有效的项目管理--在传统项目管理中如何计划.ppt

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Examples: FS: When design is complete programming can begin FF: When data collection is complete data entry can be completed SS: Once the guests start arriving the food can be brought out SF: Once your real heart starts beating again the heart lung machine can be turned off * * * * Replace FS with SS dependencies Replace a team member with a more skilled person Add resources From non-critical path tasks to critical path tasks From other projects To where critical path tasks high-risk tasks tasks with large duration variances Schedule Compression Techniques Ch05: How to Plan a TPM Project Schedule Compression Iterations Figure 05-23 Ch05: How to Plan a TPM Project Schedule compression doesn’t come free. Schedule Compression What is the impact on the project due to schedule compression? Ch05: How to Plan a TPM Project DO NOT PAD ACTIVITY DURATION A percentage (5 – 10) of total project work hours The last activity in the project A schedule contingency for the unexpected Make it visible and manage it Management Reserve Ch05: How to Plan a TPM Project Executive Summary Background Objective Overview of the approach to be taken Detailed statement of work Time and cost summary Appendices Contents of the Project Proposal Ch05: How to Plan a TPM Project The cost/benefit is not in your favor The risks of failure are too high The total project cost exceeds available funding There are other projects competing for the same resources Gaining Approval to Launch the Project Ch05: How to Plan a TPM Project * * Explain how each of these contributes to the growing importance of project management in the business world. * * * * * * * * * * * * * * * * * * * * * * * * Noun-type Approaches Physical components Functional components Verb-type Approaches Design-build-test-implement Objectives Organizational approaches Geographic Departmental Business process Which is best? When? Why? Approa