Schedule Managem

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Schedule Management; how long is this going to take?

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Creating a Schedule

Schedule Management

3Project Update

Last week we defined the scope which will be adjusted as we go through the course.

This week we focus on the dependencies and building the schedule. Going back to our Kitchen analogy, we have to install the base cabinets before we install the counters. Oh yeah, we had to install the floor before the base cabinets

Your assignment will be creating a schedule for our overall project; the key take away from the class is learning how to estimate and understand the dependencies.

The expectation is that you will learn and experience that the decisions made at one phase of a project impact others; then we learn how to handle the change.

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Process Groups /Knowledge Areas

Initiation Planning Execution Monitoring & Controlling

Closing

Integration Develop Charter

Develop Prelim scope statement

Develop project management plan

Direct and manage project execution

Monitor and control project work

Integrated change control

Close project

Scope Scope planning Scope definition Create WBS

Scope verification Scope Control

Time Activity Definition Activity Sequencing Activity Resource Est. Activity Duration Est. Schedule

Development

Schedule Control

Cost Cost Estimating Cost budgeting

Cost Control

Quality Quality planning Perform quality assurance

Perform Quality Control

Human Resource Human Resource planning

Acquire project team

Develop project team

Manage project Team

Communications Communication planning

Information distribution

Performance reporting

Manage Stakeholders

Risks Risk management planning

Risk identification Qualitative Risk Anal Quantitative Risk Anal. Risk Response Plan

Risk monitoring & Control

Procurement Plan purchases & acquisitions

Plan Contracting

Request Settler responses

Select Sellers

Contract Admin. Contract Closure

Stakeholder Management

• Identify stakeholders and determine their expectations, influence and impact

Determine roles and responsibilities

Plan communication and stakeholder engagement

Request changes Manage stakeholder

engagement and expectations

Take action to control the project

Influence the factors that cause changes

Inform stakeholders of the results of change requests

Schedule Management

5Estimating

Most projects have issues with estimation because some people are optimistic and some are pessimistic.

You will not know which estimate is accurate unless you had prior substantiating evidence Guess what, you will do this poorly throughout the class – However, you will

learn how to estimate better in the future because you will know the questions to ask or thoughts to eliminate; “OH I SHOULD HAVE THOUGHT OF THAT!

When you estimate for this class plan out how many “billable” hours it will take to complete the task. This will create the baseline – then you will measure what it actually took! This will help you in the future and be frustrating now; however, this is a

free environment to learn vs. the work world. Grading is focused on your thought process not the accuracy of the estimate.

Schedule Management

6Variation in task duration

Why do estimates vary greatly: Skill levels – are you learning something new while performing the work

Potential rework Unexpected events

Personal illness Efficiency of worker’s time

How good are you at managing time Mistakes and misunderstandings

Oops I thought…. Common cause variation (duration is a random value)

Schedule Management

7How to estimate

Similarity to other activities Historical data Expert advice Delphi Technique Three-point technique (aka PERT; what you will most likely use for

this class) Wide-band Delphi Technique

Just think it is easy to estimate for someone else when you are not doing the work!! How many times have we said that should take 10 minutes; yet it takes 2 hours.

In the work world, take time to really think on the estimate so that you can meet commitments.

Schedule Management

8PERT: Estimating Activity Duration The actual duration of any activity is uncertain. Any activity can be later than it can be early (the fundamental law of Project

Management). To save ourselves a lot of math, we estimate activity durations with the

PERT Method: Each activity is assigned three durations:

Shortest expected duration (S) Most likely duration (M) Longest expected duration (L)

The expected duration for each activity is:(S + 4M + L) ∕ 6

Example: M = 4 weeks, S = 3 weeks, L= 8 weeks Expected duration

= (3 + (4×4) + 8) ∕ 6 weeks= 27 ∕ 6 weeks= 4½ weeks

Schedule Management

9Estimates and now the schedule

As a team you have: Created estimates on all the tasks defined in the WBS Thought about your personal schedules and how

much time you plan to commit to the class Added up all those times to figure out how much

“project” time you will do each week (excluding textbook reading, reading these great charts, discussion questions, etc…)

Remember we estimated with hours. The constraints on the project are the hours you commit each week and what you can accomplish

Schedule Management

10Activity-Based Schedulingfrom the WBS

Project

Subproject

Schedule Activities appear on the schedule. They are decomposed from Work Packages. Each is a discrete piece of work, linked to others by logical relationships (dependencies).

