Related Questions
This chapter discusses monitoring and controlling the progress of the project, replanning, and updating the project schedule. Once a project actually starts, it is necessary to monitor progress to ensure that everything is going according to schedule. This involves measuring actual progress and comparing it to the schedule. If at any time during the project it is determined that the project is behind schedule, corrective action must be taken to get back on schedule, which can be very difficult if a project gets too far behind. Based upon this chapter, you will become familiar with
Learning OutcomesAfter studying this chapter, the you should be able to:
Project Management Knowledge Areas from PMBOK® Guide
Vignette A: More than Rain Delays Construction in TaiwanAn analysis of litigation claims in Taiwan construction projects reveals the major causes of construction delays. Even though weather is a cause, other causes are more prominent for delaying the start of the projects or increased the time of the activities' endurance.
Many lessons related to scheduling are to be learned from these 300 construction projects and their delays. A proactive approach to scheduling delay mitigation could offset the vast number of claims made in Taiwan and increase the probability of completing projects on time and within the planned schedule. Careful schedule planning to include the weather and expected changes are important to future planning efforts for successful project management in Taiwan or in your projects. Vignette B: Big Delivery in Small PackagesFacing a shortfall of time, a consulting firm with 10 prospective projects only has time for 2 until implementing agile project management techniques and increases their productivity by 250%.
An evaluation of the projects’ progress resulted in a productivity increase of 250 percent. The elimination of waste and increased collaboration allowed the team to complete two more projects the next year as they became more efficient. Jason Fair’s decision to try agile project management techniques resulted in payoffs and avoided pitfalls to give Genesis Consulting big deliveries through the small packages completed during the 15-day sprints. 2. Estimate Activity ResourcesEstimate the types and quantities of resources required to perform each specific activity, in order to estimate how long the activity will take.
Once the types and quantities of resources are estimated for each activity, estimates can be made for how long it will take to perform each activity.
To establish a basis from which to calculate a schedule using the estimated durations for the activities, select an estimated start time and a required completion time for the overall project.
Once you have an estimated duration for each activity in the network and have established an overall window of time in which the project must be completed, you must determine (based on durations and sequence) whether the project can be done by the required completion time.
A. Earliest Start and Finish Times
B. Latest Start and Finish Times
C. Total Slack
D. Critical Path
E. Free Slack
F. Bar Chart Format
6. Project Control Process
A. An IS Example: Internet Applications Development for ABC Office Designs (Continued)
When the customer requests a change the contractor or project team should?When the customer requests a change, the contractor or project team should estimate the impact on the project budget and schedule and then obtain customer approval before proceeding. 12.
Why is it a good practice to have the person who will be responsible for performing a specific activity estimate the duration for that activity?The person who will be responsible for performing the activity should estimate the duration for that activity. This generates commitment from the person. The estimated duration for an activity must be based on the types and quantities of resources required to perform the activity.
Can be defined as the lack of slack over the project or the amount of time an activity must be accelerated?Negative slack indicates a lack of slack over the entire project and the amount of time. a. all activities in the project must be accelerated to complete the project by the required completion time.
What happens if the activities on the path are accelerated?If activities on the critical path are accelerated, then there is a strong possibility that the project will complete before the specified time and deadline.
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