Project Schedule Management Includes the Processes Required to Manage the Timely Completion of the Project
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Work Breakdown Structure – Templates from Previous Projects
Basics of Security Project Management 1 2 1 2 3 4 Ensure that the necessary Project Plan will improve the Time and attention to detail Repeatable, stable, and preventative, detective, and protection of company thorough process that can be corrective measures will be assets. applied implemented following a risk assessment. 3 Learning Objectives Identification of Planning steps ✓ Specification ✓ Global Structure ✓ Project Breakdown Consideration of ✓ Task Delegation Planning Resources ✓ Time Estimation 2 1 ✓ Identification of needed resources ✓ Integration of Time/Personnel ✓ Setting Controls/Gates Team Planning: Applications of Skills Who? What? 4 3 Where? When? Why? How? Refinement of the Risks identification & Security Project 6 5 considerations Initiation Stage 4 5 Project Planning Activities Specific Goals of the Project 1 Estimates to be prepared for Specific Work to be formed 2 3 planning, tracking and controlling the project. Commitments established 4 5 Documentation of project with affected groups alternatives, assumptions, and constraints Creation of baseline plans from which 6 the security project will be managed. 6 “Fail to Plan, Plan to Fail.” Risk, Threat, & Recommended PPS Vulnerability Project Scope Procurement Safeguards Requirements Assessment Document Approach Document Design Sole Source Business Performance Capacity Criteria & Justification Objectives requirements Requirements Requirements 7 Essential Project Planning Steps 8 Questions to Answer During Planning Point 1 What is the real purpose of this project? What methods, processes, or actions were used Point 2 to define the project? What will the results of this project do for the Point 3 stakeholders? What is the priority of this project, how was that Point 4 priority determined, and how does it compare with that of other current projects? 9 NOTE: The documentation prepared during the planning stage is called the project scope document. -
Division 01 – General Requirements Section 01 32 16 – Construction Progress Schedule
DIVISION 01 – GENERAL REQUIREMENTS SECTION 01 32 16 – CONSTRUCTION PROGRESS SCHEDULE DIVISION 01 – GENERAL REQUIREMENTS SECTION 01 32 16 – CONSTRUCTION PROGRESS SCHEDULE PART 1 – GENERAL 1.01 SECTION INCLUDES A. This Section includes administrative and procedural requirements for the preparation, submittal, and maintenance of the progress schedule, reporting progress of the Work, and Contract Time adjustments, including the following: 1. Format. 2. Content. 3. Revisions to schedules. 4. Submittals. 5. Distribution. B. Refer to the General Conditions and the Agreement for definitions and specific dates of Contract Time. C. The above listed Project schedules shall be used for evaluating all issues related to time for this Contract. The Project schedules shall be updated in accordance with the requirements of this Section to reflect the actual progress of the Work and the Contractor’s current plan for the timely completion of the Work. The Project schedules shall be used by the Owner and Contractor for the following purposes as well as any other purpose where the issue of time is relevant: 1. To communicate to the Owner the Contractor’s current plan for carrying out the Work; 2. To identify work paths that is critical to the timely completion of the Work; 3. To identify upcoming activities on the Critical Path(s); 4. To evaluate the best course of action for mitigating the impact of unforeseen events; 5. As the basis for analyzing the time impact of changes in the Work; 6. As a reference in determining the cost associated with increases or decreases in the Work; 7. To identify when submittals will be submitted; 8. -
By Philip I. Thomas
Washington University in St. Louis Scheduling Algorithm with Optimization of Employee Satisfaction by Philip I. Thomas Senior Design Project http : ==students:cec:wustl:edu= ∼ pit1= Advised By Associate Professor Heinz Schaettler Department of Electrical and Systems Engineering May 2013 Abstract An algorithm for weekly workforce scheduling with 4-hour discrete resolution that optimizes for employee satisfaction is formulated. Parameters of employee avail- ability, employee preference, required employees per shift, and employee weekly hours are considered in a binary integer programming model designed for auto- mated schedule generation. Contents Abstracti 1 Introduction and Background1 1.1 Background...............................1 1.2 Existing Models.............................2 1.3 Motivating Example..........................2 1.4 Problem Statement...........................3 2 Approach4 2.1 Proposed Model.............................4 2.2 Project Goals..............................4 2.3 Model Design..............................5 2.4 Implementation.............................6 2.5 Usage..................................6 3 Model8 3.0.1 Indices..............................8 3.0.2 Parameters...........................8 3.0.3 Decision Variable........................8 3.1 Constraints...............................9 3.2 Employee Shift Weighting.......................9 3.3 Objective Function........................... 11 4 Implementation and Results 12 4.1 Constraints............................... 12 4.2 Excel Implementation......................... -
