining
dependencies.
A dependency or relationship relates to the
sequencing of project activities or tasks.
You must determine dependencies in order to use
critical path analysis.
13. 13Information Technology Project Management, Fourth Edition
Three Types of Dependencies
Mandatory dependencies: Inherent in the nature of
the work being performed on a project; sometimes
referred to as hard logic.
Discretionary dependencies: Defined by the project
team; sometimes referred to as soft logic and should be
used with care because they may limit later scheduling
options.
External dependencies: Involve relationships between
project and non-project activities.
14. 14Information Technology Project Management, Fourth Edition
Network Diagrams
Network diagrams are the preferred technique for
showing activity sequencing.
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.
15. 15Information Technology Project Management, Fourth Edition
Figure 6-2. Sample Activity-on-Arrow (AOA)
Network Diagram for Project X
16. 16Information Technology Project Management, Fourth Edition
Arrow Diagramming Method (ADM)
Also called activity-on-arrow (AOA) network diagram.
Activities are represented by arrows.
Nodes or circles are the starting and ending points of
activities.
Can only show finish-to-start dependencies.
17. 17Information Technology Project Management, Fourth Edition
Process for Creating AOA Diagrams
1. Find all of the activities that start at node 1. Draw their finish
nodes and draw arrows between node 1 and those finish
nodes. Put the activity letter or name and duration estimate on
the associated arrow.
2. Continuing drawing the network diagram, working from left
to right. Look for bursts and merges. A burst occurs when a
single node is followed by two or more activities. A merge
occurs when two or more nodes precede a single node.
3. Continue drawing the project network diagram until all
activities that have dependencies are included in the diagram.
4. As a rule of thumb, all arrowheads should face toward the
right, and no arrows should cross in an AOA network
diagram.
18. 18Information Technology Project Management, Fourth Edition
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.
21. 21Information Technology Project Management, Fourth Edition
Activity Resource Estimating
Before estimating activity durations, you must have a
good idea of the quantity and type of resources that
will be assigned to each activity.
Consider important issues in estimating resources:
How difficult will it be to complete specific activities on
this project?
What is the organization’s history in doing similar
activities?
Are the required resources available?
22. 22Information Technology Project Management, Fourth Edition
Activity Duration Estimating
Duration includes the actual amount of time worked
on an activity plus the elapsed time.
Effort is the number of workdays or work hours
required to complete a task.
Effort does not normally equal duration.
People doing the work should help create estimates,
and an expert should review them.
23. 23Information Technology Project Management, Fourth Edition
Three-Point Estimates
Instead of providing activity estimates as a discrete
number, such as four weeks, it’s often helpful to create
a three-point estimate:
An estimate that includes an optimistic, most likely, and
pessimistic estimate, such as three weeks for the
optimistic, four weeks for the most likely, and five
weeks for the pessimistic estimate.
Three-point estimates are needed for PERT estimates
and Monte Carlo simulations.
24. 24Information Technology Project Management, Fourth Edition
Schedule Development
Uses results of the other time management processes
to determine the start and end dates of the project.
Ultimate goal is to create a realistic project schedule
that provides a basis for monitoring project progress
for the time dimension of the project.
Important tools and techniques include Gantt charts,
critical path analysis, critical chain scheduling, and
PERT analysis.
25. 25Information Technology Project Management, Fourth Edition
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:
Black diamonds: Milestones
Thick black bars: Summary tasks
Lighter horizontal bars: Durations of tasks
Arrows: Dependencies between tasks
26. 26Information Technology Project Management, Fourth Edition
Figure 6-5. Gantt Chart for Project X
Note: In Project 2003 darker bars are red to represent critical tasks.
28. 28Information Technology Project Management, Fourth Edition
Adding Milestones to Gantt Charts
Many people like to focus on meeting milestones,
especially for large projects.
Milestones emphasize important events or
accomplishments in projects.
You typically create milestone by entering tasks that
have a zero duration, or you can mark any task as a
milestone.
31. 31Information Technology Project Management, Fourth Edition
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.
The critical path is the longest path through the network
diagram and has the least amount of slack or float.
Slack or float is the amount of time an activity can be
delayed without delaying a succeeding activity or the
project finish date.
32. 32Information Technology Project Management, Fourth Edition
Calculating the Critical Path
Develop a good network diagram.
Add the duration estimates for all activities on each
path through the network diagram.
The longest path is the critical path.
If one or more of the activities on the critical path takes
longer than planned, the whole project schedule will
slip unless the project manager takes corrective action.
34. 34Information Technology Project Management, Fourth Edition
More on the Critical Path
A project team at Apple computer put a stuffed gorilla on
top of the cubicle of the person who was currently
managing a critical task.
