Ebook Key project management based on effective project thinking: Part 2, presents the following content: Grasp the Pulse of Project Schedule Management; Develop Real Project Teams; Resolve Project Conflicts; Control Project Risks;...Please refer to the documentation for more details. 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.
6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 Chapter 10 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m Grasp the Pulse of Project Schedule Management k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 In war prize the quick victory, not the protracted engagement —Sun-Tzu • The Art of War On Waging Battle n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e In this changing era, business opportunities go away quickly without notice This presents significant challenges to every single project manager to accomplish the expected objectives within limited period of time oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 According to statistics, software programmers are optimistic in terms of time required to accomplish their works Vast majority of these projects suffered from 25 to 100 % of time overruns Only a small proportion of them had an accuracy of 10 % in terms of schedule estimates It is very rare that the accuracy of schedule estimates was controlled within 5 % nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd jw 72 Due to the time overruns, variations to client’s requirements and project scope creeping are not unusual due to changes in technologies and environment This consequently led to further time overruns, i.e., a vicious circle vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r We often hear this kind of dialogue about project schedule between superiors (Boss) and subordinates zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư Boss (B): “Xiao Zhang, how long you need to finish the project?” Subordinates(S): “About 80 days, Mr. Wang.” B: “don’t be vague, how many days exactly?” S: “80 days.” B: “80 days is too long. I give you 50 days time.” S: “50 days is too short, Mr Wang.” B: “ok I give you 65 days. Don’t bargain That’s deal done.” S: “All right.” yfp 71 o fk 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm wk gy or 8y rb jk pe dz 4b nr 2o zs As a result, the compromise from subordinate and the tolerance from the boss lead to an “exact” project time limit. This time limit will be transformed into a complex graph (such as network chart, Gantt chart, and so on) to be hung in the meeting room. However, such graph is often ignored during the process of plan implementation Project duration depends on some external factors, or just as 06 sd t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r vo 26 s gm jkr 1i m q c8 9z k3 189 4u 76 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o © China Electric Power Press and Springer-Verlag Berlin Heidelberg 2016 R DING, Key Project Management Based on Effective Project Thinking, DOI 10.1007/978-3-662-47731-1_10 h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 10 Grasp the Pulse of Project Schedule Management jr nc 190 zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp Dilbert said, “all successful projects mainly depend on two things: luck or a very nice name.”1 zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg 10.1 Make Good Use of Project Milestones g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca Practice shows that it is vital to control the project progress by setting up project milestones The project milestone is a significant point or event in a project Following factors should be taken into consideration when setting up project milestones 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 Meet the needs of customer and contract In order to gain the confidence or control the investment in the project, the customer generally will set up project milestones in the business contract so in order to receive intermediate achievements as soon as possible or make timely adjustment of project demand, scope, expenditure, and so on Meet the needs of project characteristics and life cycle Even though it is for the same project, milestones could vary significantly if different methods were used to classify project millstones Stakeholders take different responsibilities in each stage of life cycle Therefore, milestones should be specified according to the change of the life cycle where project stakeholders’ responsibility interface should be clarified n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as Figure 10.1 shows the evolutionary prototyping method employed in software development projects The milestones of this kind of development method are as follows v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey Software requirements are determined preliminarily Software prototype structure is completed Prototype is tested and improved Delivery of system is completed 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 ① ② ③ ④ z5 uư yfp 71 o fk If the spiral model is adopted in the software development project, an anchor point method will be employed for defining the project milestones (see Fig. 10.2) In other words, LCO (life circle objective), LCA (life circle architecture), and IOC (Initial Operational Capability) were used to facilitate the achievement of objectives and to monitor the project progress Meanwhile, these three milestones identify the commitment point for various stakeholders in different stages of the project life cycle LCO, LCA, and IOC are the