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Unformatted text preview: acilitate its use by other project management processes. Supporting detail should always include documentation of all identified assumptions and constraints. The amount of additional detail varies by application area. .3 Work breakdown structure updates. In using the WBS to identify which activities are needed, the project team may identify missing deliverables, or may determine that the deliverable descriptions need to be clarified or corrected. Any such updates must be reflected in the WBS and related documentation, such as cost estimates. These updates are often called refinements and are most likely when the project involves new or unproven technology. ment ment 6.2 ACTIVITY SEQUENCING
Activity sequencing involves identifying and documenting interactivity logical relationships. Activities must be sequenced accurately to support later development of a realistic and achievable schedule. Sequencing can be performed with the aid of a computer (e.g., by using project management software) or with manual techniques. Manual techniques are often more effective on smaller projects and in the early phases of larger ones when little detail is available. Manual and automated techniques may also be used in combination.
Activity list Product description Mandatory dependencies Discretionary dependencies .5 External dependencies .6 Milestones .1 .2 .3 .4 geE L geE PL P Tools & Techniques
.1 Precedence diagramming method (PDM) .2 Arrow diagramming method (ADM) .3 Conditional diagramming methods .4 Network templates Outputs
.1 Project network diagrams .2 Activity list updates 6.2.1 Inputs to Activity Sequencing .1 Activity list. The activity list is described in Section 188.8.131.52. .2 Product description. The product description is discussed in Section 184.108.40.206. Product characteristics often affect activity sequencing (e.g., the physical layout of a plant to be constructed, subsystem interfaces on a software project). While these effects are often apparent in the activity list, the product description should generally be reviewed to ensure accuracy. .3 Mandatory dependencies. Mandatory dependencies are those that are inherent in the nature of the work being done. They often involve physical limitations. (On a construction project, it is impossible to erect the superstructure until after the foundation has been built; on an electronics project, a prototype must be built before it can be tested.) Mandatory dependencies are also called hard logic. 68 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 Start D B C Finish E F Figure 62. Network Logic Diagram Drawn Using the Precedence Diagramming Method .4 Discretionary dependencies. Discretionary dependencies are those that are defined by the project management team. They should be used with care (a...
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