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1、UTS CRICOS 00099FSession#6Project Schedule ManagementaFrom Objectives to PlanProject Scope,Time and Cost Management1ObjectivesWBSResources IdentificationSequencingCost CalculationTimeline,milestonesCritical PathResourcing PlanBudgetScheduleEstimationCost IdentificationEffort EstimateDuration Estimat
2、eProject Schedule Management Project Schedule Management includes the processes required to manage the timely completion of the projectProject Scope,Time and Cost Management2Plan Schedule Management Plan Schedule Management is the process of establishing the policies,procedures,and documentation for
3、 planning,developing,managing,executing,and controlling the project scheduleProject Scope,Time and Cost Management3Define Activities Define Activities is the process of identifying and documenting the specific actions to be performed to produce the project deliverablesProject Scope,Time and Cost Man
4、agement4Activity Definition WBS to Work PackagesProject Scope,Time and Cost Management5Activity List and Attributes The activity list includes the schedule activities required on the project Activity attributes extend the description of the activity by identifying multiple components associated with
5、 each activityThe unique activity identifier(ID),WBS ID,and activity label or nameActivity descriptions,predecessor activities,successor activities,logical relationships,leads and lags,resource requirements,imposed dates,constraints,and assumptionsProject Scope,Time and Cost Management6Sequence Acti
6、vities Sequence Activities is the process of identifying and documenting relationships among the project activitiesProject Scope,Time and Cost Management7Precedence Diagramming Method The precedence diagramming method(PDM)is a technique used for constructing a schedule model in which activities are
7、represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performedWhat activity must be completed immediately before this activity?These activities are called predecessor activitiesWhat activity must be completed imme
8、diately following this activity?These activities are called successor activitiesWhat activity can occur while this activity is taking place?This is known as a concurrent or parallel relationshipProject Scope,Time and Cost Management8Activity-on-Node FundamentalsProject Scope,Time and Cost Management
9、9Relationship TypesProject Scope,Time and Cost Management10Basic Rules in Developing Project Networks Networks typically flow from left to right An activity cannot begin until all of its predecessor activities are completed Arrows indicate precedence and arrows can cross over each other Identify eac
10、h activity with a unique number;usually this number is greater than its predecessors Looping is not allowed Conditional statements are not allowed Its common to use start and finish nodesProject Scope,Time and Cost Management11Activity 2-4 Exercise:Draw a Project network for the below activitiesProj
11、ect Scope,Time and Cost Management12Complete NetworkProject Scope,Time and Cost Management13Estimate Activity Durations Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resourcesProject Scope,Time and Cost Man
12、agement14Three-point Estimates Most likely(tM).This estimate is based on the duration of the activity,given the resources likely to be assigned,their productivity,realistic expectations of availability for the activity,dependencies on other participants,and interruptions Optimistic(tO).The duration
13、based on analysis of the best-case scenario Pessimistic(tP).The duration based on analysis of the worst-case scenario The expected duration(tE).tE=(tO+4 X tM+tP)/6Project Scope,Time and Cost Management15Duration Estimates Duration estimates are quantitative assessments of the likely number of time p
14、eriods that are required to complete an activity,a phase,or a project.For example:A range of 2 weeks 2 days,which indicates that the activity will take at least 8 days and not more than 12(assuming a 5-day work week)A 15%probability of exceeding 3 weeks,which indicates a high probability85%that the
15、activity will take 3 weeks or lessProject Scope,Time and Cost Management16Example Activity TimeProject Scope,Time and Cost Management17Develop Schedule Develop Schedule is the process of analysing activity sequences,durations,resource requirements,and schedule constraints to create a schedule model
16、for project execution and monitoring and controllingProject Scope,Time and Cost Management18Translate Time to NetworkProject Scope,Time and Cost Management19Forward Pass-Earliest Times A forward pass through the network determines the earliest times each activity can start and finishHow soon can the
17、 activity start?(early start=ES)How soon can the activity finish?(early finish=EF)How soon can the project finish?(expected time=ET)Project Scope,Time and Cost Management20Forward Pass Computation The earliest start time(ES)for the initial activity in a project is“time zero”The ES of an activity is
18、equal to the latest early finish time of the activities preceding it The EF of an activity is equal to its ES plus the duration required to perform the activity Add activity times along each path in the network(ES+Duration=EF)Carry the early finish(EF)to the next activity where it becomes its early
19、start(ES)The next succeeding activity is a merge activity,in which case the largest EF of all preceding activities is selectedProject Scope,Time and Cost Management21Forward PassProject Scope,Time and Cost Management22Backward Pass-Latest Times A backward pass through the network determines the late
20、st time each activity can start and finish without delaying completion of the project How late can the activity start?(late start=LS)How late can the activity finish?(late finish=LF)Which activities represent the critical path(CP)How long can an activity be delayed(Slack=SL)Project Scope,Time and Co
21、st Management23Backward Pass Computation When there is no buffer,the latest finish time(LF)or the final activity in a project is equal to its EF as determined by the forward pass The LF for any other activity is equal to the earliest LS of the activities directly following(or succeeding)it The LS of
22、 an activity is equal to the its LF minus the time(duration)required to perform the activity Subtract activity times along each path in the network(LF-Duration=LS)Carry the late start(LS)to the next activity where it becomes its late finish(LF)When the next preceding activity is a burst activity,the
23、 smallest LF of all succeeding activities is selectedProject Scope,Time and Cost Management24BackwardPassProject Scope,Time and Cost Management25Determining Slack(or Float)Slack(or Float):the amount of time an activity can be delayed without delaying connected successor activitiesIf slack in an acti
24、vity on a path is used,the ES of all activities that follow in that chain will be delayed and their slack reduced.Use of slack should therefore be coordinated with all participants in the activities that follow in that chain Total Slack:the amount of time an activity can be delayed without delaying
25、the entire project The critical path is the network path(s)that has(have)the least slack in common normally zeroProject Scope,Time and Cost Management26Node Network with SlackProject Scope,Time and Cost Management27Significance of Float With more critical activities in the network,the risk of managi
26、ng the project and keeping it on schedule is high Float can be used to re schedule delayed non critical activities Float can also be used to re schedule non critical activities to achieve a better resource utilisation From a commercial perspective if the client delays a critical activity,the contrac
27、tor has a legitimate claim for extension of time and cost.However,the delay of a non critical activity,which causes a loss of float,may or may not entitle the contractor to make a legitimate claimProject Scope,Time and Cost Management28Completed Project NetworkProject Scope,Time and Cost Management2
28、9Critical Path Critical Path:Sequence of activities where float=zero Critical path is the longest path in the project network and shows the shortest duration of the project Determines the overall project duration ImplicationsAny slippage of a task on the critical path will delay project completionSi
29、milarly early completion of a task will bring forward the completion date Most project management software programs do these calculations automatically based on the same inputs as used in the development of a project networkProject Scope,Time and Cost Management30A Typical Gantt Chart Enables users
30、to compare actual,ground-level performance against what was planned Key benefits from Gantt charts include:To monitor work in progressTo enable thinking in terms of speeding up future tasks,while there is still time,in order to achieve the projects deadlineProject Scope,Time and Cost Management31Control Schedule Control Schedule is the process of monitoring the status of the project to update the project schedule and managing changes to the schedule baselineProject Scope,Time and Cost Management32Monitoring Time PerformanceProject Scope,Time and Cost Management33