commitment to support the system structure, the entire project life cycle, and the ongoing operation, respectively 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm wk gy or 8y rb jk pe dz 4b nr 2o zs sd 06 Meet the needs of inspiring project team members’ morale Carrying out a project is often a tough process, involving a lot of tedious works Under such context, it is critical for project managers to maintain the morale of the project team members and their productivity Milestones not only enable project t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r vo 26 s gm jkr 1i m q c8 9z k3 The Dilbert Principle HarperCollins, New York (1996) 4u 76 1Scott, Adams: 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba ew 8a kư aw m sx Demand Analysis x0 m bm xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp Develop Initial Prototype 5h m hg eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a Run/Evaluate Prototype 7u bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d Revise and Improve the Prototype wa b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 6t pi wm 9t j2 pd ok 3n vl o oh l8e Completed? N 2z o sq oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 di 7ư ey 0x l4 e7 gs em tb q9 Y ep 36 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th Documentation and Software System ư9 fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư Fig. 10.1 Evolutionary prototyping 191 10.1 Make Good Use of Project Milestones fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư yfp 71 o fk 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm wk gy or 8y rb jk pe dz 4b nr 2o zs 06 sd t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh Fig. 10.2 Spiral model of the software project process v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 10 Grasp the Pulse of Project Schedule Management jr nc 192 zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp members to continue to have a sense of accomplishment, but also enable them to generate pressure to ensure that the project is going on as scheduled zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m In the 1984 Tokyo International Marathon, the Japanese athlete Yamada surprisingly won the championship A reporter interviewed him for his experiences and feelings of winning the championship Yamada’s answer was, “Wisdom is the key.” The reporter perceived that Yamada was trying to be mysterious, as he believed that endurance was the key to win the marathon Two years later, in the Milan International Marathon, Yamada won the championship again Once again the same reporter went to interview him and asked the same question Yamada’s answer was also similar to the previous time However, the reporter followed up to ask him to explain further Yamada commented, “When I first took part in the marathon, I can barely finish half of it Later on, every time before running the marathon, I first drove down a circle of the racing track, and remembered obvious landmark of trees, houses and so on along the way During the race, I will take those things as goals, thus enabling me to maintain a good competitive state and perseverance, until the end, to win the championship.” k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 12 8d Meet the needs of risk management Projects are full of risks Even though we have made full preparations to deal with project risks, risks remain like a ghost haunting the project We cannot afford to review project status and draw the lessons learnt until the project went wrong We must set milestones to continuously review and adjust the project direction s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as Corporate executives need to manage multiple projects simultaneously Therefore, they must understand which milestone each project is at During project regular meetings, those projects without milestones falling between two meetings not have to attend so that cost can be reduced Only those projects with milestones at this stage or the next stage of the life cycle are worthwhile for executives to spend time on v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m o cg l73 22 Planning project schedule is an iterative process During the formulation of the project schedule, the very first step is to develop major milestone plans Based on this, frame-based network plans can be established Consequently, a detailed plan of the first milestone can be developed, and so on (see Fig. 10.3) 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư yfp 71 o fk 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 m f jzs cfd In general, there are two kinds of project schedule network plan One is double code network diagram, called AOA (Activity on Arrow), which uses the code of arrowhead and nock to represent the activities of the project Figure 10.4 shows a precedence network diagram, where (2, 4) stands for activity A Activity B is a virtual process which indicates the logic among the project activities without the cost of resource and time Another is arrow network diagram called AON (Activity on Node), in which the joints of the framework show the activities of the project The double code network diagram shown in Fig. 10.4 can be expressed as single code network diagram shown in Fig. 10.5 The single code network diagram is adopted more frequently because it contains more information and it is more convenient without virtual process compared to the double code network diagram If there are no special instructions in this book, the network diagram refers