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According to the Wideman Comparative Glossary of Project Management Terms, level of effort (LOE) is usually work that does not result in a final product (such as liaison, coordination, follow up, or other support activities) and which cannot be effectively associated with a definable end product process result Level of effort is measured only in terms of resources actually consumed within a given time period [3] Once you and the team have defined the project activities, the next step is the team beginning the what needs to be done and when relationship placement on the schedule This is where the Sequence Activities process comes into the picture
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6: Project Time Management
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Now that you have identified the milestones, activities, and attributes, you need to start thinking about the sequence of the activities (that is, the order in which the work will be performed) Sequencing is when you start connecting the dots between which activities come first, second, third, and so on Certain terms in this process tend to throw people for a loop terms such as predecessor and successor relationships, lead and lag time, not to mention float, total float, slack, PERT charts, and more All of this should be a lot clearer by the time you get to the end of the chapter The good news is, several great project management software applications are available that do a lot of the work for you The bad news is, you still need to have a fundamental understanding of the terms and concepts to be able to effectively use these software products; otherwise, you ll fall back into the garbage in, garbage out situation
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Don t fall into the trap of thinking the scheduling tool takes the place of the overall project management plan I have been asked by a number of PMs to review and provide suggestions on their project plan only to have them send me a project schedule I will be the first to admit the scheduling tools today do a lot more than help track and manage the schedule, but they should not take the place of having an overall project management plan The scheduling tool is part of the overall management plan
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What Is the Critical Path
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Before we get into the details of schedule activity sequencing and network diagrams methods, it is important to mention that the primary purpose for this effort is to be able to determine which activities are on the critical path In other words, which activities, if not completed, will delay the overall project end date The critical path (CP) is defined as the longest path through the network that represents the shortest amount of time to complete the project The most important element of determining the critical path is accurate activity duration estimates Why is it important to know which activities are on the critical path Because this is where you get the most bang for the buck (return on investment) when it comes time to compress or adjust the schedule Knowing the specific activities on the critical path gives you a direct line to where you need to focus to ensure against slippage (delays) in the schedule The best known method for finding the critical path on a project is called the critical path method (CPM) CPM is a schedule network analysis technique to determine the amount of flexibility (called float or slack) for each of the paths in the network diagram Additional details on the history of CPM, how it is used, and definitions of float and slack are provided later in this chapter
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A couple common methods are used to draw project network diagrams (PNDs):
Precedence diagramming method (PDM), also known as activity-on-node (AON) Arrow diagramming method (ADM), also known as activity-on-arrow (AOA)
PDM is the most common and seems to be the method of choice in today s world of project management It also tends to make more sense visually than ADM To develop a network diagram, start by getting the team together and then use the diagram from a previous similar project, standard templates, or the scheduling tools available from your organization process assets The message here is: never reinvent the wheel if you can help it You will save valuable time if you have tried-and-true work samples and templates from which to begin
Precedence Diagramming Method The precedence diagramming method displays the activities in nodes (boxes) to visually show the relationships between activities PDM shows these relationships by using lines or arrows to depict which activity should come first (predecessor) and which are dependent activities (successors) PDM is also referred to as an activity-on-node (AON) network diagram (see Figure 6-2) Any project network diagram drawn in such a way that the positioning and length of the activity represents its duration is also known as a time-scaled network diagram The precedence diagramming method is also used in what is known as the critical path method, where the network diagram and activity duration estimates can be used to determine the activities on the critical path of the project PDM uses four different types of dependencies between activities (see Figure 6-3) These dependencies, listed next, are called relationships :
Finish-to-start (FS) This is the most common logical relationship and shows that a predecessor activity (or from activity) must finish before the successor activity (or to activity) can start This relationship is sequential in nature Start-to-start (SS) A predecessor activity (A) must start before the successor activity (B) can start This relationship means the two activities can run in tandem; however, activity A must start before activity B can start
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