PROJECT TIME MANAGEMENT QUN TR THI GIAN D N

ThS V H TUN ANH anh.vht@due.edu.vn

NNG 05/2009

MC TIU BI HC
Hiu v qun tr thi gian (project time management) Cc th tc qun tr thi gian
Activity definition (nh ngha hot ng) Activity sequencing (sp xp trnh t hot ng) Activity resource estimating (c lng ngun lc) Activity duration estimating (c lng khong thi gian) Schedule development (pht trin lch biu) Schedule control (kim sot lch biu)

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Project Time Management

Tm quan trng ca Project Time Management
Nhiu d n tr thi gian Nm 1995 trung bnh d n tr 222%: lp k hoch cho d n l 1 nm, th 2.2 nm mi hon thnh Nm 2000 trung bnh d n tr 163%, qun tr thi gian c ci thin nhng vic hon thnh d n vn tr so vi k hoch

Lp lch biu l l do chnh ca cc xung t trong cc d n, c bit vo khong gia d n Thi gian l mt i lng uyn chuyn t nht, thi gian c tri i bt chp iu g xy n vi d n

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Project Time Management

Mt xung t theo thi gian sng ca d n
0.40 0.35
Xung t Schedule rt ln pha gia
Schedules

Conflict Intensity

0.30 0.25 0.20 0.15 0.10 0.05 0.00

Project Formation Early Phases Middle Phases End Phases
Average Total Conflict

Priorities Manpower Technical opinions Procedures Cost Personality conflicts

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Project Time Management Processes

Activity definition (nh ngha hot ng)
Xc nh cc hot ng c th m cc thnh vin i d n v cc stakeholder phi thc hin a ra c cc xut phm

Activity sequencing (sp xp trnh t hot ng)

Xc nh quan h gia cc hot ng ca d n v sp xp theo th t thc hin

Activity resource estimating (c lng ngun lc)

c lng s ngun lc cn s dng thc hin cc hot ng d n

Activity duration estimating (c lng khong thi gian)

c lng s lng thi gian cn thit hon thnh tng hot ng d n

Schedule development (pht trin lch biu)

Phn tch trnh t cc hot ng, ngun lc c lng, thi gian c lng to lch biu cho d n

Schedule control (kim sot lch biu)

Kim sot v qun l s thay i ca lch biu d n
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Activity Definition
Mt activity hay mt task l mt thnh phn cng vic c th tm thy trong WBS (Work Breakdown Structure) Lch biu d n c pht trin da vo cc ti liu khi to mt d n
Project charter gm c ngy bt u, ngy kt thc, ngn sch d n Scope statement v WBS xc nh nhng d nh s thc hin

Activity definition (nh ngha hot ng) bao gm pht trin chi tit WBS v gii thch lm r cc cng vic s thc hin, v th ta c th c lng thi gian v chi ph theo thc t

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Activity Definition
Activity list (danh sch hot ng) l mt bng cc hot ng c a vo lch biu d n. Danh sch ny gm:
Tn hot ng M s hot ng M t tm tt hot ng

Activity attributes (thuc tnh hot ng) cung cp thng tin v cc hot ng, nh predecessor (hot ng tin nhim), successor (hot ng k nhim), cc yu cu phi c trc, cc yu cu ngun lc, cc rng buc, cc gi nh
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Activity Definition
Milestone (ct mc) l mt bin c c ngha, n khng phi l khong thi gian
N thng buc nhiu hot ng v nhiu cng vic phi hon thnh trc milestone Milestone l cng c hu ch thit lp ch n v theo di qu trnh

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Activity Sequencing
Bao gm xem xt li cc hot ng v xc nh s ph thuc Dependency (ph thuc) hoc relationship (quan h) lin quan n th t cc hot ng hoc cc cng vic ca d n
Ta phi xc nh s ph thuc theo mt th t s dng phn tch ng ti hn CPA (Critical Path Analysis)

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Activity Sequencing
Cc loi ph thuc
Mandatory dependency (ph thuc bt buc): ph thuc vn l ca cc cng vic trong d n; cn c gi l hard logic Discretionary dependency (ph thuc linh hot): ph thuc ny c nh ngha bi nhm d n; cn c gi l soft logic v nn c dng cn thn bi v cc la chn c th gy ra tr lch biu. External dependency (ph thuc bn ngoi): ph thuc ny quan h gia cc hot ng trong d n v cc hot ng ngoi d n

