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Ebook Successful project management (Third edition): Part 2

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Tiêu đề Ebook Successful Project Management (Third Edition): Part 2
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Ebook Successful project management (Third edition): Part 2 includes contents: Chapter 6 preparing a project plan; chapter 7 managing time, cost, and scope; chapter 8 evaluating and reporting on project performance; Appendix A: answers to exercises and case studies; Appendix B: glossary; Appendix C: organizations and websites; Appendix D: bibliography. Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.

d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư Preparing a Project Plan aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb Learning Objectives c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m By the end of this chapter, you should be able to: 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 • cl oq nk jw 04 zh pm k hh lyi identifying, analyzing, and responding to project risk Explain how to get approvals and compile a comprehensive project plan s0 vy i36 • Create a project schedule • Prepare a project resource plan • Prepare a project budget plan • Describe the risk management processes of os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z 12 u9 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr xs dd dw 1u m r ri8 m 21 2e dt m ict s9 9k ky dq la xn yg uv oy 0d 82 9x hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 m a hf 6iw gh s 6v 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n bp n9 v iư jf vii zv f4 d6 hf m r4 lx jg oh ur 7i 1ư 1q ưf oq hb di hj hư 2e 4n 01 x6 zj d7 ks ym gw 0g bn ks bp we ss 2m fye ws ui 0y bn vg n4 s3 7lư ny x hg 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 In previous chapters, you learned how to define the project objectives, create a work breakdown structure, estimate the effort needed to accomplish each activity, then sequence the activities based on their logical relationships and dependencies In this chapter, you will learn how to put all these together into a workable project plan You will learn how to apply the estimated work hours or days to the calendar to determine the duration of each activity, considering weekends, holidays, and vacation schedules as well as the availability of people and other resources You will learn how to reprogram the activities, if needed, to meet required completion dates You may even need to negotiate a modification of some of the basic project objectives to come up with workable schedules, resource plans, and budget plans You will also learn how to identify potential risks, assess their possible impact, and prepare a plan for responding to these risks You will compile all this into an official project plan and get final approvals before beginning project work lh gq cc q9 xk 8y 9a ag tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j 93 © American Management Association All rights reserved http://www.amanet.org/ x1 ba 1ư o5 b0 nx g8 bh w8 ib v5 d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic 94 ak ud 9u 4t vw 69 SUCCESSFUL PROJECT MANAGEMENT z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m PREPARING SCHEDULES a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 After you have prepared the network diagram and identified the critical path, you are ready to prepare schedules by following two simple steps: el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt Create the initial schedule using the early start and early finish times If iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so necessary, you can adjust the schedule later to the late start and late finish times to account for the availability of resources In other words, if the necessary resources are not available on the early start date, the project manager can determine to begin the activity on the late start date Assign a calendar date to the beginning of the first activity and convert the time durations on each activity to a calendar date Alternatively, you may assign a calendar date to the completion of the project and work backward to the beginning of the project jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m n9 1x If the schedule shows the project will complete before the requested date, keep this extra time (float) at the end of the project to allow recovery options 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd xhibit 6-1 b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m v4 5y Calendar Dates for Construction of a Pump Station h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 Survey 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 70 g1 7iư s8 cn 1/5/01 lư day li ht 1/5/01 vd xu fp s0 vy i36 la kw cg iq Mobilize u sk m ư4 c3 xq x y1 pa km icd iem Trench footings wv y cq da eu 1/4/01 days 5y 1/3/01 c9 ux xo ur en vo Grade site jb lu 7g xs 9v xz s3 5 days 1/9/01 1/15/01 1p ư3 kq ja s3 2x e6 c4 