Overview of Project Scheduling Following the Definition of Project Activities, the Activities Are Associated with Time to Create a Project Schedule
Project Management Planning Development of a Project Schedule Initial Release 1.0 Date: January 1997 Overview of Project Scheduling Following the definition of project activities, the activities are associated with time to create a project schedule. The project schedule provides a graphical representation of predicted tasks, milestones, dependencies, resource requirements, task duration, and deadlines. The project’s master schedule interrelates all tasks on a common time scale. The project schedule should be detailed enough to show each WBS task to be performed, the name of the person responsible for completing the task, the start and end date of each task, and the expected duration of the task. Like the development of each of the project plan components, developing a schedule is an iterative process. Milestones may suggest additional tasks, tasks may require additional resources, and task completion may be measured by additional milestones. For large, complex projects, detailed sub-schedules may be required to show an adequate level of detail for each task. During the life of the project, actual progress is frequently compared with the original schedule. This allows for evaluation of development activities. The accuracy of the planning process can also be assessed. Basic efforts associated with developing a project schedule include the following: • Define the type of schedule • Define precise and measurable milestones • Estimate task duration • Define priorities • Define the critical path • Document assumptions • Identify risks • Review results Define the Type of Schedule The type of schedule associated with a project relates to the complexity of the implementation. For large, complex projects with a multitude of interrelated tasks, a PERT chart (or activity network) may be used. -
Real-Time Scheduling (Part 1) (Working Draft)
Real-Time Scheduling (Part 1) (Working Draft) Insup Lee Department of Computer and Information Science School of Engineering and Applied Science University of Pennsylvania www.cis.upenn.edu/~lee/ CIS 541, Spring 2010 Real-Time System Example • Digital control systems – periodically performs the following job: senses the system status and actuates the system according to its current status Sensor Control-Law Computation Actuator Spring ‘10 CIS 541 2 Real-Time System Example • Multimedia applications – periodically performs the following job: reads, decompresses, and displays video and audio streams Multimedia Spring ‘10 CIS 541 3 Scheduling Framework Example Digital Controller Multimedia OS Scheduler CPU Spring ‘10 CIS 541 4 Fundamental Real-Time Issue • To specify the timing constraints of real-time systems • To achieve predictability on satisfying their timing constraints, possibly, with the existence of other real-time systems Spring ‘10 CIS 541 5 Real-Time Spectrum No RT Soft RT Hard RT Computer User Internet Cruise Tele Flight Electronic simulation interface video, audio control communication control engine Spring ‘10 CIS 541 6 Real-Time Workload . Job (unit of work) o a computation, a file read, a message transmission, etc . Attributes o Resources required to make progress o Timing parameters Absolute Released Execution time deadline Relative deadline Spring ‘10 CIS 541 7 Real-Time Task . Task : a sequence of similar jobs o Periodic task (p,e) Its jobs repeat regularly Period p = inter-release time (0 < p) Execution time e = maximum execution time (0 < e < p) Utilization U = e/p 0 5 10 15 Spring ‘10 CIS 541 8 Schedulability . Property indicating whether a real-time system (a set of real-time tasks) can meet their deadlines (4,1) (5,2) (7,2) Spring ‘10 CIS 541 9 Real-Time Scheduling . -
Project Scheduling Techniques
mathematics HEALTH ENGINEERING DESIGN MEDIA management GEOGRAPHY EDUCA E MUSIC C PHYSICS law O ART L agriculture O BIOTECHNOLOGY G Y LANGU CHEMISTRY TION history AGE M E C H A N I C S psychology Project Scheduling Techniques Subject: PROJECT SCHEDULING TECHNIQUES Credits: 4 SYLLABUS Resource Scheduling Introduction, Project Stages, Project Constraints, Resource Constraints, Resource Aggregation, Resource Leveling, Time-Constrained Network, Computerized Resource Scheduling. Resource Allocation Method Introduction, Methods, Resource Allocation Methods, Securing Project Rescheduling. Splitting and Multitasking Multi-Tasking, Multi-tasking and project performance, Is Multi-tasking really so prevalent? Purpose of Multitasking, Stop Multitasking, Exposure of Multi tasking. Multi Project Resources Scheduling Introduction, Multiple Projects, Methods, Resource allocation syndrome. Critical Chain Scheduling Introduction, Critical Chain Schedules, Resource Behaviors and Risk Mitigation, Project Control with Buffer Management, Buffer Management and Risk Mitigation, Project development role. Critical Chain Scheduling Methods Introduction, Concept, Planning with CCM, Introduce Buffers, Monitoring the project, Estimating and Scheduling, Multi-project Environment. Application of Critical chain scheduling Introduction, Problems and Challenges, Challenges, Benefits, Projects, The critical chain - special case. Suggested Readings: Construction Project Scheduling and Control, Saleh Mubarak, John Wiley and Sons Project Scheduling: a research handbook, Erik -
