A Guide to Project Management

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Unformatted text preview: ecome expected and often may be moved only with great difficulty. Milestones may also be used to indicate interfaces with work outside of the project. Such work is typically not in the project database, and milestones with constraint dates can provide the appropriate schedule interface. .7 Assumptions. See Section 4.1.1.5. .8 Leads and lags. Any of the dependencies may require specification of a lead or a lag to accurately define the relationship. An example of a lag: there might be a desire to schedule a two-week delay (lag) between ordering a piece of equipment and installing or using it. An example of a lead, in a finish-to-start dependency with a ten-day lead: the successor activity starts ten days before the predecessor has completed. .9 Risk management plan. The risk management plan is discussed in 11.1.3. .10 Activity attributes. Attributes of the activities--including responsibility (i.e., who will perform the work), geographic area or building (where the work has to be performed), and activity type (i.e., summary or detailed)--are very important for 6.4.1 | 6.4.2.3 74 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 further selection and sorting of the planned activities in a convenient way for the users. WBS classification is also an important attribute that allows useful activity ordering and sorting. 6.4.2 Tools and Techniques for Schedule Development .1 Mathematical analysis. Mathematical analysis involves calculating theoretical early and late start and finish dates for all project activities without regard for any resource pool limitations. The resulting dates are not the schedule, but rather indicate the time periods within which the activity could be scheduled given resource limits and other known constraints. The most widely known mathematical analysis techniques are: Critical Path Method (CPM)--calculates a single, deterministic early and late start and finish date for each activity based on specified, sequential network logic and a single duration estimate. The focus of CPM is calculating float to determine which activities have the least scheduling flexibility. The underlying CPM algorithms are often used in other types of mathematical analysis. Graphical Evaluation and Review Technique (GERT)--allows for probabilistic treatment of both network logic and activity duration estimates (i.e., some activities may not be performed at all, some may be performed only in part, and others may be performed more than once). Program Evaluation and Review Technique (PERT)--uses a weighted average duration estimate to calculate activity durations. Although there are surface differences, PERT differs from CPM primarily in that it uses the distribution's mean (expected value) instead of the most likely estimate originally used in CPM (see Figure...
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This document was uploaded on 09/27/2013.

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