Documentos de Académico
Documentos de Profesional
Documentos de Cultura
(M4)
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Introduction Define and sequence activities 3 and optimization Scheduling representation Resource Allocation Cost Planning The sins of project planning Conclusions
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Introduction
Some other vital questions for the PM:
Who is going to do it? Where are we doing it? When are we going to get it done? And, How much will it cost?
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Introduction
Project Time Management process includes the process required to manage the timely completion of the project. The purpose of the Project Schedule deliverable is to define the work schedule to be followed, the resources and associated time commitments required for the project and the phases of the project. The work breakdown structure (WBS) serves as the foundation for the schedule, the deliverables to be produced and tasks to be performed, as part of the project.
Define activities
Define dependencies
Estimate effort and resource category Define activities duration Optimize the schedule Manage contingency
Develop schedule
Obtain customer and sponsor sing-off for project schedule and cost baseline
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Introduction
The project budget (managed through the work plan) outlines all costs associated with the project, including labor, hardware, software, contracting fees, and facilities. At a minimum, the work plan should include:
Deliverables and tasks for the current phase Estimated effort (work) and duration Task dependencies (such as predecessors and successors) Scheduled start and finish dates for each task, based on dependencies Task constraints (such as must-start-on date and must-finish-on date) Resources assigned to each task High-level schedule for subsequent phases
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Lead: is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity or is an overlap between tasks that have a dependency. For example, if a task can start when its predecessors half finished, you can specify a finish-tostart dependency with a lead time of 50 percent for the successor task. (in PM software you enter lead time as a negative value). Lag: is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity. For example, if you need a two-day delay between the finish of one task and the start of another, you can establish a finish-to-start dependency and specify two days of lag time. (in PM software you enter lag time as a positive value).
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Mandatory, a dependency that can never be broken i.e. I cannot start the project if I dont have a contract signed. I cant start building the base of a building until the foundation are ready. Not Mandatory (nice to have), dependencies that can be broken taking some risks i.e. I dont start the realization if the blueprint is not signed off.
But, like any other subject related to project management the golden rule is always the same: KIS
Keep It Simple!
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A task is an activity that contributes towards a deliverable. When defining a task, it starts with a verb/noun.
A milestone is a point in time at the completion of a deliverable. It begins with a noun/verb. It has 0 length. Milestones are expressed in the past tense (ex. Blueprint signed-off). Milestones do not have associated resources but can have costs.
A phase is a collection of activities grouped together in a logical order. It consists of a number of related work packages, tasks and a milestone to mark the completion of each phase within the project.
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Point out the completion of a deliverable or a deliverable sign-off. Highlights important events for the project (ex.: end of user training) Make clear an internal or external constraint. Mark the point when a cost is added to the project (ex: costs from an external supplier). Remember the billing dates.
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Warning
costs increase = issue / approval of a new C12
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Many activities of PM can be automated with the use of appropriate instruments Ms-Project is one of the most used support tools
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Offers a visual representation of the project activities. Presents the time to complete the tasks and the overall project. Tracking of critical activities.
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A and B do not depend on any task and can then start ASAP (assoon-as-possible) There are dependencies "A finish-to-start C" and "B finish-to-start C A and C are on the critical path (duration of the project 14 days) d = total slack (o total float) of B = eligibility window of B = Late Start di B Early Start di B = = Late Finish di B Early Finish di B
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The benefit of fast tracking in schedule compression is that it does not cost you any extra money; however, it comes with some amount of increase in risks because you are performing many activities in parallel which were originally planned in other ways.
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Crashing comes with some amount of increase in costs and not all activities can be reduced adding extra resources.
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ASAP (As Soon As Possible): the task is positioned at the beginning of the eligibility window; ALAP (As Late As Possible): the task is positioned at the end of the eligibility window; Fixed: the task is positioned at a specific point on the time axis.
Microsoft-Project use these criteria as parameters for the automatic processing of a scheduling.
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Fixed Work: The effort is the data that does not change with changes in other dimensions (resource allocation, duration). Useful to build the first version of the plan; useful to determine the duration of the project when the same is not an external constraint; Fixed Duration: The duration is the data that does not change with changes in other dimensions (assignment of resources, effort). Useful for determining the effort of cross-cutting activities that must be present for the entire duration of the project (e.g.: Project Management). Useful in the management phase of the plan during the project as long as you keep under control the effort.
