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Project Management x470 Project Baseline (Scope, Time). UC Berkeley Extension, Business and Management Week 2 – 30 April. Jennifer Russell 415.385.1749 [email protected]. Ray Ju 415.845.8880 [email protected]. Agenda. PMBOK Knowledge Framework Project Initiation - PowerPoint PPT Presentation
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Project Management Project Management x470x470
Project BaselineProject Baseline(Scope, Time)(Scope, Time)
UC Berkeley Extension, Business and ManagementWeek 2 – 30 April
Jennifer RussellJennifer [email protected]@mastodonconsulting.com
Ray JuRay [email protected]@sbcglobal.net
Think TEAMThink TEAM 22
AgendaAgenda PMBOK Knowledge FrameworkPMBOK Knowledge Framework Project InitiationProject Initiation Team ExercisesTeam Exercises Project LifecyclesProject Lifecycles Work Breakdown ScheduleWork Breakdown Schedule Schedule Project Schedule Project Estimate CostEstimate Cost Quiz #1Quiz #1
Think TEAMThink TEAM 33
PMBOK Guide Knowledge PMBOK Guide Knowledge AreasAreas
Scope Time
HumanResource
Cost
Quality
Risk
Procurement Integration
Communication
Think TEAMThink TEAM 44
PMBOK Guide LayoutPMBOK Guide Layout Section I, Chap 1-2 Section I, Chap 1-2
PM FrameworkPM Framework• IntroductionIntroduction• Project Lifecycle and Project Lifecycle and
OrganizationOrganization
Section II, Chap 3 Section II, Chap 3 Standard for PM of a Standard for PM of a ProjectProject• PM Processes for a PM Processes for a
ProjectProject
Section III, Chap 4-12 Section III, Chap 4-12 PM Knowledge AreasPM Knowledge Areas(nine)(nine)
Section IVSection IVAppendicesAppendices
Section VSection VGlossary and IndexGlossary and Index
Think TEAMThink TEAM 55
Project ProcessesProject ProcessesProjects are composed of Projects are composed of
processesprocesses
PMBOK PMBOK Project Project
ManagemManagement ent
ProcessesProcesses
Product / Product / Service Service
ProcessesProcesses
Initiating Initiating 22
PlanningPlanning2020
ExecutingExecuting88
ClosingClosing22
Monitoring and ControllingMonitoring and Controlling1010
ConstructionConstruction
ResearchResearch
SoftwareSoftwareDevelopmentDevelopment
ITITInfrastructureInfrastructure
Project life-cycle usually derived from product processes
Think TEAMThink TEAM 77
PMBOK Guide Process FrameworkPMBOK Guide Process Framework
InputInput
ContractsContractsProject Project statement of statement of workwork
Enterprise Enterprise environmental environmental factorsfactors
Organizational Organizational process assetsprocess assets
Develop Project Charter ProcessDevelop Project Charter Process
Tools and Tools and TechniquesTechniques
Project selection Project selection methodsmethods
Project management Project management methodologymethodology
Project management Project management information systemsinformation systems
Expert judgmentExpert judgment
OutputOutput
Project Project CharterCharter
Think TEAMThink TEAM 88
PMBOK Guide Process Groups Major OutputsPMBOK Guide Process Groups Major Outputs
ProjectProjectManagementManagement
OutputsOutputs
InitiationInitiation PlanningPlanning ExecutionExecution ClosureClosure
BaselineBaseline OthersOthers• Project Project CharterCharter
• Scope Scope StatemStatementent
• WBSWBS
• SchedulSchedulee
• Cost Cost
• RAMRAM
• Comm. Comm. PlanPlan
• Risk Risk ResponResponse Planse Plan
• RFQsRFQs
• Team Team performanperformance ce assessedassessed
• Vendor Vendor Contracts Contracts signedsigned
• Comm. Comm. Plan Plan implementimplementeded
• Work Work results results reviewed / reviewed / accepted accepted
•Earned Earned ValueValue
•Baseline Baseline metrics metrics reportingreporting
•Change Change control / control / corrective corrective and and preventive preventive measuresmeasures
• Project Project plan plan updatesupdates
•LessonLessons s LearnedLearned
