The document discusses how to determine the critical path of a project using network diagrams and calculating early and late start/finish dates. Specifically, it explains:
1) How to perform a forward pass to calculate early start and finish dates, showing how each activity's early finish determines the next activity's early start.
2) How to then perform a backward pass to calculate late start and finish dates working backwards from the project end.
3) That the critical path is made up of activities where the early and late dates are equal, meaning they have no float or flexibility in scheduling. Non-critical activities have float that allows for scheduling flexibility.
PrintNetwork Diagrams and Resource UtilizationIntroduction B.docxChantellPantoja184
Print
Network Diagrams and Resource Utilization
Introduction | Building a Network Diagram | Building an AIB Manually | AIB Simulation | Resource Constrained Planning | Resource Leveling | Adding or Modifying Resources | Summary
Introduction
Back to Top
Last week, we learned more about how to begin planning a project. We established the project charter, scope statement, work breakdown structure, and created the activity list. This week, we will talk about one of the most important aspects of project management—building a project schedule. We'll use a tool called a network diagram. There are several ways to build a network diagram. In this course, we will use the Activity in Box (AIB) method.
Building a Network Diagram
Back to Top
Now that we know what needs to be done, we need to sequence all of the activities and establish a network diagram. With the concept of a network diagram, you will be able to determine: (1) a project's scheduled completion time, (2) the slack or float of project activities, and (3) the critical path of your project.
Depending on the size of the project, the network may be built in pieces or as a large group. Either way, the step-by-step process to build a project network is used.
Build a Project Network (or a Partial Network)
1. Brainstorm activities that are required to complete the work packages, recording those activities on Post-it notes (without regard to sequencing).
2. Sequence those activities. Determine:
· The order of activities
· Which activities can occur at the same time
· Which activities need dependencies
1. Mandatory: requires the completion of another task.
2. Discretionary: a best practice or convenience. However, the subsequent task can begin if the discretionary dependency is not completed.
3. External: from another project or process, such as permits.
4. Internal: dependencies within the control of the project team.
3. Put the notes on a wall using the above information.
4. Build a network using the notes.
Next, the activities are assigned to the people who will be doing the work. They build duration estimates for the activities. The most accurate estimates are built using actuals from previous, similar projects. Then, the activities can be loaded into an automated scheduling tool like Microsoft Project. At that point, you will be able to determine the project's scheduled completion time, the slack or float of project activities, and the critical path of your project.
Building an AIB Manually
Back to Top
The good thing about using a tool like Microsoft Project is that it makes it easy to build a network diagram. The bad thing about the tool is that it makes it so easy; project managers don't always understand what they are doing, and cannot see when they have made a mistake. They just plug in the activities and move on.
It's like adding—you should first do it manually, and then use a calculator. Every project manager should know how to build an AIB manually so that he or she really understands the.
Free float and total float - PMP/CAPM from PMIMudassir Iqbal
https://www.mudassiriqbal.net/project-management-terms-and-concepts
There are many concepts and definitions which require special attention by all PMP Aspirants as the terminologies are largely used interchangeably in the real world.
Running Head; EFFECTIVE PROJECT MANAGEMENT IN THE FACE OF RISKS .docxjeffsrosalyn
Running Head; EFFECTIVE PROJECT MANAGEMENT IN THE FACE OF RISKS 1
EFFECTIVE PROJECT MANAGEMENT IN THE FACE OF RISKS 2
Effective Project management in the Face of Risks
Name
Institution
The Gantt Chart and the Critical Path
In this week’s Learning Activity, you will be creating and
expanding on the work breakdown structure (WBS) in
ProjectLibre. You will also be adding/updating the Gantt Chart
with predecessors, resources, and costs.
Work Breakdown Structure (WBS)
This week we are continuing in the planning stage of the project
and will be working on tools project managers use to help not only
plan the project, but to execute, control, and close out the project
during the rest of the project lifecycle.
The work breakdown structure (WBS) takes the project and
breaks it down into smaller, more manageable pieces (Brenner,
2009). The end-product will be an organized, visual display of the
main pieces of your project.
The tasks and subtask in the WBS must stand on their own and
be clear to anyone who picks up the document. Project
documents are often forwarded to others who are not intimately
familiar with the project and they need to be able to understand
the tasks.
There are no hard rules on how wide or deep your WBS structure
should be. However, the subtasks, need to be small enough to
maintain control and visibility and at the same time avoid excess
bureaucracy.
A WBS of a project to paint a few rooms in a home is provided in
Figure 1 below. Note the tasks for this project are logically
grouped into several sections.
Figure 1: Work Breakdown Structure to Paint a Room
Gantt Chart
The Gantt chart is a set of horizontal lines that provide a visual
view of the tasks scheduled over time. The Gantt chart is always
paired with the work break down structure (WBS) so the team can
see the tasks that go with the timeline.
The Gantt chart is also very helpful in seeing the project’s critical
path and creating a timeline. Visuals from the Gantt chart helps
the team members identify which tasks must be done in sequence
(for example, buy the paint first before painting the wall) and
which tasks might be done at the same time (for example, remove
the wallpaper and cover the electrical outlets).
Knowing which tasks can be done simultaneously will allow the
team members to better plan and coordinate resources for the
project.
During this week, you will be adding predecessors to your WBS
and determining when different tasks and subtasks in your project
should begin. This information will be reflected in your Gantt
chart. You are encouraged to play around with duration and
predecessors to see the impact on Gantt chart, critical path, and
the overall visual.
Figure 2 (below) shows the WBS with the Gantt chart (see blue
horizontal lines) for the painting project. This is a good example of
what a Gantt chart should look like.
Figure 2: Gantt chart example with key notes
Project Resourc.
