《项目管理概论》（英文版）chapter 4 Project Time Management

IT Project managemEnt opIc Project Time Management INSTRUCTOR: SHU LIU HIIT SCHOOL OF SOFTWARE Fa12005 All rights reserved

Topic: Project Time Management IT Project Management INSTRUCTOR: SHU LIU HIT SCHOOL OF SOFTWARE Fall 2005 All rights reserved

IT Project management outline Importance of project Schedules a Project Time management Process Activity Definition a Activity sequencing Activity duration estimating Schedule development Schedule control Project T ime Management

Project Time Management 2 Outline ◼ Importance of Project Schedules ◼ Project Time Management Process ◼ Activity Definition ◼ Activity sequencing ◼ Activity duration estimating ◼ Schedule development ◼ Schedule control IT Project Management

Importance of Project Schedules Managers often cite delivering projects on time as one of their biggest challenges a Average time overrun from 1995 CHAOS report was 222%, improved to 63% in 2001 study a Time has the least amount of flexibility; it passes no matter what Schedule issues are the main reason for conflicts on projects, especially during the second half ofprojects Project T ime Management

Project Time Management 3 Importance of Project Schedules ◼ Managers often cite delivering projects on time as one of their biggest challenges ◼ Average time overrun from 1995 CHAOS report was 222%; improved to 63% in 2001 study ◼ Time has the least amount of flexibility; it passes no matter what ◼ Schedule issues are the main reason for conflicts on projects, especially during the second half of projects

Conflict Intensity Over the Life of a Project 0.40 0.35 0.30 口 Schedules 50.25 AverageOPriorities Total Conflict 口 Manpower 0.20 口 Technical opinions ■ Procedu 0.15 口cost ■ Personality confiicts 60.10 0.05 0.00 Early Phases Middle Phases End Pha ases Formation Project Time Management

Project Time Management 4 Conflict Intensity Over the Life of a Project 0.00 0.05 0.10 0.15 0.20 0.25 0.30 0.35 0.40 Project Formation Early Phases Middle Phases End Phases Conflict Intensity Schedules Priorities Manpower Technical opinions Procedures Cost Personality conflicts Average Total Conflict

Project Time Management processes a Project time management involves the processes required to ensure timely completion of a project a Processes include Activity definition Activity sequencing Activity duration estimating Schedule development Schedule control Project T ime Management 5

Project Time Management 5 Project Time Management Processes ◼ Project time management involves the processes required to ensure timely completion of a project. ◼ Processes include: ◼ Activity definition ◼ Activity sequencing ◼ Activity duration estimating ◼ Schedule development ◼ Schedule control

aCtivity Definition Where do schedules come from? Defining Activities Project schedules grow out of the basic document that Initiate a project Project charter includes start and end dates and budget information Scope statement and WBs help define what will be done ctivity definition involves developing a more detailed wbs and supporting explanations to understand all the work to be done Project T ime Management

Project Time Management 6 Where Do Schedules Come From? Defining Activities ◼ Project schedules grow out of the basic document that initiate a project ◼ Project charter includes start and end dates and budget information ◼ Scope statement and WBS help define what will be done ◼ Activity definition involves developing a more detailed WBS and supporting explanations to understand all the work to be done

aCtivity Definition Activity Definition Input Output 1. WBS 2. Scope Statement 3. Historicalinfo 1. AllActivities 4. Constraints 2. Detailed description 5. Assumptions 3. Revised wbs Project T ime Management

Project Time Management 7 Activity Definition Input 1. WBS 2. Scope Statement 3. Historical info. 4. Constraints 5. Assumptions Output 1. All Activities 2. Detailed description 3. Revised WBS

aCtivity Sequencing Ctivity Sequencing Involves reviewing activities and determining dependencies a Mandatory dependencies: inherent in the nature of the work, hard logic Discretionary dependencies: defined by the project team; soft logic External dependencies: involve relationships between project and non-project activities Project T ime Management

Project Time Management 8 Activity Sequencing ◼ Involves reviewing activities and determining dependencies ◼ Mandatory dependencies: inherent in the nature of the work; hard logic ◼ Discretionary dependencies: defined by the project team; soft logic ◼ External dependencies: involve relationships between project and non-project activities

r Activity Sequence ing Project Network Diagrams a Project network diagrams are the preferred technique for showing activ Ity sequencing a a project network diagram is a schematic display of the logical relationships among,or sequencing of, project activities Arrow Diagramming Method (ADM) a Precedence Diagramming Method(PDM) Project T ime Management

Project Time Management 9 Project Network Diagrams ◼ Project network diagrams are the preferred technique for showing activity sequencing ◼ A project network diagram is a schematic display of the logical relationships among, or sequencing of, project activities ◼ Arrow Diagramming Method (ADM) ◼ Precedence Diagramming Method (PDM)

r Activity Sequence ing Arrow Diagramming Method (ADM) a Also called activity-on-arrow(AOa) project network diagrams Activities are represented by arrows Nodes or circles are the starting and ending points of activities 2 C E 5 B Project T ime Management 10

Project Time Management 10 Arrow Diagramming Method (ADM) ◼ Also called activity-on-arrow (AOA) project network diagrams ◼ Activities are represented by arrows ◼ Nodes or circles are the starting and ending points of activities 1 2 3 4 5 A B C D E