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Unformatted text preview: er the task's client budget, control budget, or forecast resources should be used for resource leveling. Consequently, even modern scheduling systems often have to be used iteratively. It is important to understand that the success of a project is more dependent on the work sequencing than on the mechanical production of start and end dates by an automated scheduling tool. The time-phased budget encapsulates the total project plan in a simple, easy-to-understand graph. The time-phased budget plays a fundamental role in all of project performance evaluation and productivity measurement. Another, somewhat less important, but useful, purpose for scheduling is to determine the critical path that we discuss in Chapter 7. Many project schedulers will no doubt disagree with this assessment, because they believe the most important project management function is to keep attention and effort focused on accomplishing those tasks on the critical path. But on large projects there is usually not such a thing as a critical path. Depending on your viewpoint, there is either a ''critical subnet" or a family of critical paths. In the mid- 1960s, the author developed a (possibly the first) automated scheduling system that sorted all the different "critical paths" by criticality (total slack time) and plotted each family of a given criticality in a different color on a scrolling multipen plotter. Within each family there can be multiple paths with the same slack time. On these large projects, the decision on which critical path to work on becomes blurred since the majority of the tasks are on some critical path. In such cases, the Schedule Performance Chart (introduced in Chapter 4) is often a better measure of schedule performance than is the critical path (s). Scheduling often proves to be a low-level, time-consuming activity that requires the effort of a scheduling team, even with capable scheduling tools. Scheduling is an activity that can consume excessive resources when team members engage in it prior to doing the upfront thinking that is required for effective project planning. This is why our approach to project management is a top-down approach that begins with developing a WBS, rather than preparing a task list . Figure 2-18 shows a schedule for the Foundation control package prepared using Microsoft Project. This includes all the tasks in the Siteprep, Forms, Rebar, and Concrete work packages. From this schedule, it can be seen that the start and end dates for these work packages can be determined from the start and end dates of the tasks they contain. Clearly, the start date for a work package is the earliest task start date for all the tasks contained in the package. Similarly, the work package finish date is the latest task finish date for all the tasks contained in the package. For the moment, assume that the start and end dates in Figure 2- 18 are the start and end dates for our example project. Since they are difficult to determine precisely from Figure 2 these dates have been recorded explicitly i...
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This note was uploaded on 01/11/2011 for the course ACC 9 taught by Professor Yeetan during the Spring '10 term at Sunway University College.
- Spring '10