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Resources allocation
The objective of allocation of Human Resources is to maximize the utilization in order to have CONTINUOUS and PRODUCTIVE allocation with fewer resources
We need to find a compromise between continuity and productivity (or efficiency): continuity makes it possible to reduce the costs of insertion / learning of new resources, but can generate periods of under-allocation of resources and thus inefficiency. you can (and should) give up the continuity where the inefficiency introduced is unacceptable.
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Resources allocation
The use of a resource in the project can be described using two distinct parameters: Maximum percentage of availability under the project.
A value greater than 0% and less or equal 100% indicates a volume (maximum) of occupation; A value greater than 100% indicates an availability greater than that of a physical resource (if you exclude extra time), and then is used to indicate the availability of more than one unit, of standard resources (skill);
Percentage of allocation within a specific activity (given by the ratio work / duration)
Beware of over-allocated resources: the work assigned to them will be carried out only partially
Resources allocation
The "Resource leveling" is a process (automated in Ms-Project) that replace activities on the time axis trying to eliminate over-allocations. Often the automatic methods are inconclusive (or lead to an unacceptable lengthening of the time). It is often needful the manual and thoughtful intervention. There are basically the following methods for resources leveling: Changes in assignments (exchange between Resources); Addition of resources; Delay of activities (using the free-float) Division of tasks (XXXX-XXXX-Part 1 and Part 2)
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Cost management plan (section of PM Plan); Scope statement/offer/contracts (for constraints); WBS and WBS dictionary: is the structure on which to perform the aggregation of elementary data to get the budget; Activity cost estimates and basis of estimates: This is the main input into this process because it provides detailed cost information for each scheduled ; Scheduling: to distribute the cost on the time axis; Resource calendar Risk register: for contingencies; Vendor offerings/contracts; Standard cost rates (internal/external resources).
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It is the budget of payment of a benefit in respect of a contract with a customer or for a project executed for business purposes (eg, investments already approved in the budget, significant presales); Formalized in order to explain all the expected costs broken down by type and with reference to the corporate standards (standard costs, price lists, etc..); In the case of Budget of a contract to the Customer, formalize the global revenues (sum of budget of the single project/service in the frame); The document also represents the tool of formalization of the authorization to start work in the absence of agreement according to the rules defined by the procedure PGA04_Gesto Oramento Fornecimento
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The management of the C12 must accompany the entire project cycle and / or pre-sales activities from first settings until the completion of all planned activities. The costs must be detailed for each type by referring, in every possible case, to corporate standards (standard costs for professional, price lists, etc..).
The C12 is not , or , its not the only tool to manage the cost baseline of a project
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In many cases, in addition to personnel costs, you have different types of cost related to the objectives of the project, but not corresponding to the direct consumption of economic resources
In MS-Project is appropriate to include this type of associating costs (such as overheads) to milestone appropriately placed in time and applying the "accrual principle"
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Travel expenses, hardware costs, software license and/or maintenance, turnkey supplies. Other costs that should be considered in the work plan are those generated by movements of internal accounting (via SIAL): TRANSFER COST
Transfer accounting from an internal order (commessa) or cost center "X" (issuer) to another internal order "Y" or cost center (receiver) A negative Transfer Cost is normally used to reverse a wrong TC.
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is the
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"Too much has happened, the plan is still valid, but the project is no longer able to get in line with the plan ..."
"I've changed too many things, the plan does not describe the real situation anymore: I can throw it ..
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Any differences between baseline and work plans, which put into question compliance with the objectives of the project, shall be limited and very controlled: the PM MUST believe (justifiably) a likely recovery If the forecast recovery not appear far-fetched, it should be defined / negotiated and approved a new baseline (and eventually approved a new Mod C12).
the most pleasant thing of NOT planning is that failure comes as a surprise without being preceded by a period of worry and depression
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A single resource can not be engaged for more than 210 to 220 days per calendar year!
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Conclusions
A project manager must have under control the work plan (does not matter the tool he use) The work plan consists of: Scope Baseline Schedule Baseline Cost Baseline (which does not match, necessarily, with a C12)
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Conclusions
A good work plan should :
Be consistent with the objectives of the project, in particular respecting the constraints on time and cost Allow the production of a realistic cost plan Contain which resources are committed, on which activities, when and for how long. The plan must be useful as supporting document for the individual members of the project team. be a valid document to communicate and discuss with various stakeholders, internal and external, the project status provide to the PM, during the project, real data on the performance of the project, thus allowing him: proper planning of the activities an early identification of inefficiencies and risk factors
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