• ContractContractss ClosedClosed
•Project Project Closure Closure Sign-OffSign-Off
Monitoring Monitoring & Control& Control
Think TEAMThink TEAM 99
Project Integration ManagementProject Integration Management
Process GroupProcess Group Process NameProcess Name Process Major DeliverablesProcess Major Deliverables
InitiatingInitiatingDevelop Project CharterDevelop Project Charter Project CharterProject Charter
Identify stakeholdersIdentify stakeholders Stakeholder AnalysisStakeholder Analysis
PlanningPlanning Develop Project Develop Project Management PlanManagement Plan
Project Management PlanProject Management Plan
ExecutingExecuting Direct and Manage Direct and Manage Project ExecutionProject Execution
Work/Tasks CompletedWork/Tasks Completed
Change Request ImplementedChange Request Implemented
Corrective and Preventive Actions Corrective and Preventive Actions ImplementedImplemented
Monitoring & Monitoring & ControllingControlling
Monitor and Control Monitor and Control Project WorkProject Work
Recommended Corrective and Recommended Corrective and Preventive actionsPreventive actions
ForecastForecast
Integrated Change Integrated Change ControlControl
Approve / Rejected Change Approve / Rejected Change RequestsRequests
Updates to planning documentsUpdates to planning documents
ClosingClosing Close ProjectClose Project Final product, service or resultFinal product, service or result
Integration
Think TEAMThink TEAM 1010
Starting the ProjectStarting the Project Project stimuliProject stimuli
• ProblemsProblems• OpportunitiesOpportunities• Business Business
requirementsrequirements ConsiderationsConsiderations
• Contract / Project Contract / Project Statement of WorkStatement of Work
• Enterprise Enterprise environmental environmental factorsfactors
• Organizational Organizational process assetsprocess assets
Project Type - IProject Type - I• ““Must DoMust Do” ”
SOX, HIPAA, SOX, HIPAA, compliancecompliance
• ““Keep the Lights OnKeep the Lights On”” Infrastructure Infrastructure
projectsprojects• EnhancementsEnhancements• New Products/ New Products/
OpportunitiesOpportunities Project Type - II Project Type - II
alignment with the alignment with the business strategybusiness strategy
Think TEAMThink TEAM 1212
Mission, Vision, ValuesMission, Vision, Values
MissionMission: : Describes the overall purpose Describes the overall purpose of the organizationof the organization
VisionVision: : Vivid description of the Vivid description of the organization as it effectively carries out its organization as it effectively carries out its operations operations
ValuesValues: : Represent the core priorities in Represent the core priorities in the organization’s culture, including what the organization’s culture, including what drives members’ priorities and how they drives members’ priorities and how they truly act in the organization truly act in the organization
Carter McNamara, 2008
Think TEAMThink TEAM 1313
Major Project DocumentsMajor Project Documents
• States States whatwhat work is to be work is to be accomplished and accomplished and whatwhat deliverables need to be deliverables need to be producedproduced
• Formally authorizes the project Formally authorizes the project defines the defines the whywhy
• States States how how the work is to be the work is to be performed and by performed and by whowho, , whenwhen, , and and wherewhere
• Scope, Cost, Schedule, Risk, Scope, Cost, Schedule, Risk, Communication, Staffing, Communication, Staffing, Quality, and ProcurementQuality, and Procurement
Project Charter
Scope Statement
Project Plan
Expansion explanation of these documents later in slide show
Think TEAMThink TEAM 1717
A Network Migration ProjectA Network Migration ProjectA large bank is migrating its branch and ATM network from a 3-tier IP network to an MPLS service provider network.
