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process, you ll need several pieces of information as inputs to provide accurate duration estimates The basis of estimates is needed to predict the program duration As I mentioned, historical information is great, but it s not always available The duration estimates might be based on simulations, expert judgment, or pilot testing of activities Whatever the case, there needs to be a documentation of how the program and project duration estimates were created so that the program manager can plan accordingly There are two calendars for the program manager to consider The first is the resource calendar, which shows the availability of program resources Obviously, this calendar shows when program staff members are available, but also when project team members are available to complete assignments This is important, as project team members may be on multiple projects within the program and coordination of resources is imperative The resource calendar shows people and their vacation days, but also the availability of resources such as materials, equipment, and facilities The second calendar is the project calendar The project calendar defines when the project work is expected to take place It considers common holidays for the project team, scheduled pauses in the project, and considerations for coordination among projects within the program Regularly scheduled events, such as staff meetings and risk assessment meetings, are included in the project calendar When the program is initiated, milestones for the program are identified These milestones and their decomposition in the PWBS are needed to create the program schedule Milestones show the completion of the things that equate to progress in the program duration The PWBS is needed because these are the things, specifically the program packages, that will contribute to milestone completion Most of the work to be completed within a program is composed of effort-driven activities This simply means that the more effort is applied to an activity, the faster the activity can be completed For example, consider an activity to paint 1,000 rooms in a new hotel It might take a crew of eight painters four weeks to paint the rooms You could reason that the greater the amount of effort, the faster the work could be completed; that s an effort-driven activity The Law of Diminishing Returns, however, comes back to bite you on effort-driven activities You can t always exponentially add more labor to reduce the amount of time it will take to complete an activity Consider the painters and the hotel If 16 painters could finish the work in two weeks, could 32 painters finish the work in one week And would 64 painters complete the work in just a few days You can t continually add labor to complete work instantaneously it works on paper, but not with a paintbrush The second part of the Law of Diminishing Returns is that there s only so much yield in relation to your efforts This means that eventually you re going to be paying more in labor than what the profit, your yield, for the workers will be While there may only be 1,000 rooms to paint, all of the painters want to get paid for their efforts This scenario contributes to the consideration of the competencies and availability of the resources you ll need in the program The program manager always has to consider if the needed resources are available, their abilities to complete the work in a reasonable time, and their abilities to complete the work with the quality level expected When you re creating your program schedule, you also have to consider the activities that are considered of fixed duration These are tasks that will take a set amount of time regardless of the number of laborers you assign to the task For example, a manufacturing. asp.net code 128 reader C# Code 128 Reader SDK to read, scan Code 128 in C#.NET class ...
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