The critical path does not necessarily contain all the
critical activities; it only accounts for time.
Remember the example in which growing grass was on
the critical path for Disney’s Animal Kingdom.
There can be more than one critical path if the lengths of
two or more paths are the same.
The critical path can change as the project progresses.
35. 35Information Technology Project Management, Fourth Edition
Using Critical Path Analysis to Make
Schedule Trade-offs
Free slack or free float is the amount of time an
activity can be delayed without delaying the early start
of any immediately following activities.
Total slack or total float is the amount of time an
activity can be delayed from its early start without
delaying the planned project finish date.
A forward pass through the network diagram
determines the early start and finish dates.
A backward pass determines the late start and finish
dates.
38. 38Information Technology Project Management, Fourth Edition
Using the Critical Path to Shorten a
Project Schedule
Three main techniques for shortening schedules:
Shortening the duration of critical activities or tasks by
adding more resources or changing their scope.
Crashing activities by obtaining the greatest amount of
schedule compression for the least incremental cost.
Fast tracking activities by doing them in parallel or
overlapping them.
39. 39Information Technology Project Management, Fourth Edition
Many Horror Stories Related to
Project Schedules
Creating realistic schedules and sticking to them is a
key challenge of project management.
Crashing and fast tracking often cause more problems,
resulting in longer schedules.
Organizational issues often cause schedule problems.
See the “What Went Wrong?” example that describes
the need to take more time to implement Customer
Relationship Management (CRM) software so that
users will accept it.
40. 40Information Technology Project Management, Fourth Edition
Importance of Updating Critical
Path Data
It is important to update project schedule information
to meet time goals for a project.
The critical path may change as you enter actual start
and finish dates.
If you know the project completion date will slip,
negotiate with the project sponsor.
41. 41Information Technology Project Management, Fourth Edition
Critical Chain Scheduling
Critical chain scheduling is a method of scheduling
that considers limited resources when creating a project
schedule and includes buffers to protect the project
completion date.
Uses the Theory of Constraints (TOC), a
management philosophy developed by Eliyahu M.
Goldratt and introduced in his book The Goal.
Attempts to minimize multitasking, which occurs
when a resource works on more than one task at a time.
43. 43Information Technology Project Management, Fourth Edition
Buffers and Critical Chain
A buffer is additional time to complete a task.
Murphy’s Law states that if something can go wrong, it
will.
Parkinson’s Law states that work expands to fill the time
allowed.
In traditional estimates, people often add a buffer to each
task and use the additional time whether 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.
45. 45Information Technology Project Management, Fourth Edition
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 uses probabilistic time estimates:
Duration estimates based on using optimistic, most
likely, and pessimistic estimates of activity durations, or
a three-point estimate.
46. 46Information Technology Project Management, Fourth Edition
PERT Formula and Example
PERT weighted average =
optimistic time + 4X most likely time + pessimistic time
6
Example:
PERT weighted average =
8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6
where:
optimistic time= 8 days
most likely time = 10 days
pessimistic time = 24 days
Therefore, you’d use 12 days on the network diagram instead of 10 when
using PERT for the above example.
47. 47Information Technology Project Management, Fourth Edition
Schedule Control
Perform reality checks on schedules.
Allow for contingencies.
Don’t plan for everyone to work at 100 percent
capacity all the time.
Hold progress meetings with stakeholders and be clear
and honest in communicating schedule issues.
48. 48Information Technology Project Management, Fourth Edition
Schedule Control
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.
Tools and techniques include:
Progress reports.
A schedule change control system.
Project management software, including schedule comparison
charts, such as the tracking Gantt chart.
Variance analysis, such as analyzing float or slack.
Performance management, such as earned value (see Chapter 7).
49. 49Information Technology Project Management, Fourth Edition
Reality Checks on Scheduling
Review the draft schedule or estimated completion date
in the project charter.
Prepare a more detailed schedule with the project team.
Make sure the schedule is realistic and followed.
Alert top management well in advance if there are
schedule problems.
50. 50Information Technology Project Management, Fourth Edition
Working with People Issues
Strong leadership helps projects succeed more than
good PERT charts do.
Project managers should use:
Empowerment
Incentives
Discipline
Negotiation
51. 51Information Technology Project Management, Fourth Edition
Using Software to Assist in Time
Management
Software for facilitating communication 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.
53. 53Information Technology Project Management, Fourth Edition
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.
54. 54Information Technology Project Management, Fourth Edition
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:
Activity definition
Activity sequencing
Activity resource estimating
Activity duration estimating
Schedule development
Schedule control