PM Ch6
• PERT weighted average
(optimistic time + 4X most likely time + pessimistic time)/6
What are the basic reasons for creating dependencies among project activities? Describe each.
. Mandatory dependencies
•Define activities as the basis for developing project schedules
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List and briefly describe the main processes involved in project time management?
1. Activity definition. 2. Activity sequencing. 3. Activity resource. 4. Activity duration. 5. Schedule development, 6. Schedule control
Critical Chain Scheduling
An important concept in critical chain scheduling, is the availability of scarce resources. Some projects cannot be done unless a particular resource, is available to work on one or several tasks. For example, if a television station wants to produce a show centered around a particular celebrity, it must first check the availability of that celebrity.
How is the critical path calculated?
Calculating the critical path involves adding the durations for all activities on each path through the network diagram. The longest path is the critical path. The critical path shows the shortest time in which a project can be completed.
What is Critical Chain Scheduling?
Critical chain scheduling is a method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date.
• start-to-start dependency
a relationship on a project network diagram in which the "from" activity cannot start until the "to" activity starts
• start-to-finish dependency
a relationship on a project network diagram where the "from" activity cannot start before the "to" activity is finished
• SMART criteria
guidelines to help define milestones that are specific, measurable, assignable, realistic, and time-framed
•activity sequencing
identifying and documenting the relationships between project activities
•activity definition
identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
• Murphy's Law
if something can go wrong, it will
•activity attributes
information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity
• discretionary dependencies
sequencing of project activities or tasks defined by the project team and used with care since they may limit later scheduling options
• mandatory dependencies
sequencing of project activities or tasks that are inherent in the nature of the work being done on the project
• external dependencies
sequencing of project activities or tasks that involve relationships between project and non-project activities
• duration
the actual amount of time worked on an activity plus elapsed time
• slack
the amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date; also called float
• free slack (free float)
the amount of time an activity can be delayed without delaying the early start of any immediately following activities
• total slack (total float)
the amount of time an activity may be delayed from its early start without delaying the planned project finish date
• schedule baseline
the approved planned schedule for the project
• effort
the number of workdays or work hours required to complete a task
• multitasking
when a resource works on more than one task at a time
• burst
when a single node is followed by two or more activities on a network diagram
• merge
when two or more nodes precede a single node on a network diagram
• forward pass
a network diagramming technique that determines the early start and early finish dates for each activity
• Program Evaluation and Review Technique (PERT)
a project network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates
• critical path method (CPM) or critical path analysis
a project network analysis technique used to predict total project duration
•backward pass
a project network diagramming technique that determines the late start and late finish dates for each activity in a similar fashion
• finish-to-finish dependency
a relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be finished
• finish-to-start dependency
a relationship on a project network diagram where the "from" activity must be finished before the "to" activity can be started
• fast tracking
a schedule compression technique in which you do activities in parallel that you would normally do in sequence
• network diagram
a schematic display of the logical relationships or sequencing of project activities
• milestone
a significant event that normally has no duration on a project; serves as a marker to help in identifying necessary activities, setting schedule goals, and monitoring progress
• Gantt chart
a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format; sometimes referred to as bar charts
•activity list
a tabulation of activities to be included on a project schedule
• feeding buffers
additional time added before tasks on the critical path that are preceded by non-critical-path tasks
• schedule development
analyzing activity sequences, activity duration estimates, and resource requirements to create the project schedule
Schedule development
involves analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule. Outputs include a project schedule, schedule model data, a schedule baseline, requested changes, and updates to resources requirements, activity attributes, the project calendar, and the project management plan.
1. What is the first step, in project time management?
Activity definition
2. What is the most common type, of task dependency?
Finish-to-start
Theory of Constraints
For the system to attain any significant improvements, that constraint must be identified, and the whole system must be managed with it in mind.
critical path analysis.
The longest path or path containing the critical tasks is what is driving the completion date for the project. You are not finished with the project until you have finished all the tasks.
