lecturer 3

Engineering Project Management

EE019-3.5-3

Project Planning (1)– Scope Planning

EE019-3.5-3-EPM Project Planning (1)

Project Management Processes

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Adapted from PMBOK Guide


Project Planning

• Determine/prepare project objectives• Statement of Work / Scope Statement• Prepare a Work Breakdown Structure• Establish project policies and procedures• Prepare a schedule to accomplish activities• Establish project budget• Determine the quality policies

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Project Planning (Cont.)

• Organize the project team• Determine the information/communications needs• Risks management planning

Prepare a project plan

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Why Plan?

• To eliminate or reduce uncertainty

• To guide project execution

• To document project planning assumptions, constraints and decisions

• To gain better understanding of the objectives

• To provide a basis for monitoring and controlling work

• To facilitate communication

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Project Plan

• A formal and approved document used to control projectexecution.

• The project manager is responsible for preparing andmaintaining the plan.

• When the plan is completed, it should be submitted tothe project stakeholders for approval and sign-off.

• Once the plan is approved, the project manager has theauthority to execute and control the project.

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Typical Contents of a Project Plan

• PM approach or strategy• Scope Statement /

Statement of Work• WBS• Cost estimates• Scheduled start and finish

dates• Responsibility

assignment

• Performance measurement baselines (triple constraints)

• Major milestones and target dates

• Key risks• Key or required staff• Open issues• Subsidiary plans (e.g.

communication, quality, etc)

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Scope Statement / Statement of Work

• Describes the project deliverables and the work requiredto create those deliverables.

• Includes:– Project objectives and scope description– Project acceptance criteria– Project deliverables

• List of subproducts– Project exclusions– Project constraints and assumptions

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Scope Statement / Statement of Work (Cont.)

– Project objectives• Quantifiable criteria that must be met for the

project to be considered successful• Basis for the project’s functional and technical

requirements• Objectives should be “SMART”

SpecificMeasurableAchievableRelevant / RealisticTime constrained

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Work Breakdown Structure (WBS)

• A WBS is a deliverable-oriented hierarchicaldecomposition of the work to be executed by the projectteam to accomplish the project objectives and create therequired deliverables.– Deliverable-oriented grouping of project elements

• Organizes and defines the project scope• Shows how the work will be done• Provide a way to measure success• Any work not in the WBS is not in the project.

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Importance of WBS

• A WBS is the framework from which:– Total project can be described as a summation of its

parts– Planning can be performed– Costs and budgets can be established– Time, cost and performance can be tracked– Scheduling, tracking and controlling can be

established– Responsibility and resources for each work package

can be assigned– Risks and issues can be identified

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Using the WBS

• Use the WBS to develop:– Responsibility assignment matrices– Networks– Cost estimates– Risk analysis– Organizational structure– Reporting requirements– Project control systems

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Create WBS

• Create WBS is the process of subdividing projectdeliverables and project work into smaller, moremanageable components.

• Decomposition– Subdivision of project deliverables into smaller, more

manageable components until the work anddeliverables are defined to the work package level.

• Templates– Reuse WBS’s from similar projects

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Create WBS (Cont.)

• Work package– Lowest level in the WBS– Supports the scope statement– Cost and activity duration can be estimated and

managed

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Sample WBS Decomposition (Graphical)

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Sample WBS Decomposition(Tabular List)

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1.0.0 House Project 1.1.0 Civil

1.1.1 Foundation

1.1.2 Walls and roof

1.2.0 Plumbing 1.2.1 Piping

1.2.2 Sewerage

1.3.0 Electrical 1.3.1 Wiring

1.3.2 Appliances


Building a WBS

• Top-down approach– Begin at the phase or

sub-project level– Break down large pieces

into components– Break down components

into sub-components– Continue the process

until the desired level of control is reached

• Bottom-up approach– Team members identify

as many tasks as possible

– Tasks are aggregated and presented to the entire team

– Tasks are identified for all inputs and deliverables

– Tasks are organized according to their logical summary or parent activity

Slide 17


Group Activity (WBS Construction)

You have completed your engineering degree programmeand you have decided to host a dinner party for celebration.

Prepare a three level WBS for the dinner party.

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Group Activity (WBS Construction) – Sample Solution

Slide 19

Dinner Party

1.0

House Guest List Food and Beverage Project Mgmt.

1.1 1.2 1.3 1.4

Decoration Tables Food Drinks

1.1.1 1.1.2 1.3.1 1.3.2


The End

Slide 20


EE019-3.5-3

Project Planning (2)- Scheduling


WBS ExerciseFollowing is a list of tasks to be performed for a camping trip. Draw a WBS that places the tasks in their proper relationship to one another.