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Activity Sequencing
Network diagram (Biu mng cng vic) l k thut c thch dng hin th trnh t cc hot ng Network diagram l mt trnh by dng biu cc quan h lun l c th t gia cc hot ng trong mt d n C 2 nh dng chnh
ADM (Arrow Diagramming Method), hoc AOA (Activity on Arrow) PDM (Precedence Diagramming Method)
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Activity Sequencing
ADM - Arrow Diagramming Method (Phng php biu mi tn)
Cn c gi l biu mng AOA (Activity-on-arrow) Cc hot ng c biu din bng cc mi tn Cc nt v ng trn l im bt u v kt thc ca cc hot ng Ch c th trnh by cc ph thuc finish-to-start

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Activity Sequencing
V d v AOA (Activity on Arrow)

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Activity Sequencing
Th tc to biu AOA (Activity on Arrow)
Tm tt c cc hot ng ti nt 1. V cc nt kt thc ca n v v mi tn t nt 1 n cc nt kt thc . t tn hoc k t cho cc hot ng v c lng khong thi gian cho tng mi tn Tip tc v biu mng, cng vic i t tri sang phi. Tm kim cc cng vic tch ra hoc nhp li. Cng vic tch ra khi mt nt n i tip theo bi 2 hoc nhiu hot ng. Cng vic nhp li khi c 2 hay nhiu hot ng i trc mt nt n. Tip tc v biu mng cho n khi tt c cc hot ng c ph thuc nhau c a vo trong biu Quy tc chung l tt c cc u mi tn phi hng sang phi, v khng nn c mi tn ct ngang trong biu mng AOA

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Activity Sequencing
PDM - Precedence Diagramming Method (Phng php biu u tin)
Cc hot ng c trnh by trong cc hp ch nht Cc mi tn trnh by quan h gia cc hot ng PDM ph bin hn phng php ADM v c s dng bi cc phn mm qun tr d n PDM trnh by tt hn v cc loi ph thuc cng vic khc nhau

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Activity Sequencing
Cc loi cng vic ph thuc

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Activity Sequencing
V d v PDM (Precedence Diagramming Method)

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Activity Resource Estimating

Activity Resource Estimating: c lng ngun lc cho hot ng Trc khi c lng khong thi gian, ta phi c tng tt v cc loi ngun lc v cht lng ngun lc s c dng phn cng cho mi hot ng Xc nh cc vn sau cho ng lng ngun lc
kh tng ng hon thnh mi hot ng c th Lch s ca t chc ngun lc vi cc hot ng tng t Cc ngun lc cn thit c sn khng ?

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Activity Duration Estimating

Activity Duration Estimating: c lng khong thi gian Duration (khong thi gian) l s lng thi gian tht s lm cho mt hot ng cng vi thi gian trt (elapsed time) Effort (n lc) l s ngy lm vic hoc s gi lm vic c yu cu hon thnh mt cng vic
Effort khng n thun l bng duration Ngi ta lm vic cn phi c c lng, v mt chuyn gia nn xem xt li chng
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Activity Duration Estimating

Three-Point Estimate: thay v c lng vi mt con s ri rc, mt phng php hu ch l to ra mt c lng 3 tr
Three-point estimate gm mt optimistic (lc quan), most likely (c kh nng nht), v pessimistic (bi quan) V d: mt hot ng c c lng vi 3 tun cho optimistic, 4 tun cho most-likely, v 5 tun cho pessimistic Three-point estimate hu ch cho phng php PERT v Monte Carlo

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Schedule Development
Pht trin lch biu s dng kt qu ca cc bc trc trong qun tr thi gian xc nh ngy bt u v ngy kt thc ca d n Mc ch cui cng l to ra mt lch biu d n thc tin m n cung cp mt c s cho vic theo di qu trnh ca d n theo thi gian Cng c v k thut cn thit
Gantt chart CPA (Critical Path Analysis) CCS (Critical Chain Scheduling) PERT analysis

