项目管理CH05(英文)
工程项目管理英文版本
Engineering project management is a critical discipline that involvesthe application of project management principles, methodologies, andtools to effectively plan, execute, and control engineering projects. This article aims to provide an overview of engineering project management, its key components, and its significance in the successful completion of engineering projects.1. Definition and ScopeEngineering project management is the application of project management concepts, techniques, and skills to engineering projects. It encompasses the entire lifecycle of a project, from conception to completion. The scope of engineering project management includes the planning, executing, and controlling of engineering projects to ensure they are completed on time, within budget, and to the required quality standards.2. Key Components of Engineering Project Managementa. Project PlanningProject planning is the process of defining the project objectives, scope, and deliverables. It involves creating a detailed project planthat outlines the activities, resources, and timelines required to complete the project. Key components of project planning include:- Project charter: A document that authorizes the project and definesits objectives, scope, and stakeholders.- Work breakdown structure (WBS): A hierarchical decomposition of the project scope into smaller, manageable components.- Schedule: A timeline that shows the sequence of activities and their durations.- Budget: An estimate of the costs required to complete the project.- Risk management plan: A document that identifies, assesses, and prioritizes risks associated with the project.b. Project ExecutionProject execution is the process of carrying out the project plan. It involves coordinating resources, managing stakeholders, and monitoring progress. Key components of project execution include:- Resource allocation: Assigning resources, such as personnel, equipment, and materials, to project activities.- Communication: Keeping stakeholders informed about project progressand issues.- Change management: Managing changes to the project scope, schedule,and budget.- Quality management: Ensuring that project deliverables meet the required quality standards.c. Project ControlProject control is the process of monitoring and controlling the project to ensure it is on track to achieve its objectives. Key components of project control include:- Progress tracking: Monitoring the actual progress of the project against the planned schedule and budget.- Performance measurement: Assessing the project's performance in terms of quality, cost, and time.- Change control: Managing changes to the project scope, schedule, and budget.- Risk management: Identifying, assessing, and responding to risks that may impact the project.3. Significance of Engineering Project ManagementEngineering project management is essential for the successfulcompletion of engineering projects. It helps organizations to:- Reduce project costs and improve profitability.- Enhance project quality and customer satisfaction.- Mitigate risks and uncertainties.- Improve project efficiency and productivity.- Develop and maintain stakeholder relationships.In conclusion, engineering project management is a vital discipline that ensures the successful completion of engineering projects. By applying project management principles, methodologies, and tools, organizations can achieve their project objectives and deliver high-quality outcomes within the specified time and budget constraints.。
工程项目管理英文解释
Engineering project management is a professional discipline that involves the application of project management principles, tools, and techniques to successfully execute and deliver engineering projects. It is a comprehensive process that encompasses planning, organizing, leading, and controlling the activities of a project to achieve specific goals and objectives within the defined constraints of time, budget, and quality.The primary objective of engineering project management is to ensurethat the project is completed on time, within budget, and meets the required quality standards. This involves managing various aspects of the project, such as scope, schedule, cost, quality, human resources, communication, risk, and procurement.Scope management involves defining, documenting, verifying, and controlling the project scope to ensure that the project deliverables meet the agreed-upon requirements. It includes activities such as scope planning, scope definition, scope verification, and scope control.Schedule management is the process of planning, scheduling, and controlling the project activities to ensure that the project is completed on time. This involves activities such as schedule planning, schedule development, schedule control, and schedule updates.Cost management involves planning, budgeting, and controlling theproject costs to ensure that the project is completed within the allocated budget. It includes activities such as cost estimation, cost budgeting, cost control, and variance analysis.Quality management is the process of planning, implementing, and controlling quality policies to ensure that the project deliverables meet the required quality standards. It includes activities such as quality planning, quality assurance, quality control, and continuous improvement.Human resource management involves planning, acquiring, developing, and managing the project team to ensure that the project is executed effectively. It includes activities such as human resource