项目时间管理8436517642

1项目时间管理周立新博士讲课提纲1.项目时间管理重要性2.项目时间管理–活动定义–活动排序–活动资源估算–活动历时估算–进度规划–进度控制3.有效进行时间管理2成本质量风险风险客户满意度客户满意度项目管理模板和时间1.时间在项目中为何如此重要?•在谈论项目时–时间是所提及的一件重要事情•大多数项目都有一个规定的交付日期,这是因为:–需求–市场环境•进度控制是项目管理工作的一个主要的组成部分•时间易于测量，缺乏弹性•进度问题是项目管理中最普遍的原因•一般只比较实际进度与计划进度，忽略被批准的变更3Figure5-1.ConflictIntensityOvertheLifeofaProject0.000.050.100.150.200.250.300.350.40ProjectFormationEarlyPhasesMiddlePhasesEndPhasesConflictIntensitySchedulesPrioritiesManpowerTechnicalopinionsProceduresCostPersonalityconflictsAverageTotalConflict时间是一种不可再生的资源时间就是金钱42.项目时间管理ProjectTimeManagementincludestheprocessrequiredtoaccomplishtimelycompletionofproject.目标：确保项目按时完成过程：•活动定义•活动排序•活动资源估算•活动历时估算•进度规划•进度控制5ProjectTimeManagement6.1ActivityDefinition.1Inputs.1Enterpriseenvironmentalfactors.2OrganizationalProcessAssets.3ProjectScopeStatement.4WBS.5WBSdictionary.6Projectmanagementplan.2ToolsandTechniques.1Decomposition.2Templates.3Rollingwaveplanning.4ExpertJudgment.5Planningcomponent.3Outputs.1ActivityList.2ActivityAttributes.3MilestoneList.4Requestedchanges6.2ActivitySequencing.1Inputs.1ProjectScopeStatement.2ActivityList.3ActivityAttributes.4MilestoneList.5Approvedchangerequests.2ToolsandTechniques.1PDM.2ADM.3ScheduleNetworkTemplates.4DependencyDetermination.5Applyingleadsandlags.3Outputs.1ProjectScheduleNetworkDiagrams.2ActivityList(Updates).3ActivityAttributes(Updates).4Requestedchanges6.3ActivityResourceEstimating.1Inputs.1Enterpriseenvironmentalfactors.2OrganizationalProcessAssets.3ActivityList.4ActivityAttributes.5ResourceAvailability.6Projectmanagementplan.2ToolsandTechniques.1ExpertJudgment.2Alternativesanalysis.3PublishedEstimatingData.4ProjectmanagementSoftware.5Bottom-upEstimating.3Outputs.1ActivityResourceRequirements.2ActivityAttributes(Updates).3ResourceBreakdownStructure.4ResourceCalendars(Updates).5RequestedchangesProjectTimeManagement6.4ActivityDurationEstimating.1Inputs.1Enterpriseenvironmentalfactors.2OrganizationalProcessAssets.3ProjectScopeStatement.4ActivityList.5ActivityAttributes.6ActivityResourceRequirements.7Resourcecalendars.8Projectmanagementplan•RiskRegister•Activitycostestimates.2ToolsandTechniques.1ExpertJudgment.2AnalogousEstimating.3ParametricEstimating.4Three-PointEstimates.5Reserveanalysis.3Outputs.1ActivityDurationEstimates.2ActivityAttributes(Updates)6.5ScheduleDevelopment.1Inputs.1OrganizationalProcessAssets.2ProjectScopeStatement.3ActivityList.4ActivityAttributes.5ProjectScheduleNetworkDiagrams.6ActivityResourceRequirements.7ResourceCalendars.8ActivityDurationEstimates