Core
Distribution
Access Branches and ATMs
Regional
Office
Data
Center
MPLS
BranchesATMs
ATMsBranches
ATMs
Data Center
Think TEAMThink TEAM 1818
Bank Network Migration Project DeliverablesBank Network Migration Project Deliverables
ProcessesProcessesPhasesPhases
DesignDesign Migration Migration PlanPlan MigrationMigration Operational Operational
AcceptanceAcceptance
Project Project ManagementManagement
1.1. Project Project CharterCharter
2.2. Preliminary Preliminary Product Product Scope Scope StatementStatement
Product Product OrientedOriented
1.1. Network Network ArchitecturArchitecture Documente Document
2.2. Network Network Design Design DocumentDocument
Think TEAMThink TEAM 1919
Project Initiation ChallengesProject Initiation Challenges Timing of Project Manager Timing of Project Manager
engagementengagement Degree of accuracy for project and Degree of accuracy for project and
product documentsproduct documents Speed vs. Accuracy vs. Change Speed vs. Accuracy vs. Change
Control cultureControl culture Functional Areas Concern: Functional Areas Concern:
Spending precious resources’ time Spending precious resources’ time on projects that will be on projects that will be disapproveddisapproved
Think TEAMThink TEAM 2121
Planning FundamentalsPlanning Fundamentals If the deliverable is well understood prior to If the deliverable is well understood prior to
being performed, much of the work can be being performed, much of the work can be preplannedpreplanned
If the deliverable is not understood, then during If the deliverable is not understood, then during the actual task execution more knowledge is the actual task execution more knowledge is gained that, in turn, leads to changesgained that, in turn, leads to changes
The more uncertain the deliverable, the greater The more uncertain the deliverable, the greater the need is for frequent “the need is for frequent “validation cyclesvalidation cycles””
Project life cycle approach depends on Project life cycle approach depends on deliverable (goal and solutions & requirements) deliverable (goal and solutions & requirements) certaintycertainty
Detail plan only up to the next point of Detail plan only up to the next point of knowledgeknowledge
““Failing to plan is planning to fail.”Failing to plan is planning to fail.” - - Harold KerznerHarold Kerzner
Think TEAMThink TEAM 2222
Project Integration ManagementProject Integration ManagementProcess Process GroupGroup
Process NameProcess Name Process Major Process Major DeliverablesDeliverables
InitiatingInitiating
Develop Project Develop Project CharterCharter
Project CharterProject Charter
Identify Identify stakeholdersstakeholders
Stakeholder analysisStakeholder analysis
PlanningPlanningDevelop Project Develop Project Management PlanManagement Plan
Project Management PlanProject Management Plan
ExecutingExecuting Direct and Manage Direct and Manage Project ExecutionProject Execution
Work/Tasks CompletedWork/Tasks Completed
Change Request ImplementedChange Request Implemented
Corrective and Preventive Corrective and Preventive Actions ImplementedActions Implemented
Monitoring & Monitoring & ControllingControlling
Monitor and Control Monitor and Control Project WorkProject Work
Recommended Corrective and Recommended Corrective and Preventive actionsPreventive actions
ForecastForecast
Integrated Change Integrated Change ControlControl
Approve / Rejected Change Approve / Rejected Change RequestsRequests
Updates to planning documentsUpdates to planning documents
ClosingClosing Close ProjectClose Project Final product, service or resultFinal product, service or result
Integration
Think TEAMThink TEAM 2323
Project Flexibility MatrixProject Flexibility Matrix
HighHigh MediumMedium LowLow
TimeTime10
Least
CostCost2
Most
ScopeScope 55
Scope StatementScope Statement
Think TEAMThink TEAM 2525
Project Scope ManagementProject Scope Management
Process Process GroupGroup
Process NameProcess Name Process Major Process Major Deliverable/sDeliverable/s
InitiatingInitiating
PlanningPlanning
Planning ScopePlanning Scope Scope Management PlanScope Management Plan
Define ScopeDefine Scope Scope StatementScope Statement
Create WBSCreate WBS Work Breakdown StructureWork Breakdown Structure
ExecutingExecuting
Monitoring Monitoring & & ControllingControlling
Verify ScopeVerify Scope Accepted DeliverablesAccepted Deliverables
Control ScopeControl Scope Updates to Scope Statement Updates to Scope Statement (via Change Control (via Change Control Management), WBS and other Management), WBS and other scope documentsscope documents
ClosingClosing
Scope
Think TEAMThink TEAM 2626
ProjectProject Scope Statement Scope Statement Project/product Project/product
objectivesobjectives ProductProduct scope scope
descriptiondescription Project requirementsProject requirements Project boundariesProject boundaries DeliverablesDeliverables Product acceptance Product acceptance
criteriacriteria Project assumptions Project assumptions
and constraintsand constraints Initial project Initial project
organizationorganization
Initial defined risksInitial defined risks Schedule milestonesSchedule milestones Fund limitationFund limitation Initial WBSInitial WBS Cost estimateCost estimate Project configuration Project configuration
management management requirementsrequirements
Approval requirementsApproval requirements Project specificationsProject specifications
Think TEAMThink TEAM 2727
Customer Needs vs. WantsCustomer Needs vs. Wants
Needs,Needs, are more associated with the are more associated with the underlying problemunderlying problem
Wants, Wants, are more associated with a are more associated with a solutionsolution
Think TEAMThink TEAM 2828
Project Lifecycle ApproachesProject Lifecycle Approaches LinearLinear
• Standard waterfall• Rapid development
waterfall
Iterative*Iterative*• Dynamic systems
development method• Evolutionary
development waterfall• Regional Unified
Process• SCRUM
*a.k.a. Agile Project Management
Which lifecycle approach makes sense for the project?
