6 - Time=most valuable resource in a project, stakeholders...

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Time=most valuable resource in a project, stakeholders expect you to deliver on time, projects are time sensitive, budgets can’t be met if project is over scheduled time Time Management Processes Enable you to: estimate duration and identify resources needed Schedule management plan – scheduling methodologies and tools (depends on process assets and tools), sets format and criteria o PERT network diagram, Gantt charts, lists of milestones o Project schedule: lists project activities and human resources 6 processes: o Define Activities – use WBS, results in basic activity list (planning) o Sequence Activities – map relationships and sequences (Planning) o Estimate Activity Resources (planning) o Estimate Durations (planning) o Develop Schedule (planning) o Triple Constraint model – relationship between scope, cost and schedule – used in Control Schedule process Define Activities= closely linked to Create WBS process, breaks work packages into activities Inputs: scope baseline (WBS, dictionary, scope statement), enterprise factors, organizational process assets 4 tools: o Decomposition = subdividing project work packages into activities o rolling wave =progressive elaboration planning where work to be accomplished is planned in detail and future work is planned at a higher level of WBS o templates = standard activity list from previous project, can be used to identify typical milestones o expert judgment Outputs: o Activity list = table that links an activity to the work package of the WBS and briefly describes work required for activity, comprehensive list of all schedule activities that must be completed Includes activity ID, WBS ID, name and description Role: track activities, name and describe activities Enables you to track progress of activities and the team responsible o Activity attributes = contains more attributes than those in the activity list Includes activity ID, WBS ID, name and description Resource requirements (HR, materials), location level and nature of effort – discrete (activity can be performed by one person in a fixed amount of time) or apportioned (work can’t be easily divided into measurable parts) constraints and assumptions 2 functions: inputs to sequence activities process Predecessor activities – happen before activity (seeking approval) Successor activities – happen after (printing)
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Logical relationships – most common is finish to start Leads and lags – allow successor activities to be accelerate by enabling them to be started and completed sooner, lags are delays Imposed dates – dates PM can’t control o Milestone list = becomes part of project management plan, establishes based on requirements documentation, identifies critical points If outcome is essential = mandatory milestone “zero duration” event – critical points in schedule, not activities
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This note was uploaded on 11/30/2011 for the course MGT 411 taught by Professor Purvis during the Summer '10 term at Clemson.

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6 - Time=most valuable resource in a project, stakeholders...

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