e project participants determined how critical the timing (start and completion) of their specific work responsibilities was in relation to other project work packages using a detailed input/output work flow diagram and the work package level of the WBS. Because a critical path method (CPM) was utilized, the mutually agreed precedent relationships determined the project duration and its most “l(fā)inear critical” sequence (path or chain) of work packages.
To assess risks and consider the impacts of uncertainty and resource availability on the individual work package durations, the team employed the program evaluation and review technique and Monte Carlo simulation. They analyzed a spectrum of timing-related interfaces to assess the potential impacts of “path convergence” as a derivative of these variables – and leaders were kept apprised of the results.
The Right Information at the Right Time. Thanks to today’s technology-driven information processing environment, leaders often get project information too quickly. In fact, information overload may well be the biggest problem facing today’s project decision-makers – too much information, too fast and often conflicting.
In this project, the conscientious use of an integrated logic network schedule approach and its related tools and techniques provided everyone in the project with a clear view of where they and their work were going and effectivel此文章共有11頁 上一頁 1 2 3 4 5 6 7 8 9 10 11 下一頁
文章來源：中國項目管理資源網(wǎng)
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