From: Robert K. Wysocki
IncrementalIncremental• Staged delivery
waterfall• Feature driven
development* Adaptive*Adaptive*
• Adaptive software development
• Adaptive project framework
Extreme*Extreme*• INSPIRE
Think TEAMThink TEAM 2929
Lifecycle Evaluation ParametersLifecycle Evaluation Parameters
GOAL
SOLUTION & REQUIREMENTS
UNCLEAR
UNCLEARCLEAR
CLEAR
• Low complexity• Well-understood technology infrastructure
• Low risk• Experienced and skilled teams
• Needs adaptive and Needs adaptive and iterative approachiterative approach
• Nothing about project is Nothing about project is certaincertain
• Client accepts product Client accepts product after some iterations or after some iterations or pulls plugpulls plug
• Solution looking for a Solution looking for a problemproblem
• Highly-unlikely situationHighly-unlikely situation
From: Robert K. Wysocki
Think TEAMThink TEAM 3030
Map Project Lifecycle ApproachesMap Project Lifecycle Approaches
GOAL
SOLUTION & REQUIREMENTS
UNCLEAR
UNCLEARCLEAR
Extreme
Adaptive
Iterative
Incremental
Linear
From: Robert K. Wysocki
Think TEAMThink TEAM 3333
Lifecycle Approaches Impact to Lifecycle Approaches Impact to Uncertainty & ComplexityUncertainty & Complexity
GOAL
SOLUTION & REQUIREMENTS
UNCLEAR
UNCLEARCLEAR
Extreme
Adaptive
Iterative
Incremental
Linear
UNCERTAINTY & COMPLEXITY INCREASES
From: Robert K. Wysocki
Think TEAMThink TEAM 3434
Project Complexity/UncertaintyProject Complexity/Uncertainty As projects become more complex,
they become more uncertain As complexity increases:
• Nailing down requirements decreases• Process flexibility must increase• Processes must be more adaptable• Change requests become more frequent• Risk increases• The need for greater team cohesiveness
increases• More communication is needed
From: Robert K. Wysocki
Think TEAMThink TEAM 3535
Project Complexity/UncertaintyProject Complexity/Uncertainty
Customer involvement must increase as complexity increases• The customer will resist because:
The Customer’s Comfort Zone Customer may be reluctant to take ownership of
product Customer may refuse to sign off because needs
change
Business Value• As projects move from clarity of goal and solutions
(& requirements) to less clarity of goal and /or solutions (& requirements) the higher the Business Value
• The risk of project failure is also higher !!!!!
From: Robert K. Wysocki
Think TEAMThink TEAM 3636
Linear Project LifecycleLinear Project Lifecycle
Think TEAMThink TEAM 3838
Iterative Project LifecycleIterative Project Lifecycle
Think TEAMThink TEAM 3939
Scope Statement ExerciseScope Statement Exercise Create a Scope Statement for Create a Scope Statement for
your project your project Use the Project Workbook Use the Project Workbook
template as a guidetemplate as a guide Presentations Presentations Class discussionClass discussion
Team Project Time and Scope Team Project Time and Scope GuardrailsGuardrails
Involve the entire project team talentsInvolve the entire project team talents Build and develop weekly not week 9Build and develop weekly not week 9 Time: Can do within 6-12 monthsTime: Can do within 6-12 months Scope: Have fun and be realisticScope: Have fun and be realistic
• Business, Community, Philanthropy, Social Business, Community, Philanthropy, Social Responsibility, Event, ActualResponsibility, Event, Actual
Cost: Blank Checkbook $$$$$Cost: Blank Checkbook $$$$$• Justifiable and budgetedJustifiable and budgeted• What if?What if?
