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.Your initial estimate of hours is summarized as follows:PhaseTeamMember1 2 3 41 10 15 15 252 8 8 6 123 0 15 25 204 0 20 20 255 10 5 10 15TotalWhat is the percentage-of-completion for each phase? Show individual phase and cumulativepercentages.2.Your team members earn varying amounts on a per-hour basis, broken down as:Team HourlyMember Payroll1 $20.002 15.003 18.004 9.005 10.00Calculate the total amount of labor budget for each phase of the project.3.You have estimated a total of $2,800 for nonlabor expenses during your project.Based on laborpercentage-of-completion, what is the budget for each phase?Previous Table of Contents Next Products | 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 NextTitleChapter 5Establishing a ScheduleTo climb steep hills requires slow pace at first.----------- William ShakespeareThe project manager called a team meeting for 9 A.M.the next morning. Don t be late, hesaid sternly. We ll be discussing the project schedule. The team assembled promptly at 9 A.M.as instructed.But the manager was nowhere to be seen.At 9:20, one of the team members called the manager s home and asked for him. He ll be a little bit late this morning, the manager s wife explained. He missed the bus. Your project ran over budget, you didn t have the right people on the team, and you missed the final deadline.In fact, you took a vacation in Beirut so you wouldn t be there when your boss found out.If this describes your past experiences as a project manager or your fear about future projects then youneed to identify methods for planning and controlling your schedule.A schedule is your time budget, just asthe proper selection of a team is your resource budget.If you don t plan, coordinate, and control the schedule,your project probably won t be finished on time.In this chapter, you ll learn the proper use of schedulingtechniques for anticipating and solving problems, and you ll discover how to get your team working togetheron a single schedule for each phase of the project.THE SCHEDULING PROBLEMIf you could work as a team of one, you wouldn t need to coordinate other people s efforts and phasedeadlines; instead you could plan, control, and achieve the entire task on your own.In fact, that s howsingular functions are executed.When you are working with a team, however, you need to plan your schedule with an awareness of thenetworking requirements of that team.For example, your team members may agree to the schedule you deviseand proceed with phase 1.But it takes only one delay to throw the entire schedule off, and without your continual supervision, that delay may very well take place.A small delay within a phase would not be a big problem if it could be isolated.But that delay is likely toaffect all of the remaining phases as well as the ability of the rest of the team to succeed.So remember thesepoints concerning delays:1.Every delay affects scheduling for the remainder of the project.Some projects start out with chronicdelays.If you don t begin phase 1 on the scheduled date, you will probably encounter problems all theway through.Be sure to schedule realistically; then follow it carefully.Your ability to keep the projecton schedule is the real test of your project management skills.2.To meet your deadline, the delay will have to be absorbed in a later phase.It s always desirable tobuild a little insurance into your schedule by allowing more time than you ll really need to complete theproject.However, when a deadline is imposed, you don t always have that luxury.Chances are, youwill have a difficult enough time meeting the imposed deadline, and there will be little, if any,opportunity to let a phase deadline slide.If the delays occur in an early phase, your team will have toexecute later phases in a shorter amount of time than you planned.3.It s desirable always to meet the final project deadline, unless that means that the outcome will beincomplete, inaccurate, or short of the desired result.To make up for a delay, you may need to workyour team at a faster pace, look for shortcuts in the original plan, or put in more hours than youoriginally planned.Thus, the delay could translate into a budget overrun on your project.Your goalshould be to meet the deadline you have promised, unless that means having to cut quality corners.Your project should end with an accurate and high-quality report, implemented procedures, or otherresults even if that means you have to ask for an extension.4.Staying on schedule and meeting the deadline is the project manager s job.If you miss yourdeadline, you may be asked for an explanation.If that occurs, remember that delays are yourresponsibility, regardless of the cause.Project managers are expected to monitor progress, anticipateproblems before they create delays, and take action to prevent missing the final deadline.Your initial schedule can be expressed on a chart, which is a visual expression of the project s goal.Reducingthe project schedule to visual form improves your team s understanding of how the project will progress andgives you the monitoring tool you need.The chart should report both the planned and actual outcomes of eachphase, and serves a number of purposes:1.It is your primary tracking tool, at least in the initial scheduling phase.2.It provides every team member with schedule guidance and goals.3.It gives you and your team an ongoing means for spotting and overcoming emerging problems [ Pobierz caÅ‚ość w formacie PDF ] |
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