PrintNetwork Diagrams and Resource UtilizationIntroduction B.docxChantellPantoja184
Print
Network Diagrams and Resource Utilization
Introduction | Building a Network Diagram | Building an AIB Manually | AIB Simulation | Resource Constrained Planning | Resource Leveling | Adding or Modifying Resources | Summary
Introduction
Back to Top
Last week, we learned more about how to begin planning a project. We established the project charter, scope statement, work breakdown structure, and created the activity list. This week, we will talk about one of the most important aspects of project management—building a project schedule. We'll use a tool called a network diagram. There are several ways to build a network diagram. In this course, we will use the Activity in Box (AIB) method.
Building a Network Diagram
Back to Top
Now that we know what needs to be done, we need to sequence all of the activities and establish a network diagram. With the concept of a network diagram, you will be able to determine: (1) a project's scheduled completion time, (2) the slack or float of project activities, and (3) the critical path of your project.
Depending on the size of the project, the network may be built in pieces or as a large group. Either way, the step-by-step process to build a project network is used.
Build a Project Network (or a Partial Network)
1. Brainstorm activities that are required to complete the work packages, recording those activities on Post-it notes (without regard to sequencing).
2. Sequence those activities. Determine:
· The order of activities
· Which activities can occur at the same time
· Which activities need dependencies
1. Mandatory: requires the completion of another task.
2. Discretionary: a best practice or convenience. However, the subsequent task can begin if the discretionary dependency is not completed.
3. External: from another project or process, such as permits.
4. Internal: dependencies within the control of the project team.
3. Put the notes on a wall using the above information.
4. Build a network using the notes.
Next, the activities are assigned to the people who will be doing the work. They build duration estimates for the activities. The most accurate estimates are built using actuals from previous, similar projects. Then, the activities can be loaded into an automated scheduling tool like Microsoft Project. At that point, you will be able to determine the project's scheduled completion time, the slack or float of project activities, and the critical path of your project.
Building an AIB Manually
Back to Top
The good thing about using a tool like Microsoft Project is that it makes it easy to build a network diagram. The bad thing about the tool is that it makes it so easy; project managers don't always understand what they are doing, and cannot see when they have made a mistake. They just plug in the activities and move on.
It's like adding—you should first do it manually, and then use a calculator. Every project manager should know how to build an AIB manually so that he or she really understands the.
Free float and total float - PMP/CAPM from PMIMudassir Iqbal
https://www.mudassiriqbal.net/project-management-terms-and-concepts
There are many concepts and definitions which require special attention by all PMP Aspirants as the terminologies are largely used interchangeably in the real world.
Running Head; EFFECTIVE PROJECT MANAGEMENT IN THE FACE OF RISKS .docxjeffsrosalyn
Running Head; EFFECTIVE PROJECT MANAGEMENT IN THE FACE OF RISKS 1
EFFECTIVE PROJECT MANAGEMENT IN THE FACE OF RISKS 2
Effective Project management in the Face of Risks
Name
Institution
The Gantt Chart and the Critical Path
In this week’s Learning Activity, you will be creating and
expanding on the work breakdown structure (WBS) in
ProjectLibre. You will also be adding/updating the Gantt Chart
with predecessors, resources, and costs.
Work Breakdown Structure (WBS)
This week we are continuing in the planning stage of the project
and will be working on tools project managers use to help not only
plan the project, but to execute, control, and close out the project
during the rest of the project lifecycle.
The work breakdown structure (WBS) takes the project and
breaks it down into smaller, more manageable pieces (Brenner,
2009). The end-product will be an organized, visual display of the
main pieces of your project.
The tasks and subtask in the WBS must stand on their own and
be clear to anyone who picks up the document. Project
documents are often forwarded to others who are not intimately
familiar with the project and they need to be able to understand
the tasks.
There are no hard rules on how wide or deep your WBS structure
should be. However, the subtasks, need to be small enough to
maintain control and visibility and at the same time avoid excess
bureaucracy.
A WBS of a project to paint a few rooms in a home is provided in
Figure 1 below. Note the tasks for this project are logically
grouped into several sections.
Figure 1: Work Breakdown Structure to Paint a Room
Gantt Chart
The Gantt chart is a set of horizontal lines that provide a visual
view of the tasks scheduled over time. The Gantt chart is always
paired with the work break down structure (WBS) so the team can
see the tasks that go with the timeline.
The Gantt chart is also very helpful in seeing the project’s critical
path and creating a timeline. Visuals from the Gantt chart helps
the team members identify which tasks must be done in sequence
(for example, buy the paint first before painting the wall) and
which tasks might be done at the same time (for example, remove
the wallpaper and cover the electrical outlets).
Knowing which tasks can be done simultaneously will allow the
team members to better plan and coordinate resources for the
project.
During this week, you will be adding predecessors to your WBS
and determining when different tasks and subtasks in your project
should begin. This information will be reflected in your Gantt
chart. You are encouraged to play around with duration and
predecessors to see the impact on Gantt chart, critical path, and
the overall visual.
Figure 2 (below) shows the WBS with the Gantt chart (see blue
horizontal lines) for the painting project. This is a good example of
what a Gantt chart should look like.
Figure 2: Gantt chart example with key notes
Project Resourc.
MGT 3302, Introduction to Project Management 1 Cou.docxadkinspaige22
MGT 3302, Introduction to Project Management 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
1. Describe the components of a basic project schedule.
1.1 Illustrate components of a project schedule, including a Gantt chart and network activity
diagram.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 6, pp. 214–232
Unit V Course Project
Required Unit Resources
Chapter 6: Resource Utilization, pp. 214–232
Unit Lesson
In this unit, we are discussing resource planning and resource utilization, which goes hand-in-hand with
creating and managing a Gantt chart. In order to efficiently manage our resources and make full use of our
Gantt chart, we need to have finalized our estimated durations and our predecessors. In this unit’s
assignment, you will create a finalized list of activities with durations and predecessors, a network activity
diagram based on that finalized list, and a Gantt chart.