Think TEAMThink TEAM 4040
W W orkork
B B reakdownreakdown
S S tructuretructure
Think TEAMThink TEAM 4242
DecompositionDecomposition
Subdivision of major project deliverables or sub-deliverables into smaller, more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning, executing, etc..)
Steps:Steps:1.1. Identify major project Identify major project
deliverablesdeliverables2.2. Decide if adequate Decide if adequate
cost and duration cost and duration estimate can be made estimate can be made at this level of detail at this level of detail for each deliverablefor each deliverable
3.3. Identify constituent Identify constituent components of the components of the deliverable if deliverable if necessarynecessary
4.4. Verify correctness of Verify correctness of decomposition decomposition (necessity, definition, (necessity, definition, cost, duration, cost, duration, responsibility)responsibility)
Definition:Definition:
Think TEAMThink TEAM 4343
Work Breakdown StructureWork Breakdown Structure A deliverable oriented grouping of A deliverable oriented grouping of
project components that project components that organizes and defines the total organizes and defines the total scope of the projectscope of the project
Defines Defines productsproducts, not tasks, not tasks Can be developed using a top-Can be developed using a top-
down or bottom-up approachdown or bottom-up approach Can be hardware-related, Can be hardware-related,
function-related, life cycle-related function-related, life cycle-related or a combinationor a combination
Foundation of all planning!Foundation of all planning!
Think TEAMThink TEAM 4444
Work Breakdown StructureWork Breakdown Structure WBS items assigned an WBS items assigned an
identifier for hierarchical identifier for hierarchical summation of cost and summation of cost and resourcesresources
WBS dictionary – work WBS dictionary – work package description, package description, schedule dates, cost budget, schedule dates, cost budget, staff assignment and other staff assignment and other data points as neededdata points as needed
Think TEAMThink TEAM 4545
Work PackageWork Package Lowest level deliverable in a WBSLowest level deliverable in a WBS Work effort guideline 40 to 80 hrsWork effort guideline 40 to 80 hrs Ownership assigned at this levelOwnership assigned at this level Tasks are identified under this Tasks are identified under this
levellevel Task size guideline - not to exceed Task size guideline - not to exceed
80 hrs; less for high risk project80 hrs; less for high risk project
Think TEAMThink TEAM 4646
WBS TemplateWBS TemplateProject Name
Phase 1 Phase 2 Phase N
Deliverable1
Deliverable2
DeliverableN-1
DeliverableN
Product Scope
Project Scope
Think TEAMThink TEAM 4747
Scope StatementScope Statement WBSWBS WBS DictionaryWBS Dictionary
Scope BaselineScope Baseline
Think TEAMThink TEAM 4949
Bank Network Migration WBSBank Network Migration WBS
Think TEAMThink TEAM 5050
WBS DiscussionsWBS Discussions Questions on WBS constructionQuestions on WBS construction
• Who prepares the WBS?Who prepares the WBS?
• Who needs to be involved?Who needs to be involved?
• Who approves the WBS?Who approves the WBS?