Planning and Scheduling in Supply Chains: an Overview of Issues in Practice
PRODUCTION AND OPERATIONS MANAGEMENT POMS Vol. 13, No. 1, Spring 2004, pp. 77–92 issn 1059-1478 ͉ 04 ͉ 1301 ͉ 077$1.25 © 2004 Production and Operations Management Society Planning and Scheduling in Supply Chains: An Overview of Issues in Practice Stephan Kreipl • Michael Pinedo SAP Germany AG & Co.KG, Neurottstrasse 15a, 69190 Walldorf, Germany Stern School of Business, New York University, 40 West Fourth Street, New York, New York 10012 his paper gives an overview of the theory and practice of planning and scheduling in supply chains. TIt first gives an overview of the various planning and scheduling models that have been studied in the literature, including lot sizing models and machine scheduling models. It subsequently categorizes the various industrial sectors in which planning and scheduling in the supply chains are important; these industries include continuous manufacturing as well as discrete manufacturing. We then describe how planning and scheduling models can be used in the design and the development of decision support systems for planning and scheduling in supply chains and discuss in detail the implementation of such a system at the Carlsberg A/S beerbrewer in Denmark. We conclude with a discussion on the current trends in the design and the implementation of planning and scheduling systems in practice. Key words: planning; scheduling; supply chain management; enterprise resource planning (ERP) sys- tems; multi-echelon inventory control Submissions and Acceptance: Received October 2002; revisions received April 2003; accepted July 2003. 1. Introduction taking into account inventory holding costs and trans- This paper focuses on models and solution ap- portation costs. -
ICT Project Management
ICT Project Management Chapter 4: Project Planning Phase – Project Time Management 4.1. Introduction Project time management involves the processes required to ensure timely completion of a project. Processes include: 1. Activity definition 2. Activity sequencing 3. Activity duration estimating 4. Schedule development 5. Schedule control 4.2. Activity definition Activity definition involves identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables. The main goal of this process is to ensure that the project team has complete understanding of all the work they must do as part of the project scope so they can start scheduling the work The outputs of this process are 1. Activity list: 2. Activity attributes: 3. Milestone list 4. Requested changes; An activity or task is an element of work normally found on the Work break down structure (WBS), that has an expected duration, a cost and resource requirements. The should have the activity name, an activity identifier or number, brief description of the activity Activity attributes: schedule related information about each activity, such as predecessor, successor, logical relationship, leads and lags, owner, resource requirement assumptions related to the activity A Milestone in a project is a significant event that normally has no duration. It normally takes several activities and a lot of work to complete a milestone, and it acts as a marker to help in identifying necessary activities. It is also a useful tool for setting schedule goals and monitoring progress. Milestones should be: Specific Measurable Assignable Realistic Time-framed ICT Project Management:- Project Planning - Time Management Page 1 4.3. -
Scheduling: Introduction
7 Scheduling: Introduction By now low-level mechanisms of running processes (e.g., context switch- ing) should be clear; if they are not, go back a chapter or two, and read the description of how that stuff works again. However, we have yet to un- derstand the high-level policies that an OS scheduler employs. We will now do just that, presenting a series of scheduling policies (sometimes called disciplines) that various smart and hard-working people have de- veloped over the years. The origins of scheduling, in fact, predate computer systems; early approaches were taken from the field of operations management and ap- plied to computers. This reality should be no surprise: assembly lines and many other human endeavors also require scheduling, and many of the same concerns exist therein, including a laser-like desire for efficiency. And thus, our problem: THE CRUX: HOW TO DEVELOP SCHEDULING POLICY How should we develop a basic framework for thinking about scheduling policies? What are the key assumptions? What metrics are important? What basic approaches have been used in the earliest of com- puter systems? 7.1 Workload Assumptions Before getting into the range of possible policies, let us first make a number of simplifying assumptions about the processes running in the system, sometimes collectively called the workload. Determining the workload is a critical part of building policies, and the more you know about workload, the more fine-tuned your policy can be. The workload assumptions we make here are mostly unrealistic, but that is alright (for now), because we will relax them as we go, and even- tually develop what we will refer to as .. -
Optimal Instruction Scheduling Using Integer Programming
