Learning outcome 8 Flashcards
8.1 Describe ways to create and maintain a schedule
WHAT- WBS
WHEN- Definitions
WHO-PM
HOW - From development of PBS
WHERE- PMP
WHY- After the PBS is formed it allows for the PM to develop the WBS and WP’s included. By outlying the all the processes required to construct the product in the WBS at a higher level, the PM can also work out the breakdown of the work packages. It gives them a firm understanding of the roles and responsibilities of the project team. Having this information allows the PM to develop accurate schedules allowing them to line up resources and procurement to assist in the project.
WHAT- CRITICAL PATH ANALYSIS
WHEN- Definitions
WHO- PM
HOW- Network diagram
WHERE- PMP
WHY- To define the sequence in which the project will complete activities defining the delivery date of the product. Taking the WP’s identified in the WBS the PM can create a network diagram outlining the relationships and logical decencies between the activities. By outlining the tasks in a logical order will highlight the critical path Having this tool then allows the PM to plan their schedule and identify activities they can move if necessary, using the CRITICAL CHAIN to allow for utilisation of resourcing or maximise effectiveness of project team.
WHAT- GANTT CHART
WHEN- Definitions and deployment
WHO- PM
HOW- Using schedule
WHERE- PMP
WHY- Gantt chat is a simple form of bar chart and is the most common way to represent projects schedule. After the network diagram has been done and the critical path outlined the Gnatt chart can be populated. Having this tool allows the PM to see and communicate roles and responsibilities. It allows the PM to maintain their schedule by having the visual aid of WP’s that can be adjusted in the timeline of the project, allowing for resource aggregation and better efficiency.
8.2 Differentiate between critical path and chain as scheduling techniques
WHAT- RISK
WHY- CP identifies the RISK in terms of the sequence of events that if overruns then it will affect the end delivery date possibly putting the whole project outside of viability with no way of moving the risk. Whereas CC through estimation of time of WP’s allows the PM to reschedule the work allowing themselves a buffer and carrying the risk themselves the critical path activities will be complete before the next task is required to start.
WHAT- TIME v RESOURCING
WHY- CP places emphasis on working out the sequence of activities, who’s total equals the overall duration of the project. This enables the PM to have a fixed amount of time of which to structure their schedule on. The CC focuses on the resources applied to the to the network diagram giving a ‘resource constrained’ path. Allowing the PM to try and keep a constant utilisation of resources when scheduling.
8.3 Describe how resources are categorised and allocated to a linear lifecycle
WHAT- STRUCTURE
WHEN- Indicated in stages of deployment phase
WHO - PM
HOW- WBS broken done into WP and applied to GNATT chart
WHERE- in definitions
WHY- When the PM has developed a thorough WBS and applied it to the GNATT chart it allows them to break the Phase down into stages. By doing this they can see where and when they will need the resources and be able to allocate them accordingly. It gives the PM a greater deal on control and better understanding of how many resources are required to complete the tasks, hopefully saving on the need for levelling later on.
WHAT- REPLENISHABLE
WHEN- planning in definitions, maintained in deployment
WHO- PM
HOW- Acquiring more
WHERE- deployment
WHY- Resource items include such things as RAW MATERIALS and MONEY. Once they are used up they are no longer available and FRESH quantities are required. This means the PM has to plan for this with such things as procurement STRATEG, making sure more resources are available when required.
WHAT- RE-USEABLE
WHY- Resources are such items as people, plant machinery, facilities and equipment. Once used these are available for use elsewhere These resources may have multiple roles through the project lifecycle meaning any down time could possibly have an impact on the project scheduling and critical path.
8.4 Describe how resources are categorised and allocated to an ITERATIVE lifecycle
Fixed
WHAT- STRUCTURE
WHEN- Indicated in stages of deployment phase
WHO - PM
HOW- TIMEBOXES
WHERE- in definitions
WHY- As the RESOURCES and TIME are set this means that the REQUIREMENST are prioritised and implemented within those constraints. It means that the scope and quality of work completed will vary. It reduces the risk of running over the TC constraints as only work that can be completed will be carried out in that timebox.
WHAT- RE-USEABLE
WHY- Resources are such items as people, plant machinery, facilities and equipment. Once used these are available for use elsewhere These resources may have multiple roles through the project lifecycle meaning any down time could possibly have an impact on the project scheduling and critical path.
WHAT- REPLENISHABLE
WHEN- planning in definitions, maintained in deployment
WHO- PM
HOW- Acquiring more
WHERE- deployment
WHY- Resource items include such things as RAW MATERIALS and MONEY. Once they are used up they are no longer available and FRESH quantities are required. This means the PM has to plan for this with such things as procurement STRATEGY, making sure more resources are available when required.
8.5 Differentiate between resource smoothing and resource levelling
WHAT- REACTION
WHY- RL is a REACTIVE measure which is used when there is a resource CONSTARINT during a WP. It allows the PM to increase the duration of project so to facilitate the movement of resources to still complete the task, as long as it does not affect the delivery date of the product. RL is a PROACTIVE measure That allows the PM to utilise the resourcing by moving it around the schedule to maximise efficiency with the possibility of successfully delivering the project early.
WHAT- RISK
WHY- When the PM is forced to conduct RL because of severe constraints, the risk is that resources will need to be moved to the extent that it will push the project duration beyond the delivery date, affecting the TC constraints in place. However, there is no risk with RS as it is done to be productive and utilise the resources available to optimise efficiency.
WHAT- STAKEHOLDER CONFIDENCE
WHY- When RL stakes place it can be perceived by Snr SH’s that the project may not be able to meet all its criteria obj’s. In turn reducing stakeholder buy in which maybe crucial later in the project if there is a need for more resource mobilisation. However, RS can be perceived as the PM has a firm handle on the project and is working to be even more efficient. All of which will lead to more buy in and better relationships with SH’s.
