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PMGT T6 & T7 (T7: Reducing project duration (Ch9) (Common reasons (p…
PMGT T6 & T7
T7: Reducing project duration (Ch9)
Project cost-duration graph (p.314)
Compares indirect cost savings with direct cost increases for activites
Highlights which activities would be best to 'crash'
Highlights the impacts on the critical path
Can be used during planning or execution, but earlier the better (p.318)
Practical considerations (p.319)
Accurate estimates of 'crash' times
Linearity assumptions
Factors in choosing which activities to crash
Project sensitivity (p.320)
Options
Resource constrained
Improve efficiency of project team (p.310)
Fast-tracking (p.311)
Critical-chain (p.311)
Reducing project scope (p.311)
Compromise quality (p.311)
Resource non-contrained
Scheduling overtime (p.310)
Outsourcing work (p.309)
Establishing a core project team (p.310)
Adding resources (p.308)
Do it twice (p.310)
Fast-tracking v crashing (video clip)
Fast-tracking
Moves sequential activities to parallel
Must have been a reason for the sequential plan, so risk must be considered
Does not effect scope or cost
Crashing
Uses resources to shorten time, will therefore increase cost
Use fast-tracking first, then move to crashing if still need decrease in time
Common reasons (p.306)
Unforeseen delays
Imposed deadlines
Adaptibility
Reassignment of resources
Time to market
When cost (not time) is the issue (p.321)
T6: Resource scheduling (Ch8)
Project cost baseline (p.273)
Examples see Figs 8.12/8.13 (p.275)
Creating a time-phased budget (p.274)
Critical chain approach (CCPM) (p.294)
Incorrect time estimates: (p.295)
Dropped baton (relay analogy)
Excessive multitasking (and/or switchtasking)
Resource bottlenecks
Self-protection
Student syndrome (procrastination)
Parkinson's law:
work fills available time
CCPM advocates: (p.296)
Accurate and true 50/50 time estimates
Supported by buffers
Project buffers
Feeder buffers
Resource buffers
Minimising task splitting (p.300)
Monitoring project through buffer use (p.301)
Goldratt's
'theory of constraints
' (p.294)
CCPM criticisms (p.301)
Resource allocation
Classification (p.255)
Time-constrained project
Resource-constrained project
Types of resources (p.254)
Materials
Equipment
People
Other - e.g. contracts, physical space
Methods (p.255)
Parallel method (p.259)
Heuristics (rules of thumb) (p.258) - schedule activities in this order
Smallest duration
Lowest activity #
Least slack
Using software (p.262)
Splitting activities (p.269)
Multi-project issues and methods (p.272)