project management x470 project baseline (scope, time)

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


PMBOK Guide Knowledge PMBOK Guide Knowledge AreasAreas

Scope Time

HumanResource

Cost

Quality

Risk

Procurement Integration

Communication


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


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


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


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


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


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


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


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


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


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


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


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


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


Project Flexibility MatrixProject Flexibility Matrix

HighHigh MediumMedium LowLow

TimeTime10

Least

CostCost2

Most

ScopeScope 55

Scope StatementScope Statement


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


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


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


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


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



Map Project Lifecycle ApproachesMap Project Lifecycle Approaches

GOAL


UNCLEAR

UNCLEARCLEAR

Extreme

Adaptive

Iterative

Incremental

Linear



Lifecycle Approaches Impact to Lifecycle Approaches Impact to Uncertainty & ComplexityUncertainty & Complexity

GOAL


UNCLEAR

UNCLEARCLEAR

Extreme

Adaptive

Iterative

Incremental

Linear

UNCERTAINTY & COMPLEXITY INCREASES



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



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 !!!!!



Linear Project LifecycleLinear Project Lifecycle


Iterative Project LifecycleIterative Project Lifecycle


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?


W W orkork

B B reakdownreakdown

S S tructuretructure


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:


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!


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


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


WBS TemplateWBS TemplateProject Name

Phase 1 Phase 2 Phase N

Deliverable1

Deliverable2

DeliverableN-1

DeliverableN

Product Scope

Project Scope


Scope StatementScope Statement WBSWBS WBS DictionaryWBS Dictionary

Scope BaselineScope Baseline


Bank Network Migration WBSBank Network Migration WBS


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?


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)


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)


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


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


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


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


Precedence NetworkPrecedence Network

EarlyStart

DurationEarlyFinish

Late Start SlackLate

Finish

A

EarlyStart

DurationEarlyFinish


Finish

C

EarlyStart

DurationEarlyFinish


Finish

B

EarlyStart

DurationEarlyFinish


Finish

E

EarlyStart

DurationEarlyFinish


Finish

D

EarlyStart

DurationEarlyFinish


Finish

F

ActivityActivity Preceding Preceding ActivityActivity

AA

BB AA

CC AA

DD BB

EE C, DC, D

FF EE


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


Precedence RelationshipsPrecedence Relationships

Cook Turkey

Network Rqmts

Network Design

Bake Yams

FINISH-TO-FINISH

PERCENT COMPLETE

FINISHFINISH

20 %

50 %


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.


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


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


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


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


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


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


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


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)


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


Estimating Activity Estimating Activity DurationDuration

Expert judgmentExpert judgment Analogous estimatingAnalogous estimating Quantitatively based Quantitatively based

durationsdurations Reserve time (contingency)Reserve time (contingency)


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”


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


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


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


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


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


Best Practices SummaryBest Practices Summary

Use Scope Statement / WBS to baseline project scope

Develop a project schedule to baseline project time

project management x470 project baseline (scope, time)

Documents

project processesprojects

indexthink teamthink

resultthink teamthink

project teamauthorizes

pmbok guide layoutsection

vendor contracts

change requestsupdates

work results