Think TEAMThink TEAM 5252
WBS Team ExerciseWBS Team Exercise Construct a life-cycle based WBS for Construct a life-cycle based WBS for
your projectyour project Use a Post-It-Note sheet for each Use a Post-It-Note sheet for each
deliverabledeliverable Concentrate on product deliverablesConcentrate on product deliverables Add project management process Add project management process
deliverable that have already been deliverable that have already been discussed in classdiscussed in class
The Project ScheduleThe Project Schedule(Time Baseline)(Time Baseline)
Think TEAMThink TEAM 5555
Scheduling TechniquesScheduling Techniques Gantt or bar chartsGantt or bar charts Milestone charts (zero duration)Milestone charts (zero duration) Networks (show interdependencies)Networks (show interdependencies)
• Project Evaluation and Review Project Evaluation and Review Technique (PERT)Technique (PERT)
• Conditional Diagram MethodConditional Diagram Method• Precedence Diagram Method (PDM) Precedence Diagram Method (PDM)
for use with Critical Path for use with Critical Path Management (CPM)Management (CPM)
Think TEAMThink TEAM 5656
Bar (Gantt) ChartsBar (Gantt) Charts
ID Task Name Start Finish Duration2006 2007
Nov Dec Jan Feb Mar Apr May Jun Jul
1 3w11/24/200611/6/2006Design Phase
2 7w1/12/200711/27/2006Migration Planning Phase
3 24w6/29/20071/15/2007Migration
4 2w7/13/20077/2/2007Operational Acceptance
Think TEAMThink TEAM 5757
Milestone ChartMilestone Chart
ID Task Name Finish2009 2010
Nov Dec Jan Feb Mar Apr May Jun Jul
1 11 /22 /2009Network Design Completed
2 12 /8 /2009Scope Statement
3 12 /22 /2009WBS
4 12 /27 /2009Schedule Baseline
5 1 /15 /2010Cost Baseline
6 1 /5 /2010Final Network Engineering
11/6/2009 1/31/2010
12/1/2009 1/1/2010
11/22/2009Network Design Completed
12/8/2006Scope Statement Signed
12/27/2009Schedule Baseline Completed
1/15/2010Cost Baseline
Think TEAMThink TEAM 5858
Activity DependencyActivity Dependency MandatoryMandatory – inherent in the – inherent in the
nature of the work being done, nature of the work being done, a.k.a. hard logica.k.a. hard logic
DiscretionaryDiscretionary – defined by the – defined by the project team, a.k.a. preferred project team, a.k.a. preferred logic, preferential logic, soft logic logic, preferential logic, soft logic
ExternalExternal – involve relationships – involve relationships between project activities and between project activities and non-project activitiesnon-project activities
Think TEAMThink TEAM 5959
Precedence Diagramming Precedence Diagramming MethodMethod
Method of constructing network Method of constructing network diagram that uses boxes (nodes) diagram that uses boxes (nodes) to represent activities and to represent activities and connects them with arrows to connects them with arrows to show dependenciesshow dependencies
Activity On NodeActivity On Node
Think TEAMThink TEAM 6060
Precedence NetworkPrecedence Network
EarlyStart
DurationEarlyFinish
Late Start SlackLate
Finish
A
EarlyStart
DurationEarlyFinish
Late Start SlackLate
Finish
C
EarlyStart
DurationEarlyFinish
Late Start SlackLate
Finish
B
EarlyStart
DurationEarlyFinish
Late Start SlackLate
Finish
E
EarlyStart
DurationEarlyFinish
Late Start SlackLate
Finish
D
EarlyStart
DurationEarlyFinish
Late Start SlackLate
Finish
F
ActivityActivity Preceding Preceding ActivityActivity
AA
BB AA
CC AA
DD BB
EE C, DC, D
FF EE
Think TEAMThink TEAM 6262
Precedence RelationshipsPrecedence Relationships
Engine Installed
Paint Room A
Carpet Room B
Install IgnitionFINISH-TO-START
START-TO-START
FINISH START
START
START
Fertilize Garden
Water Garden
START-TO-FINISH FINISH
START
Think TEAMThink TEAM 6363
Precedence RelationshipsPrecedence Relationships
Cook Turkey
Network Rqmts
Network Design
Bake Yams
FINISH-TO-FINISH
PERCENT COMPLETE
FINISHFINISH
20 %
50 %
Think TEAMThink TEAM 6464
Critical Path and FloatCritical Path and Float Critical PathCritical Path
• Longest time span through the total Longest time span through the total system of activities / eventssystem of activities / events
• Delay in any activity / task in the critical Delay in any activity / task in the critical path delays the whole projectpath delays the whole project
• Improvement in total project time means Improvement in total project time means reducing time for activities / events in the reducing time for activities / events in the critical pathcritical path
Slack Time (Float)Slack Time (Float) - Time differential - Time differential between the scheduled completion between the scheduled completion date and the required date to meet date and the required date to meet critical path. critical path.
