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06 PROJECT TIME MANAGEMENT
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- 16.1 Plan Schedule ManagementThe process of establishing the policies, procedures, and documentation
for planning, developing, managing, executing, and controlling the project schedule. - 26.2 Define ActivitiesThe process of identifying and documenting the specific actions to be performed
to produce the project deliverables - 36.3 Sequence ActivitiesThe process of identifying and documenting relationships among the project
activities. - 46.4 Estimate Activity ResourcesThe process of estimating the type and quantities of material, human
resources, equipment, or supplies required to perform each activity. - 56.5 Estimate Activity DurationsThe process of estimating the number of work periods needed to
complete individual activities with estimated resources. - 66.6 Develop ScheduleThe process of analyzing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule model. - 76.7 Control ScheduleThe process of monitoring the status of project activities to update project
progress and manage changes to the schedule baseline to achieve the plan. - 8A schedule model isa representation of the plan for executing
the project’s activities including durations, dependencies, and other planning information, used to produce project
schedules along with other scheduling artifacts. - 9Some of the better known scheduling methods includecritical path method (CPM) and critical chain method (CCM).
- 10Work packages are typically decomposed into smaller components calledactivities that represent the work effort
required to complete the work package. - 11Rolling wave planning isan iterative planning technique in which the work to be accomplished in the near term
is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration. - 12Activities, distinct from milestones, havedurations, during which the work of that activity is performed,
and may have resources and costs associated with that work. - 13A milestone is aA milestone is a significant point or event in a project
- 14Every activity and milestone except the first and last should beconnected to at least one predecessor with a
finish-to-start or start-to-start logical relationship and at least one successor with a finish-to-start or finish-tofinish
logical relationship - 15Logical relationships should be designed tocreate a realistic project schedule.
- 16The precedence diagramming method (PDM) is atechnique used for constructing a schedule model in which
activities are represented by nodes and are graphically linked by one or more logical relationships to show the
sequence in which the activities are to be performed. - 17Activity-on-node (AON) is onemethod of representing a
precedence diagram. This is the method used by most project management software packages. - 18Finish-to-start (FS).A logical relationship in which a successor activity cannot start until a predecessor
activity has finished. Example: The awards ceremony (successor) cannot start until the race (predecessor)
has finished. - 19Finish-to-finish (FF).A logical relationship in which a successor activity cannot finish until a predecessor
activity has finished. Example: Writing a document (predecessor) is required to finish before editing the
document (successor) can finish. - 20Start-to-start (SS).A logical relationship in which a successor activity cannot start until a predecessor
activity has started. Example: Level concrete (successor) cannot begin until pour foundation (predecessor)
begins. - 21Start-to-finish (SF).A logical relationship in which a successor activity cannot finish until a predecessor
activity has started. Example: The first security guard shift (successor) cannot finish until the second
security guard shift (predecessor) starts. - 22In PDM, finish-to-start is the mostcommonly used type of precedence relationship. The start-to-finish relationship
is very rarely used - 23Mandatory dependencies arethose that are legally or contractually required
or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such
as on a construction project, where it is impossible to erect the superstructure until after the foundation
has been built, or on an electronics project, where a prototype has to be built before it can be tested. - 24Mandatory dependencies are also sometimes referred toas hard logic or hard dependencies
- 25Discretionary dependencies aresometimes referred to as preferred logic,
preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best
practices within a particular application area or some unusual aspect of the project where a specific
sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies
should be fully documented since they can create arbitrary total float values and can limit later scheduling
options. When fast tracking techniques are employed, these discretionary dependencies should be
reviewed and considered for modification or removal. - 26External dependencies involve arelationship between project activities and
non-project activities. These dependencies are usually outside the project team’s control. For example,
the testing activity in a software project may be dependent on the delivery of hardware from an external
source, or governmental environmental hearings may need to be held before site preparation can begin
on a construction project. - 27Internal dependencies involve aprecedence relationship between project
activities and are generally inside the project team’s control. For example, if the team cannot test a
machine until they assemble it, this is an internal mandatory dependency. - 28A lead is the amount oftime whereby a successor activity can be advanced with respect to a predecessor
activity. - 29A lag is the amount oftime whereby a successor activity will be delayed with respect to a predecessor activity.
For example, a technical writing team may begin editing the draft of a large document 15 days after they begin
writing it. - 30A project schedule network diagram is agraphical representation of the logical relationships, also referred to as
dependencies, among the project schedule activities. - 31The Estimate Activity Resources process is closely coordinated withthe Estimate Costs process (Section 7.2).
- 32Bottom-up estimating is amethod of estimating project duration or cost by aggregating the estimates of the
lower-level components of the WBS. When an activity cannot be estimated with a reasonable degree of confidence,
the work within the activity is decomposed into more detail. The resource needs are estimated. These estimates
are then aggregated into a total quantity for each of the activity’s resources - 33Analogous estimating is atechnique for estimating the duration or cost of an activity or a project using
historical data from a similar activity or project. Analogous estimating uses parameters from a previous,
similar project, such as duration, budget, size, weight, and complexity, as the basis for estimating the same
parameter or measure for a future project.
Analogous
duration estimating is frequently used to estimate project duration when there is a limited amount of detailed
information about the project.
Analogous estimating is generally less costly and less time consuming than other techniques, but it is also
less accurate. - 34Parametric estimating isan estimating technique in which an algorithm is used to calculate cost or duration
based on historical data and project parameters. Parametric estimating uses a statistical relationship between
historical data and other variables (e.g., square footage in construction) to calculate an estimate for activity
parameters, such as cost, budget, and duration.
For example, if the assigned resource is capable of installing 25 meters of cable per hour, the duration required to install 1,000 meters is 40 hours. (1,000 meters divided by 25 meters per hour).
This technique can produce higher levels of accuracy depending upon the sophistication and underlying data
built into the model. Parametric time estimates can be applied to a total project or to segments of a project, in
conjunction with other estimating methods. - 35Schedule network analysis is atechnique that generates the project schedule model. It employs various analytical
techniques, such as critical path method, critical chain method, what-if analysis, and resource optimization
techniques to calculate the early and late start and finish dates for the uncompleted portions of project activities. - 36The critical path isthe sequence of activities that represents the longest path
through a project, which determines the shortest possible project duration. - 37The critical path method is used tocalculate the amount of scheduling
flexibility on the logical network paths within the schedule model. - 38The critical chain method (CCM) is aschedule method that allows the project team to place buffers on any
project schedule path to account for limited resources and project uncertainties - 39The critical chain method addsduration buffers that are non-work schedule activities to manage uncertainty
- 40• Resource leveling.A technique in which start and finish dates are adjusted based on resource constraints
with the goal of balancing demand for resources with the available supply - 41Resource Smoothing.A technique that adjusts the activities of a schedule model such that the
requirements for resources on the project do not exceed certain predefined resource limits. - 42• What-If Scenario AnalysisWhat-if scenario analysis is the process of evaluating scenarios in order
to predict their effect, positively or negatively, on project objectives. - 43Crashing.A technique used to shorten the schedule duration for the least incremental cost by adding
resources. - 44Fast tracking.A schedule compression technique in which activities or phases normally done in sequence
are performed in parallel for at least a portion of their duration. - 45A schedule baseline is theapproved version of a schedule model that can be changed only through formal
change control procedures and is used as a basis for comparison to actual results.
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- PMP PMP - All Chapters Fichas sobre 06 PROJECT TIME MANAGEMENT, creado por miguelabascal el 11/07/2013.
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