As a reminder, for our fair project, the predecessors and durations are shown below.
Activity # Description Predecessors Estimated
Duration (days)
A Determine some potential dates for the fair. None 5
B Research potential available locations for a
tent and space for 300 employees.
A 3
C Discuss potential locations and cost. B 2
D Decide on a location. C 1
E Reserve the location. D 4
F Research companies that have fun day
activities, such as dunking booths.
A 1
G Discuss potential activities and cost. F 1
H Reserve the activities. G 2
I Gather a list of all other items needed (e.g.,
tables, chairs, garbage cans).
E, N, H 7
J Research potential companies that will
provide food, including lunch and fun fair
food.
A 1
K Discuss food options and cost. J 2
L Determine a potential menu. K 1
M Determine a company to hire. L 1
N Order food. M 1
O Communicate fun day to all employees. I 1
UNIT V STUDY GUIDE
Resource Utilization
MGT 3302, Introduction to Project Management 2
UNIT x STUDY GUIDE
Title
Our simplified activity network sequence, based on those predecessors, looks like the graphic below.
But, what if we had other constraints to consider? What if there were only two people in our organization that
could perform activities B, F, and J? This would mean that we have additional constraints on our resources
that we must plan for and manage.
Resource Planning
In resource planning, there are many approaches to establishing a sequence for your activities. For example,
a technically constrained activity sequence is a sequence of activities that takes technical constraints into
consideration. For example, you cannot design a new software application until you have the requirements.
You cannot write the code until you have the technical specs from the designer. So, one activity needs to be
complete before another activity begins. This is the general basis of the curren.
This course is a detailed course about Primavera Project Management.
The course contains so many details about the software and its relation to the project management science.
the material consists of 7 sessions.
this material is a primer effort and might be updated then uploaded.
I hope it will be beneficial to the persons who cares about project management.
Critical Path MethodIntroductionOnce you have the network diag.docxannettsparrow
Critical Path Method
Introduction
Once you have the network diagrams for the activities, as well as the activity duration estimates, you can begin scheduling the project. The critical path method (CPM) is one of the key techniques for developing a project schedule.
In a schedule network diagram, the critical path is the longest full path linking activities that must be performed in sequence. It's important to identify this path, because if one of its activities is delayed, the end date of your project is delayed too.
CPM provides a way to calculate four time boundaries:
· the early start date, which is the earliest possible start date for each activity to begin
· the early finish date, which is the earliest date each activity can end
· the latest start date, which is the latest possible time for each activity to begin
· the latest finish date, which is the latest date each activity can end
CPM involves completing three steps:
1. performing a forward pass through the network diagram
2. performing a backward pass to check your initial results
3. calculating the float for each activity to determine the critical path
The forward pass
The first step in CPM is performing a forward pass through the schedule network diagram so you can establish the early start and finish dates for each activity. This is done so that resources, such as project team members and equipment, can be allocated as soon as possible. Allocating resources assists in determining project expenditure and therefore establishing the project budget.
When performing a forward pass, you begin with the first activity in the network diagram and move forward. You
1. record the earliest date the first activity can start
2. add the duration of this activity to the early start date
3. subtract one day from the result
Some project managers find it useful to record activities' start and finish times in the network diagram. The early start is usually filled in on the top left corner of each activity block, with the early finish date shown in the right corner.
The backward pass
The second step in determining the critical path for a project is to perform a backward pass through the schedule network diagram.
You perform the backward pass to establish the latest start and finish dates for the project to remain on schedule.
In a backward pass, you start at the end of the project and work back, subtracting the estimated duration of each preceding activity.
To begin the backward pass, the late finish date will either be a hard date that's been set or the early finish date of the last activity in the project. An example of a hard date may be a deadline that determines the project's end date.
To calculate the late start date, you
1. subtract the duration of the last activity from its late finish date
2. add one day because the last day of the project is included as a working day
As you work backward through the schedule network diagram, the late finish date will fall on the working day preceding the lat.
This book covers the project management basics in regards to creating a realistic project schedule. And it is not only about Gantt Chart or milestones. It is a thorough approach to making promises that you can deliver.
MGT 3302, Introduction to Project Management 1 Cou.docxtarifarmarie
MGT 3302, Introduction to Project Management 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
4. Develop a project plan.
4.1 Express project components of a simple project plan, including responsibility assignment matrix
(RAM), project charter, and quality plan.
6. Summarize project management techniques.
6.1 Express management techniques by using tools such as a work breakdown structure (WBS)
and responsibility assignment matrix (RAM).
Course/Unit
Learning Outcomes
Learning Activity
4.1
Unit Lesson
Chapter 5, pp. 146–191
Unit IV Course Project
6.1
Unit Lesson
Chapter 5, pp. 146–191
Unit IV Course Project
Required Unit Resources
Chapter 5: Developing the Schedule, pp. 146–191
Unit Lesson
In the previous unit lesson, we discussed the statement of work (SOW), the work breakdown structure (WBS),
and a responsibility assignment matrix (RAM). You also learned about determining the predecessors for
activities in your project. In this unit, you will learn more about creating a network diagram using our fair
project activity list.
As a reminder, this is the table we created for our activities. In this example, we are indicating that Activity B
cannot occur until Activity A has been completed. Activity I cannot start until Activities E, N, and H are
complete.
Activity Description Predecessors
A Determine some potential dates for the fair. None
B Research potential available locations for a tent and space
for 300 employees.
A
C Discuss potential locations and cost. B
D Decide on a location. C
E Reserve the location. D
F Research companies that have fun day activities, such as
dunking booths.
