Quản trị kinh doanh - Chapter 7: Project time management

CHAPTER 7Project Time ManagementDeveloping the Project Schedule The project schedule is a chart that graphically depicts the sequence, interdependencies and start and finish times of the project.The project schedule also depicts the activities to enable the identification of the critical path.The project schedule allows for tracking time variances when the project is being executed.From Work Package To NetworkActivity-on-Node (AON) FundamentalsA = SequencesB = BurstC = MergeD = Parallel6–4Sequence the ActivitiesAdd the DurationsCarry out the Forward PassMaximum of Preceding Activities Carry out the Backward Pass Minimum of Succeeding Activities  Calculate the Slack or FloatIdentify the Critical PathFree slack exampleIdentify the Critical Path (cont.) The longest path through the activity  network that allows for the completion of all project-related activities. The shortest expected time in which the entire project can be completed. Delays on the critical path will delay completion of the entire project.Extended Network Techniquesto Come Closer to RealityLadderingUnder the standard finish-to-start relationship, when an activity has a long duration and will delay the start of an activity immediately following it, the activity can be broken into segments.The network can be drawn using a laddering approach so the following activity can begin sooner and not delay the work. Example of Laddering Using Finish-to-start RelationshipExtended Network Techniques to Come Close to Reality (Cont.)LagA lag directs a successor activity to be delayed.LeadA lead allows acceleration of a successor activity.Hammock ActivitiesAn activity that spans a segment of a project.Duration of hammock activities is determined after the network plan is drawn.Hammock activities are used to aggregate sections of the project to facilitate getting the right amount of detail for specific sections of a project.6–15Common Gantt Chart RelationshipsMoving the AON to a Project Schedule(See following slides)Finish-to-Start Relationship (FS)Start-to-Start RelationshipFinish-to-Finish Relationship  Air Control Project—Gantt Chart Options for Accelerating Project CompletionWhen resources are not constrainedCrashing The most common method for shortening project time is to assign additional staff and equipment (resources) to activities (crashing the project schedule) Outsourcing project workScheduling overtimeDo it twice, fast and then correctly Options for Accelerating Project Completion (cont.)When resources are constrainedFast tracking Sometimes it is possible to rearrange the logic of the project network so that critical activities are done in parallel (concurrently) rather than sequentiallyCritical-chain project managementReducing project scopeCompromising quality Options for Accelerating Project Completion (cont.)When cost is the issue Reduce project scopeHave the owner take on more responsibilityOutsource activities or the whole projectBrainstorm cost-savings optionsResource Allocation MethodsProject Scope IntegrationKey TermsactivityActivity-on-Arrow (AOAActivity-on-Node (AON)burst activityconcurrent engineeringcrashingcritical pathdanglerfast-trackingfree slackGantt charthammock activityheuristicladderinglag relationshiplagslevellingmerge activityparallel activity parallel/sequence activitiespathresource-constrained projectresource-constrained schedulingresource smoothingsensitivityslack/float (total) splittingtime-constrained project