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IS5540 Project Management & Quality Assurance

Week 5 - Project Time Management

Schwalbe: Managing Information Technology Projects,

Chapter 6

Adapted by Janet Yu, Frank Lo


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PMI Framework: 9 Knowledge Areas

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Integration

ScopeTime Cost

Quality

PeopleCommunication

Risk

Procurement


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Learning Objectives

Define activitiesas the basis for developing projectschedules

Describe how project managers use network diagrams

and dependenciesto assist in activity sequencing

Understand the need for resources estimatingandduration estimatingbefore producing the schedule

Understand the following techniques in schedule

development and control:

Gantt chartfor planning and tracking schedule information

Critical path method

Critical chain scheduling

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Project Time Management Processes

Define Activities:identifying the specific activities that theproject team members and stakeholders must perform toproduce the project deliverables

Sequence Activities: identifying and documenting therelationships between project activities

Estimate activity resources:estimating how manyresources a project team should use to perform projectactivities

Estimate activity durations:estimating the number ofwork periods that are needed to complete individualactivities

Develop schedule:analyzing activity sequences, activityresource estimates, and activity duration estimates tocreate the project schedule

Control schedule: controlling and managing changes tothe project schedule

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Define Activities

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Define Activities

Activity definition involves developing a more detailedWBS An act iv i ty l istis a tabulation of activities to be included on a

project schedule that includes: The activity name

An activity identifier or number

A brief description Ac tiv i ty attr ibu tesprovide more information such as

Predecessors

Successors

Logical relationships

Leads and lags (Lead: 10FS-10%; Lag: 12FS+5days) Resource requirements

Constraints

Imposed dates

Assumptions

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Sequence Activities

Involves reviewing activities and determiningdependencies

You mustdetermine dependencies in order to

use critical path analysis

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Three Types of Dependencies

Mandatorydependencies:

inherent in the nature of the work being performed on a

project

sometimes referred to as hard logic

Discret ionarydependencies:

defined by the project team, usually based on best practices

sometimes referred to as soft logic

Externaldependencies:

involve relationships between project and nonprojectactivities, e.g. dependency on a supplier

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Which Type of Dependency ?

Activity Relationship Type of Dependency?

The testing schedule activity in a

software project is dependent on the

delivery of hardware from an

external source.

Erect the superstructure after the

foundation has been built.

Start the actual system design afterthe design spec has been approved.

Install Office after youve installed

Windows.

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Project XActivity Duration Dependency

A 1

B 2

C 3

D 4 A

E 5 B

F 4 B

G 6 C

H 6 D,E

I 2 G

J 3 F, H, I

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Precedence Diagramming Method

(PDM)

Also called act iv i ty-on -node (AON)networkdiagrams

Activities are represented by boxes

Arrows show relationships between activities More popular than ADM method and used by

project management software

Better at showing different types of

dependencies

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Figure 6-4: Sample PDM Network

Diagram

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Figure 6-3: Task Dependency Types

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Examples of Dependencies

Finish-to-start

User training can only be provided after system is installed.

Start-to-start

When system goes live (production starts), support task starts

Finish-to-f in ish Program documentation finishes when programming task finishes

Start-to-f inish

Stock raw materials (task B) just in time for manufacturing (task A).Delay in manufacturing starting should delay stocking of rawmaterials

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Figure 6-2: Sample Activity-on-

Arrow (AOA) Network Diagram

for Project X

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Estimate Activity Resources

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Estimate Activity Durations

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Estimate Activity Durations

Durat ionincludes the actual amount of timeworked on an activity plus elapsed time

Effortis the number of workdaysor work hours

required to complete a task

Effort does not normally equal duration

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Three-Point Estimates

To improve the accuracyof the estimate, itsoften helpful to create a three-po int est imate

An estimate that includes 3 estimates:

Optimistic (e.g. 3 wks)

Most likely (e.g. 4 wks) Pessimistic (e.g. 5 wks)

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Develop Schedule

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Develop Schedule

Uses results of the other time managementprocesses to determine

the start date

the end date

of the activities and the project.

Important tools and techniques include

Gantt charts

Cri t ical path analysis Crit ical chain schedu l ing

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Gantt Charts

Gantt chartsprovide a standard format fordisplaying project schedule information by listingproject activities and their corresponding startand finish dates in a calendar format

Symbols include: Black diamonds: milestones

Thick black bars: summary tasks

Lighter horizontal bars: durations of tasks

Arrows: dependencies between tasks

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Figure 6-5: Gantt Chart for Project X

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Figure 6-6: Gantt Chart for Software

Launch Project

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Figure 6-7: Sample Tracking Gantt

Chart

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Figure 6-8: Determining the Critical

Path for Project X

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CPM Example

Activity Duration Dependency

A 5

B 10

C 7 A, B

D 2 C

E 3 C

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Network Diagram using PDM

A=5

0 5

5 10

B=10

0 10

0 10

C=7

10 17

10 17

D=2

17 19

18 20

E=3

17 20

17 20

Free Float

Total

Float

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Table 6-1: Free and Total Float or

Slack for Project X

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Can you do that faster ??!!!

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Shortening a Project Schedule

To shorten the project schedule withoutchanging the project scope

Techniques Crashing

Look at cost and scheduletrade-offs E.g. add/move resources, change the sequence of activities Usually result in increased costs Doesnt always come up with a reasonable result

Fast tracking Perform sequential critical path activities in parallelor

overlap them Can result in rework and increased risk, also need better

communication

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Critical Chain Scheduling

Cri tical chain schedu l ing

A method of scheduling that considers limited

resourceswhen creating a project schedule and

includes buffersto protect the project completion date

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Resource Leveling

Done after CPM

Used to address:

Situation where critical resourcesare only available at

certain times, or in limited quantities Situations where we want to keep selected resource

usage at a constantlevel

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Control Schedule

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Schedule Control

Check to see if schedule is realistic Track status by progress reports

Variance analysis, such as analyzing float or slack

Hold progress meetings with stakeholders Manage changes to schedule

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A ti t th t


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A standard format

for displaying

project schedule

The work time +elapsed time for an

activity

The preferredtechnique forshowing activitysequencing

Marks a significantevent in a projectfor monitoringprogress

Shortens a

schedule by adding

resources

A method ofscheduling thatconsiders limitedresources

The amount of time

an activity can be

delayed

An estimate thatincludes optimistic,most likely &pessimistic

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Revision Activity

Milestone Dependency

Mandatory, Discretionary, External

FS, SS, FF, SF

Network Diagram Precedence Diagramming Method (PDM)

Arrow Diagramming Method (ADM)

Resource Breakdown Structure (RBS)

Duration Vs Effort

Three-point Estimate

Gantt Chart

Critical Path Analysis Slack/Float

Critical Chain Scheduling

Resource Leveling

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