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Arrange for supplies and equipment.Select camp site.Make site preparations.Make site reservation.Arrange time off from work.Select route to site.

Identify source of supplies and equipment.Prepare menu for meals..Load car.Pack suitcases.Purchase supplies.Arrange camping trip (project).


WBS Solution

WBS for camping trip

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Slide 4


Define Activities

• The process for identifying the specific activities to beperformed to produce the project deliverables identifiedin the WBS.

• Project work packages are decomposed into smallercomponents called activities that represent the worknecessary to complete the work package.

• Activities provide a basis for estimating, scheduling,executing, and monitoring and controlling the projectwork.

Slide 5


WBS, Work Packages and Activities

Slide 6

Level 1

Level 2

Level 3

- Design- Procure- Installation- Testing

Activities


Activity List

• Includes all activities to be performed on the project.• Should be organized as an extension to the WBS.• Includes work descriptions of each activity to ensure

project members know how/what work to be done.

Slide 7


Exercise

Define the activities for the below WBS to host a dinnerparty.

Slide 8

Dinner Party

1.0

House Guest List Food and Beverage Project Mgmt.

1.1 1.2 1.3 1.4


Sample Solution

Dinner Party1.0

House Guest List Food and Beverage Project Mgmt.1.1 1.2 1.3 1.4

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Decorate house Prepare guest list Select menu Shopping listSet table Invite guests Shop for food Establish budgetClean up after party Accept RSVP Shop for drinks

Prepare foodRefrigerate drinksEat dinner


Activity Sequencing

• The process of identifying and documentingrelationship/dependencies among the project activities.

• Activities are sequenced using logical relationships.• Lead/lag time between activities may be necessary.

Project Network Diagram

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Project Network Diagram

• A schematic display of project activities.• Shows the logical relationships (dependencies) among

activities.• Drawn from left to right to reflect project chronology.

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WBS and Network Diagram

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WBS 1.0

1.1

1.1.1 1.1.2

1.2

1.2.1 1.2.2

1.3

1.3.1 1.3.2

Start

1.2.1 1.3.1 1.3.2

Finish

1.2.21.1.21.1.1


Guidelines in Preparing a Network Diagram

• There is a starting point.• There is an ending point.• All activities have predecessors.• All activities have successors.

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Activity Sequencing Tools and Techniques

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Arrow Diagramming Method (ADM)

• This scheduling technique is called Activity-On-Arrow(AOA).

• Uses arrows to represent activities and connects them atnodes to show dependencies.

• Only uses finish-to-start relationship.• More than one time estimate can be used.• May require use of dummy activities to define logical

relationships.

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Exercise - Arrow Diagramming Method (ADM)

• Group activity

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Dinner Party

1.0

Project Mgmt. House Food and Drinks

1.1 1.2 1.3

Shopping list Set table Shop for food

Clean up after party Shop for drinks

Prepare food

Refrigerate drinks

Eat dinner


Solution - Arrow Diagramming Method (ADM)

Slide 17

S FShopping

ListClean

Up

EatDinner

Shop for Food

Prepare Food

Refrigerate DrinksShop for Drinks

Set Table


Precedence Diagramming Method (PDM)

• This scheduling technique is called Activity-On-Node(AON).

• Nodes represent activities.• Activities connected with arrows that show

dependencies.• One time estimate used.• Method used by most project managers.

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Precedence Diagramming Method (PDM) (Cont.)

• Four types of dependencies (precedence relationships):– Finish-to-start– Finish-to-finish– Start-to-start– Start-to-finish

Slide 19


Exercise - Precedence Diagramming Method (PDM)

• Group activity

Slide 20

Dinner Party

1.0

Project Mgmt. House Food and Drinks

1.1 1.2 1.3

Shopping list Set table Shop for food

Clean up after party Shop for drinks

Prepare food

Refrigerate drinks

Eat dinner


Solution - Preceding Diagramming Method (PDM)

Slide 21

S ShoppingList

CleanUp

EatDinner

SetTable

PrepareFood

Shop forFood

RefrigerateDrinks

Shop for Drinks

F


Task Relationships

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Activity Duration Estimating

• The process of approximating the number of workperiods needed to complete individual activities withestimated resources.

• Uses information on activity scope of work andresources.

• The amount of work effort required to complete theactivity is estimated and the amount of resources to beapplied to complete the activity is estimated; and theseare used to estimate the work periods (activity duration).

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Activity Duration Estimating Techniques

• Tools and techniques:– Expert judgment– Analogous estimating– Parametric estimating (quantitative factoring based)– Three-point estimates (originated from PERT)

Activity duration estimates

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The End

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EE019-3.5-3




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Develop Schedule

• The process of analyzing activity sequences, durations, resource requirements and schedule constraints to create the project schedule.

