Flashcards
6. Time Management
Cards in this deck (18)
- 1Schedule Management PlanIncludes:
- Scheduling methodology and software to be used.
- How to estimate.
- Establish a schedule baseline for measuring (part of M&C).
- Planning for how the schedule variances will be managed.
- Formats used. - 2Define ActivitiesDecomposing work parckages into the activities required.
- 3Rolling Wave PlanningUsed when the project has too many unknown components to break it down. So, you can plan to HIGHER LEVEL, wait until the project work has begun, and then plan to LOWER LEVELS.
- 4MilestonesSignificant events within the project schedule WITHOUT duration.
- 5Network DiagramSequence of activities and milestones. It shows dependencies. If duration are added, we can calculate the CRITICAL PATH.
- 6Methods to Draw Network Diagrams- Precedence Diagramming Methods (PMI) or Activity-On-Node (AON)
1.1 Finish-to-Start
1.2 Start-to-Start
1.3 Finish-to-Finish (in paralell)
1.4 Start-to-Finish
- Graphical Evaluation and Review Technique (GERT) (computer simulation) - 7Types of Dependencies for activities- Mandatory Dependency (Hard Logic)
- Discretionary Dependency (Preferred, Preferential, or Soft Logic)
- External Dependency
- Internal Dependency - 8Leads and LagsLead: When you can start an activity before another one.
Lag: You need to wait. - 9Resource Breakdown Structure (RBS)Shows the resources to be used, organized by their category and type (PEOPLE, tools, materials, equipment,...)
pg: 206 - 10Estimate Activity DurationsDefine --> Sequence --> Requirements --> Time Durations
- 11Techniques for time estimating1. One-point Estimating
2. Analogous Estimating (Top-Down)
3. Parametric Estimating
4. Three-point Estimating (Optimistic, Likely, Pessimistic)
Triangular Distribution (Single Average) = (O+P+M)/3
Beta Distribution(Weighted Average) = (P+4M+O)/6
Beta Activity Standard Deviation = (P-B)/6
Range of the Estimate: Beta Distribution +- Beta Activity
5. Group Decision Making
6. Reserve Analysis
- Contingency Analysis and Mgmt Reserves - 12Schedule Network AnalysisTechniques to create the final schedule.
- Critical Path Method
- Schedule Compression
- Modeling
- Resource Optimization
- Critical Chain Methods - 13Critical Path Method- Critical Path
- Near-critical Path
- Float (Slack)
3.1 Total Float (Slack)
3.2 Free Float (Slack)
3.3 Project Float (Slack) - 14Schedule Compression- Fast Tracking (more risk)
- Crashing (more resources and higher cost) - 15Resource Optimization- Resource Leveling
- Resource Smoothing (resources are leveled only within the limits of the float of their activities) - 16Critical Chain MethodsAnother method to develop a formal schedule:
- Network + Critical Path --> Build buffers for resource limitations. - 17Project SchedulePrevious planning processes + Schedule Network Analysis
- Network Diagram
- Milestone Charts
- Bar Charts (Gantt Charts) - 18Control ScheduleSchedule forecast, changes to the schedule baseline or schedule management plan, and changes to any other part of the project during the M&P process.
Information
- Description
- Certificado PMP (Dirección de Proyectos) Dirección de Proyectos Flashcards on 6. Time Management, created by Finanzas Propias on 29/09/2016.
- Created by
- Finanzas Propias
- Views
- 3
- Rating