planning,staffing, training and development, performance management, and conflict resolution.Communication management involves planning, implementing, andcontrolling the project communication to ensure that the relevant information is effectively communicated to the stakeholders. It includes activities such as communication planning, communication tools and techniques, and stakeholder management.Risk management involves identifying, analyzing, and responding to risks that may impact the project objectives. It includes activities such as risk identification, risk analysis, risk response planning, and risk monitoring and control.Procurement management involves obtaining goods and services from external sources to meet the project requirements. It includesactivities such as procurement planning, solicitation, supplier selection, contract administration, and contract closure.Engineering project management also involves several key processes, such as project initiation, project planning, project execution, project monitoring and controlling, and project closing. Each of these processes has specific objectives, activities, and outputs that contribute to the successful completion of the project.Project initiation involves identifying and defining the project, as well as obtaining approval for the project. It includes activities such as project charter development, feasibility study, and business case preparation.Project planning involves developing the project management plan, which includes the project scope statement, schedule, budget, quality management plan, human resource plan, communication plan, risk management plan, and procurement plan.Project execution involves implementing the project management plan to execute the project activities and deliver the project outputs. It includes activities such as resource allocation, task execution, and project coordination.Project monitoring and controlling involves tracking, reviewing, and managing the project performance to ensure that the project objectives are achieved. It includes activities such as progress reporting, performance measurement, variance analysis, and corrective actions.Project closing involves completing all project activities, documenting lessons learned, and transitioning the project deliverables to the stakeholders. It includes activities such as project closure documentation, project review, and project handover.In conclusion, engineering project management is a complex and dynamic process that requires a comprehensive understanding of project management principles and techniques. Effective engineering project management can lead to the successful completion of projects, ensuring that the desired outcomes are achieved within the defined constraints.。
项目管理英文对照
项目管理术语中英文对照项目管理术语中英文对照ACWP Actual Cost of Work Performed 已执行工作实际成本AD Activity Description 工作描述ADM Arrow Diagramming Method 箭线图示解法AF Actual Finish Date 实际完成日期AOA Activity-On-Arrow 双代号网络图AON Activity-On-Node 单代号网络图AS Actual Start Date 实际开始日期BAC Budget At Completion 在完成时的预算BCWP Budgeted Cost of work Performed 已执行工作预算成本BCWS Budgeted Cost of work Scheduled 计划完成工作预算成本CCB Change Control Board 变更控制委员会CPFF Cost Plus Fixed Fee 成本加固定费用（合同）CPIF Cost Plus Incentive Fee 成本加奖励费用（合同）CPI Cost Performance Index 成本执行指数CPM Critical Path Method 关键线路法CV Cost Variance 成本偏差DD Data Date 数据日期DU Duration 持续时间，工期EAC Estimate At Completion 在完成时的估算EF Early Finish date 最早完成日期ES Early Start date 最早开始日期ETC Estimate (or Estimated) To Complete 到完成时的估算EV Earned Value 挣值法FF Free Float or Finish-to-Finish 自由时差，或完成到完成关系FFP Firm Fixed Price 完全固定总价合同FPIF Fixed Price Incentive Fee 固定价加奖励费用FS Finish-to-Start 完成到开始关系GERT Graphical Evaluation and Review Technique 图示评审技术IFB Invitation For Bid 邀标LF Late Finish Date 最晚完成日期LOE Level of Effort 投入水平LS Late Start date 最晚开始日期MPM Modern Project Management 现代项目管理OBS Organization(al) Breakdown Structure 组织分解结构PC Percent Complete 完成百分比PDM Precedence Diagramming Method 优先图示法PERT Program Evaluation and Review Technique 计划评审技术PF Planned Finish date 计划完成日期PM Project Management or Project Manager 项目管理或项目经理PMBOK Project Management Body of Knowledge 项目管理知识体系PMP Project Management Professional 项目管理专业人员PS Planned Start date 计划开始日期QA Quality Assurance 质量保障QC Quality Control 质量控制RAM Responsibility Assignment Matrix 责任分配矩阵RDU Remaining DUration 剩余工期RFP Request For Proposal 请求建议书RFQ Request For Quotation 请求报价单SF Scheduled Finish date or Start-to-Finish 计划完成日期或开始到完成关系SOW Statement of Work 工作说明SPI Schedule Performance Index 进度执行指数SS Scheduled Start date or Start-to-Start 计划开始日期或开始到开始关系SV Schedule Variance 进度偏差TC Target Completion date 目标完成日期TF Total Float or Target Finish date 总时差，或目标完成日期TS Target Start date 目标开始日期TQM Total Quality Management 全面质量管理WBS Work Breakdown Structure 工作分解结构定义这里定义的许多词，在词典的定义中具有更广泛的意义，在某些情况下具有不同的意义。
项目管理知识体系(英文)(ppt 33页)
R is k Response
S o lic ia tio n
Form al Acceptance
P ro p o s a ls
Source
C ontrol Budget Updates
Corrective Action Plan
C o n tro l
S e le c tio n
S c h e d u le C o n tro l
R isk Q uantification
R isk Response D evelopm ent
D istribution
P ro je c t Records
Q uality M gm t Plan Com m un Sources of Risk
O perational Defn M gm t Plan Potential RiskEvents
O ve ra ll Change C o n tro l
C lo s in g
C o n tra ct C lo s e o u t
Contract File Form al Acceptance
& Closure
Adm inistrative C lo s u re
Project Archives Form al Acceptance Lessons Learned
Project M anagem ent Processes G roups
In itia tin g
F a c ilita tin g
E x e c u tin g
P la n n in g
Inform ation
Q uality P la n n in g
ch05物料需求计划(MRP)
库存信息说明物料清单中列出的每个项目的如下数据： 物料可用数据和编制订单数据.
