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6 - PROJECT TIME MANAGEMENT






                      6.7.2.5 Leads and Lags

                         Adjusting leads and lags is applied during network analysis to find ways to bring project activities that are
                      behind into alignment with the plan. For example, on a project to construct a new office building, the landscaping
                      can be adjusted to start before the exterior work of the building is complete by increasing the lead time in the
                      relationship. Or, a technical writing team can adjust the start of editing the draft of a large document immediately
                      after the document is completed by eliminating or decreasing lag time.


                      6.7.2.6 Schedule compression

                         Described in Section 6.6.2.7. Schedule compression techniques are used to find ways to bring project activities
                      that are behind into alignment with the plan by fast tracking or crashing schedule for the remaining work.


                      6.7.2.7 Scheduling tool

                         Schedule data is updated and compiled into the schedule model to reflect actual progress of the project and
                      remaining work to be completed. The scheduling tool (Section 6.6.2.8) and the supporting schedule data are used
                      in conjunction with manual methods or other project management software to perform schedule network analysis
                      to generate an updated project schedule.



                      6.7.3 control Schedule: outputs


                      6.7.3.1 Work Performance Information


                         The calculated SV and SPI time performance indicators for WBS components, in particular the work packages
                      and control accounts, are documented and communicated to stakeholders.


                      6.7.3.2 Schedule Forecasts

                         Schedule  forecasts  are  estimates  or  predictions  of  conditions  and  events  in  the  project’s  future  based  on
                      information and knowledge available at the time of the forecast. Forecasts are updated and reissued based on
                      work performance information provided as the project is executed. The information is based on the project’s past
                      performance and expected future performance, and includes earned value performance indicators that could
                      impact the project in the future.















             190      ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK  Guide) – Fifth Edition
                                                                                          ®


                                           Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412
                                       This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
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