Project Schedule and Project Network Diagram
PSIPM offers a Practical Project Management course designed for project management improvement.
Project managers often move right to creating the Gantt chart for their projects without considering the importance of a project network diagram. Network diagrams are often confusing to many, but they do provide detailed knowledge to the project manager and the team that you do not see in a Gantt chart. For example, what is the float of the activity or what is the critical path for the project. How do I calculate float and smooth the project schedule to utilize the project resources more efficiently? In this seminar, we will review these topics, best practices for networking diagramming, and many other schedule related topics.
TIMESTAMPS:
0:00 Hello, welcome to the seminar on why you should use a network diagram. Now there's more to, uh, a project manager's role than just network diagramming and, uh, we often refer to this triple constraint. And if you attended previous seminars, you know what, this is one of my favorite slides because the iron triangle or the triple constraint is made up of scope, time, and cost.
0:30 Okay, so obviously time is our schedule. You know, a change in one of these legs of the iron triangle or triple constraint will drive a change in one of the other legs, or at least one of the other legs, if not both of the other legs. So if I change scope in, undoubtedly it's going to affect cost, and it probably will affect schedule at the same time.
0:53 But as a project manager, you're managing more. Than just, uh, the triple constraint. You are balancing a lot of, many, a lot of balls at any one time in your project. You're balancing cost, schedule, scope, resources, quality, risk, stakeholders, and change. This is important. Our schedule baseline, which contains the project network diagram as a part of it.
01:22 The schedule baseline is one of the triple constraints. It's one of the baselines. So in other words, we create this, uh, schedule baseline. And, and of course these three, uh, baselines together make up what we call the performance measurement baseline. So the performance measurement baseline is basically how the project is performing.
01:46 It's looking at the entire project, not just one item. But it's looking at the entire project and it will give us an indication then how it is performing the schedule management plan. The schedule management plan is going to tell us how we're going to create the project schedule. Now, there's two things that, uh, uh, you need to understand at this point.
02:13 One of them is the process that gives us the schedule is called develop schedule. Well developed schedule has two outputs. The schedule baseline, and it also has a project schedule as the output. Now, the project schedule is made up of three different types of schedules. It's a document. One would be the Gantt chart, one would be the project network diagram, and one would be.
02:43 The, uh, actual milestone list. So those three things make up the project schedule, which is a document. Now you could ask the question and rightfully so. Uh, what makes up the, uh, schedule baseline? What's the difference between the project schedule and the schedule baseline? Okay, so the project schedule may be the baseline.
03:08 It could be the same. Or you might choose, uh, one or the other of the three types of schedule to be your schedule baseline. Alright, so this schedule management plan is a high level document or a high level plan. It is part of the project management plan, but it gives us high level information on the schedule, how to develop the schedule, how to complete the other schedule processes.
03:36 You see there are several schedule processes. That will contribute to the, uh, project schedule. So here is the schedule management plan. This is the structure of it. Uh, according to the sixth edition of the PMBOK guy, first of all, the project charter is going to be a contributor because in the project charter it will identify perhaps milestones that we have to meet milestones, meaning.
04:08 When this project has to be finished or when certain things have to be delivered, it may have other constraints as well. It does have a very brief description of the project too and the product, but, uh, we have to then get into the details. Of course, we're working on the schedule. We're working on the project network diagram, so we know now at this point.
04:31 What our W B S is going to look like and what our W B S dictionary is going to contain and, and things like that. Now, through that tool called Progressive Elaboration, we're learning more and more about the schedule. We're also learning more and more about the previous work, uh, we've done in planning this project.
PSI Project Management, Inc.
141 Traction St
Greenville SC 29611
Call: 8649157808
Courses can be set up on demand. Contact us: https://psipm.com/
Get Directions: https://goo.gl/maps/t7QcZSApX5HGsajp8
Видео Project Schedule and Project Network Diagram канала PSI Project Management
Project managers often move right to creating the Gantt chart for their projects without considering the importance of a project network diagram. Network diagrams are often confusing to many, but they do provide detailed knowledge to the project manager and the team that you do not see in a Gantt chart. For example, what is the float of the activity or what is the critical path for the project. How do I calculate float and smooth the project schedule to utilize the project resources more efficiently? In this seminar, we will review these topics, best practices for networking diagramming, and many other schedule related topics.
TIMESTAMPS:
0:00 Hello, welcome to the seminar on why you should use a network diagram. Now there's more to, uh, a project manager's role than just network diagramming and, uh, we often refer to this triple constraint. And if you attended previous seminars, you know what, this is one of my favorite slides because the iron triangle or the triple constraint is made up of scope, time, and cost.
0:30 Okay, so obviously time is our schedule. You know, a change in one of these legs of the iron triangle or triple constraint will drive a change in one of the other legs, or at least one of the other legs, if not both of the other legs. So if I change scope in, undoubtedly it's going to affect cost, and it probably will affect schedule at the same time.
0:53 But as a project manager, you're managing more. Than just, uh, the triple constraint. You are balancing a lot of, many, a lot of balls at any one time in your project. You're balancing cost, schedule, scope, resources, quality, risk, stakeholders, and change. This is important. Our schedule baseline, which contains the project network diagram as a part of it.
01:22 The schedule baseline is one of the triple constraints. It's one of the baselines. So in other words, we create this, uh, schedule baseline. And, and of course these three, uh, baselines together make up what we call the performance measurement baseline. So the performance measurement baseline is basically how the project is performing.
01:46 It's looking at the entire project, not just one item. But it's looking at the entire project and it will give us an indication then how it is performing the schedule management plan. The schedule management plan is going to tell us how we're going to create the project schedule. Now, there's two things that, uh, uh, you need to understand at this point.
02:13 One of them is the process that gives us the schedule is called develop schedule. Well developed schedule has two outputs. The schedule baseline, and it also has a project schedule as the output. Now, the project schedule is made up of three different types of schedules. It's a document. One would be the Gantt chart, one would be the project network diagram, and one would be.
02:43 The, uh, actual milestone list. So those three things make up the project schedule, which is a document. Now you could ask the question and rightfully so. Uh, what makes up the, uh, schedule baseline? What's the difference between the project schedule and the schedule baseline? Okay, so the project schedule may be the baseline.
03:08 It could be the same. Or you might choose, uh, one or the other of the three types of schedule to be your schedule baseline. Alright, so this schedule management plan is a high level document or a high level plan. It is part of the project management plan, but it gives us high level information on the schedule, how to develop the schedule, how to complete the other schedule processes.
03:36 You see there are several schedule processes. That will contribute to the, uh, project schedule. So here is the schedule management plan. This is the structure of it. Uh, according to the sixth edition of the PMBOK guy, first of all, the project charter is going to be a contributor because in the project charter it will identify perhaps milestones that we have to meet milestones, meaning.
04:08 When this project has to be finished or when certain things have to be delivered, it may have other constraints as well. It does have a very brief description of the project too and the product, but, uh, we have to then get into the details. Of course, we're working on the schedule. We're working on the project network diagram, so we know now at this point.
04:31 What our W B S is going to look like and what our W B S dictionary is going to contain and, and things like that. Now, through that tool called Progressive Elaboration, we're learning more and more about the schedule. We're also learning more and more about the previous work, uh, we've done in planning this project.
PSI Project Management, Inc.
141 Traction St
Greenville SC 29611
Call: 8649157808
Courses can be set up on demand. Contact us: https://psipm.com/
Get Directions: https://goo.gl/maps/t7QcZSApX5HGsajp8
Видео Project Schedule and Project Network Diagram канала PSI Project Management
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24 августа 2023 г. 1:21:35
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