1、 物料可用数据
(1)现有库存量：
指仓库中实际存放的可用库存量。
(2)计划入库量（或计划接收量）
指在将来某个时间某项目的入库量。该入库量一般来 源于正在执行中的采购订单或生产订单。
(3)已分配量
指已经分配给某使用者，但还没有从仓库中领走的项
Ch5 物料需求计划(MRP)
整理ppt
1
物料需求计划（MRP）的编制
1 MRP的概念 2 MRP的工作原理 3 MRP处理过程 4 MRP的编制案例 5 MRP的更新方法
整理ppt
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1.1 什么是物料需求计划
物料需求计划（MRP ，Material Requirement Planning）是对主生产计划 （MPS）的各个项目所需的全部制造件和全部采 购件的网络支持计划和时间进度计划。
MRP是生产管理的核心，它将主生产计划排产 的产品分解成自制零部件的生产计划和采购件 的采购计划。
整理ppt
4
MRP主要解决以下五个问题：
（1）要生产（含采购或制造）什么？生产（含采购或 制造）多少？（这些数据从MPS获得）
（2）要用到什么？(这些数据根据BOM表展开获得)
（3）已经有了什么？(这些数据根据物料库存信息、 即将到到货信息或产出信息获得)
整理ppt
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库存信息（3/3）
（4）批量规则（批量政策）
实际计划生产或采购的交付数量和订货数量并非等于 净需求量，这是由于在实际生产或订货中，准备加工、 订货、运输、包装等都必须是按照一定的数量来进行 的，这 一定的数量 称为生产或订货的批量。批量规 则是库存管理人员根据库存管理的要求和目标权衡利 弊后选择的。
CH-GC05工程管理工作策划(电 梯)
项目工作要点工作标准管理控制责任人工作记录支持文件1 运行开启及关闭1.物业客梯24小时开启。
2.每天早上营业前10分钟开启广场各电梯，同时根据天气情况开启机房空调。
3.每日闭店后10分钟内关闭广场各电梯。
1.在开启自动扶梯、坡道时，须确认无人时才能启动及关闭。
2.特殊情况需使用电梯的,经公司相关部门的同意后方可进行。
3.弱电领班每周抽检1次电梯开关时间是否正确。
弱电、电梯工《垂直电梯运行巡视记录表》《手扶电梯运行巡视记录表》《电梯机房巡视记录表》《电梯系统管理作业规范》《弱电设备开闭流程》巡视1.每周对直梯机房巡视1次（空调运行情况、卫生、柜内各电器动作情况，曳引机运行情况）。
2.每日巡视扶梯运行状态不少于2次（运行状况，声响、平稳性、平层精度等）。
确保电梯不带故障、安全运行。
3.每月查看直梯底坑1次。
1.巡视时发现问题能及时解决的,及时解决；不能及时解决的，通知维保方并作好记录。
2.弱电领班每周抽检1次。
电梯工主管工程师部门经理2 维保周期外包单位每半个月进行1次维保，相邻两次维保不少于15天，电梯维修技工现场跟踪。
1.外包单位工作人员工作前须到工程部值班室签到。
2.《维修工作单》须得到签字确认。
3.发现违规维修保养时,报主管工程师对其下发整改通知。
4.一般性维保工作须在闭店后进行。
电梯维修技工弱电领班主管工程师《自动扶梯维护保养记录表》《直梯日常维护保养记录表》《分包维保单位人员签到表》检测每年进行1次政府强制检测。
主管工程师计划维保单位按月提供月度保养计划主管工程师项目工作要点工作标准管理控制责任人工作记录支持文件安全控制1.维修保养人员在对电梯进行保养、检修时，应先在各层厅门前挂上“电梯保养、检修”告示牌。
2.检修完成，经试运行正常后交付使用。
3.完成维修现场卫生清理工作。
1.由维保单位提供维修记录。
2.由弱电领班确认维修效果。
弱电领班主管工程师《电梯安全操作规程》3 电梯紧急故障处理措施1.电、扶梯停机进行重新启动。
项目管理专用中英文术语词汇
项目管理专用中英文术语词汇1、活动，Activity2、活动定义，Activity Definition3、活动描述/说明，AD=Activity Description4、活动历时估算，Activity Duration Estimating5、箭线网络图（双代号网络图），AOA=Activity-On-Arrow6、节点式网络图（单代号网络图），AON=Activity-on-Node7、已执行工作实际成本，ACWP=Actual Cost of Work Performed8、实际完成日期，AF=Actual Finish Date9、实际开始日期，AS=Actual Start Date10、行政收尾，Administrative Closure11、箭线，Arrow12、箭线图示法，ADM=Arrow Diagramming Method13、逆推计算法，Backward Pass14、横道图，Bar Chart15、基准计划，Baseline16、完工预算，BAC=Budget At Completion17、概算，Budget Estimate18、已执行预算成本，BCWP=Budgeted Cost of Work Performed19、计划执行预算成本，BCWS= Budgeted Cost of Scheduled20、日历单位，Calendar Unit21、变更控制委员会，CCB=Chang Control Board22、沟通规划，Communications Planning23、并行工程，Concurrent Engineering24、意外费用，Contingencies25、意外准备金，contingency Allowance26、意外规划，Contingency Planning27、意外储备，Contingency Reserve28、合同，Contract29、合同管理，Contract Administration30、合同收尾，Contract Close-out31、控制，Control32、控制图，Control Chart33、纠正措施，Corrective Action34、费用预算，Cost Budgeting35、费用控制，Cost Control36、费用做算，Cost