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Centro de Estudos e Sistemas Avançados do Recife

Centro de Estudos e Sistemas Avançados do Recife. PMBOK - Chapter 6 Project Time Management. Contents. Introduction to Project Time Management Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Schedule Control Glossary.

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Centro de Estudos e Sistemas Avançados do Recife

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  1. Centro de Estudos e Sistemas Avançados do Recife PMBOK - Chapter 6 Project Time Management

  2. Contents • Introduction to Project Time Management • Activity Definition • Activity Sequencing • Activity Duration Estimating • Schedule Development • Schedule Control • Glossary

  3. Introduction to Project Time Management • Includes the processes required to ensure timely completion of the project. • The major processes in developing the project time schedule are: • Activity Definition • Activity Sequencing • Activity Duraton Estimating • Schedule Development • Schedule Control

  4. Activity Definition • Activity Definition • Identifying and documenting the specific activities that must be performed to produce the various project derivables and subderivables identified in the WBS • Inputs to Activity Definition • Work Breakdown structure • Scope statement • Historical information • Constrants • Assumptions • Expert judgment • Tools and Techniques for Activity Definition • Decomposition • Templates

  5. Activity Definition (cont.) • Outputs from Activity Definition • Activity list • Supporting detail • Work breakdown structure update

  6. Activity Sequencing • Definition • Identifying and documenting interactivity logical relationships. • Inputs to Activity Sequencing • Activity list • Product description • Mandatory dependencies • Discretionary dependencies • External dependencies • Milestones • Tools and Techniques for Activity Sequencing • Precedence diagramming method (PDM) (fig 6-2) • Arrow diagramming method (ADM) (fig 6-3) • Conditional diagramming methods • Network templates

  7. Activity Sequencing (cont.) • Outputs from Activity Sequencing • Project network diagrams (fig 6-2 and fig 6-3) • Activity list updates

  8. Activity Duration Estimating • Definition • Taking information on the project scope and resources and then developing durations for input to schedules • Inputs to Activity Duration Estimating • Activity list • Constraints • Assumptions • Resource requirements • Resource capabilities • Historical information • Identified risks

  9. Activity Duration Estimating(cont.) • Tools and Techniques for Activity Duration Estimating • Expert judgment • Analogous estimating • Quantitatively based durations • Reserve time (contingency) • Outputs from Activity Duration Estimating • Activity duration estimates • Basis of estimates • Activity list updates

  10. Schedule Development • Definition • Determining start and finish dates for project activities • Inputs to Schedule Development • Project network diagrams • Activity duration estimates • Resource requirements • Resource poll description • Calendars • Constraints • Assumptions • Leads and lags • Risk management plan • Activity atributes

  11. Schedule Development (cont.) • Tools and Techniques for Schedule Development • Mathematical analysis • Critical Path Method (CPM) • Graphical Evaluation and Review Technique (GERT) • Program Evaluation and Review Technique (PERT) (fig 6-4) • Duration compression • Simulation • Resource leveling heuristics • Project management software • Coding structure

  12. Schedule Development (cont.) • Outputs from Schedule Development • Project Schedule • Project network diagrams with date information added (fig 6-5) • Bar Charts or Gantt charts (fig 6-6) • Milestone charts (fig 6-7) • Supporting detail • Schedule management plan • Resource requirement updates

  13. Schedule Control • Definition • Controlling changes to the project schedule • Inputs to Schedule Control • Project schedule • Performance reports • Change requests • Schedule management plan • Tools and Techniques for Scope Change Control • Schedule change control system • Performance measurement • Additional planning • Project management software • Variance analysis

  14. Schedule Control (cont.) • Outputs from Scope Change Control • Schedule updates • Corrective action • Lessons learned

  15. Decomposition = Refinements Mandatory dependencies = Hard logic Discretionary dependencies =Preferred logic, Preferential logic, soft Logic Milestones Precedence diagraming method (PDM) Activity-on-node (AON) Arrow diagraming method (ADM) Activity-on-arrow (AOA) Critical Path Method (CPM) Grafical Evaluation and Review Technique (GERT) Program Evalutation and Revew Technique (PERT) Top-down estimating Reserve, contigency or buffer Schedule baseline Revisions Glossary

  16. Centro de Estudos e Sistemas Avançados do Recife PMBOK - Chapter 6 Project Time Management

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