to the single code network diagram 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm wk gy or 8y rb jk pe dz 4b nr 2o zs 06 sd t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67 lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec B r0 fư j0 fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư yfp 71 o fk 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm wk gy or 8y rb jk pe dz 4b nr 2o zs 06 sd t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh The rules of the single code network diagram are as follows: t0 Fig. 10.5 The single code network diagram Finish Start ưư Activity A 37 kf ity na iv v 6u 2jw ct gt A 6z Fig. 10.4 The double code network diagram Activity A 193 10.1 Make Good Use of Project Milestones Fig. 10.3 Detailed process of project schedule plan rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr The process is from left to right; Arrow refers to sequence and flow The activities which the heads of arrows point at are the successor of those which the tails of arrows link, and vice versa; l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 10 Grasp the Pulse of Project Schedule Management jr nc 194 zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m Each task is uniquely identified; No circulation; and Only one start node and one finish node 7x eq t2 m k2 5t nz In the single code network diagram, each project activity has the following kinds of parameters xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs Name; Code; Duration time (t); Earliest start time (ES); Earliest finish time (EF, EF = ES + t); Latest finish time (LF); Latest start time (LS = LF − t); Total float (TF); Free float (FF) uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 56 3m In the network diagram, the ES of one activity is the maximum of the earliest finished time of all its predecessor activities LF is the minimum of the latest start time of all its successor activities The total float of this activity is its LS-ES The free float of this activity is the minimum difference between the earliest finished time of all its predecessor activities and the latest start time of all its successor activities.2 In the network diagram, the route with the longest duration (or the route connecting activities with the minimum total float) is called the critical path The activities on the critical path are called critical activities If any activity on the critical path takes one more day to complete, duration of the project will also be delayed for one day Therefore, project managers should pay more attention to activities on the critical path The network diagram helps to correctly analyze the logical relationship between project activities and to identify the critical path However, it is not intuitive In practice, it is more common to use the Gant diagram (also called bar chart (see Fig 10.6)) sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư yfp 71 o fk 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo It should be noted that the project milestones must have deliverables rather than some activities or processes There are only two outcomes for the review of the milestone status, i.e., completed or uncompleted Descriptions such as “in progress” or “as planned” are not acceptable tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p As for evolutionary prototyping, which is adopted in a software development project, there are specific deliverables for each milestone lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm wk gy or 8y rb jk pe dz 4b nr 2o zs sd 06 Software requirements preliminarily identified At this time, users only have vague idea and cannot clearly express their comprehensive requirements of system In addition, software developers not have a clear and explicit t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r vo 26 s gm jkr 1i m q c8 9z k3 Project Management, 8th, John Wiley & Sons, Inc, 2003 4u 76 2HaroldKerzner, 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc 10.1 Make Good Use of Project Milestones zto q ư6 r5 ot t5 0ư q3 195 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 x0 m bm ba Activities Time ew 8a kư aw m sx 10 11 12 13 14 xz 5k zo 9v t0 m pq g0 2p 0y 1m cd 5v m cc z gư Float 7x eq t2 m k2 5t Activity A nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy Activity B vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa e4 Float bc 9y db dk zh rw m r1 v nx l2 90 ic sm st og Activity C qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq Activities in the critical path 6t pi Activities not in the critical path wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe hu yq Fig. 10.6 The Gant diagram d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 ưz 26 understanding of application problems to be solved Both parties draw up the preliminary Software Requirements Analysis Specifications based on a discussion on the system functions The milestone deliverables include the preliminary Software Requirements Analysis Specifications, meeting minutes and requirement traceability matrix The standard for submission is that Software Requirements Analysis Specifications should be signed by users Software prototype completed On the basis of rapid analysis, according to preliminary Software Requirements Analysis Specifications, effective development tools are used to implement an executable software version as soon as possible The milestone deliverables include the Software Requirements Design Specifications, initial software prototype, and requirement traceability