Lecture 3: Scheduling Flashcards Preview

Management > Lecture 3: Scheduling > Flashcards

Flashcards in Lecture 3: Scheduling Deck (24):
1

Why is it important to plan?

- Basis of time management
- Can be used as a communication tool - forecasting, controlling, monitoring and benchmarking
- Allows for the considered adjustment of scarce resources
- Contractual obligation

2

Explain the project planning order.

1. The project charter

2. Scope management

3. Method Statements

4. Work Breakdown Structure

5. Planning of time, cost, labour resources using a suitable planning tool

3

What is a project charter?

A high level statement of what is to be done and the boundaries of the project.

4

What is scope management?

The translation of the high level statement into detailed documentation which becomes the project brief. Typically this will be in the form of drawings, specification and a bill of quantities.

5

What are method statements?

Build-method outlines created which outline how the product will be assembled.

6

Explain work breakdown structure.

Subdividing the scope of the work of a project into activites/ manageable packages for cost estimation and scheduling.

7

What is level 0 of a WBS and what does it produce?

Level 0 is the project, and in this level the master programme is produced

8

What is level 1 of a WBS and what does it produce?

Level 1 is the location or the subcontractors, and in this level a tender or contract programme is produced

9

What is level 2 of a WBS and what does it produce?

Level 2 is the activites/ stages of the job, and section, stage or short term programme is produced.

10

What does project control enable a project team to do?

Any project team should be able to ask at any time:
- Where are we?
- How did we get there?
- Where do we want to be and how do we get there?

11

Describe the essence of project management planning.

- Work breakdown into tasks - identify what needs to be done
- Estimate the duration of each identified task
- Optimise the sequence of tasks
- Reconcile the analysis with the actual availability of resources

12

What are the requirements of an effective planning system?

- Sensible and realistic
- Content must be relevant
- Must be interrogative and interactive
- Must be flexible
- System should be dynamic
- Must communicate information clearly

13

List planning tools.

- calendars
- histograms
- gantt bar charts
- network analysis (critical path method or precedence diagrams)
- line of balance - vertical production planning
- last planner
- theory of constraints

14

What is the critical path?

The series of activites that have zero float.

15

What is activity float?

A measure of an activities flexibility.

16

What is free float?

Float an individual activity can use up without effecting the early start of the next activity.

17

What is total float?

The float shared with other activities in a group (arm).

18

What are the steps of the precedence diagram method (PDM)?

- Estimate the duration of each activity
- Initial take-off should be unconstrained
- Establish relationships between activities

19

Describe Finish to Start (FS) activity takeoff.

Activity B cannot start until Activity A is finished.

20

Describe Start to Start (SS) activity takeoff.

Activity B cannot start until Activity A has started.

21

Describe Finish to Finish (FF) activity takeoff.

Activity B cannot finish until Activity A is finished.

22

Define:
Early start (ES)
Early finish (EF)
Late start (LS)
Late finish (LF)

ES: earliest time an activity can start
EF: earliest time an activity can finish
LS: latest time an activity can start without project delay
LF: latest time an activity can finish without project delay

23

Computations:

EF = ES + Duration
LS = LF - Duration
Total Float TF = LF - ES - Duration
Start Float SF = LS - ES
Finish Float FNF = LF - EF

24

What are some short comings of PDM?

- All goals are based on estimates, which contain uncertainties
- Estimates of activity times generally include a large safety margin
- Human nature for many of us means activities are left to the last possible minute
- 'Parkinson's Law' may prevail: an activity will expand to fill the time available
- The way that progress is measured is in error - by the time the PM is notified of a problem it is already to late to prevent it.