Chap 5

Activity List Milestone List

Project schedule Network Diagrams

• Activity Resources Requierments
• Resource Breakdown Structure

Activity Duration Est.

• Project schedule
• Schedule Baseline

Defines a low level of WBS detail for immediate work to be accomplished while future work WBS is at a high level of decomposition untile it is soon to be started.

• Decompose work packages into activities and milestones.
• Establish the network diagram.
• Determine the resources needed for the project.
• Determine activity durations.
• Integrate activity components into a schedule.
• Deal with schedule changes and updates.

A constraint that MUST be completed before subsequent items can start.

A constraint that SHOULD be completed but is not absolutely required to be completed before subsequent items can start.

A constraint put in place by something external to the project team or organization.

Graphical Evaluation Review Technique. Uses feedback loops or multiple passes - usually a noise answer.

A delay between activities. Used where there is some type of constraint in which something must wait before it can continue. Example: time for paint to dry.

Accelerant of an activity. You use Lead when something can begin before its predecessor is totally complete.

Compare to previous project.

Can be create quickly but lacks detail such as individual piece estimates.

Individual itemas are estimated and summed up for the total.

Has detail and accuracy but can take a long time and the team could pad the estimate to compensate for unknowns.

Parameters around which the estimate is built. Cost per unit of work/material etc.

Can be done quickly and usually accurate

Individual items are estimated, them summed for total cost.

Usually accurate and can include what-is scenerios. However ramp-up time and costs associated with setup can be high.

• Program Evaluation Review Technique. Uses 3 estimates per activity:
• P=Pessimistic, R=Realistic ("M" most likely) & O=Optimistic
• PERT can be used to calculate time or cost.

(O + P + 4R) / 6

(P - O)/6

((P - O)/6)**2

Uses a straight average (O + P + R)/3

Plans for unknowns or contingency.

Contail all required activities, an identifier for each activity and detailed scope of work description for each activity.

Representation of schedule activities that denote start and end dates and duration of each activity.

Visual representation of network logic and scheduling, Typlically contain date info for critical path activites and are formatted as activity-on-node or logic bar chart

• The longest path on the network diagram.
• It has NO slack but can change as the project evolves.
• There can be multiple critical paths.
• It has the greatest project risk.
• The project end date could be delayed if anything on the critical path has a problem.

Usually involves putting more people/resources on critical path tasks.

Analyzing the network diagram and sequencing of activities to accelerate the compleation of work by adjusting the sequence of tasks. Typically used to determine if some tasks can be started sooner. Can increase risk.