tailieunhanh - PROJECT MANAGEMENT FOR TELECOMMUNICATIONS MANAGERS CHAPTER 5

Chapter 5 SCHEDULE CREATION. Now that we have the Work Breakdown Structure, we can think about building the project schedule. Before the project schedule can be created, the team must identify the activities, and determine all of the interdependencies. | Chapter 5 SCHEDULE CREATION Now that we have the Work Breakdown Structure we can think about building the project schedule. Before the project schedule can be created the team must identify the activities and determine all of the interdependencies. In doing this the team can build a logic diagram illustrating the shape of the project. Once the optimal structure has been determined this can be overlaid on a calendar yielding a schedule. The techniques for producing a critical path schedule are explained. In this chapter we also discuss how to manage some typical schedule problems. Everyone associated with a project is impacted by the schedule and a wise project manager will use assistance from all key people when building the schedule. The project manager has the overall accountability for the schedule and will be the prime player in building and monitoring it. If there is a project assistant or planner he or she may prepare the schedule and possibly also monitor it particularly on a large project. Full team involvement is required to build and adhere to a schedule in order to take into account all potential dependencies and to accurately estimate the activity times. Functional managers in matrix organizations are impacted all stakeholders are affected. All should be informed about the end result at the very least and possibly also asked to contribute at some point during the development. In the PMBOK Guide there is a systematic analysis of five processes that are related to project time management. See Figure 1 for an illustration of these processes. The diagram shows the stage of the project at which each of the five processes occurs. 86 Schedule Creation Figure 1 The five time management processes are 1. Activity definition In order to build an accurate schedule we need to know all of the activities that must happen. The work breakdown structure once fully completed identifies all project activities. 2. Activity sequencing Once identified the activities must be .

• Quản lý dự án
• project management
• quản lý viễn thông
• hướng dẫn quản lý dự án
• dự án viễn thông
• lập dự án
• Information technology project management
• Information technology project
• Project portfolio management
• Project management profession
• Project management framework
• Project management context
• Project life cycle
• Project management process
• Lecture Project management in practice
• Modern project management
• Project manager
• Project scope management
• Importance of scope management
• Project scope management processes
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project management institute
• Project human resource management
• Project communications management
• Project risk management
• Project management standards
• Project management forms
• Enterprise project management
• Project authorization
• Project analysis
• Project execution
• Organizational influences
• Project management processes
• Project integration management
• Project perspective
• Cost management
• Cost management plan
• Project plan
• Integration change control
• Project management principles
• Project management definition
• Project management perspectives
• Project stakeholder definition
• Project life cycle definition
• Project Management in Practice Dr Neil Project management
• Project organisational structures
• Balanced matrix
• Project management office
• Projectised organisation
• Time constrained project
• Project schedule
• Extended network techniques
• Managerial process
• Lecture Project management
• Project Governance
• Lecture Information technology project management
• Project management statistics
• Project sponsor
• Project Analysis Under Risk
• Project Analysis
• project costs
• project investment
• project evaluation
• technical project management
• project management for small business
• Risk management planning
• Qualitative risk analysis
• Managing project teams
• Human resource management plan
• Project procurement management
• Procurement management plan
• Outsourcing project work
• Quality management planning
• Communications management plan
• Project Cash Flows
• Project Appraisal
• Essential Formulae
• Project Analysis Under Certainty
• Project management in practice
• Evaluating the project
• Terminating the project
• Project auditing
• Project termination