A
G Discuss potential activities and cost. F
H Reserve the activities. G
I Gather a list of all other items needed (e.g., tables, chairs,
garbage cans).
E, N, H
UNIT IV STUDY GUIDE
Creating a Project Schedule
MGT 3302, Introduction to Project Management 2
UNIT x STUDY GUIDE
Title
J Research potential companies that will provide food,
including lunch and fun fair food.
A
K Discuss food options and cost. J
L Determine a potential menu. K
M Determine a company to hire. L
N Order food. M
O Communicate fun day to all employees. I
To create an activity network, we need to add nodes first. A node is simply an activity with other information
inside it or around it.
Activity Name
Activity # Person Responsible Estimated Duration
Below is an example of what one of our activity nodes might look like for Activity B.
Research potential
available locations
B James 5 days
To fill in this information, we need to know how long each activity will last or the estimated duration. How does
the project manager (PM) come up with estimated duration? The method can vary by PM and by
organization. In some cases, it is a guess by someone who is knowledgeable. For example, an information.
PMGT 510Principles of Project ManagementGroup Assign.docxstilliegeorgiana
PMGT 510
Principles of Project Management
Group Assignment 9
Part1
Staffing management is much the same as it sounds; it is an approach to deal with the staff on a team or project. The staffing management plan will state when work force will be dropped or added to the project or when they have finished their bit if they will be moved to another level of the project, or if their business is finished. A decent instrument to demonstrate this management plan is to utilize an asset histogram. This will outwardly put the staffing management intend to utilize. An obligation task network would be a decent method to appear and clear up the jobs and duties regarding errands expected to finish the project.
When performing resource leveling, it is helpful for the project manager to consult both the Critical path schedule and resource histogram.
The two techniques for compressing a schedule are:
First schedule compression approach is Fast Tracking. In fast-tracking schedule compression system, basic way exercises are performed in parallel rather than arrangement. This is conceivable just the exercises are not in required reliance. Since, if two exercises are relying upon one another essentially, you can't do these two exercises in parallel. For example, you can't begin testing of a screen before finishing advancement. If basic way exercises are relying upon one another due to asset reliance or if there is an optional reliance, you can fast track those exercises to finish remaining exercises faster.
Second schedule compression system is crashing. In crashing schedule compression strategy, there is an exchange off among expense and schedule. On the off chance that the extension is the equivalent and project is behind schedule, another alternative for compacting the schedule is putting additional assets on residual exercises of the project. In such a case that it is conceivable to appoint more than one asset on an action, movement span will diminish individually. This will total the project faster. In any case, since these additional assets were not in the underlying arrangement, there will be an extra expense if crashing is utilized for schedule compression.
When crashing a project schedule, describe the two criteria that are considered when considering which activities will be sped up.
First criteria: Since the critical path indicates the completion time, so choose the right activities for the critical path and is very important.
Second criteria: Some activities can speed up and some cannot, so knowing which activates are worth speed up this can minimize the daily cost and the overall spending.
Part 2: Project network/schedule -scheduling and compressing a schedule (30 points)
You’ve been asked to manage a project that includes conducting a two-week (10 working days) computer training class. Using the information in Table below, complete the following:
Activity
Immediate Predecessor
Normal Time (days)
Normal Cost
Crashed Time (days)
Crash ...
Project NameCommunication PlanOverviewEffective and .docxwkyra78
Project Name
Communication Plan
Overview
Effective and timely communication is a key element in project plan, as it is in the business world. Without knowing when and how to communicate important information, momentum lags and projects slowly unravel. A strategy covering routine and extraordinary circumstances helps key project personnel stay on track and coordinated.
For our course project’s communication plan, we will cover the scheduling of routine and ad-hoc meetings, and the flow of documents. Be creative and open minded because this subject is not covered in the textbook. Research, if needed, for further understanding. This document is in Doc Sharing for use as a template.
Example Of A Communication Plan
This plan is presented as two sub plans; one for meetings and one for documents.
MEETING PLAN
Project – “Project Name here”
WHAT
WHEN
WHERE
OWNER
ATTENDEES
Project Status Meetings
Ad-Hoc Meetings
Other – be specificDOCUMENT PLAN
Project – “Project Name here”
WHAT
DUE WHEN
METHOD OF DELIVERY
SENDER
RECEIVERS
Action Item Log
Meeting Agenda
Meeting Minutes
Other – be specific
Status Reports to Project Manager
Updates to Project Schedule
MS Project - Lesson #7 - Tracking Project Progress
Objectives - MS Project 2010
· Track the actual progress of tasks
· Updating a Project
· Compare baseline data to actual and scheduled data
· Viewing a Network Diagram
· Earned Value Overview
Once the project starts, it's time to begin tracking the actual progress of tasks and resources. Tracking is the process of gathering and entering task information into the schedule. You can track progress by entering all or some of the actual information.
In the previous lesson, we complete our scheduling and resource assignments. For this lesson, we will assume our project is underway and that several tasks have either finished or are partially finished. We will then determine if our project is behind or ahead of schedule.
Tracking Progress
Before we can begin tracking progress, the project schedule should be fully developed and a baseline plan should be set. Once work begins, progress should be tracked throughout the project. The more often we update the information, the easier it is to identify problems and take corrective action.
When actual information is entered, the project is automatically recalculated. For this reason, task progress should be entered starting at the top of the task list and continuing down the list.
There are three types of dates stored for each task:
Scheduled: Tasks that haven't started yet or are in progress.
Actual: Tasks that are in progress or are completed.
Baseline: Originally planned dates. These dates are used to compare the original plan with the actual dates and scheduled dates. Baseline dates do not change.
There are five types of actual data that can be entered in MS Project:
Actual start and finish dates
Percentage completion
Actual duration and remaining duration
Actual ...