Deliverables and/or Project Phases

Work Package

Work Package Work PackageSchedule Activity

Schedule Activity Schedule Activity Schedule Activity Schedule Activity

Schedule Management

11Schedule Activities & Scope of Work

A Schedule Activity is:a discrete scheduled component of work, with Estimated duration Estimated cost Estimated resource requirements

Each Schedule Activity has a Scope of Work: A description in sufficient detail to ensure that project team

members understand what is to be accomplished. The scope of work of each activity defines what work is to be

completed.

Schedule Management

12Schedule Development

Part of the Planning process Analyzes:

Activity sequences and dependencies Activity durations Resource requirements

Produces a Project Schedule Requires:

Activity Duration Estimates Activity Resource Requirements

Schedule Management

13The Schedule:Much More than a List of Dates

The Project Schedule defines: When a project will be complete

(completion date) The intermediate steps along the way

(milestones) The sequence of work activities

(GANTT chart) The interdependence of work activities

(network diagram) Work activities which cannot be delayed

(critical path) Planned start and finish dates for each activity

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14The GANTT Chart

Also called a bar chart. Originated by Henry Laurence Gantt in or before 1910. Shows activities, milestones, durations, and dates. Each activity takes up one row. Each activity refers to the WBS.

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15Gantt Chart

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16Why Are Bar Charts not Enough?

GANTT Chart Shows tasks & durations. Does not show dependencies s

Network Diagram Activities on Nodes Dependencies on arrows Activity Durations

Time

ScheduleActivities

F

B

D

A

C

EIf task D completes three days

late, what happens to the project?

A (3)

Start D (2)

B (7) F (2)

E (2)C (3)

End

Schedule Management

17Critical Path

A path through a Network Diagram is a sequence of activities connecting the start and finish.What are the paths through the Network Diagram below?

The critical path in a Network Diagram is the shortest time a project can take from start to finish.

This is also the longest path through the Network Diagram.

Schedule Management

18Critical Path Example

A (3)

Start D (2)

(7) F (2)

E (2)C (3)

End

What is the critical path through the Network Diagram below?

How long is the critical path? BF=9How long will the project take? 9 weeks

Activity durations are in weeks.

Schedule Management

19Network Diagram Exercise

a) Sketch out a Network Diagram (PERT Chart) based upon the following activity durations and dependencies:1. Design

1.1. Design Product 15 Days None1.2. Obtain Approval for Design 5 Days 1.1

2. Development2.1. Hardware

2.1.1. Evaluate & Select Vendors 4 days 12.1.2. Procure Hardware 3 days 2.1.12.1.3. Test Hardware 10 days 2.1.2

2.2. Software2.2.1. Design Software 15 days 12.2.2. Write Software 25 days 2.2.12.2.3. Test Software 9 days 2.2.2

2.3. Integration2.3.1. Integrate Hardware & Software 20 days 2.1, 2.2

3. Site Implementation3.1. Prepare Site 4 days 13.2. Site Installation 5 days 2, 3.1

b) Identify the critical path on your Network Diagram.c) Estimate the Project Duration.

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20Float

An activity on the critical path has no float. An activity not on the critical path may be started at any time

within a certain interval. This interval is the float for that task.

Time

ScheduleActivities

F

B

D

A

C

E

Starting every task as late as possible is seldom the best

strategy.Why?

Schedule Management

21Lengthening the Critical Path

Allocating Resources to activities can lengthen the critical path, due to: Availability Suitability Less than 100% utilization

Time

Activities

F

B

D

A

C

E

Time

Ahmed

Brenda

Chris

F

B

D

A

C

E

GANTT Chart Resource Bar Chart

Vacation

Training

Schedule Management

22Shortening the Critical Path

Fast Tracking starts one activity before a predecessor is complete (at more risk).

Crashing the Project shortens tasks on the critical path by allocating more resources to them (at more cost). Doubling the staff does not halve the time!

Time

Ahmed

Brenda

Chris

F

B

D

A

C

E

Crashed Project

Vacation

Training

Time

Ahmed

Brenda

Chris

Delia

F

B D

A

C

E

Vacation

Training

B

Schedule Management

23Now what?

We have an estimate on each task We have a network diagram of the tasks and we

know the dependencies We know how much time the team will spend on the

project each week Now commit to the tasks that will be done each

week; this will be your baseline Teams will exceed their estimates or might be

pleasantly surprised that their estimate was right Throughout this course think about how you would estimate

better in the future or what you did to a solid estimate

Schedule Management

24Lessons Learned

Now that you put together a schedule, can you get to all the scope defined from last week?

You now need to explain to the customer what can and cannot be done based on this week’s lesson

Imagine if you were talking to a customer last week – would you have thought all that work was able to be done in the semester?

Now we are seeing how decisions from the prior week interrelate with other processes.