Control of Schedules
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3 hours 24 minutes
Hello and welcome back to the county art project plus P k +0004 in the little ***. And we're gonna be looking at how to control schedules
are learning objectives will be the importance of scheduled management
and the different diagrams and tools used to effectively manage schedules, tasks and sequences.
So what is scheduled management
is a process that we will utilize to manage the timely completion of a project. The management of the resource is and the effective use off these resource is, if you remember,
time and schedules, which is same. Are is one of the triple constrains
that we have in a project together with scope and costs.
stage in schedule management is the fighting activities.
If we remember,
we ended up with the work breakdown structure a few lessons back. So the warm breakdown structure creates the this different units which we could then consider the activities. Now the activities by themselves won't get done.
humor resource they need
external resource is or consumables. They need ah place and a time for it to be done. And then they may need They may have constrained or the pendency ease. But there may be something that is associated with this specific task
that has to happen before the test takes place, and as well the results of our task making news to other task being held or advanced. So the activity definition will help us clear the picture as to what needs to be done.
Now let's go to the second step
sequencing activities for this well used never diagrams which will help us see the relationship between the different activities and the corresponding dependencies.
Primarily, there are two types of diagrams AT T video knows
I'm. For example, we have P M president diagram method, which is the one that explains the activities. That's our relationship between one event and another event. And also we have the activity on arrow never diagram in where the events take place between activities.
A temple of those we have perk, programme of elation, interview technique and the CPM Critical path methods. So the either of these are two approaches for representing our activities, the results of the activities and how the chain sequence takes place.
Another activity will be is resource management
manager. Resource is human resource is consumables, external suppliers How do we bring them in? When can they be brought in? When can they be released? Will there be an event in where two activities collide and compete for the same resource utilization?
Will there be any venue where my resource
will be idle and just costing the project? Because it's not being utilised?
So resource management deals with the effective and efficient use of our resource is to make the most out of the project of scope in time and costs.
Our next event
is calculating the activity. Duration is an interesting one because we assume maybe presumed by doing the previous actions. The generating the activity is generating the
the sequence of events in terms of dependencies and also the human resource is
involved. We may have a very good idea off which how much time will this each activity will be consuming. But it's not until this moment that we can really see how long activities will last
and the recently simple Until you know what you count on what you have in your hands available, you will not really know how
much longer you'll have to wait before you can start and complete an activity
If you remember, we have done their different estimation. Um,
presentations we've seen for Temple. The three point information will see The anonymous estimation will see that all the types of estimation too
or a sign a town value ery cost value to our activity.
As part of the activity and the time management, we also have to consider three items.
Let's take, for example, activities am be activity A has been estimated to last five days, activities also estimated to last five days.
In a normal ideal event, the ending off activity A becomes the starting off activity.
This will give us a total off 10 days based on the logical duration toe lodge the timeframe that each activity has.
Now there are three components that we have to carefully analyze.
One of her component sees leave leave is accelerating that activity to have it start before the schedule or plan time, and this could be considered as their result. Enough activity doesn't necessarily hold back the start off activity be
taking, for example, that you are cooking recipe and sometimes you can start mixing components before you actually drop it in the pan. Or maybe throw into the oven so you can create, have different containers and become begin to do some of these activities at the same time. And
the other ones get
a little bit of a head start,
so lean time accelerates the and reduces the amount of time that our schedule will take. Another one is lack. Lack is the opposite. Off leave lag is
than my time got read up. Push back and I could not start the next activity. Ask planned.
So this is a problem that could be a come because off lack off resource is available,
as well as because some of the results off a TV a condom. We're not contemplated as pushing our start. Let's say that you are doing flooring and you need to lay some concrete. You have to let it dry. If you did not count
on the country dry before you can set the tiles on it,
then we have a problem because he has to drive before you can put the tiles.
The third event, which we cannot represent here, is slack. Slack is afloat or ah, floating amount of time is the activity is something that you could introduce if you want to make sure that the activity has enough time, but that you have extra spare time.
could be. It's, ah time they used to Florida activity. So you do not have a lag in the case off activity? A. Taking longer than what? You have a plan?
Well, this is it for this lesson, and we have learned the importance of scheduled management and the different tools and diagrams that we could use to effectively manage tasks and sequences.
Thank you so much, looking forward to see you in our next lesson.