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Managing Project Scheduling - Project Management - Lecture Slides, Slides of Project Management

Managing Project Scheduling, Project Activities, Estimating Their Duration, Scheduling Activities, Project Time, Project Technical Constraints, Safety or Efficiency Considerations, Environmental Politics, Availability, Completion are some points from Project Management lecture.

Typology: Slides

2011/2012

Uploaded on 12/21/2012

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Introduction to Project
Management
Chapter 6
Managing Project Scheduling
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Download Managing Project Scheduling - Project Management - Lecture Slides and more Slides Project Management in PDF only on Docsity!

Introduction to Project

Management

Chapter 6

Managing Project Scheduling

What is Project Scheduling?

 The process of:  defining project activities  determining their sequence  estimating their duration

 Scheduling activities are part of project time management

Scheduling Process Steps

  1. Creating a work breakdown structure (WBS) to identify required project components
  2. Defining the activities needed to complete each of these components
  3. Determining the most efficient sequencing order of these components

Schedule Development & Usage

 Schedule developed during initiation or planning stage

 Followed and updated during the execution stage

 Used for project tracking during control stage

Project Schedule Modifications

 Why?

 Business environment changes  Internal – change of strategic objectives  External – reaction to competitor actions

 New technologies become available

 Reaction to unforeseen events

Cone of Uncertainty

Ten Unmyths of Project Estimation (cont.)

  1. Productivity is an accurate indicator of project duration
  2. System size can be determined by the projected number of lines of code
  3. Function points can be used to determine system size
  4. Assigning more resources will speed up development of system
  5. A defect-free system is possible given adequate time

Project Scheduling

 Impacted by:

 Technologies  New and sophisticated software  Advancements in networking and web capabilities

 Team processes  Resource availability  Resource allocation  Resource assignment

 Scheduling creation and execution  Developed early  Followed/monitored/changed throughout project  Assist in determination of progress

Work Breakdown Structure

(WBS)

 Illustrates project scope

 Describes project subcomponents as:

 Activities (verbs) – “install new plumbing” or

  • Deliverables (noun) – “new plumbing”

In-Class Quiz

 Compare and contrast a Product

Breakdown Structure (PBS) and a

Work Breakdown Structure (WBS).

 Define decomposition.

WBS Inputs

 Project scope management plan

 Project scope statement

 Identifies deliverables  Major steps required to complete the project

 Experience with similar past projects

 Organizational process assets

 Guidelines, organizational policies, procedures

WBS Techniques

 Decomposition participation includes:  Project team  Customers  Subject matter experts  Major project deliverables identified  Codes assigned to each WBS component  Level 0 - project itself  Level 1 - major deliverables  Level 2 - individual components of each deliverable  Etc.  Final level – work package docsity.com

Three Decomposition Approaches

 Top-Down – traditional method

 Bottom-up – used for unique projects

 Rolling Wave – greater decomposition occurs as project components becomes more defined over time

Rolling Wave Planning