成功的项目管理ch07-Schedule Control.pptVIP

Chapter 7Schedule Control Learning Objectives Perform the steps in the project control process Determine the effects of actual schedule performance on the project schedule Incorporate project changes into the schedule Calculate an updated project schedule Control the project schedule Real World Example Vignette: Mars Pathfinder (火星探索之路page 114) Motto: Better, faster, cheaper Three year development cycle with a $150 million cost cap, managed by Jet Propulsion Laboratory. Critical 30 day launch window occurs only every 26 months. Project completed on-time and under-budget. 2.5 gigabytes of data; nearly 17,000 camera images; and 8.5 million individual temperature, pressure, and wind measurements were recorded. Real World Example Vignette: Pinnacol Assurance – A Denver-based Medical Insurance Provider (page 122) Current system was a disaster with huge backlogs and daily overpayments of more than $5,000. A new project was started with a six month time frame and a development staff of two dozen. No project management principles were applied and the project spiraled out of control. Twelve months later nothing had been delivered and jobs were on the line. A project re-start was initiated with clear objectives and controls. This time the deadline never budged! Project Control Process The key to effective project control is to measure actual progress and compare it to planned progress on a timely and regular basis and to take necessary corrective action immediately. Establish a regular reporting period. During each reporting period, collect: data on actual performance information on any changes to project scope, schedule and budget. If changes are incorporated, a new plan must be established. Effects of Actual Schedule Performance Actual finish times (AFT) of completed activities will determine the earliest start and earliest finish times for the remaining activities. Incorporating Project Changes into the Schedule Changes might be initiated by the customer or the proje