项目管理之进度计划.ppt

Cliquez pour modifier le style de titre du masque,Cliquez pour modifier les styles de texte du masque,Second niveau,Troisime niveau,Quatrime niveau,Cinquime niveau,PM07.,*,V2.1,Scheduling,Fitting it all together into a timeline,Objectives,Identify tools and techniques used to schedule projects,Describe the scheduling process,Use the Precedence Diagram Method to develop network diagrams:PERT,Integrate resources into the scheduling process,Iterative Nature of Planning,Goal Statement,Resources,Schedule,Risks,Work,Budget,Project,Baseline,Estimates,Scheduling Steps,Determine Task Dependencies,Draw a Network Diagram,Calculate the Critical Path Schedule,Integrate Milestones into schedule,Integrate Resources into schedule,The first result is probably not the best one:this is an iterative process and needs to be repeated every time the estimates or the development environment changes,Project Scheduling Tools,Network Diagram,Gantt Chart,Histograms/Loading Charts,Diagramming Techniques,CPM-Critical Path Method,PDM-Precedence Diagramming Method,Critical Path Method,A,B,C,D,E,F,Precedence Diagram,B,C,J,D,E,I,H,F,G,SF,SS,FF,A,K,Activity-Identifier,Duration,Activity,Description,Responsible Person,Slack/Float,ES,EF,LS,LF,Labeling Activity Nodes,Example:Precedence Diagram,2,21,Code,Scheduler,1.3.1.1,20,P,0,2,21,13,23,Code Safety,Interlock,1.3.2.1,11,D,11,2,12,22,27,Unit Test,Scheduler,1.3.1.2,6,P,0,22,27,Unit Test,Safety Interlock,1.3.2.2,4,P,11,13,16,24,27,Code,Update PS,1.3.3.1,8,D,15,2,9,17,24,Unit Test,Update PS,1.3.3.2,3,P,15,10,12,25,27,Thread Test,1.4.1,10,T,0,28,37,28,37,Phase,Transition Rev.,1.2.3,1,All,0,1,1,1,1,Activity,Description,ID,DUR,SKILL,SLACK,ES,EF,LS,LF,Critical Path,PDM Diagram,B,5,D,1,C,4,E,6,A,3,F,2,Non-Calendar Forward Pass,Consecutive Work Days,Early start dates,B,D,A,F,C,E,5,1,4,6,3,2,1 3,4 8,9 9,4 7,9 14,15 16,Backward Pass,Consecutive Work Days,Late start dates,9 14,E,6,9 14,F,2,15 16,15 16,D,1,9 9,14 14,C,4,4 7,5 8,B,5,4 8,4 8,A,3,1 3,1 3,Difference is Slack,B,D,A,F,C,E,5,1,4,6,3,2,1 3,4 8,9 9,4 7,9 14,15 16,15 16,9 14,14 14,5 8,4 8,1 3,0,0,0,0,1,5,Exercise,Calendar forward and backward pass,B,D,A,F,C,E,5,1,4,6,3,2,Use this years calendar,Project Start Date=May 15,Non-PDM Constraints,Calendars,Project,Personal,Activity Constraints,Resource Availability,Gantt Chart,Tasks,Time,Typical Staff Loading Curve,Time,People,2,4,6,8,10,12,14,Alternative Staff Loading Curves,2,4,6,8,10,12,14,Time,People,“Person months and people are not interchangeable.”,“You cannot complete the project in half the time by doubling the people.”,Frederick Brooks,The Mythical Man-Month,2,4,6,8,10,12,14,People,Barry Boehm,Software Engineering Economics,“Impossible Region”,Maximum Schedule,Acceleration 25%,(shorten or extend by 25%),Impossible Region,Resource Histogram-Unconstrained,Resource,Usage,Time,Resource,Availability,Resource Histogram-Fixed Deadline,Over,Limit,Resource,Usage,Time,Resource,Availability,Resource Histogram-Resource Limited,Schedule,Delay,Resource,Usage,Time,Resource,Availability,Allocation of Technical Activities,Analysis,Design,Code,Test,Other,Staff Loading,Time,From Yourdon Survey-DeMarco,1981,Resources(Unleveled),ID,Description,DUR,1,2,3,4,5,6,7,8,Phase Tr.Rev.,Code Schd.,Unit Test Schd.,Code Saf.Int.,Unit Test Saf.Int.,Code Upd.PS,Unit Test Upd.PS,Thread Test,1,20,6,11,4,8,3,10,2,4,6,8,10,12,14,16,18,20,22,24,26,30,28,32,34,36,38,40,42,44,46,48,50,Time(In Days From Program Start),Activities,Forward Pass-Early Start Schedule with Activity Slack Shown,Slack,Resource Histogram,Time(In Days From Program Start),Number,of,Resources,4,3,2,1,2,4,6,8,10,12,14,16,18,20,22,24,26,30,28,32,34,36,38,40,42,44,46,48,50,Resources(Leveled),ID,Description,DUR,1,2,3,4,5,6,7,8,Phase Tr.Rev.,Code Schd.,Unit Test Schd.,Code Saf.Int.,Unit Test Saf.Int.,Code Upd.PS,Unit Test Upd.PS,Thread Test,1,20,6,11,4,8,3,10,2,4,6,8,10,12,14,16,18,20,22,24,26,30,28,32,34,36,38,40,42,44,46,48,50,Time(In Days From Program Start),Activities,Forward Pass-Early Start Schedule with Activity Slack Shown,Slack,Resource Histogram,Time(In Days From Program Start),Number,of,Resources,4,3,2,1,2,4,6,8,10,12,14,16,18,20,22,24,26,30,28,32,34,36,38,40,42,44,46,48,50,Schedule-Getting to Yes,Separate people from the problem:,Understand other sides interest,Focus on interests,not position,Invent option for mutual gain:win-win situations for both parties,Insist on using objective criteria,Getting to Yes,:Fisher and Ury,Penguin Books,1981,Possible Options for Shortening Schedule,Product Characteristics,Move functionality to V2,Deliver incrementally(0.1,0.2,.)with the most important features first,Polish some features less,Resources:,Add more developers if it is early enough in the schedule(avoid“mythical man month”syndrom),Add more administrative support,Improve work conditions(quieter offices,faster computer,.),Eliminate bureaucracy,Increase level of end-user involvement,Increase level of management involvement(sponsorship),Work Package from TCS,Dependencies,Predecessors,Name:,WBS#:,Type:,Phase1.2.7FS,Transition,Review,Successor,Name:,WBS#:,Type:,Scheduler1.3.1.2FS,Peer,Review,Key Messages,Scheduling needs to be based on the WBS in order to allow every task to be defined in the schedule,Scheduling can be performed efficiently through simple diagram methods,The quantity of resources is not the only element that applies when establishing the scheduleThere are limits as to how far you can shorten a project by adding resources,as this will necessarily mean adding overheads as well,A number of resources are needed,and lengthening the schedule is not sufficient to allow resources to be removed,Exercise,GOAL:To establish a schedule for the BOA ATM project,based upon the WBS and estimates from the previous,exercises.,