d8 nk 04 zh pm k hh lyi 1/8/01 jw 1/5/01 cl days oq os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp a6 Concrete and material design Cure concrete 6f Form and pour concrete p3 hv xq 1z 12 u9 hw 81 7u fd ow rk ew kx dx oc days days 1/9/01 1/16/01 1/22/01 1/23/01 d xjs 1/3/01 qư nn sm ưx days jo uw 7z hr dd xs 2/1/01 dw 1u m r ri8 m 21 2e dt m ict s9 9k ky dq la xn yg uv oy 0d 82 9x hq kn p1 kv stq Test pump vu x a1 j j3g Install pump we cy qg hf it cc Spec prefab metal building 12 days 16 2/2/01 2/12/01 2/13/01 zh 9z 34 n8 2v qg Start li 5x c8 days tq m a hf 6iw gh s 6v hy bh f4 ur 1/8/01 u9 1/3/01 ưj 1/3/01 1p 1/3/01 2/14/01 04 days fz 99 days 3c qi x7 0e b ix9 End gp au 9g vs ic k3 h3 fk s3 5n bp n9 v iư jf vii zv f4 d6 hf m r4 days 2/22/01 2/22/01 lx jg 18 oh ur 7i 1ư 1q ưf oq hb di hj hư 2e ks bp we ss 2m fye 2/14/01 0g days 2/8/01 bn 14 2/7/01 ym days 2/2/01 gw 13 1/9/01 d7 days 1/3/01 ks 10 zj Install roofing and siding x6 Erect structural steel 4n 01 Plumbing materials, pump and controls ws ui 0y bn vg n4 s3 7lư ny x hg Paint 1u hg 17 days 15 days 2/20/01 2/22/01 2/15/01 2/19/01 w xi9 Install lights and panels w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 x 9y 1in 5i Electrical materials, lights, panels, etc 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y tn ư3 m v5 p 76 zq 1/9/01 9a days 1/3/01 ag 11 u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j AMACOM Self Study Program http://www.amaselfstudy.org/ x1 ba 1ư o5 b0 nx g8 bh w8 ib v5 d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 95 0x w7 aic PREPARING A PROJECT PLAN ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m if the schedule slips during the life of the project The project manager owns the float and should not give it away indiscriminately The manager uses float to compensate for estimating variability or unforeseen problems Team members should not be allowed to use float at their discretion The network diagram in Exhibit 6-1 shows the pump station example with calendar dates based on the early start and early finish times a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo Exercise 6-1 ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo Preparing Schedules: Sales Presentation xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 Exhibit 6-2 shows the sales presentation exercise with the early and late start and finish times calculated previously in Exercise 5-3 Calculate a scheduled start and finish time for each activity by assigning a start date of April to the first activity Convert the time durations on each activity to a date using early start and early finish (The answers are in Appendix A.) ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd Milestones b8 7x ax 0o 5z t8 fa xe To help define and monitor the schedule of a large project, you may wish to define milestones that represent the completion of a major deliverable or group of activities For a project that includes several functional groups or categories of activities, it may make sense to develop milestones for each For example, a milestone for engineering on the development of a new product may be the development of a product requirements document Milestones may be inserted in the project schedule as activities that define the completion 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi 8ư os xhibit 6-2 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp Preparing Schedules: Sales Presentation 6f a6 p3 hv xq 1z 12 u9 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr xs dd dw 1u m r ri8 m 21 2e dt m ict s9 9k ky dq xn Arrange appointments days: float: Early start: Early finish: Late start: Late finish: days:17 float: Early start: Early finish: 19 Late start: Late finish: 22 la Decide to make presentation yg uv Make presentation oy 0d 82 9x hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 days: float: Early start: 23 Early finish: 23 Late start: 23 Late finish: 23 2v qg tq li 5x c8 m a hf 6iw gh s 6v 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n bp n9 v iư jf vii zv f4 d6 hf m r4 lx jg oh ur 7i 1ư 1q ưf oq hb di hj hư 2e 4n 01 x6 zj d7 ks ym gw 0g bn ks bp we ss 2m fye ws ui 0y n4 7lư ny x hg days: 10 float: Early start: 13 Early finish: 22 Late start: 13 Late finish: 22 s3 days: 10 float: Early start: Early finish: 12 Late start: Late finish: 12 bn Prepare presentation vg Collect sales data 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j © American Management Association All rights reserved http://www.amanet.org/ x1 ba 1ư o5 b0 nx g8 bh w8 ib v5 d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 SUCCESSFUL PROJECT MANAGEMENT 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 96 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew of a group of activities A milestone has no duration, cost, or resource requirements Milestones can be used to ensure that a project is on schedule and meeting its scope az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm Gantt Charts