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.If others are involved, theyshould be identified as well.Thus, starting with the simple outline, the details of responsibility areexpanded into a series of defined steps.2.You can control time on a detailed level.The time estimate for each phase should be specified, andsubroutines broken out in terms of hours or days estimated for completion.With the outline done, younext map out time requirements and constraints.These may be dictated by team limitations, such as thenumber of hours each person is able to give to your project within a limited time frame.The timeelement is a further elaboration of the sequence outline.3.You can look for possible weak links in the procedure points where your involvement might beneeded to keep work moving and on schedule.Identifying weak links where responsibility passesfrom one person to another or where you must wait for someone outside your team to supplyinformation is the key to schedule control.The outline can be used to highlight these points.With thisinformation in hand, you are best-prepared to control your schedule.Achieving this control is the ultimate benefit of organizing and mapping out your schedule.However,knowing where the weak links occur is only the first step.You need to take two additional steps: (1) bringingthe weak link to the attention of two team members the one who conveys the information and the one whoreceives it and (2) following up and supervising the weak link itself to ensure successful and timely action.Using the procedure revision project introduced in Chapter 5, the outline form looks like this:Project: Procedure Revisions1.0 Document current procedures.1.1 Interview employees.1.2 Review documentation.1.3 Update documentation.2.0 Prepare procedure flow charts.2.1 Identify work flow.2.2 Coordinate between employees.2.4 Review flowcharts.2.5 Adjust.3.0 Summarize paperflow3.1 Prepare final workflow.3.2 Identify sources.3.3 Identify destinations.3.4 List department reports.4.0 List problem areas and solutions.4.1 List inefficient areas.4.2 Identify weak links.4.3 List possible solutions.4.4 Summarize solution ideas.5.0 Devise improved procedures.5.1 Prepare flowcharts.5.2 Develop narratives.6.0 Track sample transactions for one week under existing procedures.6.1 Identify test area.6.2 Track daily totals.6.3 Summarize.6.4 Prepare summary report.7.0 Track sample transactions for two weeks under proposed procedures.7.1 Isolate daily test area.7.2 Process information.7.3 Summarize.7.4 Compare to existing totals.7.5 Prepare comparison report.7.6 Adjust new system as needed.8.0 Prepare and deliver final report8.1 Explain problem/solution.8.2 Summarize test dataThe Tabular FormatThe second method for WBS is the organizational format.The same information is arranged from top tobottom, with each phase broken down much like an organization chart, as shown here:Either method can be employed.You may base your selection on personal preference, the complexity of theproject, assignments, or team size.The purpose is to develop project information so that the schedulingcontrols you need can be mapped out and followed.Once the WBS job is complete, you can prepare adiagram and list activity time requirements.Previous Table of Contents NextProducts | Contact Us | About Us | Privacy | Ad Info | HomeUse of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc.All rightsreserved.Reproduction whole or in part in any form or medium without express written permission ofEarthWeb is prohibited.Read EarthWeb's privacy statement.Little Black Book of Project Management, Theby Michael C.ThomsettAMACOM BooksISBN: 0814477321 Pub Date: 01/01/90Search this book:Search TipsAdvanced SearchPrevious Table of Contents NextTitleCPM AND PERT METHODSBetween 1956 and 1958, two scheduling control systems were developed: Critical Path Method (CPM) andProgram Evaluation and Review Technique (PERT).Both of these systems were originally designed to tracktime for projects involving concurrent activity and to monitor and control time expenditures.Since then, CPM-----------and PERT have been expanded and used in many applications on projects, including budgeting, resourcemanagement, process definition, and quality control.When the two systems are combined, as they are inmany applications, the process is referred to as a PERT/CPM network.CPM (see Figure 6-1) is a network diagram showing the critical path as well as noncritical junctures andactivities.The time estimate for each activity is indentified by a range of start and finish periods (usually interms of hours or days).This helps you visualize the flow of effort and identify how different segments of oneproject team must work together to achieve completion of each phase.Figure 6-1 CPM diagram.When used for schedule time control alone, CPM tracks several factors: minimum and maximum timerequired, phase and project-to-date time expended, and identification of earliest start and finish times.Procedures have been developed for calculating these times, and for isolating  floats  opportunities to makeup time variances in the schedule.PERT identifies the time requirements for phases, as well as needed laborresources.It allows for rescheduling of phases with minimal delays, and also improves work flow betweenteam members and outside resources.PERT involves estimates of minimum, most likely, and maximum time requirements.Calculations ofschedule requirements are done by way of a weighted average.Both CPM and PERT may be appropriate forvery large scale projects, especially those controlled through a sophisticated computer program for projectmanagement.However, for smaller-scale projects operated on the departmental level, PERT/CPM does notprovide you with the most useful level of information.PERT/CPM may be too complex for the projects youwill encounter.AUTOMATED PROJECT MANAGEMENT SYSTEMSProject management, like many other business activities, may be efficiently managed through an automatedsystem assuming that automation does, in fact, save time and increase your effectiveness [ Pobierz caÅ‚ość w formacie PDF ]