Critical Chain Scheduling
As another example, if a particular piece of equipment is needed full time, to complete each of two tasks that were originally planned to, occur simultaneously, critical chain scheduling acknowledges that you must either delay one of those tasks until the equipment is available or find another piece of equipment in order to, meet the schedule. Other important concepts related to critical chain scheduling include multitasking, and time buffers.
Importance of Project Schedules
Importance of Project Schedules
critical path analysis.
It is the longest path through the network diagram and has the least amount of slack or float. Slack or float is the amount of time an activity may be delayed without delaying a succeeding activity or the project finish date. There are normally several tasks done in parallel on projects, and most projects have multiple paths through a network diagram.
Chapter 6 discusses another very important knowledge area and part of the triple constraint, — project time management.
Key concepts in this chapter include developing project schedules, creating network diagrams and Gantt charts, critical chain scheduling, and pert, PERT.
Mandatory dependencies
Mandatory dependencies are inherent in the nature of the work being performed on a project. They are sometimes referred to as hard logic. For example, you cannot test code until after the code is written.
Importance of Project Schedules
Many projects are completed late. Schedule issues cause the most conflicts in projects. Students can often relate to the challenges of time constraints because many of them are juggling work, school, families, and so on. Discuss the importance of developing and adhering to realistic schedules to improve project time management. The "Media Snapshot" section provides a good example of how people often rally at the end of a project to get the most important work done, but people should try to follow a realistic schedule throughout the life of a project.
Describe critical path analysis.
Many projects fail to meet schedule expectations. Critical path method (CPM), —also called critical path analysis, —is a network diagramming technique used to predict total project duration. This important tool will help you combat project schedule overruns. A critical path for a project, is the series of activities that determine the earliest time by which the project can be completed.
What is a network diagram?
Network diagrams are the preferred technique for showing activity sequencing. A network diagram is a schematic display of the logical relationships among, or sequencing of, project activities. Some people refer to network diagrams as project schedule network diagrams or PERT charts. The network diagram represents activities that must be done to complete the project. It is not a race to get from the first node to the last node. Every activity on the network diagram must be completed in order for the project to finish. Not every single item on the WBS needs to be on the network diagram.
What formats exist for creating network diagrams?
The activity-on-arrow (AOA) approach or the arrow diagramming method (ADM) is a network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities. A node is simply the starting and ending point of an activity. The first node signifies the start of a project, and the last node represents the end of a project.
3. What is the critical path on a project?
The critical path is the series of activities in a project network diagram that determines the earliest completion date of the project. See other definitions in the text.
• Precedence Diagramming Method (PDM)
a network diagramming technique in which boxes represent activities
Chapter 6
Time
Activity sequencing
involves identifying and documenting the relationships between project activities. The main outputs of this process include a project schedule network diagram, requested changes, and updates to the activity list and attributes.
Activity definition
involves identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables. An activity or task is an element of work normally found on the work breakdown structure (WBS) that has an expected duration, a cost, and resource requirements. The main outputs of this process are an activity list, activity attributes, milestone list, and requested changes.
• resources
people, equipment, and materials
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. External dependencies
•Use a Gantt chart for planning and tracking schedule information, find the critical path for a project, and describe how critical chain scheduling, and the Program Evaluation, and Review Technique (PERT) affect schedule development
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4. What is PERT?
PERT is a project network analysis technique, that is used to estimate project duration, when there is a high degree of uncertainty, about the individual activity duration estimates.
• Theory of Constraints (TOC)
a management philosophy that states that any complex system at any point in time often has only one aspect or constraint that is limiting its ability to achieve more of its goal
• slipped milestone
a milestone activity that is completed later than planned
•activity-on-arrow (AOA) or arrow diagramming method (ADM)
a network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities
• probabilistic time estimates
duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations instead of using one specific or discrete estimate
Activity resource
estimating involves estimating how many resources—people, equipment, and materials—a project team should use to perform project activities. The main outputs of this process are activity resource requirements, a resource breakdown structure, requested changes, and updates to activity attributes and resource calendars.
