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Unformatted text preview: then developing durations for input to schedules. The inputs for the estimates of duration typically originate from the person or group on the project team who is most familiar with the nature of a specific activity. The estimate is often progressively elaborated, and the process considers the quality and availability of the input data. Thus, the estimate can be assumed to be progressively more accurate and of known quality. The person or group on the project team who is most familiar with the nature of a specific activity should make, or at least approve, the estimate. Estimating the number of work periods required to complete an activity will often require consideration of elapsed time as well. For example, if "concrete curing" will require four days of elapsed time, it may require from two to four work periods, based on a) which day of the week it begins, and b) whether or not weekend days are treated as work periods. Most computerized scheduling software will handle this problem by using alternative work-period calendars. Overall project duration may also be estimated using the tools and techniques presented here, but it is more properly calculated as the output of schedule development (described in Section 6.4). The project team can consider the project duration a probability distribution (using probabilistic techniques) or as a singlepoint estimate (using deterministic techniques). A Guide to the A Guide to the Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL
Inputs .1 .2 .3 .4 .5 .6 .7 Activity list Constraints Assumptions Resource requirements Resource capabilities Historical information Identified risks MP AM SA S
Tools & Techniques
.1 Expert judgment .2 Analogous estimating .3 Quantitatively based durations .4 Reserve time (contingency) Outputs
.1 Activity duration estimates .2 Basis of estimates .3 Activity list updates 6.3.1 .1 .2 .3 Inputs to Activity Duration Estimating Activity list. The activity list is described in Section 126.96.36.199. Constraints. Constraints are described in Section 188.8.131.52. Assumptions. Assumptions are described in Section 184.108.40.206. An example would be reporting periods for the duration of the project that could dictate maximum durations, i.e., two reporting periods. .4 Resource requirements. Resource requirements are described in Section 220.127.116.11. The duration of most activities will be significantly influenced by the resources assigned to them. For example, two people working together may be able to 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 71 ACROYMNS LIST Chapter 6--Project Time Management 18.104.22.168 | 6.4 ment ment geE L geE PL P complete a design activity in half the time it takes either of them individually, while a person working half time on an activity will generally take at least twice as mu...
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This document was uploaded on 09/27/2013.
- Fall '13
- The American