Optimal Instruction Scheduling Using Integer Programming Kent Wilken Jack Liu Mark He ernan Department of Electrical and Computer Engineering UniversityofCalifornia,Davis, CA 95616 fwilken,jjliu,[email protected] Abstract { This paper presents a new approach to 1.1 Lo cal Instruction Scheduling local instruction scheduling based on integer programming The lo cal instruction scheduling problem is to nd a min- that produces optimal instruction schedules in a reasonable imum length instruction schedule for a basic blo ck. This time, even for very large basic blocks. The new approach instruction scheduling problem b ecomes complicated (inter- rst uses a set of graph transformations to simplify the data- esting) for pip elined pro cessors b ecause of data hazards and dependency graph while preserving the optimality of the nal structural hazards [11 ]. A data hazard o ccurs when an in- schedule. The simpli edgraph results in a simpli ed integer struction i pro duces a result that is used bya following in- program which can be solved much faster. A new integer- struction j, and it is necessary to delay j's execution until programming formulation is then applied to the simpli ed i's result is available. A structural hazard o ccurs when a graph. Various techniques are used to simplify the formu- resource limitation causes an instruction's execution to b e lation, resulting in fewer integer-program variables, fewer delayed. integer-program constraints and fewer terms in some of the The complexity of lo cal instruction scheduling can de- remaining constraints, thus reducing integer-program solu- p end on the maximum data-hazard latency which occurs tion time. -
Project Time Management Start with Planning by the Project Management Team (Not Shown As a Discrete Process)
1 (Image) 2 The process required to manage timely completion of the project. Project time management start with planning by the project management team (not shown as a discrete process). In small project, defining & sequencing activities, estimating activity resource & duration, developing schedule are viewed as a single process. Project Time Management includes the processes required to manage timely completion of the project. • Define Activities – The process of identifying the specific actions to be performed to produce the project deliverables. • Sequence Activities – The process of identifying and documenting relationships among the project activities. • Estimate Activity Resources – The process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity. • Estimate Activity Durations – The process of approximating the number of work periods needed to complete individual activities with estimated resources. • Develop Schedule – The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. • Control Schedule - The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline. 3 The define activities process is a further breakdown of the work packages elements of the WBS. It documents the specific activities needed to fulfill the deliverables detailed in the WBS. • Identify the deliverables at the lowest level in the WBS, which is called the Work Package • Identifying and documenting the work that is planned to be performed • Identifying the specific activities to produce the project deliverables • Defining and planning the schedule activities such that the project objectives will be met 4 Inputs • Scope Baseline • Enterprise Environmental Factors • Organizational Process Assets Tools & Techniques • Decomposition (Breaking the work packages into smaller, more manageable units of work called activities - not deliverables but individual units of work). -
Application of Critical Path Method (CPM) and Project Evaluation Review Techniques (PERT) in Project Planning and Scheduling
"Science Stays True Here" Journal of Mathematics and Statistical Science (ISSN 2411-2518), Vol.6, 1-8 | Science Signpost Publishing Application of Critical Path Method (CPM) and Project Evaluation Review Techniques (PERT) in Project Planning and Scheduling Bodunwa, Oluwatoyin Kikelomo and Makinde, Jamiu Olalekan Federal University of technology Akure, Nigeria Mail: [email protected], [email protected] Abstract In the field of project management today, most projects face cost and time-runs which increase the complexity of project involved. This study presents an analysis of the critical path method (CPM) and the project evaluation review technique (PERT) in projects planning (a case study of FUTA post graduate building). This study used secondary data collected from SAMKAY Construction Company comprised of list on project activities. It highlights the means by which a network diagram is constructed from a list of project activities and the computation involved for each method. The CPM will enable project managers to evaluate the earliest and latest times at which activities can start and finish, calculate the float (slack), define the critical path. PERT will enable the project manager to approximate the probability of completing the project within estimated completion time. Then we apply both methods with the data collected, where the earliest time, latest time, and slack are calculated to get the completion day of 207days. Finally, we estimate the probability that the project will be completed within the estimated completion days to be 68.8% using PERT. Keywords: Network Analysis, CPM and PERT, Project Construction. Introduction A project can be defined as a set of a large number of activities or jobs that are performed in a certain sequence determined logically or technologically and it has to be completed within a specified time to meet the performance standards.