Estimating37、质量成本，Cost of Quality38、费用绩效指数，CPI=Cost Performance Index39、费用偏差，CV=Cost Variance40、赶工，Crashing41、关键工序，Critical Activity42、关键路线，Critical Path43、关键路线法，CPM=Critical Path Method44、当前完成日期，Current Finish Date45、当前开始日期，Current Start Date46、数据日期，DD=Data Date47、交付物，Deliverable48、依赖关系，Dependency49、虚活动，Dummy Activity50、延续时间，DU=Duration51、延续时间压缩，Duration Compression52、最早完工日期，EF=Early Finish Date53、最早开始日期，ES=Early Start Date54、挣值法，EV=Earned Value55、挣值分析，Earned Value Analysis56、人工量，Effort57、估算，概算，Estimate58、在完成时的费用估算，EAC=Estimate At Completion59、到完成时的估算，ETC=Estimate To Complete60、单节点事件图，Event-on-Node61、例外报告，Exception Report62、完成日期，Finish Date63、完成到完成关系，FF=Finish-to-Finish64、完成到开始关系，FS=Finish-to-Start65、时差，机动时间，浮动时间，Float66、顺推计算法，Forward Pass67、自由时差，FF=Free Float68、职能经理，Functional Manager69、职能组织，Functional Organization70、甘特图，Gantt Chart71、图解评审技术，GERT=Graphical Evaluation and Review Technique72、集合工作，Hammock73、悬摆，Hanger74、信息分发，Information Distribution75、立项，Initiation76、成本/进度综合报告，Integrated Cost/Schedule Reporting77、邀标，IFB= Invitation for Bid78、关键事件进度计划，Key Event Schedule79、滞后量，Lag80、最晚完成日期，LF=Late Finish Date81、最晚开始日期，LS=Late Start Date82、提前量，Lead83、全生命期成本估算，Life-cycle Costing84、产品经理，Line Manager85、逻辑图，Logic Diagram86、逻辑关系，Logical Relationship87、回路，Loop88、管理储备量，Management Reserve89、主进度计划，Master Schedule90、矩阵型组织，Matrix Organization91、里程碑，Milestone92、里程碑进度计划，Milestone Schedule93、现代项目管理，MPM=Modern Project Management94、监控，Monitoring95、蒙托卡罗分析，Monte Carlo Analysis96、次关键工作，Near-Critical Activity97、网络，Network98、网络分析，Network Analysis99、网络逻辑，Network Logic100、网络路线，Network Path101、节点，Node102、组织分解结构，OBS=Organizational Breakdown Structure 103、组织规划，Organizational Planning104、整体变更控制，Overall Change Control105、重叠，Overlap106、参数估算法，Parametric Estimating107、线路，Path108、线路时差，Path Float109、完成百分比，PC=Percent Complete110、执行报告，Performance Reporting111、执行机构，Performing organization112、计划评审技术图，PERT Chart113、计划的完成日期，PF=Planned Finish Date114、计划的开始日期，PS=Planned Start Date115、优先图示法，PDM=Precedence Diagramming Method116、优先关系，Precedence Relationship117、紧前工作，Predecessor Activity118、采购规划，Procurement Planning119、工程，Program120、计划评审技术，PERT=Program Evaluation and Review Technique 121、项目，Project122、项目许可证，Project Charter123、项目沟通管理，Project Communication Management124、项目费用管理，Project Cost Management125、项目人力资源管理，Project Human Resource Management126、项目综合管理，Project Integration Management127、项目生命周期，Project Life Cycle128、项目管理，PM=Project Management129、项目管理知识体系，PMBOK=Project Management Body of Knowledge 130、项目管理软件，Project Management Software131、项目管理团队，Project Management Team132、项目经理，PM=Project Manager133、项目网络图，Project Network Diagram134、项目阶段，Project