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Project planning and execution
1
Step by step
Mindmap
WBS
Network
Resource worksheet
Gantt
Resource diagram
2
What to consider when planning your project
Hard issues:
• Deadlines and duration
• Well-defined goals (e.g. a prototype – a spec for a contract) &
approvals of milestones/product deliverables
• Resources
• Risks
Soft issues:
• Interfaces (both technical, organizational & human oriented)
• Conflicts
• Communication
• Commitment versus involvement
3
A Mindmap – a good place to startCreate all issues that may be relevant
Work Breakdown Structure I
Stepwise or gradually planning process.
Structuring according to:
• Physical/geographical location
• Type of work
• Functions
• Systems
• Organisational belonging
Work Breakdown Structure IIUse e.g. your function tree or mind –map to split your project tasks into even smaller tasks.
Determine in which order you will solve the different tasks.
Example of a WBS
Network Diagrams – What and Why?
• Shows the sequences and relationship among tasks• Time and work-oriented• Reveals the workflow of a project as opposed to a WBS but says nothing
about hierarchical relationships• Good for scheduling and optimising the process (crash analysis)
8
Network diagrams – Rules
There can only be one start- and one stop activity If there is more than one start or stop – a “empty start or stop” activity is
developed All activities must have a previous and future activity An activity cannot be started until the previous one is finished If the two activities overlap, they should be divided Activities must not be connected in a circle All activities are named or numbered Earliest start date or a latest end date this is stated Calculation is made forwards as well as backwards in the network.
9
Earliest start date Earliest finishing date
Latest finishing dateLatest start date
Es Ef
Ls LfTc
B
Tc = Duration of the activity B = Name of the activity
Network diagramsSemantics of the network
Usually plans are made backwards- usually you have a fixed time of delivery
10Project planning and control
Network diagramsEstimation of duration
• Estimation can be based upon:– Experience -> Analogy– Calculations -> Break down– Process dependant and crash time (it takes the time it takes)– Different special estimation techniques dependant upon industry– Good argumentation and use of several estimation techniques normally
gives a more valid estimate
11
Activity survey and conditions
Code Activity name predecessor
A Order receipt None
B Constr. mach A
C Constr. pipes A
D Prod pipes C
E Prod. Stand B & D
F Weld pipes B & D
G Mount motor E
H Mount pipes F
I Start up G & H
Estimation of duration
To + 4Tm + Tp
6Tc =
Estimation of duration
Code Tm To Tp Tc
A 1 1 1 1
B 10 8 14 10,3
C 5 4 9 5,5
D 3 2 5 3,2
E 4 3 8 4,5
F 5 3 10 5,5
G 6 4 9 6,2
H 9 7 12 9,2
I 5 3 9 5,3
Earliest start date Earliest finishing date
Latest finishing dateLatest start date
Es Ef
Ls LfTc
B
Tc = Duration of the activity B = Name of the activity
Semantics of the network
Usually plans are made backwards- usually you have a fixed time of delivery
Network diagram
A – Order receipt
C – Constr Pipes
B – Const match
D – Prod Pipes H – Mount pipes
G – Mount motor
I – Start up
F – Weld Pipes
E – Prod Stand
1 11,3
1 11,3
1 6,5
2,6 8,1
10,3
5,5
6,5 9,7
8,1 11,33,2
11,3 16,8
11,3 16,85,5
11,3 15,8
15,3 19,84,5
16,8 26
16,8 269,2
15,8 22
19,8 266,226 31,3
26 31,35,3
0 1
0 11
The critical path
• Earliest finishing date is found by adding duration to start The chain of activities that determine the duration of the project is
called: critical path Some activities can be shifted or prolonged without influencing the
duration of the project – BUT not the critical path
Network diagram
A –
C –
B –
D – H –
G –
I –
F –
E –
1 11
1 11
1 6
3 8
10
5
6 9
8 113
11 16
11 165
11 15
15 194
16 25
16 259
15 21
19 25625 30
25 305
0 1
0 11
Reduce duration of the network diagram - Preparation
• Determine extra costs when speeding up activities• Determine crash time of each activity (minimum time needed)• Determine critical activities
Guidelines for reducing time
• Reduce the duration of critical activities according to the following guidelines– First Speed up the activity with the lowest extra costs, then the activity
with the second lowest costs etc.. Until one of the below criteria is met:• The desired duration is obtained• The amount allocated for speeding up purposes has been spent
Watch OUT!! The critical path changes!!!