Think TEAMThink TEAM 6565
Critical Path CalculationCritical Path Calculation Critical path is determined by doing a Critical path is determined by doing a
forward and backward pass forward and backward pass calculationscalculations
Forward passForward pass• Calculates early start and early finish datesCalculates early start and early finish dates• Project end dateProject end date• Longest pathLongest path
Backward passBackward pass• Calculates late start and late finish datesCalculates late start and late finish dates• Task / project floatTask / project float• Identifies tasks in critical pathIdentifies tasks in critical path
Think TEAMThink TEAM 6666
Forward PassForward Pass Early Start (ES) and Early Finish (EF) Early Start (ES) and Early Finish (EF)
dates are calculated by adding the dates are calculated by adding the Task Duration (TD) to the earliest date Task Duration (TD) to the earliest date a task can starta task can start
The first predecessor task(s) have an The first predecessor task(s) have an ES of zeroES of zero
The EF date of the predecessor The EF date of the predecessor becomes the ES date for the successorbecomes the ES date for the successor
When there are multiple When there are multiple predecessors, ES is the larger of the predecessors, ES is the larger of the EFs for the taskEFs for the task
Think TEAMThink TEAM 6767
Backward PassBackward Pass Late Start (LS) and Late Finish (LF) Late Start (LS) and Late Finish (LF)
dates are calculated starting from dates are calculated starting from the end of the projectthe end of the project
LS is calculated by subtracting the LS is calculated by subtracting the TD from the LF of the taskTD from the LF of the task
LS for the successor task becomes LS for the successor task becomes the LF for the predecessor taskthe LF for the predecessor task
When there are multiple When there are multiple successors, LF is the smaller of the successors, LF is the smaller of the LSLS
Think TEAMThink TEAM 6868
Critical Path and FloatCritical Path and Float Task Float = Late Finish – Early FinishTask Float = Late Finish – Early Finish
Those tasks with zero float are on the Those tasks with zero float are on the critical pathcritical path
Think TEAMThink TEAM 6969
Critical Path ExercisesCritical Path Exercises
Refer to your PM WorkbookRefer to your PM Workbook• Page 10Page 10• HomeworkHomework
How to calculate Critical PathHow to calculate Critical Path• http://syque.com/quality_tools/tools/http://syque.com/quality_tools/tools/
TOOLS16.htmTOOLS16.htm
Think TEAMThink TEAM 7070
Project Evaluation Review Project Evaluation Review Technique (PERT)Technique (PERT)
• Polaris Ballistic Missile Submarine Polaris Ballistic Missile Submarine programprogram
• Booz Allen Hamilton and US Navy – 1958Booz Allen Hamilton and US Navy – 1958
• Simplify large scale complex projectsSimplify large scale complex projects
• Analyze the interdependencies and time to Analyze the interdependencies and time to complete activitiescomplete activities
• A modeling tool that facilitates decision A modeling tool that facilitates decision makingmaking
Think TEAMThink TEAM 7272
PERT Duration FormulasPERT Duration FormulasTime Expected = (O+4M+P)/6Time Expected = (O+4M+P)/6Task Standard Deviation = (P-O)/6Task Standard Deviation = (P-O)/6Task Variance = [(P-O)/6]Task Variance = [(P-O)/6]22
O - Optimistic completion time O - Optimistic completion time estimateestimate
M – Most likely completion time M – Most likely completion time estimateestimate
P – Pessimistic completion time P – Pessimistic completion time estimateestimate
Think TEAMThink TEAM 7373
Conditional Diagramming MethodConditional Diagramming Method
Similar to PERTSimilar to PERT Allows for branching, looping, and Allows for branching, looping, and
multiple project end resultsmultiple project end results Example: If test activity resulted in Example: If test activity resulted in
failure, test can be repeated several failure, test can be repeated several times or based on results of a test, times or based on results of a test, one of several branches can be one of several branches can be selected to proceed with the projectselected to proceed with the project
GERT (Graphical Evaluation and GERT (Graphical Evaluation and Review Technique)Review Technique)
Think TEAMThink TEAM 7474
NETWORK FOR HOUSE CONSTRUCTIONNETWORK FOR HOUSE CONSTRUCTION
1 2 3 4
67
8
15 17
185
14
13
9
10
11
12
EXC &POUR FOOTINGS
POURFOUND.
