A Guide to Project Management

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Unformatted text preview: NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 63 ACROYMNS LIST Chapter 5--Project Scope Management | 6.1 .2 Corrective action. Corrective action is anything done to bring expected future project performance in line with the project plan. .3 Lessons learned. The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from scope change control should be documented, so that this information becomes part of the historical database for both this project and other projects of the performing organization. .4 Adjusted baseline. Depending upon the nature of the change, the corresponding baseline document may be revised and reissued to reflect the approved change and form the new baseline for future changes. ment ment geE L geE PL P 64 NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST ACROYMNS LIST 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 Chapter 6 Project Time Management A Guide to the A Guide to the Project Time Management includes the processes required to ensure timely completion of the project. Figure 6-1 provides an overview of the following major processes in developing the project time schedule: 6.1 Activity Definition--identifying the specific activities that must be performed to produce the various project deliverables. 6.2 Activity Sequencing--identifying and documenting interactivity dependencies. 6.3 Activity Duration Estimating--estimating the number of work periods that will be needed to complete individual activities. 6.4 Schedule Development--analyzing activity sequences, activity durations, and resource requirements to create the project schedule. 6.5 Schedule Control--controlling changes to the project schedule. These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals, based on the needs of the project. Each process generally occurs at least once in every project phase. Although the processes are presented here as discrete elements with welldefined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3. On some projects, especially smaller ones, activity sequencing, activity duration estimating, and schedule development are so tightly linked that they are viewed as a single process (e.g., they may be performed by a single individual over a relatively short period of time). They are presented here as distinct processes because the tools and techniques for each are different. Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S 6.1 ACTIVITY DEFINITION Activity definition involves identifying and documenting the specific activities that must be performed to produce the deliverables and subdeliverables identified i...
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This document was uploaded on 09/27/2013.

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