Taming an Unruly Schedule with the 14 Point Schedule AssessmentAcumen
This paper discusses why the emerging 14 Point Schedule Assessment, developed by the Defense Contract Management Agency (DCMA), is fast becoming an established standard within the scheduling community across multiple industries.
Project TimeIST4055Chapter 6Now that you have the Sc.docxbriancrawford30935
Project Time
IST4055
Chapter 6
Now that you have the Scope and Work Breakdown Structures done, we address the other 2 aspects of the triple constraint – time and money.
Focus here is looking at the entire project, sequence the steps, and then cost them.
1
Importance of Project Schedules
Managers often cite delivering projects on time as one of their biggest challenges
Average time overrun from 1995 CHAOS report was 222%; improved to 84% in 2004 study; 74% in 2012 study; down to 51% in 2016
Time is the most precarious element of the triple constraint:
Time has the least amount of flexibility; it passes no matter what!
Scope and cost can be adjusted; time goes on regardless of what you do or don’t do.
Traditionally IT project managers have underestimated the amount of time needed to complete the tasks – they are overly confident in their abilities to get the job done and sometimes are too simplistic in their approach. You must be realistic in the time constraint. Note also that it might take you 10 hours, but you also may be working on other projects or doing daily operations too…..so time is how long and over what period of time – 10 hours spread over 60 hours.
Schedule issues are the main reason for conflicts on projects, especially during the second half of projects. So where are we now with time overruns?
2
Attitudes toward deadlines
Cultures have different attitudes about time
Individual Work Styles and Cultural Differences Cause Schedule Conflicts
3
One dimension Meyers-Briggs Type Indicator focuses on peoples’ attitudes toward structure and deadlines
Some people prefer schedules and deadlines while others do not
Difference cultures and countries have different attitudes about schedules/time
3
Time Robbers
Task rework
Calls, texts, e-mail
Land mail
Incomplete work
Lack of needed authority
Inefficient change procedures
Waiting on people
Day-to-day administration
Too many levels of review
Casual office conversations
Poorly run meetings
Micromanagement
Those activities that at first seem to be short and unobtrusive but when they are all added together can completely fill an entire work day
It is important to realize that some time increments can lead to major time wasters. This slide covers some time robbers that occur in your everyday work life.
In addition to the ones listed on the slide you can add
Poorly motivated or educated customers
Vague goals and objectives
Poor time management
Ill defined project scope
Company politics
Working on under-funded projects
4
Project Time Management
Activity Definition
Activity Sequencing
Project Time Management describes the processes and methods required to create and manage appropriate schedules to complete the project:
Activity Definition – identifies the lowest level of work on the WBS, “work packages”, that needs to be performed to create the finished product deliverable; An activity or task is an element of work normally found on the work breakdown structure (WBS) tha.
Module OverviewPERT stands for Program Evaluation and Review Tec.docxgilpinleeanna
Module Overview
PERT stands for Program Evaluation and Review Technique; CPM stands for the Critical Path Method. These are conceptually distinct, but are frequently taught together, as we’ll do here.
The PERT and CPM procedures have been greatly expanded and elaborated upon by the project management profession. These elaborations are essential when projects are vast and complicated, and they’re usually supported by equally elaborate computer apps. In this module, many of those elaborations are ignored. The emphasis will be on understanding basic principles. If you remember that much, when you’re working as a manager, then you’ll recognize situations in which PERT-CPM might be useful. Following that recognition, you can then go to the Web; either to review the PERT-CPM procedures or, more likely, to find and hire a consultant.
PERT-CPM is frequently taught as a project management tool. There, it’s used to determine the probable duration of a project, and its total cost. But PERT-CPM also valuable for the analysis of existing processes; not necessarily from beginning to end, but from one point in the process to another, further downstream. These two points may define the steps that you, as a manager, are examining as part of a continuous improvement initiative.
There are two big questions that PERT-CPM answers. The first is about task length—how long is something going to take, or analogously, how much is it going to cost? That’s answered by PERT. The second is about project length—given a series of interrelated tasks, how long will it take to get everything done? That’s answered by CPM.
Let’s jump into the discussion with some examples.
PERT
Your company is migrating to a new MIS. For your sins, you’ve been made the project officer. The CIO needs to know how many weeks it will take; in particular, she needs one number that she can present to the Board. “One number!” she tells you, waggling a manicured finger under your nose. “That’s one, O-N-E. Not a range, not a band, not some list of numbers along with a list of maybes and what-ifs. One number. And it had better be on target, or darn close.”
You convene a meeting of the company’s most experienced IT professionals, plus representatives from the vendor. Three different numbers are heard repeatedly; an optimistic time (“If everything goes right, we’ll be done in 3 weeks”), a pessimistic time (“But it could take as long as two months”) and a most likely time. (“Actually, though, I think six weeks would be a good guess.”) These numbers are helpful, but they’re not the single number the CIO wants from you.
You consider various options. Obviously, you could take an average of everyone’s most optimistic numbers, but that average would probably be wrong. You could average of the most pessimistic numbers, but that would probably result in wasted time, since the company would adjust its schedule to accommodate a project that would, in the end, not take as long as expected. You could average everyone’s ...
MGT 3302, Introduction to Project Management 1 Cou.docxadkinspaige22
MGT 3302, Introduction to Project Management 1
Course Learning Outcomes for Unit V
Upon completion of this unit, students should be able to:
1. Describe the components of a basic project schedule.
1.1 Illustrate components of a project schedule, including a Gantt chart and network activity
diagram.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 6, pp. 214–232
Unit V Course Project
Required Unit Resources
Chapter 6: Resource Utilization, pp. 214–232
Unit Lesson
In this unit, we are discussing resource planning and resource utilization, which goes hand-in-hand with
creating and managing a Gantt chart. In order to efficiently manage our resources and make full use of our
Gantt chart, we need to have finalized our estimated durations and our predecessors. In this unit’s
assignment, you will create a finalized list of activities with durations and predecessors, a network activity
diagram based on that finalized list, and a Gantt chart.
