Timecontrol project charge summary
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Each plan analysis identifies those activities contributing most to the uncertainty in the chain. The activity network is supplemented by some “special activities” covering common uncertainty types (e.g., weather conditions, supplier reliability). Planning is stopped when uncertainty cannot be reduced through further planning. The planning effort is minimized via focused effort on those activities contributing most to the uncertainty. Successive time planning (Lichtenberg, 2000) is a method, where the plan is detailed until a level where the uncertainty cannot be reduced by further detailing. The result is a time interval for completion and a distribution curve showing the probability. The network is analyzed several times with randomly selected durations for the activities – based on a chosen distribution model and within the range. For each activity, three durations are estimated: shortest thinkable duration (optimistic situation) longest thinkable duration (pessimistic situation) most probable duration (normal situation). Activities are arranged in a network, representing sequences in the entire approach. The PERT method has its origin in the childhood of project management. They should be reserved for projects with substantial need for analysis of uncertainties and countermeasures. They require IT programs, and their need for input data is troublesome to fulfill. There are some methods for time planning when it is difficult to estimate activity duration. Therefore, it is more interesting to find the time interval for expected project completion, and the probability distribution for the end date. However, activity duration is often uncertain. Traditional methods for scheduling presupposes a determined duration of each activity, and thereby an expected/planned date for milestones. It shows the sequence and illustrates collisions between activities. The diagram is useful for visualizing plans, where the same activity is repeated in different geographical locations – typical fitting rooms in a building. Short-term planning consists of three elements: The preparation horizon may be weeks or months. This includes providing materials, equipment, resources, work information, and documentation. The horizon is guided by available knowledge and necessary preparation time. In the short term, main activities are broken down into work plans for each milestone and for as far a time period as possible. The idea is not to carry out too detailed long-term planning, as uncertainties may change the plan. Planning project activities has its roots in the milestone planning of main activities in tool sheet C.6. Work plan and time schedule are used in all project phases. Furthermore, it describes short-term rolling work planning. This tool sheet describes a number of principles and methods for work planning and scheduling as a supplement to tool sheet C.6. They include master plans, phase plans, and work plans.
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Project work is controlled by activity plans that are time schedules as well.