Quản lý dự án công nghệ thông tin
Describe the Project Management Body of Knowledge (PMBOK) area called project cost management. Develop a Gantt chart.
Develop a project network diagram using the activity on the node (AON) technique. Identify a project’s critical path and explain why it must be controlled and managed. Develop a PERT diagram. Describe the concept of precedence diagramming and identify finishtostart, starttostart, finishtofinish, and starttofinish activity
relationships Describe the Project Management Body of Knowledge (PMBOK) called Project Cost Management Describe the various costs for determining the project’s budget. Define what is meant by the baseline project plan. ...
Describe the Project Management Body of Knowledge (PMBOK)
area called project cost management.
Develop a Gantt chart.
Develop a project network diagram using the activity on the node
(AON) technique.
Identify a project’s critical path and explain why it must be controlled
and managed.
Develop a PERT diagram.
Describe the concept of precedence diagramming and identify
finishtostart, starttostart, finishtofinish, and starttofinish activity
relationships
Describe the Project Management Body of Knowledge (PMBOK)
called Project Cost Management
Describe the various costs for determining the project’s budget.
Define what is meant by the baseline project plan.
Activity definition
Activity sequencing
Activity duration estimation
Schedule development
Schedule control
Resource planning
Cost estimating
Cost budgeting
Cost control
- 0.0 Husky Air Project
+ 1.0 Conceptualize & Initialize Project
+ 2.0 Develop Charter & Plan
+ 3.0 Analysis
+ 4.0 Design
+ 5.0 Construct
+ 6.0 Test
+ 6.1 Test Plan
- 6.2 Test Results Report
6.2.1 Review test plan with client
6.2.2 Carry out test plan
6.2.3 Analyze results
6.2.4 Prepare test results report and presentation
6.2.5 Present test results to client
6.2.6 Milestone: Client signs off on test results
6.3 Milestone: Testing completed
+ 7.0 Implementation
+ 8.0 Close Project
+ 9.0 Evaluate Project Success
Put it all together to determine the start and end
dates for the project
Iterations may be necessary
A realistic project schedule is the goal!
Project Management Tools
◦ Gantt Charts
◦ Project Network Diagrams
Activity on the Node (AON)
Critical Path Analysis
Program Evaluation and Review Technique (PERT)
Precedence Diagramming Method (PDM)
Activity Description Estimated Predecessor
Duration (Days)
A Evaluate current technology 2 None
platform
B Define user requirements 5 A
C Design Web page layouts 4 B
D Set-up Server 3 B
E Estimate Web traffic 1 B
F Test Web pages and links 4 C,D
G Move web pages to 3 D,E
production environment
H Write announcement of 2 F,G
intranet for corp. newsletter
I Train users 5 G
J Write report to management 1 H,I
Possible Paths Path Total
Path 1 A+B+C+F+H+J 18
2+5+4+4+2+1
Path 2 A+B+D+F+H+J 17
2+5+3+4+2+1
Path 3 A+B+D+G+H+J 16
2+5+3+3+2+1
Path 4 A+B+D+G+I+J 19*
2+5+3+3+5+1
Path 5 A+B+E+G+I+J 17
2+5+1+3+5+1
Longest path
Shortest time project can be completed
◦ Zero slack (or float)
The amount of time an activity can be delayed before it delays
the project
Must be monitored and managed!
◦ Project manager can expedite or crash by adding
resources
◦ Fast tracking – running activities in parallel which were
originally planned as sequential
◦ The CP can change
◦ Can have multiple CPs
Program Evaluation and Review Technique
Developed in 1950s to help manage the Polaris
Submarine Project
Developed about the same time as the Critical
Path Method
◦ Often combined as PERT/CPM
Employs both a project network diagram with a
statistical distribution
Activity Predecessor Optimistic Most Likely Pessimistic Expected
Estimates Estimates Estimates Duration
(Days) (Days) (Days) (a+4b+c)
6
A None 1 2 4 2.2
B A 3 5 8 5.2
C B 2 4 5 3.8
D B 2 3 6 3.3
E B 1 1 1 1.0
F C,D 2 4 6 4.0
G D,E 2 3 4 3.0
H F,G 1 2 5 2.3
I G 4 5 9 5.5
J H,I .5 1 3 1.3
Lead is starting the next task before the first task
is complete
Example: Begin installing the operating systems when half of
the PCs are set up
Lag (or negative lead) is the adding of a buffer of
time before the next task begins
Example: Once the walls have been painted, wait one day
before laying the carpet so that the walls have had a chance
to dry
1. Define what resources will be needed to perform
the work
2. Determine the quantity of resources that are
needed
3. Define the cost of using each resource
4. Calculate the cost of the task or activity
5. Ensure that the resources are leveled, that is,
resources have not been over allocated
assigned to more than one task scheduled at the
same time
Direct Costs
◦ The direct cost of labor or other resources
Indirect Costs
◦ The cost for covering such things as rent, utilities, insurance, etc.
Sunk Costs
◦ Costs incurred prior to the project such as a project that has
been restarted after a failed attempt
Learning Curve
◦ Often have to “Build one and throw it away” to understand a
problem or a new technology
Prorated Costs
◦ The idea that there is a cost associated with using a resource
Reserves
◦ Contingency funds to be used at the discretion of the project
manager
The project schedule and budget may require
several iterations before it is acceptable to the
sponsor, the project manager, and the project
team
Once the project schedule and project plan are
accepted, the project plan becomes the baseline
plan.
Once accepted, the project manager and project
team have the authority to execute or carry out the
plan.
