02-Key Definitions .pdf

Activity sequencing 62 1 inputs a activity list b

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Activity Sequencing (6.2) 1. Inputs a. Activity List b. Product description Product characteristics often affect activity sequencing. c. Mandatory dependencies Those dependencies which are inherent in the nature of the work being done. They often involve physical limitations. Also called hard logic. d. Discretionary dependencies Those dependencies that are defined by the project management team. Also called soft logic. e. External dependencies
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Those dependencies that are involve a relationship between project activities and non- project activities. f. Constraints g. Assumptions 2. Tools and Techniques a. Precedence diagramming method (PDM) Method of constructing a project network diagram using nodes to represent the activities and connecting them with arrow that show the dependencies. Also called activity-on-node (AON). Four types of dependencies: 1) Finish-to-start “From” activity must finish before the “to” activity can start . (Most common) 2) Finish-to-finish “From” activity must finish before the “to” activity can finish . 3) Start-to-start “From” activity must start before the “to” activity can start . 4) Start-to-finish “From” activity must start before the “to” activity can finish . (Rarely used) b. Arrow diagramming method (ADM) Method of constructing a project network diagram using arrows to represent the activities and connecting them at nodes to show the dependencies. (AOA). Uses only finish-to-start activities and may require the use of dummy activities. c. Conditional diagramming methods Allows for non-sequential activities such as loops or conditional branches; neither are used by first two methods. d. Network templates Standardized networks can be used to expedite the preparation of project network diagrams. Subnets are especially useful where project includes several identical or nearly identical features. 3. Outputs a. Project network diagram A schematic display of the project’s activities and the logical relationships (dependencies) among them. Often incorrectly called a PERT chart. b. Activity list updates Preparation of the project network diagram may reveal instances where an activity must be redefined in order to diagram the correct logical relationships. Activity Duration Estimating (6.3) 1. Inputs a. Activity list b. Constraints c. Assumptions
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d. Resource requirements The duration of most activities will be significantly influenced by the resources assigned to them. e. Resource capabilities The duration of most activities will be significantly influenced by the capabilities of the humans and material resources assigned to them. f. Historical information Following sources may be available for review: 1) Project files 2) Commercial duration estimating databases 3) Project team knowledge 2. Tools and Techniques a. Expert judgment Expert judgment guided by historical information should be used whenever possible. b. Analogous estimating Also called top-down estimating, which uses the actual duration of a previous, similar activity as the basis for estimating the duration of a future activity.
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