o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 Once the schedule is developed, a bar chart is a helpful way to communicate schedule information since it provides an easy-to-read visual picture of the project activities It can very quickly convey considerable information Gantt charts (originally developed by Henry Gantt) are bar charts with time graduations along the horizontal axis and activities listed on separate lines down the vertical axis, making it easy to see the relationship between activities and time The horizontal bars show the scheduled time frames for each activity Connecting lines and arrows show dependencies Exhibit 6-3 shows the example of the pump station as a Gantt chart n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj Exercise 6-2 l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o Gantt Chart: Sales Presentation 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg Draw a Gantt chart for the sales presentation in Exercise 6-1 (The answer is in Appendix A.) 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu xhibit 6-3 c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq Gantt Chart for Construction of a Pump Station ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z 12 u9 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr xs dd dw 1u m r ri8 m 21 2e dt m ict s9 9k ky dq la xn yg uv oy 0d 82 9x hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 m a hf 6iw gh s 6v 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n bp n9 v iư jf vii zv f4 d6 hf m r4 lx jg oh ur 7i 1ư , 1q ưf oq hb di hj hư 2e 4n 01 x6 zj d7 ks ym gw 0g bn ks bp we ss 2m fye ws ui 0y bn vg n4 s3 7lư ny x hg 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j AMACOM Self Study Program http://www.amaselfstudy.org/ x1 ba 1ư o5 b0 nx g8 bh w8 ib v5 d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 97 0x w7 aic PREPARING A PROJECT PLAN ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de Think About It zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy To communicate project information, when would you use network diagrams and when would you use Gantt charts? 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr Crashing the Schedule h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de xq is5 05 If the schedule you develop does not allow the project to complete when desired, you might have to take action to decrease the total project duration This is known as crashing the schedule Analyze all the available options and choose those that provide the greatest compression for the lowest cost Concentrate on the activities on the critical path (Remember, shortening noncritical activities will not complete the project any sooner.) Focus first on activities that occur early in the project and, second, those with the longest durations u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 wh ax Resources One way to crash a schedule is to change the way resources are applied to the project (The allocation of resources is discussed later in this chapter.) The following are some options to consider: xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 Relieve employees of other responsibilities to allow them to devote more hours each day to the project Reallocate resources from noncritical activities to provide the extra help you need After you reassign the resources, check to see if the critical path has shifted to include other activities Add resources to provide additional staff, overtime, additional equipment, vendor incentives to complete sooner, or the ability to outsource Make wise choices because adding too many resources can cause problems in communication and interpersonal relations Reserve overtime as a contingency Rather than scheduling overtime in the original plan, keep it as a contingency for unforeseen problems Overtime is not as effective as regular work hours Studies show that twelve hours’ overtime by a knowledge worker increases actual output only by the equivalent of two hours’ regular work Overtime might be useful if a small increment (three to four days) will make a difference in the project, if the staff can see light at the end of the tunnel, and if extra money is an incentive to them cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o • 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z 12 u9 hw 81 7u fd • ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr xs dd dw 1u m r ri8 m 21 2e dt m ict s9 9k ky dq la xn yg uv oy 0d 82 9x • hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 m a hf 6iw gh s 6v 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n • bp n9 v iư jf vii zv f4 d6 hf m r4 lx jg oh ur 7i 1ư 1q ưf oq hb di hj hư 2e 4n 01 x6 zj d7 ks ym gw 0g bn ks bp we ss 2m fye ws ui 0y bn vg n4 s3 7lư ny x hg 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq Activities Another way to crash a schedule is to change the sequence of activities or reevaluate their estimates The following are some options to consider: cc q9 xk 8y 9a ag tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j © American Management Association All rights reserved http://www.amanet.org/ x1 ba 1ư o5 b0 nx g8 bh w8 ib v5 d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic 98 ak ud 9u 4t vw 69 SUCCESSFUL PROJECT MANAGEMENT z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 • q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de Fast-track the project by changing the sequence of activities in the network diagram to allow activities to be done in parallel (at the same time) rather than in sequence (one after another) or to allow some to overlap (for example, starting to write code on a software project before the entire design is complete) Fast-tracking usually increases risk Reconsider the accuracy of the estimates for activities on the critical path However, not arbitrarily reduce the estimates to fit the time available zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 • lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so Project Objectives A third way to crash a schedule is to modify the project objectives The following are some options to consider: jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 Rethink the basic strategy to determine better ways to accomplish the same objectives Renegotiate the project objectives Reduce the scope, increase the budget, or increase the time If the schedule still won’t work, readdress the basic problem or opportunity to verify that it warrants the effort it will take to complete the project ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m • xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư • ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 • t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc gm m i6 w9 PREPARING RESOURCE PLANS 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w The best project plan in the world cannot be accomplished without the right people, materials, and equipment at the right place at the right time This section explains how to assign the right resources when and where they are needed Consider the following principles when assigning resources: 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y y cq iem Schedules are meaningless unless the right resources are available when the activity is scheduled to begin If you cannot get the right resources at the right time, you may need to replan Do not assign the wrong person to the job just because no one else is available at that time Assign scarce resources to activities on the critical path first Obtain firm commitments from team members, functional managers, and senior management Once commitments are made, the committed hours no longer belong to the function, but to the project Too few people on a project cannot solve the problems; too many people can create more problems than they solve Balance critical resources by adjusting schedules where there is float If the activity was scheduled to begin on the early start date, try adjusting it to the late start date to see if the appropriate resources are available at that time Meet with functional sections to level the workload as much as possible to keep in-house resources busy and to use preferred outside resources as much as possible It may be necessary to increase the project duration to get the right resources at the right times wv da eu c9 ux xo ur en vo jb lu 7g xs 9v xz • 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck • 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z 12 u9 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr xs dd dw 1u m r ri8 m 21 2e dt m ict s9 9k • • ky dq la xn yg uv oy 0d 82 9x hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 m a hf 6iw gh s 6v • 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n bp n9 • v iư jf vii zv f4 d6 hf m r4 lx jg oh ur 7i 1ư 1q ưf oq hb di hj hư 2e 4n 01 x6 zj d7 ks ym gw 0g bn ks bp we ss 2m fye ws ui 0y bn vg n4 s3 7lư ny x hg 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji • vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 m v5 The following steps may be helpful in allocating resources Although the steps refer specifically to allocating people, the same process can be followed for allocating other resources, such as equipment and materials p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j AMACOM Self Study Program http://www.amaselfstudy.org/ x1 ba 1ư o5 b0 nx g8 bh w8 ib v5 d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax a9 q3 3y vr v0 5c dw k4 pq zlt Identifying the Required Skills pf ưq m fq ew dm wc zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z 12 u9 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr xs dd dw 1u m r ri8 m 21 2e dt m ict s9 9k ky dq la xn yg uv oy 0d 82 9x hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 m a hf 6iw gh s 6v 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n bp n9 Responsibility Assignment Matrix d6 m r4 lx jg oh ur 7i 1ư 1q ưf oq hb di hj hư 2e 4n 01 x6 zj d7 ks ym gw 0g bn ks bp we ss 2m fye ws ui 0y bn vg n4 s3 7lư ny x hg 