lesson №2

is the unique activity that has a beginning and an end time, aimed at achieving a predetermined result/goal, the creation of a specific, unique product or service, under the given resource constraints and deadlines, as well as quality requirements and risk tolerance.

Similarities with the process: Done by people;

Limited availability of resources;

Planned, executed and managed.

Unlike the process : Temporarily, any project has a clear time frame (this does not apply to the results,

differently activity is the operation and can last indefinitely;

Unique products and services, the results - otherwise it becomes a mass production;

Sequential development - any project evolves over time, passing through previously defined stages.

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The aim of the project - to achieve specific business goals, while respecting the restrictions of "Iron Triangle"

none of the triangle’s angles can not be changed without affecting the others. For example, to reduce the time required to increase the value and/or reduce the content.

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“Iron triangle” constraints of the project

aimed at achieving specific goals;

involves the coordinated execution of interrelated activities;

has limited the length of time, with a specific start and end;

unique.

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logic - the logical constraints may influence to execution of works in time)

Time - calculation and analysis of the temporal characteristics of works: early/late start date/end time, full, free slack, and other;

physical (resource) - Given the limited resources available at each time of the project;

financial - to ensure a positive balance of funds as a special type of resource.

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Guide to the Knowledge Project Management – PMBOK;

Guide to quality in project management - ISO 10006-97;

The system of knowledge about the processes of project management - PRINCE 2.

ensure that the components of which include artists, energy, materials, equipment and etc.

Methods of appointment and the alignment of resources enable us to analyze the network plan to ensure the availability and use of certain resources for the duration of the project.

Assigning resources - identifying the needs of each work in different types of resources to create the actual project schedule, taking into account the needs of the project to the resource and are actually available at any given time resources.

Calendar planning of resources - planning the timing of the work, with limited cash resources. The verification of resources’ realization of calendar plan requires matching present resources in need in them. Optimal resources' distribution may be provided by flexible dates of project’s begging/ending.

Information obtained as a result of resource analysis of the project, helps to focus attention on those points of work where effective management of resources will be a key success factor.

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implementation plan of project’s works, includes background information: the major time and cost parameters for the work that is accepted for execution

In original plan are fixed: list of works, planned start and end dates of project objectives, lengths of tasks, estimated cost of the tasks.

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is the difference between the earliest possible completion time, most late-permissible time of its execution

if necessary, to resolve the constraints of the project will delay the work at this time without affecting the overall project duration and the duration is directly related tasks.

Work on the critical path have slack equal to zero.

basic concept, the basis for organizing data in project management systems. With each task may be linked the function of resource’s requirement.

Work (activity/task) - some of the activities to achieve specific outcomes (end products of lower-level mission, which takes time and that can delay the onset of other work.

The terms “work”, “activity” and “task” mean the same in common sense.

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Software for project’s planningFreeware licence

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Work, activity, step of the project’s performance – has rigid time of execution (dates of beginning and ending) and executor

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Must be defined for every task

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event or date in the implementation of the project.

Project’s milestone are used for displaying the status of completion to mark the important intermediate results to be achieved in the implementation of the project.

Sequence landmarks called “Plan milestones”.

Date for achieving appropriate milestones constitute the schedule of milestones.

An important difference from the landmark work - they have no duration, so they are often called events.

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reflect the nature of relationships between the works.

Most links in the projects relate to the type of "end-to-start" when the follow-up work can begin only after completion of previous work.

Complex relationships between the works are often also referred to as the logical structure of the project, since it determines the sequence of works.

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graphical display of project work and their relationships - a full range of activities and milestones of the project to set dependencies between them.

The principal difference between the block diagram modeling and business processes’ schemes - a network diagram of the models is the logical relationship between the elementary work. It does not reflect the inputs, processes and outputs, and does not allow repeated cycles or loops.

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A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. Some Gantt charts also show the dependency (i.e., precedence network) relationships between activities. Gantt charts can be used to show current schedule status using percent-complete shadings and a vertical "TODAY" line as shown here.

This chart is used also in Information Technology to represent data that have been collected.

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PERT is a method to analyze the involved tasks in completing a given project, especially the time needed to complete each task, and identifying the minimum time needed to complete the total project.

Methods of planning and monitoring of the project : the entire project is chopped up into several subtasks, for each task, estimated time required for its implementation, each task is also assigned a priority.

Thanks to this method may control the execution of the project, using the presentation as a chart that takes into account all the tasks for the project.

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