ERECTFRAME & ROOF
LAYBRICKWORK
INSTALLDRAINS
POURBASEMENTFLOOR
INSTALL COOLING & HEATING
INSTALL ROUGHELECT. & PLUMB
LAYSTORM DRAINS
FINISHROOF
FINISH GRADING
POUR WALKS &LANDSCAPE
FINISHFLOORS
FINISH ELECTR.WORK
FINISHCARPETING
PAINT
INSTALLKITCHEN EQUIP.
INSTALLFIN. PLUMB
INSTALLDRY WALL
HOW CAN YOU TELL IF THIS IS A PERT/CPM OR PRECEDENCE NETWORK?
16
INSTALL ROOFDRAINAGE
LAYFLOORING
Think TEAMThink TEAM 7575
Estimating Activity Estimating Activity DurationDuration
Expert judgmentExpert judgment Analogous estimatingAnalogous estimating Quantitatively based Quantitatively based
durationsdurations Reserve time (contingency)Reserve time (contingency)
Think TEAMThink TEAM 7676
Analogous EstimatingAnalogous Estimating Use actual duration of a previous Use actual duration of a previous
similar activity as basis to estimate similar activity as basis to estimate duration of the future activityduration of the future activity
Approximate (rule of thumb) Approximate (rule of thumb) estimateestimate
Made without any detailed Made without any detailed engineering dataengineering data
AKA “Top-down estimating”AKA “Top-down estimating”
Think TEAMThink TEAM 7777
Quantitatively Based Quantitatively Based DurationsDurations
Quantities to be performed for Quantities to be performed for each work category defined by each work category defined by the engineering/design effort the engineering/design effort multiplied by the productivity multiplied by the productivity unit rateunit rate
Example: Number of drawings x Example: Number of drawings x number of hours per drawingnumber of hours per drawing
Think TEAMThink TEAM 7878
Schedule Development Schedule Development ConsiderationsConsiderations
ConstraintsConstraints• Imposed dates on activities Imposed dates on activities
(start/finish)(start/finish)• Key events / major milestonesKey events / major milestones
Leads and lags: dependency Leads and lags: dependency relationship among activitiesrelationship among activities
Schedule compressionSchedule compression• CrashingCrashing• Fast TrackingFast Tracking
Think TEAMThink TEAM 7979
Program Crashing CostsProgram Crashing Costs
110,000
120,000
130,000
140,000
150,000
160,000
PR
OG
RA
M C
OS
T,
$
10 12 14 16 18 20 22 24PROGRAM COMPLETION TIME, WEEKS
CRASH B
CRASH F
CRASH A
CRASH E
NORMAL OPERATIONS
ALL ACTIVITIES CRASHED
MINIMUM COSTTOTAL CRASH
Think TEAMThink TEAM 8080
Project ScheduleProject ScheduleShould include planned start and Should include planned start and finish dates for each activityfinish dates for each activity Tabular form Tabular form Graphical formGraphical form• Network diagramsNetwork diagrams• Bar / Gantt ChartBar / Gantt Chart• Milestone chartMilestone chart
Think TEAMThink TEAM 8181
Bank Network Migration Project DeliverablesBank Network Migration Project Deliverables
ProcessesProcessesPhasesPhases
DesignDesign Migration Migration PlanPlan MigrationMigration Operational Operational
AcceptanceAcceptance
Project Project ManagemenManagementt
1.1. Project Project CharterCharter
2.2. Preliminary Preliminary Product Product Scope Scope StatementStatement
ProjectProject
ManagementManagement
PlanPlan
1.1. Scope Scope StatementStatement
2.2. WBSWBS
3.3. Project Project ScheduleSchedule
Product Product OrientedOriented
1.1. Network Network Architecture Architecture DocumentDocument
2.2. Network Network Design Design DocumentDocument
1.1. Detailed Detailed Network Network DrawingsDrawings
2.2. Service Level Service Level Agreements Agreements (SLAs), ITIL(SLAs), ITIL
Think TEAMThink TEAM 8282
Best Practices SummaryBest Practices Summary
Use Scope Statement / WBS to baseline project scope
Develop a project schedule to baseline project time