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Project Management May 5, 2008 Eric Verzuh. Today’s agenda. WBS reviews Network diagrams Critical path scheduling. A Planning Method. Publish Plan. WBS Review. Top-down decomposition? Strong task names? Logical basis for communicating with Team? (both internal and external) - PowerPoint PPT Presentation
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Project ManagementProject Management
May 5, 2008May 5, 2008
Eric VerzuhEric Verzuh
Project ManagementProject Management
May 5, 2008May 5, 2008
Eric VerzuhEric Verzuh
Today’s agendaToday’s agenda
WBS reviews
Network diagrams
Critical path scheduling
A Planning MethodA Planning Method
From Project Definition
S TEP 2
S equence theTasks
S TEP 4
Calculate anIn itia l S chedule
Project Plan∙ All project tasks∙ Schedule∙ Responsibilities∙ Budget∙ Resource Forecast
S TEP 3
E stim ate theW ork P ackages
Netw orkD iagram
S TEP 5
A ss ign & LevelResources
Critica l Path,Float, M iles tones
DurationE stim ates
S TEP 6
Develop B udgetRealis tic S cheduleResource Forecast
Non-LaborCosts
M ateria ls Costfrom P roduct
S pec ifications
Resource Constra ints
PLANNING
E quipm entRequirem ents & Labor
& S kill E stim ates
S TEP 1Develop a W ork
B reakdow nS truc ture
A ll P rojec t Tasks
S cope &Deliverables
PublishPlan
WBS ReviewWBS Review
Top-down decomposition?
Strong task names?
Logical basis for communicating with Team? (both internal and external) Outside oversight? (Local NGO mgt or
funding source?)
A Planning MethodA Planning Method
From Project Definition
S TEP 2
S equence theTasks
S TEP 4
Calculate anIn itia l S chedule
Project Plan∙ All project tasks∙ Schedule∙ Responsibilities∙ Budget∙ Resource Forecast
S TEP 3
E stim ate theW ork P ackages
Netw orkD iagram
S TEP 5
A ss ign & LevelResources
Critica l Path,Float, M iles tones
DurationE stim ates
S TEP 6
Develop B udgetRealis tic S cheduleResource Forecast
Non-LaborCosts
M ateria ls Costfrom P roduct
S pec ifications
Resource Constra ints
PLANNING
E quipm entRequirem ents & Labor
& S kill E stim ates
S TEP 1Develop a W ork
B reakdow nS truc ture
A ll P rojec t Tasks
S cope &Deliverables
PublishPlan
Network DiagramNetwork Diagram
Task ID
A
B
C
D E
G
F
Network Diagram QuizNetwork Diagram Quiz
1. Wake up
2. Go for a 3-mile jog
3. Make the bed
4. Dress for work
5. Make breakfast
6. Eat breakfast
7. Shower
8. Iron shirt/blouse
9. Drive to work
As a typical worker, you perform all of these tasks every morning.
Use a network diagram to show their predecessor/successor relationships.
22
A Planning MethodA Planning Method
From Project Definition
S TEP 2
S equence theTasks
S TEP 4
Calculate anIn itia l S chedule
Project Plan∙ All project tasks∙ Schedule∙ Responsibilities∙ Budget∙ Resource Forecast
S TEP 3
E stim ate theW ork P ackages
Netw orkD iagram
S TEP 5
A ss ign & LevelResources
Critica l Path,Float, M iles tones
DurationE stim ates
S TEP 6
Develop B udgetRealis tic S cheduleResource Forecast
Non-LaborCosts
M ateria ls Costfrom P roduct
S pec ifications
Resource Constra ints
PLANNING
E quipm entRequirem ents & Labor
& S kill E stim ates
S TEP 1Develop a W ork
B reakdow nS truc ture
A ll P rojec t Tasks
S cope &Deliverables
PublishPlan
Estimate Work PackagesEstimate Work Packages
Duration
Labor
Skill
Equipment
Resource level
This task will take 2 electrical engineers, with one volt meter, working 8 hours a day, for 4 days for a total of 64 hours.
A Planning MethodA Planning Method
From Project Definition
S TEP 2
S equence theTasks
S TEP 4
Calculate anIn itia l S chedule
Project Plan∙ All project tasks∙ Schedule∙ Responsibilities∙ Budget∙ Resource Forecast
S TEP 3
E stim ate theW ork P ackages
Netw orkD iagram
S TEP 5
A ss ign & LevelResources
Critica l Path,Float, M iles tones
DurationE stim ates
S TEP 6
Develop B udgetRealis tic S cheduleResource Forecast
Non-LaborCosts
M ateria ls Costfrom P roduct
S pec ifications
Resource Constra ints
PLANNING
E quipm entRequirem ents & Labor
& S kill E stim ates
S TEP 1Develop a W ork
B reakdow nS truc ture
A ll P rojec t Tasks
S cope &Deliverables
PublishPlan
Critical Path Schedule Critical Path Schedule MethodMethod
A
B
C
D E
G
F
Task DurationA 2B 2C 1D 3E 1F 3G 2
TASK ID DURATION
ES
LF
EF
LS
FLOAT
TASK ID DURATION
ES
LF
EF
LS
FLOAT
A 2
1
2
2
1
0
D 3
3
6
5
4
0
C 1
3
6
3
6
3
B 2
3
4
4
3
0
G 2
8
9
9
8
0
F 3
5
7
7
5
0
E 1
6
7
6
7
0
Why backward schedule?
SchedulingSchedulingName Duration
1 2 days
2 2 days
3 1 day
4 3 days
5 1 day
6 3 days
7 2 days
S M T W T F S S M T W T F SMay 27 Jun 3
SchedulingSchedulingName Duration
1 2 days
2 2 days
3 1 day
4 3 days
5 1 day
6 3 days
7 2 days
S M T W T F S S M T W T F SMay 27 Jun 3
Schedule flexibility(float)
Detailed PlanningDetailed Planning1
Work Breakdown Structure2 Network
3
Estimate task Duration Labor Skill, equipment
4 Calculate thecritical path
Assign & level resources
ID
1
2
3
4
5
Homeowner
Children[3],Youth Group[5
Childre
Child
Childre
S M T W T F S S M T W T F SJun 15, '97 Jun 22, '97
5
10Notes 13FFMBA Page 115
Resource Leveled (Before)Resource Leveled (Before)
Notes 13
Hours per day
FFMBA Page 157
Detailed PlanningDetailed Planning
Develop realistic schedulesDevelop realistic schedules
10h
20h
30h
40h
50h
60h
70h
Work:
Children Overallocated: Allocated:
S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M TJun 15, '97 Jun 22, '97 Jun 29, '97 Jul 6, '97
36h 36h 36h 36h 12h 64h 40h 56h 56h 56h 56h 16h 24h 24h 24h 24h 24h 40h 24h 24h 24h
Notes 13FFMBA Page 161
Resource Leveled (After)Resource Leveled (After)
Hours per day
Notes 13FFMBA Page 159
Cash Flow ScheduleCash Flow Schedule
Notes 13FFMBA Page 185
