Will be at a high level hence may be inefficiencies and missing links Can be fine tuned for perfect automatic scheduling Identifying resources Probably need to assign groups of people to deliver high-level tasks collectively Can accurately assign individual people to individual tasks Telling people what to do Probably insufficient detail - you will be relying on "word of mouth" Should all be in the plan Tracking progress Low effort but possibility of issues being hidden High effort - but accurate May be usable without summarisation Will need to be summarised for reporting purposes It is hard to judge the optimum approach.
Estimate project costs and schedules. Establish a dependable project control and monitoring system. Tools Project management is a challenging task with many complex responsibilities.
Fortunately, there are many tools available to assist with accomplishing the tasks and executing the responsibilities. Some require a computer with supporting software, while others can be used manually. Project managers should choose a project management tool that best suits their management style.
No one tool addresses all project management needs. Both of these project management tools can be produced manually or with commercially available project management software. Both charts display the total project with all scheduled tasks shown in sequence.
Activity Sequencing (section ) explains how the project’s activities, milestones, and approved changes are used as inputs to the activity sequencing process, while the tools for developing the outputs are described, including the project schedule network diagram, updated activity and milestone lists include various network diagramming techniques, such as precedence diagramming method (PDM. PROJECT SMART is the project management resource that helps managers at all levels improve their performance. We provide an important knowledge base for those involved in managing projects of all kinds. With weekly exclusive updates, we keep you in touch with the latest project management thinking. A Network Diagram is a graphical way to view tasks, dependencies, and the critical path of your project. Boxes (or nodes) represent tasks, and dependencies show up as lines that connect those boxes. After you’ve switched views, you can add a legend, customize how your boxes appear, and print your Network Diagram.
The displayed tasks show which ones are in parallel, those tasks that can be performed at the same time. The activities are the tasks of the project. The milestones are the events that mark the beginning and the end of one or more activities. Determine the proper sequence of activities.
This step may be combined with 1 above since the activity sequence is evident for some tasks. Other tasks may require some analysis to determine the exact order in which they should be performed. Construct a network diagram. Using the activity sequence information, a network diagram can be drawn showing the sequence of the successive and parallel activities.
Arrowed lines represent the activities and circles or "bubbles" represent milestones. Estimate the time required for each activity. Weeks are a commonly used unit of time for activity completion, but any consistent unit of time can be used.
A distinguishing feature of PERT is it's ability to deal with uncertainty in activity completion times. For each activity, the model usually includes three time estimates: Optimistic time - the shortest time in which the activity can be completed.
Most likely time - the completion time having the highest probability. Pessimistic time - the longest time that an activity may take. From this, the expected time for each activity can be calculated using the following weighted average: Determine the critical path.
The critical path is determined by adding the times for the activities in each sequence and determining the longest path in the project. The critical path determines the total calendar time required for the project.
The amount of time that a non-critical path activity can be delayed without delaying the project is referred to as slack time.
If the critical path is not immediately obvious, it may be helpful to determine the following four times for each activity: The earliest start and finish times of each activity are determined by working forward through the network and determining the earliest time at which an activity can start and finish considering its predecessor activities.
The latest start and finish times are the latest times that an activity can start and finish without delaying the project. LS and LF are found by working backward through the network. The difference in the latest and earliest finish of each activity is that activity's slack.
The critical path then is the path through the network in which none of the activities have slack.
The variance in the project completion time can be calculated by summing the variances in the completion times of the activities in the critical path. Given this variance, one can calculate the probability that the project will be completed by a certain date assuming a normal probability distribution for the critical path.
The normal distribution assumption holds if the number of activities in the path is large enough for the central limit theorem to be applied. Update the PERT chart as the project progresses. As the project unfolds, the estimated times can be replaced with actual times.
In cases where there are delays, additional resources may be needed to stay on schedule and the PERT chart may be modified to reflect the new situation.Note: and older issues are only available kaja-net.com files.
On most versions of windows you must first save these files to your local machine, and then unblock the file in order to read it. To unblock a file, right click on it, and select properties, and then select the ‘unblock’ button.
Project scheduling tools and techniques used in develop schedule process are not just important only for the PMP exam. But also very important for every project manager to understand these concepts and implement these project scheduling tools and techniques in their projects.
A project plan, according to the Project Management Body of Knowledge (PMBOK), is: " a formal, approved document used to guide both project execution and project kaja-net.com primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among project stakeholders, and document approved scope, cost, and schedule baselines.
PROJECT SMART is the project management resource that helps managers at all levels improve their performance. We provide an important knowledge base for those involved in managing projects of all kinds.
With weekly exclusive updates, we keep you in touch with the latest project management thinking. A Network Diagram is a graphical way to view tasks, dependencies, and the critical path of your project. Boxes (or nodes) represent tasks, and dependencies show up as lines that connect those boxes.
After you’ve switched views, you can add a legend, customize how your boxes appear, and print your Network Diagram. Glossary – Guide to the Project Management Body of Knowledge (PMBOK® Guide) Third Edition. A. Accept. The act of formally receiving or acknowledging something and regarding it as being true, sound, suitable, or complete.