Network - Human Resource - Lecture Slides, Slides of Human Resource Management

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Figure 6-4: Sample PDM Network

Diagram

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Activity Resource Estimating

 Before estimating activity durations, you must have a good idea of the quantity and type of resources that will be assigned to each activity  Consider important issues in estimating resources  How difficult will it be to do specific activities on this project?  What is the organization’s history in doing similar activities?  Are the required resources available?  A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type 22

Three-Point Estimates

 Instead of providing activity estimates as a discrete number, such as four weeks, it’s often helpful to create a three-point estimate  An estimate that includes an optimistic, most likely, and pessimistic estimate, such as three weeks for the optimistic, four weeks for the most likely, and five weeks for the pessimistic estimate  Three-point estimates are needed for PERT and Monte Carlo simulations

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Schedule Development

 Uses results of the other time management processes to determine the start and end date of the project  Ultimate goal is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project  Important tools and techniques include Gantt charts, critical path analysis, critical chain scheduling, and PERT analysis

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Figure 6-5: Gantt Chart for Project X

Note: Darker bars would be red in Project 2007 to represent critical tasks

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Figure 6-6: Gantt Chart for Software

Launch Project

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SMART Criteria

 Milestones should be:  S pecific  M easurable  A ssignable  R ealistic  T ime-framed

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