时间项目管理指南_英文.doc

Tutorial - Project Time ManagementThis chapter covers key concepts related to Project Time Management.1. The knowledge area of Project Time Management consists of the following processes -Time Management ProcessesProcessProject PhaseKey DeliverablesDefine ActivitiesPlanningActivity List, Milestone listSequence ActivitiesPlanningProject Schedule network diagramsEstimate Activity ResourcesPlanningActivity resource requirements,Resource breakdown structureEstimate Activity DurationsPlanningActivity duration estimatesDevelop SchedulePlanningProject ScheduleControl ScheduleMonitoring and ControllingWork Performance measurements,Change Requests2. class=basic The Define Activities process has the following Inputs, Tools and Techniques and Outputs -Define Activities ProcessInputsTools and TechniquesOutputsScope baselineDecompositionActivity listEnterprise environmental factorsRolling wave planningActivity attributesOrganizational process assetsTemplatesMilestone listExpert judgment3. The Sequence Activities process has the following Inputs, Tools and Techniques and Outputs -Sequence Activities ProcessInputsTools and TechniquesOutputsProject scope statementPrecedence diagram method (PDM) or AONProject schedule network diagramsActivity ListApplying leads and lagsProject document updatesActivity attributesSchedule Network TemplatesMilestone listDependency determinationOrganizational process assets4. The Estimate Activity Resources process has the following Inputs, Tools and Techniques and Outputs -Estimate Activity Resources ProcessInputsTools and TechniquesOutputsActivity ListExpert judgmentActivity resource requirementsActivity attributesAlternative analysisResource breakdown structureResource calendarsPublished estimating dataProject document updatesEnterprise environmental factorsBottom-up estimatingOrganizational process assetsProject Management software5. The Estimate Activity Durations process has the following Inputs, Tools and Techniques and Outputs -Estimate Activity Durations ProcessInputsTools and TechniquesOutputsActivity listExpert judgmentActivity duration estimatesActivity attributesAnalogous estimatingProject document updatesActivity resource requirementsParametric estimatingResource calendarsThree-point estimatesProject scope statementReserve analysisEnterprise environmental factorsOrganizational process assets6. The Develop Schedule process has the following Inputs, Tools and Techniques, and Outputs-Develop Schedule ProcessInputsTools and TechniquesOutputsOrganizational process assetsSchedule network analysisProject ScheduleProject scope statementCritical path methodSchedule baselineActivity ListSchedule CompressionSchedule dataActivity attributesWhat-if scenario analysisProject document updatesProject Schedule Network diagramResource levellingActivity Resource requirementsCritical chain methodResource CalendarsScheduling toolActivity duration estimatesApplying calendarsProject Management Plan -Risk RegisterAdjusting Leads and LagsEnterprise environmental factors7. The Control Schedule process has the following Inputs, Tools and Techniques and Outputs -Control Schedule ProcessInputsTools and TechniquesOutputsProject management planPerformance reviewsWork performance measurementsProject scheduleVariance analysisOrganizational process assets updatesWork performance informationProject management softwareChange requestsOrganizational process assetsResource levelingProject management plan updatesWhat-if scenario analysisProject document updatesAdjusting leads and lagsSchedule compressionScheduling tool8. Bar charts (or Gantt charts) are used to display tasks and their dates in a graphical fashion. They are used to display information of the type task 1 is scheduled from date A to date B. Typically the date range is displayed in the X-axis and the tasks on the Y-axis. Bar charts do not show task dependencies. They are generally used to track progress and show to the team.9. Milestone charts are similar to bar charts but display only major events. They display major milestones (for example bridge design completed). They are used to report status to Management.10. Network diagrams are used to display activities and their dependencies. Network diagrams can be used to perform critical path analysis. Network diagrams can also be used to perform crashing and fast tracking of the project.There are two type of network diagrams -o Activities on Node (or Precedence)o Activities on Arrow (or AOA)Precedence is most commonly used. AON and AOA cannot have loops or conditional relationships.11. An activity in a network diagram is displayed as shown below.Activity nameclass=basicActivity NumberEstimate12. As an example -Documentation25 days13. In the above example Documentation is activity number 2 and is estimated to last 5 days.14. Precedence (or Activity on Node) diagrams can be used to display four type of relationship between activities. These areo Finish-To-Starto Start-To-Starto Start-To-Finisho Finish-To-FinishFinish-to-start relationship means the dependent activity cannot start until the first activity is finished. This is the most common way to represent relationships between activities.15. Activity on Array (AOA) network diagrams have the following characteristics.o AOA only uses Finish-To-Start relationship between tasks.o PERT and CPM can only be used with AOA.o Dummy events are shown with dotted lines. They do not take any time. They show dependencies between tasks.16. Longest path through the network diagram is called the critical path. The activities on the critical paths are called critical activities.17. Lags are inserted waiting times in between tasks. For example Task B cannot start until three days after task A completes.18. Slack or Float is the amount of time a task can be delayed without delaying the project. Tasks on the critical path have zero float.19. Critical Path Method (CPM) has the following characteristics.o It uses one time estimate per activityo It can be drawn only using AOA diagramso It can have dummy events20. Program Evaluation and Review Technique (PERT) has the following characteristics.o It uses three estimates per activity - optimistic, pessimistic and most l