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首页> 外文会议>Annual Conference on Industrial and System Engineering >Project Schedule Evaluation Using Project Manegement Software: A Case Study in an Electric Steam Power Plant in Indonesia
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Project Schedule Evaluation Using Project Manegement Software: A Case Study in an Electric Steam Power Plant in Indonesia

机译：使用项目管理软件的项目进度评估：印度尼西亚电气蒸汽发电厂的案例研究

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Project scheduling plays an important role among knowledge areas according to Project Management Body of Knowledge (PMBOK). There are six constraints to be considered in managing a project: scope, cost, schedule, quality, risk, and human resource. In project scheduling, a schedule baseline must be determined properly in order to meet all deliverables presenting schedule milestones, the activities, and network diagram. Each process within project scheduling management (inputs-tools and techmque-outputs) are: (1) plan schedule management; (2) define activities; (3) sequence activities; (4) estimate activity duration; (5) develop schedule; (6) control schedule. According to the data obtained, the shelter at ash disposal was accomplished 19 days behind the target set of 38 days. This condition is evaluated using project scheduling process. One constraint involved are 18 human resources assigned into the project. A new schedule is proposed by interviewing the project sponsor to identify the dependencies among activities and simulated using a project management software called Microsoft Project 2016. It can highlight the critical path as well as leads and lags of all activity. The new schedule result shows that project completion can increase 9 days from 57 days to 48 days.
机译：项目调度起着根据项目管理知识体系（PMBOK）的知识领域中的重要作用。还有在管理一个项目，被认为是6个约束：范围，成本，进度，质量，风险和人力资源。在项目调度，调度基线必须正确，以满足所有交付呈现进度里程碑，活动和网络图来确定。项目调度管理（输入的工具和techmque-输出）内的每个过程是：（1）计划进度管理; （2）限定的活动; （3）序列的活动; （4）估计的活动持续时间; （5）制定时间表; （6）控制时间表。根据获得的数据，在除灰避难所里完成落后19天目标设定为38天。这种情况被使用项目调度过程进行评估。参与一个约束是分配到项目18个人力资源。新的日程表被采访项目发起人标识活动之间的依赖关系提出并使用名为Microsoft项目2016年项目管理软件模拟它可以突出显示所有活动的关键路径，以及提前与滞后。新的时间表结果表明，项目完成可增长9天57天到48天。

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