读书笔记 3 Project Management


...one of the most useful tools you can have as a manager is PM. ... firms face modern phenomena: growing project complexity and collapsing product/ service life cycles. ... the strategic value of time-based competition and a quality mandate for continuous improvement. ... 3 phases: planning (goal setting, defining the project, team organization ); scheduling (relate people, money, supplies to specific activities and relate activities to each other ); controlling (monitor resources, costs, quality and budgets. also revise or change plans and shift resources to meet time and cost demands ). ... 3 popular techniques to allow managers to plan, schedule, and control: GANTT chart, PERT, CPM.


Research has shown that without good leadership and a strong organization culture, most people follow their own sets of ethical standards and values.


WBS: defines the project by dividing it into its major subcomponents ( or tasks ) which are then subdivided into more detailed components, and finally into a set of activities and their related costs.
Gantt Charts though do no adequately illustrate the interrelationships between the activities and the resources. PERT and CPM ... do have the ability to consider precedence relationships and interdependency of activities.
Computerized PERT/ CPM reports and charts are widely available... Some of the more poopular programs are Primavera, Deltek, Pertmaster, VisiSchedule, Time Line, Microsoft Project. ... produce a variety of detailed reports, including 1) detailed cost breakdowns for each task 2) total program labor curves 3) cost distribution tables 4) functional cost and hour summaries 5) raw material and expenditure forecasts 6) variance reports 7) time analysis reports 8) work status reports.

PM Techniques PERT & CPM

PERT: a PM technique that employs 3 times estimates for each activity.
CPM: a PM technique that uses only one time factor per activity.
Critical Path: the computed longest time path(s) through a network.
PERT and CPM both follow 6 basic steps: 1) define the project and prepare the work breakdown structure; 2) develop the relationships among the activities. Decide which activities must precede and which must follow others. 3) Draw the network connection all the activities. 4) Assign time and/or cost estimates to each activity. 5) Compute the longest time path through the network. (Critical Path) 6) Use the network to help plan, schedule, monitor, and control the project.
The first step in a PERT and CPM network is to divide the entire project into siginificant activities in accordance with the work breakdown structure. 2 approaches: AON and AOA.

K90 AON和AOA图示,需要时再翻书参考。

Critical Path Analysis: a process to find the most effective sequence of activities that helps determine a project schedule.

K98 需要时参考书。

Backward pass: begins with the last activity in the project. finds all the late start and late finish times.
Slack time: free time for an activity. Total slack: time shared among more than one activity.

In PERT, we employ a probability distribution based on 3 times estimates for each activity as... Optimistic time, Pessimistic time, Most likely time. In PERT, we often assume the activity time estimates follow the beta probability distribution.

3 项weighted formula参考书。K101

^ hyundai居然是亚洲最大造船商啊。。。意外。

Crashing: shortening activity time in a network to reduce time on the critical path so total completion time is reduced.
Crash time: the shortest duration required to complete the activity.
Crash cost: //. (usually higher than normal cost

crash cost per week公式参考书中K106

用中国电力作为PERT CPM的例子。棒棒哒。

Microsoft Project...K111

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