【管理类】项目管理（全英文版）(6)

PROJECTTIMEMANAGEMENT6©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA59ProjectTimeManagementincludestheprocessesrequiredtoensuretimelycom-pletionoftheproject.Figure6–1providesanoverviewofthefollowingmajorprocesses:6.1ActivityDefinition—identifyingthespecificactivitiesthatmustbeper-formedtoproducethevariousprojectdeliverables.6.2ActivitySequencing—identifyinganddocumentinginteractivitydependencies.6.3ActivityDurationEstimating—estimatingthenumberofworkperiodswhichwillbeneededtocompleteindividualactivities.6.4ScheduleDevelopment—analyzingactivitysequences,activitydurations,andresourcerequirementstocreatetheprojectschedule.6.5ScheduleControl—controllingchangestotheprojectschedule.Theseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindi-vidualsorgroupsofindividualsbasedontheneedsoftheproject.Eachprocessgenerallyoccursatleastonceineveryprojectphase.Althoughtheprocessesarepresentedhereasdiscreteelementswithwell-definedinterfaces,inpracticetheymayoverlapandinteractinwaysnotdetailedhere.ProcessinteractionsarediscussedindetailinChapter3.Onsomeprojects,especiallysmallerones,activitysequencing,activitydurationestimating,andscheduledevelopmentaresotightlylinkedthattheyareviewedasasingleprocess(e.g.,theymaybeperformedbyasingleindividualoverarelative-lyshortperiodoftime).Theyarepresentedhereasdistinctprocessesbecausethetoolsandtechniquesforeacharedifferent.Atpresent,thereisnoconsensuswithintheprojectmanagementprofessionabouttherelationshipbetweenactivitiesandtasks:•Inmanyapplicationareas,activitiesareseenasbeingcomposedoftasks.Thisisthemostcommonusageandalsothepreferredusage.•Inothers,tasksareseenasbeingcomposedofactivities.However,theimportantconsiderationisnotthetermused,butwhetherornottheworktobedoneisdescribedaccuratelyandunderstoodbythosewhomustdothework.6.1ACTIVITYDEFINITIONActivitydefinitioninvolvesidentifyinganddocumentingthespecificactivitiesthatmustbeperformedinordertoproducethedeliverablesandsub-deliverablesiden-tifiedintheworkbreakdownstructure.Implicitinthisprocessistheneedtodefinetheactivitiessuchthattheprojectobjectiveswillbemet.6.1ActivityDefinition6.2ActivitySequencing6.3ActivityDurationEstimating6.4ScheduleDevelopment6.5ScheduleControl60©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USAFIGURE6–1AGUIDETOTHEPROJECTMANAGEMENTBODYOFKNOWLEDGE6.1ActivityDefinition6.2ActivitySequencing.1Inputs.2ToolsandTechniques.3Outputs.1Workbreakdownstructure.2Scopestatement.3Historicalinformation.4Constraints.5Assumptions.1Decomposition.2Templates.1Activitylist.2Supportingdetail.3Workbreakdownstructureupdates.3.3.3.3.3.3.3.3.3.3.3.2.1Inputs.2ToolsandTechniques.3Outputs.1Activitylist.2Productdescription.3Mandatorydependencies.4Discretionarydependencies.5Externaldependencies.6Constraints.7Assumptions.1Precedencediagrammingmethod(PDM).2.3Conditionaldiagrammingmethods.4Networktemplates.1Projectnetworkdiagram.2ActivitylistupdatesArrowdiagrammingmethod(ADM).3.3.3.3.3.3.3.3.3.3.3.2.3.3.3.3.3.1.36.4ScheduleDevelopment6.5ScheduleControl.1Inputs.2ToolsandTechniques.3Outputs.1Projectschedule.2Performancereports.3Changerequests.4Schedulemanagementplan.1Schedulechangecontrolsystem.2Performancemeasurement.3Additionalplanning.4Projectmanagementsoftware.1Scheduleupdates.2Correctiveaction.3Lessonslearned.3.3.3.3.3.3.3.3.3.3.3.3.3.1.4.1Inputs.2ToolsandTechniques.3Outputs.1Projectnetworkdiagram.2Activitydurationestimates.3Resourcerequirements.4Resourcepooldescription.5Calendars.6Constraints.7Assumptions.8LeadsandLags.1Mathematicalanalysis.2Durationcompression.3Simulation.4Resourcelevelingheuristics.5Projectmanagementsoftware.1Projectschedule.2Supportingdetail.3Schedulemanagementplan.4Resourcerequirementupdates.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.36.3ActivityDurationEstimating.1Inputs.2ToolsandTechniques.3Outputs.1Activitylist.2Constraints.3Assumptions.4Resourcerequirements.5Resourcecapabilities.6Historicalinformation.1Expertjudgment.2Analogousestimating.3Simulation.1Activitydurationestimates.2Basisofestimates.3Activitylistupdates.3.3.3.3.3.3.3.3.3.3.3.3ProjectTimeManagementFigure6–1.ProjectTimeManagementOverviewPROJECTTIMEMANAGEMENT6.1.3.2©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA616.1.1InputstoActivityDefinition.1Workbreakdownstructure.Theworkbreakdownstructureistheprimaryinputtoactivitydefinition(seeSection5.3.3.1foramoredetaileddiscussionoftheWBS)..2Scopestatement.Theprojectjustificationandtheprojectobjectivescontainedinthescopestatementmustbeconsideredexplicitlyduringactivitydefinition(seeSec-tion5.2.3.1foramoredetaileddiscussionofthescopestatement)..3Historicalinformation.Historicalinformation(whatactivitieswereactuallyrequiredonprevious,similarprojects)shouldbeconsideredindefiningprojectactivities..4Constraints.Constraintsarefactorsthatwilllimittheprojectmanagementteam’soptions..5Assumptions.Assumptionsarefactorsthat,forplanningpurposes,willbeconsid-eredtobetrue,real,orcertain.Assumptionsgeneral