暨南大学《项目管理》chapter 6 developing a project plan.ppt
《暨南大学《项目管理》chapter 6 developing a project plan.ppt》由会员分享,可在线阅读,更多相关《暨南大学《项目管理》chapter 6 developing a project plan.ppt(76页珍藏版)》请在三一文库上搜索。
1、管理学院 School of Management,佟瑞 Edward Tong, MPM,MBA,2019/7/1,1,Edward TongCopyright reserved Jinan University,62,Where We Are Now,64,Developing the Project Plan,The Project Network A flow chart that graphically depicts the sequence, interdependencies, and start and finish times of the project job plan
2、 of activities that is the critical path through the network. Provides the basis for scheduling labor and equipment. Enhances communication among project participants. Provides an estimate of the projects duration. Provides a basis for budgeting cash flow. Identifies activities that are critical. Hi
3、ghlights activities that are “critical” and can not be delayed. Help managers get and stay on plan.,65,WBS/Work Packages to Network,FIGURE 6.1,66,WBS/Work Package to Network (contd),FIGURE 6.1 (contd),67,Constructing a Project Network,Terminology Activity: an element of the project that requires tim
4、e. Merge Activity: an activity that has two or more preceding activities on which it depends. Parallel (Concurrent) Activities: Activities that can occur independently and, if desired, not at the same time.,A,C,D,B,68,Constructing a Project Network (contd),Terminology Path: a sequence of connected,
5、dependent activities. Critical path: the longest path through the activity network that allows for the completion of all project-related activities; the shortest expected time in which the entire project can be completed. Delays on the critical path will delay completion of the entire project.,A,B,D
6、,(Assumes that minimum of A + B minimum of C in length of times to complete activities.),C,69,Constructing a Project Network (contd),Terminology Event: a point in time when an activity is started or completed. It does not consume time. Burst Activity: an activity that has more than one activity imme
7、diately following it (more than one dependency arrow flowing from it). Two Approaches Activity-on-Node (AON) Uses a node to depict an activity. Activity-on-Arrow (AOA) Uses an arrow to depict an activity.,B,D,A,C,610,Basic Rules to Follow in Developing Project Networks,Networks typically flow from l
8、eft to right. An activity cannot begin until all preceding connected activities are complete. Arrows indicate precedence and flow and can cross over each other. Each activity must have a unique identify number that is greater than any of its predecessor activities. Looping is not allowed. Conditiona
9、l statements are not allowed. Use common start and stop nodes.,611,Activity-on-Node Fundamentals,FIGURE 6.2,612,Activity-on-Node Fundamentals (contd),FIGURE 6.2 (contd),613,Network Information,TABLE 6.1,614,Koll Business CenterPartial Network,FIGURE 6.3,615,Koll Business CenterComplete Network,FIGUR
10、E 6.4,616,Network Computation Process,Forward PassEarliest Times How soon can the activity start? (early startES) How soon can the activity finish? (early finishEF) How soon can the project finish? (expected timeET) Backward PassLatest Times How late can the activity start? (late startLS) How late c
11、an the activity finish? (late finishLF) Which activities represent the critical path? How long can activity be delayed? (slack or floatSL),617,Network Information,TABLE 6.2,618,Activity-on-Node Network,FIGURE 6.5,619,Activity-on-Node Network Forward Pass,FIGURE 6.6,620,Forward Pass Computation,Add a
12、ctivity times along each path in the network (ES + Duration = EF). Carry the early finish (EF) to the next activity where it becomes its early start (ES) unless The next succeeding activity is a merge activity, in which case the largest EF of all preceding activities is selected.,621,Activity-on-Nod
13、e Network Backward Pass,FIGURE 6.7,622,Backward Pass Computation,Subtract activity times along each path in the network (LF - Duration = LS). Carry the late start (LS) to the next activity where it becomes its late finish (LF) unless The next succeeding activity is a burst activity, in which case th
14、e smallest LF of all preceding activities is selected.,623,Determining Free Slack (or Float),Free Slack (or Float) Is the amount of time an activity can be delayed after the start of a longer parallel activity or activities. Is how long an activity can exceed its early finish date without affecting
15、early start dates of any successor(s). Allows flexibility in scheduling scarce resources. Sensitivity The likelihood the original critical path(s) will change once the project is initiated. The critical path is the network path(s) that has (have) the least slack in common.,624,Activity-on-Node Netwo
16、rk with Slack,FIGURE 6.8,625,Free Slack Example,FIGURE 6.9,626,Practical Considerations,Network Logic Errors Activity Numbering Use of Computers to Develop Networks Calendar Dates Multiple Starts and Multiple Projects,627,Illogical Loop,FIGURE 6.10,628,Air Control ProjectNetwork Diagram,FIGURE 6.11,
17、629,Air Control ProjectGantt Chart,FIGURE 6.12,630,Extended Network Techniques to Come Close to Reality,Laddering Activities are broken into segments so the following activity can begin sooner and not delay the work. Lags The minimum amount of time a dependent activity must be delayed to begin or en
18、d. Lengthy activities are broken down to reduce the delay in the start of successor activities. Lags can be used to constrain finish-to-start, start-to-start, finish-to-finish, start-to-finish, or combination relationships.,631,Example of Laddering Using Finish-to-Start Relationship,FIGURE 6.13,632,
19、Use of Lags,FIGURE 6.14,FIGURE 6.15,Finish-to-Start Relationship,Start-to-Start Relationship,633,Use of Lags Contd,FIGURE 6.16,Use of Lags to Reduce Detail,634,New Product Development Process,FIGURE 6.17,635,Use of Lags (contd),FIGURE 6.18,FIGURE 6.19,FIGURE 6.20,Finish-to-Finish Relationship,Start-
20、to-Finish Relationship,Combination Relationship,636,Network Using Lags,FIGURE 6.21,637,Hammock Activities,Hammock Activity An activity that spans over a segment of a project. Duration of hammock activities is determined after the network plan is drawn. Hammock activities are used to aggregate sectio
21、ns of the project to facilitate getting the right amount of detail for specific sections of a project.,638,Hammock Activity Example,FIGURE 6.22,639,Key Terms,Activity Activity-on-arrow (AOA) Activity-on-node (AON) Burst activity Concurrent engineering Critical path Early and late times,Gantt chart H
22、ammock activity Lag relationship Merge activity Network sensitivity Parallel activity Slack/floattotal and free,640,Activity-on-Arrow Network Building Blocks,FIGURE A6.1,641,Activity-on-Arrow Network Fundamentals,FIGURE A6.2,2019/7/1,Edward Tong2008 copy reserved Jinan University,42,1,Information to
23、 develop a project network is collected from the b A. Organization breakdown structure B. Work breakdown structure C. Budget D. Project proposal E. Responsibility matrix,2019/7/1,Edward Tong2008 copy reserved Jinan University,43,2,Which of the following represents an activity on an AON project netwo
24、rk? c A. An arrow B. A line C. A node D. Both A and B are correct E. A, B, and C are all correct,2019/7/1,Edward Tong2008 copy reserved Jinan University,44,3,Arrows on an AON project network represent: d A. An activity B. Project flow C. Dependency D. Both B and C are correct E. Both A and B are cor
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 项目管理 暨南大学项目管理chapter developing project plan 暨南大学 项目 管理 chapter
链接地址:https://www.31doc.com/p-3058155.html