Network diagram
A –
C –
B –
D – H –
G –
I –
F –
E –
1 11
1 11
1 6
3 8
10
5
6 9
8 113
11 16
11 165
11 15
15 194
16 25
16 259
15 21
19 25625 30
25 305
0 1
0 11
CT=1EC pr day=1000
CT=7EC pr day=1500
CT=5EC pr day=700
CT=2EC pr day=4000
CT=3EC pr day=1500
CT=2EC pr day=1400
CT=2EC pr day=1100
CT=5EC pr day=700
CT=4EC pr day=1300
1. Reduce the network with 6 days – how does the network look then?2. Reduce the network for 10000 – how does it look then?3. What’s the minimum time the project can be done at? And what does it cost?
Network diagram Q1
A –
C –
B –
D – H –
G –
I –
F –
E –
1 11
1 11
1 6
3 8
10
5
6 9
8 113
11 16
11 165
11 15
15 194
16 25
16 259
15 21
19 25625 30
25 305
0 1
0 11
CT=1EC pr day=1000
CT=7EC pr day=1500
CT=5EC pr day=700
CT=2EC pr day=4000
CT=3EC pr day=1500
CT=2EC pr day=1400
CT=2EC pr day=1100
CT=5EC pr day=700
CT=4EC pr day=1300
Reduce the network with 6 days – how does the network look then?1. Reduce H with 4 days -> 1100 x 4 = 44002. Reduce I with 1 day -> 1300 x 1 = 13003. Reduce B with 1 day -> 1500 x 1 = 1500
Network diagram S1
A –
C –
B –
D – H –
G –
I –
F –
E –
1 10
1 10
1 6
2 7
10
5
6 9
7 103
10 15
10 155
10 14
10 144
15 20
15 205
14 20
14 20620 24
20 244
0 1
0 11
CT=1EC pr day=1000
CT=7EC pr day=1500
CT=5EC pr day=700
CT=2EC pr day=4000
CT=3EC pr day=1500
CT=2EC pr day=1400
CT=2EC pr day=1100
CT=5EC pr day=700
CT=4EC pr day=1300
Reduce the network with 6 days – how does the network look then?1. Reduce H with 4 days -> 1100 x 4 = 44002. Reduce I with 1 day -> 1300 x 1 = 13003. Reduce B with 1 day -> 1500 x 1 = 1500
Network diagram Q2
A –
C –
B –
D – H –
G –
I –
F –
E –
1 11
1 11
1 6
3 8
10
5
6 9
8 113
11 16
11 165
11 15
15 194
16 25
16 259
15 21
19 25625 30
25 305
0 1
0 11
CT=1EC pr day=1000
CT=7EC pr day=1500
CT=5EC pr day=700
CT=2EC pr day=4000
CT=3EC pr day=1500
CT=2EC pr day=1400
CT=2EC pr day=1100
CT=5EC pr day=700
CT=4EC pr day=1300
Reduce the network for 10000 – how does it look then?• Reduce H with 4 days -> 1100 x 4 = 4400• Reduce I with 1 day -> 1300 x 1 = 1300• Reduce B with 2 days -> 1500 x 2 = 3000• SUM: 8700 – and 7 days ealier
Network diagram S2
CT=5EC pr day=700
CT=2EC pr day=4000
CT=3EC pr day=1500
CT=2EC pr day=1100
Reduce the network with 6 days – how does the network look then?1. Reduce H with 4 days -> 1100 x 4 = 44002. Reduce I with 1 day -> 1300 x 1 = 13003. Reduce B with 2 days -> 1500 x 2 = 30004. SUM: 8700 – and 7 days earlier
A –
C –
B –
D – H –
G –
I –
F –
E –
1 9
1 9
1 6
1 6
9
5
6 9
6 93
9 14
9 145
9 13
9 134
14 19
14 195
13 19
13 19619 23
19 234
0 1
0 11
CT=1EC pr day=1000
CT=7EC pr day=1500
CT=2EC pr day=1400
CT=5EC pr day=700
CT=4EC pr day=1300
Network diagram Q3
A –
C –
B –
D – H –
G –
I –
F –
E –
1 11
1 11
1 6
3 8
10
5
6 9
8 113
11 16
11 165
11 15
15 194
16 25
16 259
15 21
19 25625 30
25 305
0 1
0 11
CT=1EC pr day=1000
CT=7EC pr day=1500
CT=5EC pr day=700
CT=2EC pr day=4000
CT=3EC pr day=1500
CT=2EC pr day=1400
CT=2EC pr day=1100
CT=5EC pr day=700
CT=4EC pr day=1300
What’s the minimum time the project can be done at? And what does it cost?1. The network can be divided into 2 (with two ways each) + 2 (start-stop)2. Reduce B with 3 days (3 x 1500) = 45003. Reduce D with 1 day (1 x 4000) = 40004. Reduce H with 7 days (7 x 1100) = 77005. Reduce E with 2 days (2 x 1400) = 28006. Reduce G with 1 day (1 x 700) = 7007. Reduce I with 1 day (1 x 1300) = 1300
Network diagram S3
A –
C –
B –
D – H –
G –
I –
F –
E –
1 8
1 8
1 6
1 6
7
5
6 8
6 82
8 13
8 135
8 10
8 102
13 15
13 152
10 15
10 15515 19
15 194
0 1
0 11
CT=1EC pr day=1000
CT=7EC pr day=1500
CT=5EC pr day=700
CT=2EC pr day=4000
CT=3EC pr day=1500
CT=2EC pr day=1400
CT=2EC pr day=1100
CT=5EC pr day=700
