Professional Documents
Culture Documents
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)
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
Conflict Intensity
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
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
SLIDE 7 - Chapter 3 Project Time Management
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
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)
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
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)
SLIDE 11 - Chapter 3 Project Time Management
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
Activity Sequencing
V d v AOA (Activity on Arrow)
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
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
Activity Sequencing
Cc loi cng vic ph thuc
Activity Sequencing
V d v PDM (Precedence Diagramming Method)
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
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
Gantt Chart
V d Gantt chart n gin
V d v Gantt Chart
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
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
SLIDE 28 - Chapter 3 Project Time Management
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)
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
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
SLIDE 41 - Chapter 3 Project Time Management
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)
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)
CU HI
Milestone l g ?
SMART: Specific, Measurable, Assignable, Realistic, Time-framed
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
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