Phase135、项目计划，Project Plan136、项目计划开发，Project Plan Development 137、项目计划实施，Project Plan Execution138、项目规划，Project Planning139、项目采购管理，Project Procurement Management 140、项目质量管理，Project Quality Management 141、项目风险管理，Project Risk Management142、项目进度计划，Project Schedule143、项目范围管理，Project Scope Management 144、项目团队成员，Project Team Member145、项目时间管理，Project Time Management 146、项目型组织，Project Organization147、质量保证，QA=Quality Assurance148、质量控制，QC=Quality Control149、质量规划，Quality Planning150、剩余持续时间，RDU=Remaining Duration 151、请求建议书，RFP=Request for Proposal152、请求报价单，RFQ=Request for Quotation153、储备量，Reserve154、资源平衡，Resource Leveling155、资源约束进度计划，Resource-Limited Schedule156、资源规划，Resource Planning157、责任分配矩阵，RAM=Responsibility Assignment Matrix 158、责任图，Responsibility Chart159、责任矩阵，Responsibility Matrix160、保留金，Retain age161、突发事件，Risk Event162、风险识别，Risk Identification163、风险应对控制，Risk Response Control164、风险应对开发，Risk Response Development165、S曲线，S-Curve166、进度计划，Schedule167、进度计划分析，Schedule Analysis168、进度计划压缩，Schedule Compression169、进度计划控制，Schedule Control170、进度执行指数，SPI=Schedule Performance Index 171、进度偏差，SV=Schedule Variance172、计划完成日期，SF=Scheduled Finish Date173、计划开始日期，SS=Scheduled Start Date174、范围，Scope175、范围基准计划，Scope Baseline176、范围变更，Scope Change177、范围变更控制，Scope Change Control 178、范围定义，Scope Definition179、范围规划，Scope Planning180、范围验证，Scope Verification181、时差，Slack182、询价，Solicitation183、询价规划，Solicitation184、工作人员招募，Staff Acquisition185、项目相关者，Stakeholder186、开始日期，Start Date187、开始到完成关系，Start-to-Finish188、开始到开始关系，Start-to-Start189、工作说明，SOW=Statement of Work190、子网，Subnet191、子网络，Subnet Work192、后续工作，Successor Activity193、目标完成日期，TC=Target Completion Date 194、目标时度计划，Target Schedule195、任务，Task196、团队建设，Team Development197、团队成员，Team members198、时标网络图，Time-Scaled Network Diagram 199、目标完成日期，TF=Target Finish Date200、目标开始日期，Ts=Target Start Date201、总时差，TF=Total Float202、全面质量管理，TQM=Total Quality Management 203、权变措施，Workaround204、工作分解结构，WBS=Work Breakdown Structure 205、工作包，Work Package。
项目管理英语Project Management
Finance
Electron Military
军事
Medicine
Communication
State organs The world financial group
Professional development
In the development of professional , the division of the project management has been refined gradually in this period, and then it formed a series professional of project management. For instance, Professional project manager, cost engineer, architectural engineer, master builder and so on. At the same time, a series of project management professional certification system were born in this period. Now, project manager is no longer considered as the executor of the project, they have a formal title and greater power and responsibility.