CT=4EC pr day=1300
What’s the minimum time the project can be done at? And what does it cost?1. The network can be divided into 2 (with two ways each) + 2 (start-stop)2. Reduce B with 3 days (3 x 1500) = 45003. Reduce D with 1 day (1 x 4000) = 40004. Reduce H with 7 days (7 x 1100) = 77005. Reduce E with 2 days (2 x 1400) = 28006. Reduce G with 1 day (1 x 700) = 7007. Reduce I with 1 day (1 x 1300) = 1300
We save 11 days, which means that minimum time is 19 at the cost at 21000. Note that time ”bought free” do not equal days saved
Resource worksheet
TaskWBS
Resource need
ResourceID
Time Duration
Comments (E.g. quantity/quality)
Design of newsletter
Graphic designer
SvendJensen
Week42
2 days Experienced designerDepending upon that concept design approved
28
Structure of tasks and time
Time
Tasks (assignments)
29
Gantt Chart
• Remember to be true to the purpose of the Gantt chart e.g. visualization or detailed planning
• Where the network diagram gives you a overview over dependencies and flow of the project. Gannt chart provides you with an overview over time and activities
• Analyse & use a network diagram for creation of Gantt Charts• Group activities in relation to work content and type of resources (e.g.
Departments) • Decide upon milestones
30
Gantt Chart
The Gantt chart may indicate the following:• Duration of activity• Time available• Time performed• Slack time• Resource• Milestones• Activity dependencies
31
Gantt chart
2 engineers 4 hours a day
Time Activity nameTime
Time available/slack
Milestone
Critical path
Progress (percent)
32
Gantt chart & resource diagram
4 h/day Activity A
Activity B
Activity C
Activity D
8 h/day6 h/day
4 h/day
4 hours
8 hours
12 hours
AB
C
C
D
14 hours
33
Gantt chart & resource diagram
4 h/day Activity A
Activity B
Activity C
Activity D
8 h/day6 h/day
4 h/day
4 hours
8 hours
12 hours
A
BC
D
D
10 hours
34
Risks management
• Identifying risks (risks, constraints)• Prioritising risks (severity and probability)• Developing plans for risk avoiding (proactive plan)• Developing solutions and “work arounds” (response plan)• Following up and managing risks (indicators)
35
Risks managementTypical risks in real-life projects
• Funding -> E.g. get a lower amount of money than promised• Time -> Get a shorter development time• Staffing -> Can’t get the right people• High performance team -> conflicts in team• Customer relations -> customers don’t have the needed time to
work with you• Project size and task complexity• Overall project structure e.g. In a political environment• External factors -> E.g. new technology or new government
36
Risks management
• Risk -> naming the risk and potential impact on project• Probability of risk will occur• Severity if risk occur • Pro-active risk avoiding plan – what can be done to avoid risk• Response plan if risk occur• Indicators – shows if the risk may occur
• Remember to:– Prioritise risks– Follow up upon prioritised risks
37
Risk management matrix
Risk Probability Severity Pro-activeaction
Response plan
Indicators
Lack of time
High Severe – deadline must be kept
Tight control of progress
Work extra hours
Various excuses from group-members
38
Workshop: Identifying risks for your project
• What are the risks for student projects?
Risk Probability Severity Pro-activeaction
ResponsePlan
Indicators
39
To the next time
• Hand in preliminary project description – October 1rst (to your supervisor and upload to fronter) –
– ALL 7 sections must be included ( including a Gantt chart)– For Gantt chart use Excell, MS project or other PM IT based tools– Approximately 10 pages– Everyone from the group must “deliver” and participate in the work