As a reminder, for our fair project, the predecessors and durations are shown below.
Activity # Description Predecessors Estimated
Duration (days)
A Determine some potential dates for the fair. None 5
B Research potential available locations for a
tent and space for 300 employees.
A 3
C Discuss potential locations and cost. B 2
D Decide on a location. C 1
E Reserve the location. D 4
F Research companies that have fun day
activities, such as dunking booths.
A 1
G Discuss potential activities and cost. F 1
H Reserve the activities. G 2
I Gather a list of all other items needed (e.g.,
tables, chairs, garbage cans).
E, N, H 7
J Research potential companies that will
provide food, including lunch and fun fair
food.
A 1
K Discuss food options and cost. J 2
L Determine a potential menu. K 1
M Determine a company to hire. L 1
N Order food. M 1
O Communicate fun day to all employees. I 1
UNIT V STUDY GUIDE
Resource Utilization
MGT 3302, Introduction to Project Management 2
UNIT x STUDY GUIDE
Title
Our simplified activity network sequence, based on those predecessors, looks like the graphic below.
But, what if we had other constraints to consider? What if there were only two people in our organization that
could perform activities B, F, and J? This would mean that we have additional constraints on our resources
that we must plan for and manage.
Resource Planning
In resource planning, there are many approaches to establishing a sequence for your activities. For example,
a technically constrained activity sequence is a sequence of activities that takes technical constraints into
consideration. For example, you cannot design a new software application until you have the requirements.
You cannot write the code until you have the technical specs from the designer. So, one activity needs to be
complete before another activity begins. This is the general basis of the curren.
This course is a detailed course about Primavera Project Management.
The course contains so many details about the software and its relation to the project management science.
the material consists of 7 sessions.
this material is a primer effort and might be updated then uploaded.
I hope it will be beneficial to the persons who cares about project management.
Critical Path MethodIntroductionOnce you have the network diag.docxannettsparrow
Critical Path Method
Introduction
Once you have the network diagrams for the activities, as well as the activity duration estimates, you can begin scheduling the project. The critical path method (CPM) is one of the key techniques for developing a project schedule.
In a schedule network diagram, the critical path is the longest full path linking activities that must be performed in sequence. It's important to identify this path, because if one of its activities is delayed, the end date of your project is delayed too.
CPM provides a way to calculate four time boundaries:
· the early start date, which is the earliest possible start date for each activity to begin
· the early finish date, which is the earliest date each activity can end
· the latest start date, which is the latest possible time for each activity to begin
· the latest finish date, which is the latest date each activity can end
CPM involves completing three steps:
1. performing a forward pass through the network diagram
2. performing a backward pass to check your initial results
3. calculating the float for each activity to determine the critical path
The forward pass
The first step in CPM is performing a forward pass through the schedule network diagram so you can establish the early start and finish dates for each activity. This is done so that resources, such as project team members and equipment, can be allocated as soon as possible. Allocating resources assists in determining project expenditure and therefore establishing the project budget.
When performing a forward pass, you begin with the first activity in the network diagram and move forward. You
1. record the earliest date the first activity can start
2. add the duration of this activity to the early start date
3. subtract one day from the result
Some project managers find it useful to record activities' start and finish times in the network diagram. The early start is usually filled in on the top left corner of each activity block, with the early finish date shown in the right corner.
The backward pass
The second step in determining the critical path for a project is to perform a backward pass through the schedule network diagram.
You perform the backward pass to establish the latest start and finish dates for the project to remain on schedule.
In a backward pass, you start at the end of the project and work back, subtracting the estimated duration of each preceding activity.
To begin the backward pass, the late finish date will either be a hard date that's been set or the early finish date of the last activity in the project. An example of a hard date may be a deadline that determines the project's end date.
To calculate the late start date, you
1. subtract the duration of the last activity from its late finish date
2. add one day because the last day of the project is included as a working day
As you work backward through the schedule network diagram, the late finish date will fall on the working day preceding the lat.
This book covers the project management basics in regards to creating a realistic project schedule. And it is not only about Gantt Chart or milestones. It is a thorough approach to making promises that you can deliver.
MGT 3302, Introduction to Project Management 1 Cou.docxtarifarmarie
MGT 3302, Introduction to Project Management 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
4. Develop a project plan.
4.1 Express project components of a simple project plan, including responsibility assignment matrix
(RAM), project charter, and quality plan.
6. Summarize project management techniques.
6.1 Express management techniques by using tools such as a work breakdown structure (WBS)
and responsibility assignment matrix (RAM).
Course/Unit
Learning Outcomes
Learning Activity
4.1
Unit Lesson
Chapter 5, pp. 146–191
Unit IV Course Project
6.1
Unit Lesson
Chapter 5, pp. 146–191
Unit IV Course Project
Required Unit Resources
Chapter 5: Developing the Schedule, pp. 146–191
Unit Lesson
In the previous unit lesson, we discussed the statement of work (SOW), the work breakdown structure (WBS),
and a responsibility assignment matrix (RAM). You also learned about determining the predecessors for
activities in your project. In this unit, you will learn more about creating a network diagram using our fair
project activity list.
As a reminder, this is the table we created for our activities. In this example, we are indicating that Activity B
cannot occur until Activity A has been completed. Activity I cannot start until Activities E, N, and H are
complete.
Activity Description Predecessors
A Determine some potential dates for the fair. None
B Research potential available locations for a tent and space
for 300 employees.
