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G
@ctivity:
Activities represent work to be done in order to
complete a project.
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ccessor:
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Relationship:
Any sort of connection between two activities is
known as relationship.
Generally there are four types of relationships:
u SS (Start to Start)
u FS (Finish to Start)
u FF (Finish to Finish)
u SF (Start to Finish)
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ºag :
ºag staggers or delays the relationship of one activity
(predecessor) to another (successor).
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Relationship between activities in which the start
of a successor activity depends on the start of its
predecessor.
@
@
!
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ë Relationship in which the start of successor
activity depends on the completion of its predecessor
activity.
"
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ëë Relationship in which the finish of successor
activity depends on the finish of its predecessor activity
" " @
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ë Relationship in which the finish of successor
activity depends on the start of its predecessor activity
" @
@
"
!
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ëë (ëree ëloat):
The amount of time, measured in planning units, the early start
of an activity can be delayed without delaying early start of a
successor activity. Such activities are called Ñ
u
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§onstraints:
§onstraints are ground realities that over-rule the logical
start and finish time of the activity.
§ritical Path:
§hain of critical activities that has potential of delaying a
project is called §ritical Path.
ÿ ÿ
ÿ ÿ
ëorward Pass:
The process of calculating start and finish dates of each activity
starting from the project start date.
This process generates early start and early finish
dates for each activity.
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mackward Pass:
The process of calculating finish and start dates of each activity
starting from the project finish date.
This process generates ºate Start and ºate Finish
dates for each activity
ata ate:
The point in time that separates actual (Historical) data
from future (Scheduled) data.
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Man-Hors:
÷t is yardstick for measurement of effort. For example, 4
Man-Hour will mean any of the following:
^ 1 man working for 4 hours
^ 2 men working for 2 hours
^ 4 men working for 1 hour
tandard Man-Hors:
ÿstimated effort per unit required to perform a job in terms
of man-hours.
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ÿarned / @chieved Man-Hors:
÷t is amount of work executed in terms of standard man-
hours.
@ctal Man-Hors:
÷t is the man-hours actually utilized to execute work.
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Rriginal (|arget / mase ºine) Plan:
A plan showing all activities as foreseen at start of the project.
ÿ iciency:
÷t is the ratio of earned man-hours to actual man-hours.
Prodctivity:
÷t is number of work units produced per man-hour spent.
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mdgeted §ost:
Total estimated cost approved for execution of a project.
§ost at §ompletion:
The expected total cost at completion of an activity or a
project.
§ost at completion is estimated periodically during course
of project execution.
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Program ÿvalation and Review |echniqe (PÿR|):
An event oriented network analysis technique used to estimate
project duration when there is a higher degree of uncertainty with
the individual activity duration estimates. PÿRT applies the §ritical
Path Method (§PM) to a weighted average duration estimates.
Gantt §hart:
A graphic display of schedule-related information listing project
elements on left side of the chart, dates across the top and activity
durations are shown as date-placed horizontal bars. ÷t is also known
as Bar §hart.
ë
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§ost §enter:
§ost §enter is the lowest identifiable/measurable activity against
which costs incurred can be booked.
irect §ost:
§ost which can be clearly attributed to the activity performed is know
as irect §ost. That cost is also called !
because it is
dependent on quantity of work performed.
÷ndirect §ost:
§ost which cannot be clearly attributed to specific activity is know as
indirect cost . ÷t is also known as ë
because these are
incurred irrespective of the quantity of the work performed.
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Resorce:
R
ÿ
ÿ
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Planning
§ontrol
÷dentify activities to be done
÷dentify milestones
efine WBS and OBS
ecide/calculate duration of activities
ecide sequence of activities
ecide resources
Prepare cost budget
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Breaking down a long and complex project into work
packages of smaller duration and complexity.
Î
ÎÎ
ÎÎÎ
ÎÎÎÎ
ÎÎÎÎÎ
R
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Represents a project organization structure that matches
with WBS.
ºÿÿº - Î Pº@:
Sequence of major phases e.g., ÿ, P & § inter-phase, or
§ivil, Mechanical & ÿlectrical sequences.
ºº º
ººRº
ºÿÿº ± r Pº@:
Breaks major phases into geographic distribution (Zone/Area)
and/or disciplines e.g., Piping, Structure, Foundation, etc.
ºº º
ººRº
ºÿÿº - Pº@:
Breaks all discipline activities into §ost §enters
ºº º
ººRº
ºÿÿº - - Pº@:
Further breaks down work into smaller activities e.g.,
material withdrawals from stores, layout, tacking, welding,
Q.§ checks, etc.
ºº º
º
Manpower
Tools & Plants
irect materials
§onsumables
Special jigs & fixtures
º
|ypes o Maintenance:
i. §orrective Maintenance
ii. Preventive Maintenance
§orrective Maintenance:
Type of maintenance where equipment is maintained after break
down. This maintenance is often expensive because worn equipment
can damage other parts & cause multi damages
Preventive Maintenance:
Where equipment is maintained before breakdown occurs.
This type has many variations & is subject of various researches to
determine best & most efficient way to maintain equipment. Recent
studies have shown that preventive maintenance is effective in
preventing age related failures of equipment
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