matrix The standard for submission is that the Software Requirements Design Specifications are approved and the initial software prototype fulfills the requirements set in the preliminary Software Requirements Analysis Specifications Assessment test of the prototype passed This contains a continuous iteration process Users experience the submitted prototype system and provide feedbacks Software developers consequently improve the prototype accordingly and then submit it for further testing, evaluation, and modification Gradually, software developers become more and more aware of the details of user’s requirements so that misunderstandings during analysis and communication can be minimized As a result, software developers can adapt to changes in requirements and ultimately fully meet users’ requirements The milestone deliverables include user test records, module and comprehensive test records, test confirmation records, changes in software requirements and design, operational manual and changes in the manual’s content, requirement traceability matrix, and new version of the software prototype The standards nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư yfp 71 o fk 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm wk gy or 8y rb jk pe dz 4b nr 2o zs 06 sd t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 10 Grasp the Pulse of Project Schedule Management jr nc 196 zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m for submission are user test records, and changes in software requirements are signed by users Besides, changes in software design and operational manual should be approved The control strategy is conducting the project with configuration management methods and based on users’ assessment test of the prototype in each cycle System delivered Milestone deliverables include the final version of the software prototype and all supporting documents The standard for submission is that users are satisfied with the final version of the software prototype and sign the acceptance report k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 The process of setting project milestones should engage all on-task project team members and other necessary stakeholders ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he Setting the project milestones needs the support of functional managers With functional managers’ approval, adequate resources can be accessed during the project when required When functional managers know every specific milestone, they can prepare resources required in advance 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x e7 l4 Despite a large number of advantages, there are a variety of traps when setting project milestones Firstly, after project milestones are set, it is not unusual that goal management methods were used People think that “Final outcome are far more important than process” As a result, the process of monitoring the project was overlooked which is detrimental to the achievement of project milestones Most practitioners of knowledge-based enterprises are knowledge workers They are very keen to authorization Under such context, misunderstandings are more likely to take place Secondly, there is lack of control of project milestones Due to the fact that vast majority of milestones are simply intermediate achievements of projects, milestone changes are not paid adequate attention during the project process As a result, although most milestones are met, the project is not completed on schedule Project activities are related to each other A milestone’s delay will cause a chain reaction and may even lead to loss of control of the project schedule Thirdly, milestones are set by the project team only based on the project characteristics without proper communication with and commitments of project stakeholders To avoid falling into these traps, attention should be paid to gain the commitments from stakeholders such as clients and suppliers to these milestones These commitments can be formalized by means of the responsibility matrix signed by all parties gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư yfp 71 o fk 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 m f jzs cfd 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm wk gy or 8y rb jk pe dz 4b nr 2o zs 06 sd t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 10.2 Risky Time Is Often Ineffective np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu o7 hm We are often disturbed at work, which affects our productivity Similarly, we have to other jobs simultaneously These are either our daily work or related to other projects However, during the estimation of the project duration, we often z4 ae d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc 10.2 Risky Time Is Often Ineffective zto q ư6 r5 ot t5 0ư q3 197 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp unconsciously assume that this project is the only project we are engaged in and estimate the project duration accordingly zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m Assume that it costs a marketing manager 30 h to develop a corporate marketing program He works 8 h a day Then, the duration of the work is as follows k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 30/8 = 3.75 days or almost days jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca But in reality, how is the manager’s productivity? One of his typical working days is as below 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk 08:30 Arrival to office, everyone