SAB7#63_Analysis Diagram Red

Mind Map by , created over 4 years ago

Mind Map on SAB7#63_Analysis Diagram Red, created by anahi2306 on 08/12/2015.

Tags No tags specified
Created by anahi2306 over 4 years ago
Chemistry unit 2
GCSE Maths Quiz: Ratio, Proportion & Measures
Andrea Leyden
Introduction to the Atom
Derek Cumberbatch
GCSE AQA Physics 2 Circuits
Lilac Potato
An Inspector Calls - Quotes and Context
James Holder
Spanish Conversation Phrases
IB Economics SL: Macroeconomics
Han Zhang
Korean Grammar Basics
Eunha Seo
USA and Vietnam (1964-1975) - Part 1
Lewis Appleton-Jones
Attachment - Psychology - Flash Cards
Megan Price
SAB7#63_Analysis Diagram Red
1 Network diagram and activity duration estimates are completed
2 Schedule model


  • Approved Realistic Formal
3 Critical path method


  • Critical path have zero float
3.1 Involves determine the longest path (critical path), the earlier and latest an activity can start (and be completed)
3.2 Critical path: helps to prove how long the project will take, where to focus your efforts, provides a vehicle to compress the scehdule, shows which activities have float
3.3 Near Critical Path
3.3.1 It's the closest in length to the critical path, this could be critical during the project
3.4 Float (slack)
3.4.1 Total float or slack: is the amount of time an activity can be delayed without delaying the project
3.4.2 Free float or slack: is the amount of time an activity can be delayed without delaying the early start date of its sucessor
3.4.3 Project float: is the amount of time a Project can be delayed without delaying the externally imposed Project completion date
3.4.4 Start Float = Late Start -Early Start Finish Float= Late Finish -Early Finish You have to completed the forward pass and then the backward pass
4 Schedule compression
4.1 Technique used in project management to create output faster without changing the actual scope of a project. Sometimes, there is a tangible benefit to significantly shortening the project timeline
4.2 Fast tracking
4.2.1 This technique involves taking crtical path activities that were originally planned in a series and doing them instead in parallel for some or all of their duration. Often results in rework , usually increases risk, and requieres more attention to comunication.
4.3 Crashing
4.3.1 This technique adding or adjusting resources in order to compress the Schedule while maintaining the original Project scope . REsults in increased costs and may increase risk. Its trades time for money..
5 Modeling
5.1 Montecarlo Analysis
5.1.1 This technique uses computer to simulate the outcome of a Project based on the three points estimates (optimistic, pessimistic and most likely. This technique is more accurate tha other methods because it simulates the actual details of the Project and calculates probability.
5.1.2 Can help deal with path convergence , thus adding risk to the Project.
6 Resource optimization
6.1 Resource leveling
6.1.1 Lengthens the Schedule and increases cost in order to deal with a limited amount of resources, resources availability and resources constraints. Allows level peaks and valleys of the Schedule.
6.2 Resource Smooting
6.2.1 Resources are leveled only within the limits of the float of their actvities , so the completation of activities are not delayed.