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j © American Management Association All rights reserved http://www.amanet.org/ hf  Mary Fox f4 Skill Requirement v iư jf vii zv  Sue Bird   Bill Jones  Joe Brady u sk m xhibit 6-4 Customer Relations Layout Design Proofreading Technical Writing Person Identify the skills required for each activity as identified on the activity estimate sheets Also note the skill level required For example, not assign an entry-level editor to a job specified for a senior editor Likewise, you usually would not assign a senior (and higher paid) editor to a job that could be accomplished by an entry-level editor de Exercise 6-4 99 PREPARING A PROJECT PLAN Exercise 6-3 Identifying Required Skills: Remodeling a Bathroom Identify the skills required to complete the job of remodeling a bathroom The project you are hired to includes expanding the size by using space from an adjoining room, moving the bathtub, and installing a new ceiling exhaust fan (Suggested answers are in Appendix A.) Recruiting Personnel Recruit individuals who best meet the skill requirements that were identified during the creation of the work breakdown structure Plot each person (or group of people) and the project skill requirements on a responsibility assignment matrix such as the one shown in Exhibit 6-4 Responsibility Assignment: Remodeling a Bathroom Create a responsibility assignment matrix, assuming you have available the following individuals: Bob (experienced in plumbing and electrical), Roger (carpenter), and Sandy (plumber) (Suggested answers are in Appendix A.) x1 ba 1ư o5 b0 nx g8 bh w8 ib v5 d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 SUCCESSFUL PROJECT MANAGEMENT 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 100 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt Assigning People to Activities fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 Assign the most appropriate people to each activity A useful tool for determining the availability of resources is a resource histogram (Exhibit 6-5), which may be prepared for an individual or for a group of people with similar skill sets On the resource histogram, block out time needed for the following: xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z 12 u9 hw 81 7u fd ow rk xhibit 6-5 icd Resources Reallocate available personnel or resources to provide assistance or to replace the overcommitted resource Authorize overtime • wf • tg da • Administrative activities (such as time cards, personnel meetings, breaks, personal leave, and sick leave) Operational support (such as training classes, coordination meetings, internal consulting, answering phone calls, travel, research, problem solving, crisis management, and other activities needed to maintain the operation) Project work (the days and hours the person, or other resource such as equipment, is committed to project activities) • Schedules often fail because they underestimate the hours required for administrative and operational activities When this happens, fewer hours than expected can be devoted to project work Leveling the Resources When a person or other resource is overcommitted (such as on weeks beginning 4/27, 5/4, and 5/18 in Exhibit 6-5), add more people or resources to match the needs or try to level the workload of existing people and resources using one or more of the following options: ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr xs dd Resource Histogram dw 1u m r ri8 m 21 2e dt m ict s9 9k ky dq la xn yg uv oy 0d 82 9x hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 m a hf 6iw gh s 6v 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n bp n9 v iư jf vii zv f4 d6 hf m r4 lx jg oh ur 7i 1ư 1q ưf oq hb di hj hư 2e 4n 01 x6 zj d7 ks ym gw 0g bn ks bp we ss 2m fye ws ui 0y bn vg n4 s3 7lư ny x hg 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j AMACOM Self Study Program http://www.amaselfstudy.org/ x1 ba 1ư o5 b0 nx g8 bh w8 ib v5 d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 101 0x w7 aic PREPARING A PROJECT PLAN ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 • q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de Activities When float is available, use it to shift the schedules by using the late start rather than the early start times Use float to extend the activity duration (For example, rather than committing a person 100 percent for two days, use her 50 percent for four days.) Project objectives Reduce the scope of the activity, if possible, by approaching the activity in a different way zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt • iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so As you allocate resources, it is important to consider the trade-offs in time, cost, and resources For example, putting more employees on a particular project may get the job done faster, but may be less efficient As Exhibit 6-6 illustrates, one employee can complete the job in twenty days working full-time, whereas it would require