• Start and finish dates for project activities are determined.

Project schedule network diagram, Bar chart (Gantt chart), Milestone chart

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Critical Path Method (CPM)

• Calculates a single deterministic early and late start and finish date for each activity.

• A single duration estimate per activity.• Focus is on calculating float

– To determine which activities have the least scheduling flexibility

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Critical Path Method (Cont.)

• Schedule dates:– Early Start (ES)

Earliest date that an activity can start‒ Early Finish (EF)

Earliest date that an activity can finish‒ Late Start (LS)

Latest date that an activity can be started‒ Late Finish (LF)

Latest date that an activity can be finished

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PDM Node

• Each activity in the PDM network diagram is represented by a node

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ES EFActivity

Duration

LS LF


Forward Pass – Computing ES and EF

• Set ES of the first activity to zero• Then, EF = ES + Duration• Set ES of next activity to EF of the

preceding activity• For multiple preceding activities, select the

largest EF to be the ES

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Forward Pass - Example

Activity ID Preceding DurationActivity (days)

A1 Start 2A2 A1 2A3 A1 1A4 A2 4A5 A3 2A6 A4, A5 2

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Forward Pass – Example (Cont.)

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Backward Pass – Computing LS and LF

• Set LF of last activity to EF of last activity• Then, LS = LF – Duration• Set LF of preceding activity to LS of the

successor activity• For multiple successor activities, select the

smallest LS to be the LF

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Backward Pass - Example

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Individual Exercise – Forward Pass & Backward Pass

• Compute the forward and backward pass for the following WBS.

Slide 12

Activity ID Preceding DurationActivity (days)

A Start 8B A 12C A 16D B 14E C 13F C 19G D 8H D, E 14I F, G, H 12


Individual Exercise – Forward Pass & Backward Pass

(Solution)

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Float / Slack

• Calculate by:Float = LF – EFFloat = LS – ES

• Float > 0 → Time is available• Float = 0 → Critical situation• Float < 0 → Project is behind

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Critical Path

• Longest path through the network• Used to determine the overall duration of

the project• Float less than or equal to 0• Shortest time to complete the project• Activities on the critical path are called

“critical activities”.

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Critical Path - Example

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Individual Exercise – Critical Path

• Determine the critical path for the previous exercise.

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Individual Exercise – Critical Path (Solution)

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F = 0

F = 0

F = 8

F = 0

F = 0F = 0

F = 9F = 3F = 3


Lag and Lead Times

• Lag Time:– Modifying a logical

relationship to direct a delay in the successor task

• Lead Time:– Modifying a logical

relationship to direct an acceleration of the time successor task

Slide 19

A

B

- 2A

B

+ 3


Imposed Dates

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Fixed EarlyStart

Fixed EarlyFinish

Fixed LateStart

Fixed LateFinish

Finish NotLater Than

Start NotLater Than

Finish NotEarlier Than

Start NotEarlier Than


EE019-3.5-3




Slide 2


Project Schedule

• The project schedule includes the planned start date and planned finish date for each activity.

• Often presented graphically:– Project schedule network diagram with date

information added– Bar chart (Gantt chart)– Milestone chart

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Project Schedule Network Diagram

• Project network diagram with date information added.• Usually show both the project logic and the project’s

critical path activities.

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Gantt Chart

• Also known as bar chart.• Shows activity start and end dates, as well

as the expected duration.• Displays activities over a time scale.• Relatively easy to read and most

frequently used.

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Gantt Chart (Cont.)

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Gantt Chart (Cont.)

• Strength:– Shows start/finish and

duration of activities– Can show optimal plan,

resource-constrained schedule and progress on one chart

– Easiest schedule to develop

– Most understandable for people without formal project management training

• Weaknesses:– Dependencies among

activities may not be effectively illustrated and hard to identify

– Difficult to show different sets of dates such as plan vs. actual

– Resource assignments are difficult to depict

– Lack of information on the chart does not facilitate analysis

Slide 7


Milestone and Milestone Chart

• Milestones are:– Activities or tasks of zero duration– Used to show significant project events– Used to show achievement in terms of the task, money

or time– Example of a milestone: completion date of a major

deliverable• Milestone chart:

– Similar to bar chart– A summary-level chart of major milestones in the project– Identifies the scheduled start or completion of major

deliverablesSlide 8


Milestone Chart

Slide 9


Gantt Chart & Milestone Chart

Slide 10


Individual Exercise – Project Schedule

• Develop the Gantt chart for the project with the below network diagram.

Slide 11


Individual Exercise – Project Schedule (Solution)

Slide 12

lecturer 3

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