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Project Management &Project Management

SoftwareYale Braunstein

School of Information Management & Systems

UC Berkeley

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Getting started Think in terms of tasks & resources

Tasks should be easily defined There should be a “reasonable” number

of tasks Task properties: duration, predecessors,

etc. “Critical” tasks Milestones Summary tasks (optional, but useful) Assign resource(s) to each task

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Sample sets of tasks - 1 This example is adapted from a project a few years ago.

It includes tasks that are “do it” and “analyze it” in nature. (Tasks are not in chronological order.)

1. Create master stock element records for all current stock elements. 2. Transfer stock elements on neg to analog video. 3. Link videotapes' metadata to master stock records. 4. Progress report due in IS208. 5. Develop plan to link metadata for existing high-res digital versions of stock elements to master records in template database. 6. Analyze possible low-res movie file standards. 7. Decide on low-res movie file standard to be used in new system. 8. Create low-res movie files of all existing analog video and/or high-res digital copies of stock elements. 9. Final report due in IS208 10. Compare in-house asset management system development with purchase of 3rd-party software. 11. Migrate data from template database to newly developed database. 12. Begin testing usability and accuracy of new system. 13. Publish new stock elements database on company intranet .

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Sample sets of tasks – 2a Meet with client and decide on scope of project Develop information gathering plan Design survey Get authorization for survey Pilot-test survey Revise survey Select sample for survey Administer survey Analyze survey results Compile list of candidate systems Develop template for comparing alternatives Decide on "short list" Do detailed technical analysis of alternatives Do detailed cost analysis of alternatives

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Sample sets of tasks – 2b Tasks (continued)

Draft comparative sections of report Revise comparative sections of report Write implementation plan Write evaluation plan Write final report Prepare oral presentation

And here are the milestones: Submit information gathering protocol and instrument Submit progress report Submit economic feasibility report Submit process diagram(s) Submit final report Give oral presentation

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Project 2000 “project map”

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Project 98 “project map”

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A Non-linear View

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Planning Phase

Analysis Phase

Design Phase

Implementation Phase

2: SystemRequest

2: FeasibilityAnalysis

3: Work Plan

3: Staffing Plan

3: Risk Assessment

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4: AnalysisPlan

5: As-Is System Summary

6: As-Is Use Cases

6: As-Is Process Model

7: As-Is Data Model

5: To-Be System Concept

6: To-Be Use Cases

6: To-Be Process Model

7: To-Be Data Model

5: ImprovementOpportunities

8: Physical ProcessModel

8: Physical DataModel

9: Infrastructure Design

9: Network Model

9: Hardware/SoftwareSpecifications

9: Security Plan

10: Interface Structure

10: Interface Standards

11:User Interface Template

11: User Interface Design

12: Data Storage Design

13: Program Structure

13: Program Specifications

8: Revised Use Cases

14: Test Plan

14: User Documentation

14: Tested System

8: DesignPlan

15: Conversion Plan

15: Change Management Plan

15: Support Plan

Delivered System14: Programs

Project Assessment

3: Charter3: Standards

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Using MS Project

Initial steps Set initial parameters Enter tasks Link tasks Enter resources Assign resources to tasks

Additional steps Enter milestones Enter fixed costs

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Analysis with MS Project

Look at Critical Path & identify slack Use MS Project's "Gantt Chart Wizard"

Check if resource used more than 100%

Group tasks; Split tasks

Remember baselines

Customize printouts

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Track progress with MS Project

Several alternatives Enter % completed Enter time to complete Enter date completed

(more than one is allowed)

Choose additional reports

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Determine the Critical Path

What is the critical path? The critical path is the series of tasks (or

even a single task) that dictates the calculated finish date of the project. That is, when the last task in the critical path is completed, the project is completed.

If it's important for your project to finish on schedule, pay close attention to the tasks on the critical path and the resources assigned to them. These elements determine whether your project will finish on time.

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Critical Path - continued

The series of tasks are generally interrelated by task dependencies. Although there are likely to be many such networks of tasks throughout your project plan, the network finishing the latest is the project's critical path.

Note that the critical path can change from one series of tasks to another as you progress through the schedule. The critical path can change as critical tasks are completed, or tasks in another series of tasks are delayed. There is always one overall critical path for any project schedule. The new critical path then becomes the series of tasks you track more closely to ensure the finish date you want.

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Gantt chart

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Tracking Gantt chart

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The critical path

Using the PERT Chart view

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The critical path

Using View / More Views / Detail Gantt