A
C Discuss potential locations and cost. B
D Decide on a location. C
E Reserve the location. D
F Research companies that have fun day activities, such as
dunking booths.
A
G Discuss potential activities and cost. F
H Reserve the activities. G
I Gather a list of all other items needed (e.g., tables, chairs,
garbage cans).
E, N, H
UNIT IV STUDY GUIDE
Creating a Project Schedule
MGT 3302, Introduction to Project Management 2
UNIT x STUDY GUIDE
Title
J Research potential companies that will provide food,
including lunch and fun fair food.
A
K Discuss food options and cost. J
L Determine a potential menu. K
M Determine a company to hire. L
N Order food. M
O Communicate fun day to all employees. I
To create an activity network, we need to add nodes first. A node is simply an activity with other information
inside it or around it.
Activity Name
Activity # Person Responsible Estimated Duration
Below is an example of what one of our activity nodes might look like for Activity B.
Research potential
available locations
B James 5 days
To fill in this information, we need to know how long each activity will last or the estimated duration. How does
the project manager (PM) come up with estimated duration? The method can vary by PM and by
organization. In some cases, it is a guess by someone who is knowledgeable. For example, an information.
PMGT 510Principles of Project ManagementGroup Assign.docxstilliegeorgiana
PMGT 510
Principles of Project Management
Group Assignment 9
Part1
Staffing management is much the same as it sounds; it is an approach to deal with the staff on a team or project. The staffing management plan will state when work force will be dropped or added to the project or when they have finished their bit if they will be moved to another level of the project, or if their business is finished. A decent instrument to demonstrate this management plan is to utilize an asset histogram. This will outwardly put the staffing management intend to utilize. An obligation task network would be a decent method to appear and clear up the jobs and duties regarding errands expected to finish the project.
When performing resource leveling, it is helpful for the project manager to consult both the Critical path schedule and resource histogram.
The two techniques for compressing a schedule are:
First schedule compression approach is Fast Tracking. In fast-tracking schedule compression system, basic way exercises are performed in parallel rather than arrangement. This is conceivable just the exercises are not in required reliance. Since, if two exercises are relying upon one another essentially, you can't do these two exercises in parallel. For example, you can't begin testing of a screen before finishing advancement. If basic way exercises are relying upon one another due to asset reliance or if there is an optional reliance, you can fast track those exercises to finish remaining exercises faster.
Second schedule compression system is crashing. In crashing schedule compression strategy, there is an exchange off among expense and schedule. On the off chance that the extension is the equivalent and project is behind schedule, another alternative for compacting the schedule is putting additional assets on residual exercises of the project. In such a case that it is conceivable to appoint more than one asset on an action, movement span will diminish individually. This will total the project faster. In any case, since these additional assets were not in the underlying arrangement, there will be an extra expense if crashing is utilized for schedule compression.
When crashing a project schedule, describe the two criteria that are considered when considering which activities will be sped up.
First criteria: Since the critical path indicates the completion time, so choose the right activities for the critical path and is very important.
Second criteria: Some activities can speed up and some cannot, so knowing which activates are worth speed up this can minimize the daily cost and the overall spending.
Part 2: Project network/schedule -scheduling and compressing a schedule (30 points)
You’ve been asked to manage a project that includes conducting a two-week (10 working days) computer training class. Using the information in Table below, complete the following:
Activity
Immediate Predecessor
Normal Time (days)
Normal Cost
Crashed Time (days)
Crash ...
Project NameCommunication PlanOverviewEffective and .docxwkyra78
Project Name
Communication Plan
Overview
Effective and timely communication is a key element in project plan, as it is in the business world. Without knowing when and how to communicate important information, momentum lags and projects slowly unravel. A strategy covering routine and extraordinary circumstances helps key project personnel stay on track and coordinated.
For our course project’s communication plan, we will cover the scheduling of routine and ad-hoc meetings, and the flow of documents. Be creative and open minded because this subject is not covered in the textbook. Research, if needed, for further understanding. This document is in Doc Sharing for use as a template.
Example Of A Communication Plan
This plan is presented as two sub plans; one for meetings and one for documents.
MEETING PLAN
Project – “Project Name here”
WHAT
WHEN
WHERE
OWNER
ATTENDEES
Project Status Meetings
Ad-Hoc Meetings
Other – be specificDOCUMENT PLAN
Project – “Project Name here”
WHAT
DUE WHEN
METHOD OF DELIVERY
SENDER
RECEIVERS
Action Item Log
Meeting Agenda
Meeting Minutes
Other – be specific
Status Reports to Project Manager
Updates to Project Schedule
MS Project - Lesson #7 - Tracking Project Progress
Objectives - MS Project 2010
· Track the actual progress of tasks
· Updating a Project
· Compare baseline data to actual and scheduled data
· Viewing a Network Diagram
· Earned Value Overview
Once the project starts, it's time to begin tracking the actual progress of tasks and resources. Tracking is the process of gathering and entering task information into the schedule. You can track progress by entering all or some of the actual information.
In the previous lesson, we complete our scheduling and resource assignments. For this lesson, we will assume our project is underway and that several tasks have either finished or are partially finished. We will then determine if our project is behind or ahead of schedule.
Tracking Progress
Before we can begin tracking progress, the project schedule should be fully developed and a baseline plan should be set. Once work begins, progress should be tracked throughout the project. The more often we update the information, the easier it is to identify problems and take corrective action.
When actual information is entered, the project is automatically recalculated. For this reason, task progress should be entered starting at the top of the task list and continuing down the list.
There are three types of dates stored for each task:
Scheduled: Tasks that haven't started yet or are in progress.
Actual: Tasks that are in progress or are completed.
Baseline: Originally planned dates. These dates are used to compare the original plan with the actual dates and scheduled dates. Baseline dates do not change.
