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Unformatted text preview: ded to meet the project's goals.
4.4.4 Reporting Techniques Summary data about a schedule is usually
described in Gantt charts. A good example of a Gantt
chart is shown in Figure 13. (See sidebar on Gantt chart
features.) Another type of output format is a table that
shows the float and recent changes in float of key
activities. For example, a project manager may wish to
know precisely how much schedule reserve has been
consumed by critical path activities, and whether
reserves are being consumed or are being preserved in
the latest reporting period. This table provides
information on the rate of change of schedule re serve.
4.4.5 Resource Leveling Good scheduling systems provide capabilities to
show resource requirements over time, and to make
adjustments so that the schedule is feasible with respect
to resource constraints over time. Resources may
include workforce level, funding profiles, important
facilities, etc. Figure 14 shows an example of an
unleveled resource profile. The objective is to move the
start dates of tasks that have float to points where the
resource profile is feasible. If that is not sufficient, then
the assumed task durations for resource-intensive
activities should be reexamined and, accordingly, the
resource levels changed.
4.5 Budgeting and Resource Planning Budgeting and resource planning involves the
establishment of a reasonable project baseline budget,
and the capability to analyze changes to that baseline
resulting from technical and/or schedule changes. The
project's WBS, baseline schedule, and budget should be
viewed by the system engineer as mutually dependent,
reflecting the technical content, time, and cost of
meeting the project's goals and objectives.
The budgeting process needs to take into
account whether a fixed cost cap or cost profile exists.
When no such cap or profile exists, a baseline budget is
developed from the WBS and network schedule. This
specifically involves combining the project's workforce
and other resource nee...
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