Split-to-Phases - The Split-to-Phases technique is used when the project has multiple, separable objectives. This technique is viable when the predecessor activity has a preliminary deliverable that the project management team believes is stable. However, if the final Bill of Material does change, the material ordered from the preliminary Bill may need to be reworked or scrapped - increasing the effort and cost to the project. (This is often done when ordering Long Lead Material.) If the Bill of Material does not change during the final design review and baselining process, the project is accelerated. For instance, a preliminary Bill of Materials may be developed during a design process and raw materials for production may be ordered based upon the preliminary Bill. This can only be done when there is a preliminary result of the predecessor activities. However a dedicated courier can deliver a report overnight that would normally take three days to deliver by mail.) This will often increase the overall cost of the project as the additional resources are often added at a premium.įast-tracking - Fast-tracking accelerates the project by starting activities prior to the completion of all the predecessor activities. (A 72-hour burn-in test on a printed circuit card module cannot be accelerated by adding additional test technicians - it still takes 72 hours. While this is not true for all activities, it is true for some. Some activity durations are limited by resource availability - more resources would allow a faster completion. When this technique is used, the project manager needs to maintain a project-level schedule reserve to compensate for the activities that will be late.Ĭrashing - Crashing accelerates an activity by adding additional resources. However, the risk is that now there is a much higher probability that the activity will finish late as compared to the plan. The setting of aggressive activity goals will often result in a reduced activity duration. (This is not the same as "padding" an estimate which just arbitrarily adds time or money to an estimate - rather this is a conscious decision to prepare for the unknowns associated with the uncertain activity.) Buffer management removes the buffer from the activity estimate, thereby creating an aggressive activity estimate. When estimating uncertain activities, project managers tend to allow for the uncertainty by using a conservative estimate. She wants me to include at least image.Buffer Management - Buffer management reduces the buffer that is inherent in the estimates of uncertain activities. Jesse wants me to prepare a brief handout for the other team members with some do’sĪnd don’ts regarding project management. She said to use my best guess regardingĤ. ![]() Know the duration, start, and finish for each task. Me to create a list showing the tasks and dependencies, and patterns. Which include dependent, multiple predecessor, and multiple successor tasks. To practice my skills, Jesse asked me to create an imaginary project with at least 12 tasks, She said that I should use typical formulas and weight values toĬreate a Microsoft Excel spreadsheet that would make it easier to calculate expected taskģ. Jesse likes the idea of using task completion estimates with best-case, probable-case, and She asked me to prepare a summary of pros and cons, and a sample of screen shots and information.Ģ. ![]() Subject: Operations ManagementPrice: Bought 3ġ) Jesse wants me to investigate GanttProject software to determine whether it would be suitable for SCR. 1) Jesse wants me to investigate GanttProject software to determine whether it would be suitable for SCR
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