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The integrated project baseline
Published in Dennis Lock, Shane Forth, The Practitioner Handbook of Project Controls, 2020
Once the approval to proceed with a project has been given, a baseline schedule defining details of work to be completed can be made. A baseline schedule is started by creating a WBS and then preparing a zoned timeline (sorted by work category) of activities and milestones. The principal milestones and top-level activities will often have been identified during pre-authorization studies. Critical path logic is applied to the timeline for top level and level 2 activities and beyond. This process defines dependencies, predecessors and successors of all work activities. After this logic has been defined, task durations must be estimated and WBS level 3 activities are added as required to help determine the critical path. Every activity must be logically linked to all other activities. The logical path with the longest duration is identified as the critical path, using the methods described in Chapter 16.
The HRA process
Published in Barry Kirwan, A Guide to Practical Human Reliability Assessment, 2017
A timeline analysis can be advanced by utilising a computer-simulation package to model the timings and to run Monte-Carlo simulations of the timings, etc., to gain a range both of estimated task-completion times and of estimated uncertainty bounds. One such package, Micro-SAINT (Laughery, 1984), enables one to build up whole networks of tasks. By inputting data on the different times taken to complete each operation, the analyst can use Micro-SAINT to evaluate the time allocated for a given task, as well as the likelihood of failing to complete it in time. Micro-SAINT also has powerful sensitivity-analysis capabilities. Its one current drawback for the HRA analyst is that it requires timing estimates for each task as well as standard deviations or distribution parameters (or both) for the task times. These can of course be judgementally (and conservatively) estimated by the analyst. Micro-SAINT would probably be of benefit when carrying out a detailed, timing-analysis-related HRA, and in cases where the analyst needs to investigate both different timing arrangements and the degrees of sensitivity inherent in the tasks. Otherwise, a conventional TLA will generally suffice.
Project Management
Published in John M. Centanni, Michael J. Roy, Biotechnology Operations, 2016
John M. Centanni, Michael J. Roy
Once a project is underway, tracking functions of the program allow the PM to compare actual to planned progress. It is also a simple matter to enter proposed changes and determine how any given change or set of changes will impact the overall timeline or any other task. Once a change is made to one task, the hierarchy and schedule are automatically recalculated and the outcome is made immediately obvious on the revised Gantt chart. For example, let us suppose the animals do not arrive on July 15, as scheduled in Task ID #18, but instead arrive 2 weeks later on July 29. By simply changing this date, from July 15 to July 29, it is possible to learn if this will delay any other task or even delay or otherwise impact the project completion date. The project manger is able to demonstrate this to the project team and this allows the team to consider alternative arrangements or risk mitigation strategies. Indeed, PMs often project Gantt charts at team meetings to demonstrate to the whole team exactly how a change or delay might impact the overall sequence of events or schedule. This tool is a very powerful means of communication.
“I Am Most Grateful.” Using Gratitude to Improve the Sense of Relatedness and Motivation for Online Volunteerism
Published in International Journal of Human–Computer Interaction, 2020
Khushnood Z. Naqshbandi, Chunfeng Liu, Silas Taylor, Renee Lim, Naseem Ahmadpour, Rafael Calvo
In each e-mail, we included one or more messages, depending on how many OSPIA sessions the SP had completed during the preceding week, and from one or multiple students who chose to respond to the request for a personal message for the SP. All the measures in the intervention phase were the same as that of the baseline phase, with one addition. The intervention phase survey contained an additional ‘gratefulness check’ question for each message, asking SPs to rate (on a 7-point scale, strongly disagree to strongly agree) the extent to which they perceived the student’s message as grateful (the student’s message expresses gratitude and thanks). In case an SP received multiple personal messages for multiple sessions, they received one e-mail containing all the messages, where each message was followed by a gratefulness check question. The timeline and chronology of the events in the intervention phase are depicted in Figure 7.
Resilience in major Australian cities: assessing capacity and preparedness to respond to extreme weather events
Published in International Journal of Water Resources Development, 2018
Sydney’s storages had been affected by prolonged drought from the late 1990s. Inflows into its main storage had been consistently below average. By 2004 there was a concern that if a business-as-usual approach was followed, Sydney’s demand for water would significantly exceed its supply. The government published Sydney’s first Metropolitan Water Plan in October 2004, which recommended a feasibility study to examine the case for a desalination plant (NSW Government, 2006). The timeline is set out in Table 3.
The viability of retro-fitting a re-liquefaction plant onboard a 150,000m3 DFDE LNG carrier
Published in Journal of Marine Engineering & Technology, 2023
Kenneth Gordon Montgomery, John Chudley
The case study considers an actual situation where a 150,000 m3 DFDE LNG tanker loads LNG at Hammersveg by ship-to-ship (STS) transfer and unloads at Dunkerque. The terms of the charter require the vessel to sail full speed between the export and import terminals and vice versa, but there are delays. The timeline is illustrated in Table 5.