greets each other He then makes a cup of tea, switches on the computer, and logs on the e-mail system 08:45 He begins to browse and reply e-mails which must reply immediately 09:15 After replying the e-mails, he begins to consult relevant market materials of his company from file clerks 20 min later, he finally gets the information 09:30 Think and draft a scheme 10:30 One of his subordinates asks him some questions which are very important to the department Therefore, he spends half an hour on discussing with the subordinate 11:00 Continue to work 12:00 Lunch 13:00 Back to the office He lost a bit of concentration after lunch So he browses the files collected in the morning in order to bring back his concentration 13:30 Continue to work 14:00 The phone rings It is a call from an important client The client tells him that his daughter is finally admitted to the university So, he spends 35 min listening to the client’s talk about her daughter 14:35 He goes on with his work Since the work was interrupted, he had to spend 5 min to sort out ideas It works well in the next 1 h 16:00 He attends the department manager meeting in a short notice 17:30 The meeting ends, It’s time to get off work rw m r1 v nx l2 90 ic sm st og qu 3d b0 d2 kd 6o 77 vq u fk m n1 d6 28 w3 n l3l it8 nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư yfp 71 o fk 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 m f jzs cfd As can be seen from the above process, the manager only works for 3 h 50 min within 8 h of work time Work efficiency is only 3.83/8 = 48 % On the basis of this, the expected time to complete the task is 0k q1 s7 rc g fv0 e8 sw ws c2 7n iq 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm 30/(8 × 0.48) = 7.8 days or days wk gy or 8y rb jk pe dz 4b nr Previous studies have shown that the time required to complete a project activity cannot be determined It complies with the β distribution There are three estimates of the completion time of each activity, i.e., optimistic time estimate in which everything goes smoothly, pessimistic time estimate in which almost all of the risks occur, and most likely time estimate, that is, the time required under normal circumstances The more complex an activity of the project is, the longer its pessimistic time is 2o zs 06 sd t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 np ab ib i ws ciw 7x a8 zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 10 Grasp the Pulse of Project Schedule Management jr nc 198 zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt 0x p1 d tzp zs yy hk u7 98 Probability y0 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs Optimistic Time uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr Possible Time tv h j2c uư vq h 1i1 2x 8a Estimate Time Pessimistic Time (A+4B+C)/6 7u wa bc e4 9y db dk zh rw m r1 v nx l2 90 ic sm st og qu 3d d2 Time b0 kd 6o 77 vq m A u fk B n1 d6 28 w3 C n l3l it8 T nb u8 s6 2x k0 99 vl he 3e ưr ư1 yk Fig. 10.7 Distribution curve of possible time to complete the project kw 7f vr 7v jn xp u 8il 2s 3o ffs 2z o sq 6t pi wm 9t j2 pd ok 3n vl o oh l8e oiw The late 1950s, the US Navy developed a method called PERT to calculate the project duration where time required for each project activity is (optimistic time estimate + fourfold most likely time estimate + pessimistic time estimate)/6 as shown in Fig. 10.7 vf ưe yq hu d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 The PERT is as follows h m hf au th fx sp ym an 5r 43 uj yu 8q e6 ưd dz Step 1: Calculate σti 和 tei in each activity within the project network diagram vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f toi + 4tmi + tpi w4 q4 31 7b as v0 p1 tei = 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m tpi − toi , dg σti = ak y 9f vjl k8 6p toi , tmi , tpi are the optimistic time estimate, most likely time estimate, and pessimistic time estimate, respectively Step 2: Determine Pc (the critical path) in the network diagram, and Pc is the path with the longest duration within the network diagram when duration of each activity is set according to tei Step 3: Calculate the expected project completion time te and standard deviation σ2t te = tei and σt2 = σti2 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư yfp 71 o fk 6p za et ưc ls n8 9n gư 4g 8l ưq t3 ez n2 6d oo tg 2f ita ưz d1 lsv du ke 7ip tk n7 xn t0 ei ư1 m f jzs 0k q1 s7 rc g fv0 i∈Pc cfd i∈Pc e8 sw ws c2 7n iq Step 4: Assumed that Pc contains sufficient activities so that the project completion time t complies with the normal distribution with a mean value of te and standard deviation of σ2 As a result, the probability to complete the project within the required time tS can be calculated: 09 t8 gu 3y xe pm jg 9h q m xf ip 2c ư6 uv bc qh ig sv 4g ex 1p lx zv g1 p3 0f 7a 3m tjb yi bs lz 2r 3f fh m 8jm wk gy or 8y rb jk pe dz 4b nr 2o zs 06 sd t4 xh a 3y 4la xs 5e ig 0ja 4v 0w k4 dc oq ư8 m bư xq v xr n8 zu b1 d3 np ab ib i ws ciw 7x a8 ts − t e p{t ≤ tS } = p Z ≤ σt zy c7 gq 7r j7 a qg 8iu p{t ≤ te } = 21, that is, the probability to complete the project within te is 0.5 hm o7 z4 ae d zlh rf wr 8e xe xi 7h 5d 94 3p j rs 0ie g 4ih qx 1v tn yq g fj8 jz im d j3i zz 1r 4u 76 vo 26 s gm jkr 1i m q c8 9z k3 1l ah In practice, due to risk existed in projects, the T value shown in Fig. 10.7 is generally not complied when signing a contract or requesting for the project duration xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o h7 k7 w ftc 42 qy xc wư b8 31 p6 sd 5a 01 pu 3z dn z5 4l qe 05 j ke uư 0m m hj fb 6x 67