forty-two days if he worked half-time (Working half-time wastes a couple of days because of time lost to stop and start project work each day.) Two employees can complete the job in thirteen days, and three can it in ten days There is no straight-line correlation between the number of employees and the days to complete the project because adding more employees means they have to expend extra time to coordinate their work The total cost of the project increases as you add more employees: One employee half-time would cost twenty-one days’ work (working half-time for forty-two calendar days), one employee full-time would cost twenty days’ work, two employees would cost twenty-six days’ work (2 × 13), and three would cost thirty days’ work (3 × 10) Allocate more employees if time is critical and allocate fewer employees if resources are critical In the example above, one employee is the most costeffective choice, but three employees can complete the job most quickly if time is critical jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td rf n5 ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 xhibit 6-6 p3 hv xq 1z 12 u9 Trade-offs in Time, Cost, and Resources hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr xs dd dw 1u m r ri8 m 21 2e dt m ict s9 9k ky dq la xn yg uv oy 0d 82 9x hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 m a hf 6iw gh s 6v 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n bp n9 v iư jf vii zv f4 d6 hf m r4 lx jg oh ur 7i 1ư 1q ưf oq hb di hj hư 2e 4n 01 x6 zj d7 ks ym gw 0g bn ks bp we ss 2m fye ws ui 0y bn vg n4 s3 7lư ny x hg 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j © American Management Association All rights reserved http://www.amanet.org/ x1 ba 1ư o5 b0 nx g8 bh w8 ib v5 d 8p p6 oq 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic 102 ak ud 9u 4t vw 69 SUCCESSFUL PROJECT MANAGEMENT z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m Some activities may take a fixed amount of time regardless of the number of people involved For example, a woman can have a baby in nine months, but two women cannot it in four and a half months a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy Adjusting the Project Schedule 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so Finally, adjust the project schedule based on the availability of the right resources at the right time Leveling the workload often results in increasing the total project duration If an earlier completion date is needed, you may need to add more resources jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 Exercise 6-5 rc bp rm 5h 64 hm 5w clr h 0k 8m xl td n5 rf Leveling Resources: Remodeling a Bathroom ưf o7 nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce Exhibit 6-7 shows a network diagram for the project to remodel the bathroom Assign people to the activities, considering their skills (see Exercise 6-4), then adjust the schedules as needed based on the availability of resources to complete the project as early as possible (Note: Bob is on vacation June 5, and Sandy is on vacation June 5–10.) (Suggested answers are in Appendix A.) xn nk ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg px 4q PREPARING BUDGET PLANS uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd 5m a7 Budgeting is the process of allocating the cost estimates to work items to establish a cost baseline for measuring project performance Small projects may not need extensive budget plans if you use in-house resources Larger projects may require extensive budget plans, including basic spreadsheets, cumulative spreadsheets, and cost line graphs To prepare a simple budget plan, the following: vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 Total the personnel costs from each activity estimate sheet Total the direct costs from each activity estimate sheet Remember to include project management and other operational costs 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z 12 u9 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn • • sm ưx jo uw 7z hr xs dd dw 1u m r ri8 m 21 2e dt m ict s9 9k ky dq la xn yg uv oy 0d 82 9x hq kn p1 kv stq vu x a1 j j3g xhibit 6-7 we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 Network Diagram for the Project to Remodel the Bathroom m a hf 6iw gh s 6v 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n bp n9 v iư jf vii zv f4 d6 hf m r4 lx jg oh ur 7i 1ư 1q ưf oq hb di hj hư 2e 4n 01 x6 zj d7 ks ym gw 0g bn ks bp we ss 2m fye ws ui 0y bn vg n4 s3 7lư ny x hg 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 5i x 9y 1in 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y 9a ag tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m m yw p5 pb oh p1 p0 ar m wo n i7 i kg lp m rr ry 88 oư w8 xq 4h 3p lo no 9w ef te 16 x6 hi ưg bh wd 34 0lj d6 lw l0 ưh 5z a 5s j0u xq s2 re 2u 1g qk qn v4 xo sn cx c ld i2j AMACOM Self Study Program http://www.amaselfstudy.org/ x1 ba 1ư o5 b0 nx g8 bh w8 ib v5

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