A Guide to Project Management

Estimating the number of work periods required to

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Unformatted text preview: Constraints Assumptions Leads and lags Risk management plan Activity attributes Outputs .1 Project schedule .2 Supporting detail .3 Schedule management plan .4 Resource requirement updates A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 73 ACROYMNS LIST Chapter 6--Project Time Management ment ment geE L geE PL P 6.4.1 Inputs to Schedule Development .1 Project network diagrams. Project network diagrams are described in Section .2 Activity duration estimates. Activity duration estimates are described in Section .3 Resource requirements. Resource requirements are described in Section .4 Resource pool description. Knowledge of what resources will be available at what times and in what patterns is necessary for schedule development. For example, shared or critical resources can be especially difficult to schedule since their availability may be highly variable. The amount of detail and the level of specificity in the resource pool description will vary. For example, one need only know that two consultants will be available in a particular time frame for preliminary schedule development of a consulting project. The final schedule for the same project, however, identifies which specific consultants will be available. .5 Calendars. Project and resource calendars identify periods when work is allowed. Project calendars affect all resources (e.g., some projects will work only during normal business hours, while others will work a full three shifts). A five-day workweek is an example of calendar usage. Resource calendars affect a specific resource or category of resources (e.g., a project team member may be on vacation or in a training program; a labor contract may limit certain workers to certain days of the week). .6 Constraints. Constraints are factors that will limit the project management team's options. There are two major categories of time constraints considered during schedule development: Imposed dates--imposed dates on activity starts or finishes can be used to restrict the start or finish to occur either no earlier than a specified date or no later than a specified date. While all four date constraints are typically available in project management software, the "Start No Earlier Than" and the "Finish No Later Than" constraints are the most commonly used. Typical uses of date constraints include such situations as a market window on a technology project, weather restrictions on outdoor activities, government-mandated compliance with environmental remediation, delivery of material from parties not represented in the project schedule, etc. Key events or major milestones--completion of certain deliverables by a specified date may be requested by the project sponsor, the project customer, or other stakeholders. Once scheduled, these dates b...
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This document was uploaded on 09/27/2013.

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