.9Projectmanagementplan•RiskRegister.2ToolsandTechniques.1ScheduleNetworkAnalysis.2CriticalPathMethod.3ScheduleCompression.4What-IfScenarioAnalysis.5ResourceLeveling.6CriticalChainMethod.7ProjectManagementSoftware.8ApplyingCalendars.9AdjustingLeadsandLags.10Schedulemodel.3Outputs.1ProjectSchedule.2SchedulemodelData.3Schedulebaseline.4ResourceRequirements(Updates).5ActivityAttributes(Updates).6ProjectCalendars(Updates).7RequestedChanges.8ProjectManagementPlan(updates).ScheduleManagementPlan(Updates)6.6ScheduleControl.1Inputs.1ScheduleManagementPlan.2Schedulebaseline.3PerformanceReports.4ApprovedChangeRequests.2ToolsandTechniques.1ProgressReporting.2ScheduleChangeControlSystem.3PerformanceMeasurement.4ProjectManagementSoftwar.5VarianceAnalysis.6ScheduleComparisonBarCharts.3Outputs.1SchedulemodelData(Update.2Schedulebaseline(Updates).3PerformanceMeasurements.4RequestedChanges.5RecommendedCorrectiveActions.6OrganizationalProcessAssets.7ActivityList(Updates).8ActivityAttributes(Updates).9ProjectManagementPlan(up62.1活动定义对工作分解结构（WBS）中规定的可交付成果或半成品的产生所必须进行的具体活动进行定义，并形成文档。需求评审撰写需求分析说明书明确用户需求研究现有系统会晤用户需求分析说明书活动可交付成果.1ActivityList.2ActivityAttributes.3MilestoneList.4Requestedchanges.1Decomposition.2Templates.3Rollingwaveplanning.4ExpertJudgment.5Planningcomponent.1Enterpriseenvironmentalfactors.2OrganizationalProcessAssets.3ProjectScopeStatement.4WBS.5WBSdictionary.6ProjectmanagementplanOutputsToolsandTechniquesInputs2.1活动定义7.1ProjectScheduleNetworkDiagrams.2ActivityList(Updates).3ActivityAttributes(Updates).4Requestedchanges.1PDM.2ADM.3ScheduleNetworkTemplate.4DependencyDetermination.5Applyingleadsandlags.1ProjectScopeStatement.2ActivityList.3ActivityAttributes.4MilestoneList.5ApprovedchangerequestsOutputsToolsandTechniquesInputs2.2活动排序活动之间的逻辑关系逻辑关系：–完成-开始（FS,Finish-Start）–完成-完成（FF,Finish-Finish）–开始-开始（SS,Start-Start）–开始-完成（SF,Start-Finish）–提前（Lead）与滞后（Lag）8任务B任务A完成-开始（FS,Finish-Start）在活动任务B开始前，活动任务A必须完成只有编码完成后才能进行测试开始-开始（SS,Start-Start）箭头方向表示哪个任务是前者，哪个任务是后者只有硬件安装开始后才开始软件安装任务A和任务B可同时开始,但在前者(A)开始以前后者(B)不能开始.任务B任务A9结束-结束（FF,Finish-Finish）任务A和任务B可同时结束,但在前者(A)完成前后者(B)不能完成所有必要文件都备齐后才能结案任务B任务A开始-结束（SF,Start-Finish）在任务B完成以前任务A必须开始(很少使用).下一班的警卫来了，当班的警卫才可以离去任务B任务A10任务B任务A提前(Leading)在任务A完成前2天，任务B必须开始-2天任务B任务A滞后(Lag)任务A完成后2天，任务B才能开始2天11箭线图法（ADM）-双代号网络（AOA）•用箭线表示活动，用节点表示事件•只使用一种活动之间的逻辑关系：FS•作图要求：每一个事件必须有唯一的事件号；每一个活动必须用唯一的紧前事件和唯一的紧后事件描述；紧前事件编号要小于紧后事件编号；•使用虚活动事件2事件1活动1-2箭线图法（ADM）开始结束ABCDEF虚活动1）虚活动没有历时，不需要资源2）箭线图网络表达活动关系的需要3）用带箭头的虚线表示1212AB321AB112EDCBAEDBCA活动E不需要C1EDCBAA先于D，A和B先于E，B和C先于F（