There are five types of actual data that can be entered in MS Project:
Actual start and finish dates
Percentage completion
Actual duration and remaining duration
Actual ...
Taming an Unruly Schedule with the 14 Point Schedule AssessmentAcumen
This paper discusses why the emerging 14 Point Schedule Assessment, developed by the Defense Contract Management Agency (DCMA), is fast becoming an established standard within the scheduling community across multiple industries.
Project TimeIST4055Chapter 6Now that you have the Sc.docxbriancrawford30935
Project Time
IST4055
Chapter 6
Now that you have the Scope and Work Breakdown Structures done, we address the other 2 aspects of the triple constraint – time and money.
Focus here is looking at the entire project, sequence the steps, and then cost them.
1
Importance of Project Schedules
Managers often cite delivering projects on time as one of their biggest challenges
Average time overrun from 1995 CHAOS report was 222%; improved to 84% in 2004 study; 74% in 2012 study; down to 51% in 2016
Time is the most precarious element of the triple constraint:
Time has the least amount of flexibility; it passes no matter what!
Scope and cost can be adjusted; time goes on regardless of what you do or don’t do.
Traditionally IT project managers have underestimated the amount of time needed to complete the tasks – they are overly confident in their abilities to get the job done and sometimes are too simplistic in their approach. You must be realistic in the time constraint. Note also that it might take you 10 hours, but you also may be working on other projects or doing daily operations too…..so time is how long and over what period of time – 10 hours spread over 60 hours.
Schedule issues are the main reason for conflicts on projects, especially during the second half of projects. So where are we now with time overruns?
2
Attitudes toward deadlines
Cultures have different attitudes about time
Individual Work Styles and Cultural Differences Cause Schedule Conflicts
3
One dimension Meyers-Briggs Type Indicator focuses on peoples’ attitudes toward structure and deadlines
Some people prefer schedules and deadlines while others do not
Difference cultures and countries have different attitudes about schedules/time
3
Time Robbers
Task rework
Calls, texts, e-mail
Land mail
Incomplete work
Lack of needed authority
Inefficient change procedures
Waiting on people
Day-to-day administration
Too many levels of review
Casual office conversations
Poorly run meetings
Micromanagement
Those activities that at first seem to be short and unobtrusive but when they are all added together can completely fill an entire work day
It is important to realize that some time increments can lead to major time wasters. This slide covers some time robbers that occur in your everyday work life.
In addition to the ones listed on the slide you can add
Poorly motivated or educated customers
Vague goals and objectives
Poor time management
Ill defined project scope
Company politics
Working on under-funded projects
4
Project Time Management
Activity Definition
Activity Sequencing
Project Time Management describes the processes and methods required to create and manage appropriate schedules to complete the project:
Activity Definition – identifies the lowest level of work on the WBS, “work packages”, that needs to be performed to create the finished product deliverable; An activity or task is an element of work normally found on the work breakdown structure (WBS) tha.
Module OverviewPERT stands for Program Evaluation and Review Tec.docxgilpinleeanna
Module Overview
PERT stands for Program Evaluation and Review Technique; CPM stands for the Critical Path Method. These are conceptually distinct, but are frequently taught together, as we’ll do here.
The PERT and CPM procedures have been greatly expanded and elaborated upon by the project management profession. These elaborations are essential when projects are vast and complicated, and they’re usually supported by equally elaborate computer apps. In this module, many of those elaborations are ignored. The emphasis will be on understanding basic principles. If you remember that much, when you’re working as a manager, then you’ll recognize situations in which PERT-CPM might be useful. Following that recognition, you can then go to the Web; either to review the PERT-CPM procedures or, more likely, to find and hire a consultant.
PERT-CPM is frequently taught as a project management tool. There, it’s used to determine the probable duration of a project, and its total cost. But PERT-CPM also valuable for the analysis of existing processes; not necessarily from beginning to end, but from one point in the process to another, further downstream. These two points may define the steps that you, as a manager, are examining as part of a continuous improvement initiative.
There are two big questions that PERT-CPM answers. The first is about task length—how long is something going to take, or analogously, how much is it going to cost? That’s answered by PERT. The second is about project length—given a series of interrelated tasks, how long will it take to get everything done? That’s answered by CPM.
Let’s jump into the discussion with some examples.
PERT
Your company is migrating to a new MIS. For your sins, you’ve been made the project officer. The CIO needs to know how many weeks it will take; in particular, she needs one number that she can present to the Board. “One number!” she tells you, waggling a manicured finger under your nose. “That’s one, O-N-E. Not a range, not a band, not some list of numbers along with a list of maybes and what-ifs. One number. And it had better be on target, or darn close.”
You convene a meeting of the company’s most experienced IT professionals, plus representatives from the vendor. Three different numbers are heard repeatedly; an optimistic time (“If everything goes right, we’ll be done in 3 weeks”), a pessimistic time (“But it could take as long as two months”) and a most likely time. (“Actually, though, I think six weeks would be a good guess.”) These numbers are helpful, but they’re not the single number the CIO wants from you.
You consider various options. Obviously, you could take an average of everyone’s most optimistic numbers, but that average would probably be wrong. You could average of the most pessimistic numbers, but that would probably result in wasted time, since the company would adjust its schedule to accommodate a project that would, in the end, not take as long as expected. You could average everyone’s ...
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
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Copyright2015.AMASelf-Study.
Allrightsreserved.Maynotbereproducedinanyformwithoutpermissionfromthepublisher,exceptfairusespermittedunderU.S.orapplicablecopyrightlaw.
EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 10/19/2019 3:57 PM via UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA - UNAD
AN: 1520886 ; Dobson, Michael Singer.; Successful Project Management : How to Complete Projects on Time, on Budget, and on Target
Account: ns145102.main.eds