ch06 - Chapter6: ProjectTimeManagement

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Chapter 6: Project Time Management Information Technology Project Management, Fourth Edition
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2 Information 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.
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3 Information 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.
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4 Information 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).
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5 Information 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 Conflict Intensity Schedules Priorities Manpower Technical opinions Procedures Cost Personality conflicts Average Total Conflict
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6 Information 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.
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7 Information 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
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ch06 - Chapter6: ProjectTimeManagement

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