IT项目管理06_ITPM6.pptVIP

Project time management is often cited as the main source of conflict on projects, and most IT projects exceed time estimates Main processes include: Define activities Sequence activities Estimate activity resources Estimate activity durations Develop schedule Control schedule * * * Duration includes the actual amount of time worked on an activity plus elapsed time Effort is the number of workdays or work hours required to complete a task Effort does not normally equal duration People doing the work should help create estimates, and an expert should review them * Instead of providing activity estimates as a discrete number, such as four weeks, it’s often helpful to create a three-point estimate An estimate that includes an optimistic, most likely, and pessimistic estimate, such as three weeks for the optimistic, four weeks for the most likely, and five weeks for the pessimistic estimate Three-point estimates are needed for PERT and Monte Carlo simulations * Uses results of the other time management processes to determine the start and end date of the project Ultimate goal is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project Important tools and techniques include Gantt charts, critical path analysis, and critical chain scheduling, and PERT analysis * Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format Symbols include: Black diamonds: milestones Thick black bars: summary tasks Lighter horizontal bars: durations of tasks Arrows: dependencies between tasks * * Note: Darker bars would be red in Project 2007 to represent critical tasks. * Many people like to focus on meeting milestones, especially for large projects Milestones emphasize important events or accomplishments on projects Normally create milestone by entering tasks with a zero duration, or you can mark