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Gantt Chart
Gantt Chart cung cp mt nh dng chun cho vic hin th thng tin lch biu d n bng cch lit k cc hot ng v ngy bt u v kt thc tng ng theo nin lch Cc k hiu
Milestones: kim cng en Summary tasks: thanh dy m Duration of tasks: thanh ngang mnh Dependencies between tasks: mi tn

MS Project mc nh hin th l Gantt Chart

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Gantt Chart
V d Gantt chart n gin

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V d v Gantt Chart

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Gantt Chart
Thm milestone vo Gantt chart
Nhiu ngi thch tp trung vo cc Meeting Milestone, c bit l cc d n ln Milestone nhn mnh cc bin c quan trng hoc cc cng vic hon thnh trong d n Trong MS Project to ra milestone bng cch cho mt cng vic c duration bng 0, hoc c th nh du bt k cng vic no l milestone

Milestone nn l
Specific Measurable Assignable Realistic Time-framed

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Gantt Chart v tracking

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Critical Path Method

Critical Path Method - CPM (Phng php ng ti hn)
L mt k thut s dng biu mng tin on tng thi gian ca d n Critical Path (ng ti hn) ca mt d n l mt chui cc hot ng m n xc nh thi gian sm nht (earliest time) m d n c th hon thnh Critical Path (ng ti hn) l ng di nht (longest path) trong biu mng cc cng vic v c cng vic tri ni t nht

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Critical Path Method

Tnh ton ng ti hn
Pht trin mt biu mng cng vic hon chnh Thm cc c lng khong thi gian cho tt c cc hot ng Xc nh ng di nht (longest path) l ng ti hn Nu mt hoc nhiu hot ng trn ng ti hn ng lp k hoch di hn th ton b d n s b trt, v th ngi qun tr d n s tp trung kim sot cc cng vic trn ng ti hn

Lu
C th c nhiu hn mt ng ti hn nu cc ng bng nhau v tng thi gian ng ti hn c th thay i trong qu trnh hot ng ca d n
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Critical Path Method

V d v Critical Path ca Project X

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Critical Path Method

S dng CPA Critical Path Analysis cn i lch biu
Free slack (pht ph) hoc free float (tri ni) l s lng thi gian m mt hot ng c th tr m khng lm tr s bt u sm (early start) ca bt k hot ng no theo sau trc tip n Total slack hoc total float l s lng thi gian m mt hot ng c th tr do cc s bt u sm ca n (its early start) m khng lm tr ngy kt thc ca d n Duyt ti thng qua biu mng xc nh ngy bt u sm v kt thc sm Duyt ngc biu mng xc nh ngy bt u tr v kt thc tr

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Critical Path Method

Tnh ton sm v tr ca ngy bt u v ngy kt thc

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Critical Path Method

V d: Free Slack and Total Slack ca Project X

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Critical Path Method

S dng ng ti hn lm ngn lch biu d n, c 3 k thut lm ngn lch biu
Shortening: Lm ngn khong thi gian ca cc hot ng ti hn bng cch thm ngun lc (resource) hoc thay i phm v (scope) ca hot ng Crashing: Chia nh hot ng bng cch gim bt bt u t cc cng vic ln nht sao cho chi ph tng ln l t nht Fasttracking: Tin hnh nhanh cc hot ng bng cch cho chng thc hin song song (parallel) hoc chng ln nhau (overlapping)

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Critical Path Method

Quan trng ca vic cp nht thng tin ng ti hn
iu quan trng l cp nht thng tin lch biu t mc tiu v thi gian ca d n ng ti hn c th thay i khi ta nhp ngy bt u tht t v ngy kt thc tht t Nu ta bit ngy hon thnh d n b trt, hy dn xp vi nh ti tr d n

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Critical Chain Scheduling

Critical Chain Scheduling (Lp lch biu theo chui ti hn)
Lp lch biu theo chui ti hn l phng php lp lch biu da trn vic xc nh cc ti nguyn gii hn khi to ra lch biu d n v gm cc hot ng m (buffer) bo v ngy hon thnh d n S dng l thuyt rng buc (Theory of Constraints - TOC), mt trit l qun tr c ngh bi Eliyahu M. Goldratt v c gii thiu trong sch ca ng tn l The Goal N lc ti thiu ha a nhim (multitasking), c th xy ra khi mt ngun lc lm vic nhiu hn mt cng vic ti mt thi im

