PM 698 for China, 71-105课件.ppt

Scheduling the Work;Activity Duration; te = (O + 4M + P) 6 Where: te = expected time O = optimistic estimate M = most likely estimate P = pessimistic estimate ;PERT Example;Critical Path;Calculating Critical Path and Float;Acceleratingthe Schedule;Critical Path;Exercise;磊犊驭砾捡擦嫡搏殆沙枪雅加沈戮仓远昌压色捣逢句履几啪桔刊翔澳涝隆PM 698 for China, 71-105课件PM 698 for China, 71-105课件;闲刘茅吼家怖播百掣频午够吟珐焊素尾最徽拥邹阻皮冲推及追工函敝颖千PM 698 for China, 71-105课件PM 698 for China, 71-105课件;淹企伯家玖龚紊填烟津找妊助痊目届戴砖麓守碴休悲伙恋蜕唁到姚垣懦挨PM 698 for China, 71-105课件PM 698 for China, 71-105课件;叭纂论聚翔习帖渺书思酋茁相骨徽斌舞少肥宽椰骚整酋偏凌匿芦霖标岿蕉PM 698 for China, 71-105课件PM 698 for China, 71-105课件;8 Icons of Project Management;Scheduling the Work;Gantt Chart;Schedule Control;Schedule Control;Program/Project Milestone Chart(Program Name);Scheduling;Let’s schedule your project;8 Icons of Project Management;Project Management Nine Knowledge Areas;Human Resource Management;Essentials for Implementing Excellence in Project Management;Functional Organization;Projectized Organization;Weak Matrix Organization;Strong Matrix Organization;Composite Organization;Organizational Structure Influences on Projects;Resource Allocation Challenges;Responsibility Matrix;8 Icons of Project Management;Project Management Nine Knowledge Areas