Eng English week 6

WorkbreakdownThedivisionoftheprojectintosubprojects(orjobsortasks)toaidmoredetailplanningWhatjobsneedtobedoneInwhatordertotheyhavetobedoneHowlongwilleachjobtakentocompleteHowmuchwilleachjobcostWhydividetheprojectintosmallerparts?SothatyouwillbeabletocalculateTheGanttChartshowsmanythings,butprincipallytheorganisationofallthesubsectionsoftheprojectAGanttChartWhatisaGanttchartandwhatdoesitshow?TitleofeachsubsectionoftheProjectDateDurationofeachsubsectionStartingDateFinishingDate12345TerminologyCriticalPathTheCriticalPathisthecombinationofsubprojectsthroughthewholeprojectthatdeterminesthelengthoftheprojectAnydelayinaCriticalPathSubprojectwillresultinadelayofthefinishingdateofthewholeproject5days2days10days15days12days6days2days5days2days10days15days12days6days2daysTheCriticalPathisshowninredFloatorSlackIfapathisnotontheCriticalpath,thentherewillbeafloatintheduration.Awindowoftimeinwhichthesubprojectcanbestarted,finishedordelayedDurationThelengthoftimeaprojectorsubprojecttakestocompleteWhatisthefloat/slackforacriticalpathsubproject?NONEThelengthofthecriticalpathdeterminesthelengthoftheprojectEarliestStartDateEarliestFinishDateLatestFinishDateLatestStartDateTheearliestdateasubprojectcanbestarted,otherjobshavetobecompletedbeforethissubprojectcanbestartedTheearliestdateasubprojectcanbefinished,assumingitwasstartedassoonaspossibleThelatestdateasubprojectcanbestartedwithoutdelayingthecompletionofthewholeprojectThelatestdateasubprojectcanbefinishedwithoutdelayingthecompletionofthewholeproject(N.B.Peoplewillusetheword“Time”and“Date”fairlyinterchangeablyFloat(=8days)EarlieststartDateESDEarliestFinishDateEFDLatestFinishDateLFDLateststartDateLSD1618202224262830Date(indays)Duration(=6days)1235641618202224262830Date(indays)Duringtheprogressmeetingtheprojectleadercanreport?StartdateProgressCompletionThesubprojectstarted2daysaftertheESD4daysworkhavebeencompletedoutof6daysThesubprojectisontargettobecompletedbeforetheLFDIndicationofworkcompletedDeadlineTheDeadlineisthedatethataprojectmustbecompletedbyMilestoneAnimportantpointintheproject,wheresomethingcanbeseentobeachieved(e.g.oneofthedeliverables)StagegateApointintheprojectwhereimportantdecisionsmaybemadewhichwillchangetheprojectthereafter.(e.g.Afterthefeasibilitystudy,adecisionwillbemadewhethertoproceedornot)ResourcesResourcesTheresourcesthatyouhavemaybepeopleand/orequipment.Thiswilllimithowquicklyyoucancompleteatask.Example:Ifittakes1dayfor10mentodigaholeItwilltake1man10daystodigthesameholeifyouonlyhaveonespadeor2men5days120246810Days3Resourcelimit-3spadesResourcediagram(Resourcehistogram)SpadesShorteninganactivitytotheminimumwiththeavailableresources.Ifnecessarymoreresourcescanbeallocated.CrashingInthepreviousexampletheactivitywascrashedshorteningtheactivityfrom10(1man)daysto5days(2men)thento4days(3men).2daysIfanotherspadewaspurchased,thedurationwouldshortedto3days,if2extraspadeswerebroughthowlongwouldittake?FasttrackingTocompletetheprojectintheshortesttimepossible.TheadditionofextraresourceswillenablethedurationofcriticalpathactivitiestobeshortenedControlandmonitoringMonitoringHavingcreatedaprojectplan,duringthecourseoftheprojectyouwillhavetowatchhowtheprogresscompareswithyourplanAreyou:AheadofscheduleBehindscheduleUnderbudgetOverbudgetetc.ControlActionsthatyoutaketocorrectanydeviationfromtheplanMonitoringandControllingcycleMonitoringandControllingincludes•Measuringtheongoingprojectactivities('whereweare');•Monitoringtheprojectvariables(cost,effort,scope,etc.)againsttheprojectmanagementplanandtheprojectperformancebaseline(whereweshouldbe);•Identifycorrectiveactionstoaddressissuesandrisksproperly(Howcanwegetontrackagain);•Howplannedcontrolactionsmayinfluenceotherpartsoftheproject(Preventingtaking2stepsforwardandonestepback)CommonprojectanalysischartsWehavealreadyseentheGanttChartPertChartPertCharts(ProgramEvaluationandReviewTechnique)AnetworkdiagramshowingtheactivitiesasconnectinglinebetweenmilestonesStartInspectionSuccessfullytestcablesFinishDigHole10daysLayCables5daysFillinhole2daysMilestoneActivityPertChartWhatisthecriticalpath?Howmanymilestonesarethere?Howmanyactivities?Howlongdoestheprojecttake?7months10,20,30and10,30,40,50(Thisactivityhasbeenfasttracked)5(10…50)6(A…..F)Activityonnode(AON)diagramsInanAONdiagramtheactivitiesarethenodesandthelinesrepresentthelinksbetweentheactivities(theoppositetothePERTdiagram)Activity1Activity2Activity3Activity4Activity5Activity6Activity7LeadTimeLagTimeThetimeafteroneactivity,beforeanothercanstart.Example.Ifyoulayaconcretefloor,therewillbealagtimeof2days,beforeyoucanwalkonitandcontinuework.Theconcretehastoset(orharden).Youwouldsay“Thereisalaggedaftertheconcreteislaid”Thetimeafteroneevent,beforeanothercanstart.Example.Atthebeginningoftheproject,therewillbealeadtimebeforeworkcanstart.Thematerialspurchasedhavenotyetarrived.Youwouldsay“Thereisaleadtimebeforeworkcanstart.”4Layconcrete1dayLagtime2daysBuildwalls10days123PertterminologyPurchasematerialsStartworkingStartLeadtime7daysESDDurationLSDEFDFloatLFDActivityNameEachactivityboxmaylooklik