Activity duration
estimating involves estimating the number of work periods that are needed to complete individual activities. Outputs include activity duration estimates and updates to activity attributes.
•activity duration estimating
estimating the number of work periods that are needed to complete individual activities
• critical path
the series of activities in a network diagram that determines the earliest completion of the project; it is the longest path through the network diagram and has the least amount of slack or float
.
Discretionary dependencies
Discretionary dependencies
Discretionary dependencies are defined by the project team. For example, a project team might follow good practice and not start the detailed design of a new information system until the users sign off on all of the analysis work. Discretionary dependencies are sometimes referred to as soft logic and should be used with care since they may limit later scheduling options.
External dependencies
External dependencies involve relationships between project and non-project activities. The installation of a new operating system and other software may depend on delivery of new hardware from an external supplier. Even though the delivery of the new hardware may not be in the scope of the project, you should add an external dependency to it because late delivery will affect the project schedule.
• Parkinson's Law
work expands to fill the time allowed
Many people view project time management as one of the most important and unique aspects of project management. Project time management involves the processes that are required to ensure the timely completion of a project. This chapter includes many terms, tools, and techniques that are unique to project management. Stress the importance of understanding and studying this chapter, particularly if students plan to take the PMP or Project+ exams.
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•Describe how project management software can assist in project time management and review words of caution before using this software
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•Describe how project managers use network diagrams and dependencies to assist in activity sequencing
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•Discuss how reality checks and discipline are involved in controlling and managing changes to the project schedule
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•Explain how various tools and techniques help project managers perform activity duration estimating
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•Understand the importance of project schedules and good project time management.
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•Understand the relationship between estimating resources and project schedules.
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What is the formula you use, when using PERT?
The PERT weighted averages formula is = [optimistic time, plus 4 x most likely time, plus pessimistic time,] Diveded by 6.
What is the Theory of Constraints?
The Theory of Constraints (TOC) is a management philosophy developed by Eliyahu M. Goldratt, and discussed in his books, The Goal and Critical Chain. The Theory of Constraints, is based on the fact that, like a chain with its weakest link, any complex system, at any point in time often has only one aspect, or constraint that limits its ability to achieve more of its goal.
How is the critical path calculated?
To find the critical path for a project, you must first develop a good network diagram, which, in turn, requires a good activity list based on the WBS. Once you create a network diagram, you must also estimate the duration of each activity to determine the critical path.
• Tracking Gantt chart
a Gantt chart that compares planned and actual project schedule information
• resource breakdown structure
a hierarchical structure that identifies the project's resources by category and type
• critical chain scheduling
a method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion date
• crashing
a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost
• dummy activities
activities with no duration and no resources used to show a logical relationship between two activities in the arrow diagramming method of project network diagrams
• project buffer
additional time added before the project's due date
• buffer
additional time to complete a task, added to an estimate to account for various factors
•activity
an element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements; also called task
• three-point estimate
an estimate that includes an optimistic, most likely, and pessimistic estimate
• late finish date
the latest possible time an activity can be completed without delaying the project finish date
• late start date
the latest possible time an activity may begin without delaying the project finish date
•baseline dates
the planned schedule dates for activities in a Tracking Gantt chart
• project time management
the processes required to ensure timely completion of a project
• schedule control
controlling and managing changes to the project schedule
• dependency
the sequencing of project activities or tasks; also called a relationship
• node
the starting and ending point of an activity on an activity-on-arrow diagram
Schedule control
involves controlling and managing changes to the project schedule. Outputs include performance measurements, requested changes, recommended corrective actions, and updates to the schedule model data, the schedule baseline, organizational process assets, the activity list and attributes, and the project management plan.
• early finish date
the earliest possible time an activity can finish based on the project network logic
• early start date
the earliest possible time an activity can start based on the project network logic
