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Project Time Management: Part 2 - Coggle Diagram
Project Time Management: Part 2
Task Dependecies
Predecessor, need to complete the task before moving on to the successor task
Successor, the next task after the predecessor task
Lag Time, the timeframe need to wait the before moving on to the next task
PDM Network Diagram
A diagram which show a flow of task and its duration
Estimating Activity Resources
Must have a good idea of the quantity and type of resources for each task like people, equipment, and materials
Resource Breakdown Structure, hierarchical structure that identifies the project's by category and type
Activity Duration Estimating
Duration
Effort
Three-Point Etimates
Optimistic estimate, confident
Pessimistic estimate, not confident
Developing Schedule
Gantt chart (WBS, resources, estimate duration)
Critical Path Method
AOA Diagram
Critical path, the longest path with the least amount of float
Slack/Float, amount of delayed time
Critical Path Analysis
Free slack/Free float, amount of time a task can be delayed without delaying the early start of the task
Total slack/Total float, amount of time a task may be delayed from its early without delaying the finish date
Forward pass, early and finish date from network diagram
Backward pass, determines late start and finish date
Shorten a Project Schedule
Crashing, add work hours
Fast tracking, add more work for certain worker
Critical Chain Scheduling
Theory of Constraints (TOC)
Critical chain scheduling, method of scheduling that considers limited resources and include buffers that protect the project completion date
Multitasking
Project buffers, additioanal time added before project's due date
Feeder buffers, additional time before. task on critical path
Resource buffers
Program Evaluation and Review Technique (PERT)
A network analysis technique used estimate duration when there is a high degree of uncertainty about someone activity duration estimates
Formula:
PERT weighted average = (optimistic time + 4 * most likely time + pessimistic time) / 6
Example:
(8 workdays + 4 * 10 workdays + 24 workdays) / 6 = 12 days
where optimistic time = 8 days
most likely time = 10 days
pessimistic time = 24 days
Therefore, 12 days using network diagram instead of 10 using PERT