Keywords：Management， skill and tool
The past of the Project Managemen
Embryonic(萌芽) development period: in fact, there is a long history of project management, a lot of the key projects no matter in ancient times or in modern world are applied to the project management in the implementation process（实施 过程）, while without specialiaed course name , however, some methods has also laid the foundation for the development of project management theory
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Preparing the Network Diagram (Cont.)
• • • • • Should flow from left to right. Not drawn to a time scale. Can vary in how detailed the diagram should be. AIB vs. AOA is a matter of personal preference. AIB is the most common in project management software packages.
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Activity on the Arrow (AOA) (Cont.)
• Activities are linked by circles called events. • An event represents the finish of activities entering it and the start of activities leaving it. • Each event is assigned a unique activity number.
Chapter 5 Planning
Learning Objectives
Clearly define the project objective Develop a work breakdown structure Develop a network diagram Utilize a project management methodology called the systems development life cycle for information systems development projects
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பைடு நூலகம்
Gantt Charts
• Gantt charts, or bar charts, are popular due to their simplicity. • Activities are listed down the left-hand side. • A time scale is shown along the bottom.
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Dummy Activities
• • • • Used in the AOA format. Consumes zero time. Represented by a dashed arrow. Needed for: – Helping in the unique identification of activities. – Showing certain precendential relationships.
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Network Principals
• Different formats can be used to draw the diagram: – Activity in the box (AIB) • a.k.a. activity on the node (AON) – Activity on the arrow (AOA)
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Information System, Defined
• An information system (IS) is a computer-based system that accepts data as input, processes the data, and produces useful information for users.
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Planning for Information Systems Development
• The systems development life cycle (SDLC) is used to help plan, execute and control IS development projects. • Many people view the SDLC as a classic problemsolving approach.
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Project Objective
• Planning is an essential part of project management. • In essence, the plan is a roadmap. • The first step is to define the project objective. • The objective must be clear, attainable, specific, and measurable. • The objective is usually defined in terms of scope, schedule and cost.
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Real World Example
• Vignette: Trojan Reactor Vessel • Project: Remove, transport, and dispose of a full-sized commercial nuclear reactor weighing more than two million pounds • Numerous planning studies were done on worker safety, public safety, transportation safety, and costs. • The project was completed at a cost of $21.9 million, which was $4.2 million under budget, and $19 million less than conventional disposal methods. • Effort won the International Project of the Year Award
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Activity in the Box (AIB)
• • • • • Each activity is represented by a box. The activity description is written in the box. Each box is assigned a unique activity number. Activities have a precedential relationship. Some activities may be done concurrently.
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Loops
• Not allowed because it portrays a path of activities that perpetually repeats itself.
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Laddering
• Used for projects that have a set of activities that are repeated several times.
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Responsibility Matrix
• Displays in tabular format the individuals responsible for the work items. • “X” can be used to indicate who is responsible. • “P” indicates who has primary responsibility. • “S” indicates who has secondary responsibility.
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Activities, Defined
• An activity is a piece of work that consumes time.
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Developing the Network Plan
• After all activities have been defined, they are graphically portrayed in a network diagram. • Two network planning techniques were developed in the 1950’s: – Program evaluation and review technique (PERT) – Critical path method (CPM)
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Work Breakdown Structure (WBS)
• The second step is to determine what activities need to be performed. • A list of all the activities must be developed. • The WBS is a hierarchical tree of end items to be accomplished. • A work item is one small piece of the project. • A work package is the lowest-level item.
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Activity on the Arrow (AOA)
• Each activity is represented by an arrow. • The activity description is written above the arrow. • The tail of the arrow designates the start of the activity. • The head of the arrow designates the completion of the activity.
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Real World Example
• Vignette: Planning for Risk • During the planning phase risks need to be identified, classified, and weighed. • Some risk classifications include: technological, resource, organizational, and market risks. • The severity of each risk should be investigated and measured. • The probability of each risk should be considered. • A contingency plan should be developed.