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Critical Chain Scheduling

V d v Multitasking

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Critical Chain Scheduling

Buffer v chui ti hn
Buffer l thi gian thm vo hon thnh mt cng vic Lut Murphy pht biu rng nu iu g c th i sai, n s sai Lut Parkinson pht biu rng cng vic m rng in vo thi gian c php Theo c lng c in, ta thng thm mt buffer cho mi cng vic v s dng thi gian thm mc d n cn thit hoc khng Lp lch biu theo chui ti hn (Critical Chain Scheduling) g b cc buffer khi cc cng vic n l v thay vo to ra:
Project buffer hoc thi gian c thm vo trc k hn ca d n Feeding buffer hoc thi gian c thm trc cc cng vic trn ng ti hn
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Critical Chain Scheduling

V d v lp lch biu theo chui ti hn

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PERT
PERT - Program Evaluation & Review Technique (K thut xem xt v nh gi d n)
PERT l k thut phn tch biu mng s dng c lng khong thi gian ca d n khi c mt mc cao v s khng chc chn v c lng khong thi gian ca tng hot ng PERT s dng c lng thi gian theo xc sut, c lng khong thi gian da trn c lng 3 tr: optimistic (lc quan), most likely (c kh nng nht), v pessimistic (bi quan)

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PERT
Cng thc PERT
PERT weighted average =
optimistic time + 4X most likely time + pessimistic time 6 PERT weighted average = 8 workdays + 4 X 10 workdays + 24 workdays = 12 days 6 Trong : optimistic time= 8 days most likely time = 10 days pessimistic time = 24 days

V d:

V , khi dng PERT ta thay 10 ngy thnh 12 ngy trn biu mng

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Schedule Control
Schedule Control (Kim sot lch biu)
Mc ch l bit c trng thi ca lch biu, cc yu t nh hng l nguyn nhn gy ra thay i lch biu, xc nh khi lch biu thay i v qun tr s thay i khi n xy ra Cng c v k thut gm:
Bo co tin trnh H thng kim sot s thay i lch biu Phn tch s khc bit, nh l phn tch cc float hoc slack Qun l s hon thnh, nh l gi tr kim c (earned value)

Kim tra tht t s hon thnh da vo lch biu Cho php kim tra ngu nhin Khng lp k hoch cho mi ngi lm vic vi 100% kh nng vo tt c cc thi im T chc cuc hp tin vi cc stakeholder v lm r v minh bch lch biu
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Schedule Control
Lm vic lin quan n con ngi
Lnh o (leadership) tt gip d n thnh cng hn l mt PERT tt Trng d n (Project Manager) nn s dng:
Empowerment (trao quyn) Incentives (khuyn khch) Discipline (k lut) Negotiation (m phn)

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TNG KT
Project time management, qun tr thi gian l l do chnh ca cc xung t trong cc d n, v cc d n cng ngh thng tin lun vt qu thi gian c lng Cc th tc qun tr thi gian
Activity definition (nh ngha hot ng) Activity sequencing (sp xp trnh t hot ng) Activity resource estimating (c lng ngun lc) Activity duration estimating (c lng khong thi gian) Schedule development (pht trin lch biu) Schedule control (kim sot lch biu)

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CU HI
Milestone l g ?
SMART: Specific, Measurable, Assignable, Realistic, Time-framed

Cc loi cng vic ph thuc: FS, SS, FF, SF l g ?

Finish-to-start, Start-to-start, Finish-to-finish, Start-to-finish

c lng 3 tr l g ?
optimistic (lc quan), most likely (c kh nng nht), v pessimistic (bi quan)

ng ti hn Critical Path l g ?
chui cc hot ng m n xc nh thi gian sm nht (earliest time) m d n c th hon thnh, l ng di nht (longest path) trong biu mng cc cng vic

Biu Gantt l g ? Phng php PERT l g ?

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BI TP
Thc hin bi tp nhm d n
Thc hin cc bc qun tr thi gian Sp xp cng vic cho d n c lng thi gian cho tng cng vic ca d n Tm ng ti hn ca d n Kt qu c cp nht vo biu Gantt

Np bi tp ln elearning

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