This document discusses various aspects of project schedule management. It begins by defining activities and sequencing them using logical relationships and precedence diagramming. It then addresses estimating activity resources, durations, and developing the schedule using critical path and critical chain methods. The document emphasizes keeping the schedule realistic and controlling the schedule through performance reviews and other techniques.
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Quand le commercial propose un déploiement le week-end sans que le
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Estimate Activity Resources
• For each activity
– What resource ? (person, materiel…)
– What quantity ?
– Availability ?
Closely coordinated
with the “estimate
costs” process
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Estimate Activity Durations
• Do not include any lags
• May include some indication of the range of possible
results
2 weeks +/- 2 days
15% probability of exceeding 3 weeks
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Critical path method
• Definitions
– Early Start (ES)
– Early Finish (EF)
– Late Start (LS)
– Late Finish (LF)
– Total Float : flexibility
• Calculates
– the shortest time necessary
– the float
Task
duration
ES EF
LS LF
Forward pass
Backward pass
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Critical path method
• Critical path method
1. Calculate the Forward Pass
2. Calculate the Backward Pass
3. Calculate the Float
Activities with zero Float are on the critical path