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Unformatted text preview: happen no later than the completion of Project Plan Development, Section 4.1.) The project schedule may be presented in summary form (the master schedule), or in detail. Although it can be presented in tabular form, it is more often presented graphically, using one or more of the following formats: Project network diagrams with date information added (see Figure 6-5). These charts usually show both the project logic and the project's critical path activities (see Section 220.127.116.11 for more information on project network diagrams). 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 77 ACROYMNS LIST Chapter 6--Project Time Management Figure 66 | 18.104.22.168 Activity A Activity B Activity C Activity D Jun Jul Aug Sep Oct Nov Time
There are many other acceptable ways to display project information on a bar chart. ment ment Figure 66. Bar (Gantt) Chart geE L geE PL P Bar charts, also called Gantt charts (see Figure 6-6), show activity start and end dates, as well as expected durations, and sometimes show dependencies. They are relatively easy to read, and are frequently used in management presentations. Milestone charts (see Figure 6-7) are similar to bar charts, but only identify the scheduled start or completion of major deliverables and key external interfaces. .2 Supporting detail. Supporting detail for the project schedule includes at least documentation of all identified assumptions and constraints. The amount of additional detail varies by application area. For example: On a construction project, it will most likely include such items as resource histograms, cash-flow projections, and order and delivery schedules. On an electronics project, it will most likely include resource histograms only. Information frequently supplied as supporting detail includes, but is not limited to: Resource requirements by time period, often in the form of a resource histogram. Alternative schedules (e.g., best case or worst case, resource leveled or not, with or without imposed dates). Schedule contingency reserves (see Section 11.4). .3 Schedule management plan. A schedule management plan defines how changes to the schedule will be managed. It may be formal or informal, highly detailed or broadly framed, based on the needs of the project. It is a subsidiary element of the overall project plan (see Section 4.1). .4 Resource requirement updates. Resource leveling updates may have a significant effect on preliminary estimates of resource requirements. 78 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 Current Date Event
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