Project management part 2

Project ManagementPart 2

Plan Schedule Management

“The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.”(PMBOK 6.1)

©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

Define Activities

“The process of identifying and documenting the specific actions to be performed to produce the project deliverables.”(PMBOK 6.2)

Activities are usually derived from the lowest level of the project WBS.

Project activities may also be called tasks, work packages, “stories,” or other names.


Document Activity Information

• Identify a single owner for each task

• Clearly define the output deliverables of each

project task

• Document key assumptions for all tasks

• Collect and store all task data

Activity Ownership

Ownership: Many owners = No owner

• Assign one, and only one, owner per task

• Owners plan, estimate, monitor and report task

data

• Owners are not necessarily „doers‟

Activity Staffing

In addition to the activity owner, determine allcontributors expected to participate in thework.

Capture: • Names• Roles and skills• Availability

Measurable Deliverables

• Owners specify the deliverable(s) for each lowest-level task

• Define the deliverables clearly

• Tasks with several deliverables may need further break down

• Determine measures and completion criteria

• Capture key assumptions

Project MilestonesIn addition to activities, projects also contain milestones, which are “moments in time” and have no (or almost no) work or duration. Examples of milestones:

• Project start

• Project end

• Life cycle transitions or phase gates

• Significant events or decisions

• Links between projects

Also document all project milestones.

Sequence Activities“The process of identifying and documenting relationships among the project activities.” (PMBOK 6.3)

• Dependency relationships generally follow work flow.

• Every identified activity must precede another activity (or milestone).

• Every identified activity must follow another activity (or milestone).

• Activity linkages are based on logic, not dates.

Determine and thoroughly document all project activity dependencies.©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

Finish-to-Start Dependencies

The predecessor activity must completed before the

successor activity can begin. This is by far the most common

linkage type.

For example:

When linking activities, always check for activities in between

that you may have missed, and add them to the WBS.

Install Electricity

Test Equipment

Start-to-Start DependenciesTwo (or more) activities in the project must start

simultaneously. For most projects, this dependency

type is not common.

For example:

Monitor test

Conduct test

Finish-to-Finish Dependencies

The finish of one (or more) project activities is constrained by

the completion of another activity. Also relatively rare, but

occurs when activity deliverables need to be used or combined

promptly because they will change (cool, dry, harden, etc.).

For example:

Set the support posts

Pour the concrete

Start-to-Finish Dependencies

This type of dependency is defined mostly for symmetry.

There are few, if any, cases best modeled using it in

typical projects.

For example:

Go live with new system

Operate the legacy system

Dependency Leads and LagsLeads provide overlap dependencies. Leads often occur

in “compressed” schedules.

Design Application

Note: The visibility of logical work flow is concealed.

Lead = 2 weeks

Write Software

2.3-8

Lags are a delay in a dependency.

Paint the first coatLag = 1 day

Paint the second coat

Sequencing Continuity

Ensure that all activities (and milestones) are part of a continuous workflow that extends back to the project start and forward to the project end.

• Most linkages are finish-to-start (default for tools).

• Avoid most use of “fixed date” logic.

• Find and fix all workflow gaps.

Visit Customers

Analyze Data

Specify Product

S

EMissing dependency

Project Estimation Terms

Effort: Total personal time spent working on a activity

Duration: Workdays required to complete a activity

Calendar time: Total number of days on the calendar to complete a activity

Estimate Activity Durations“The process of estimating the number of work periods needed to complete individual activities with estimated resources.” (PMBOK 6.5)

– Initial duration estimates relate to project time management.

– Calendar duration estimates include both workdays and non-workdays

– Effort (resource) estimates relate to project cost, and are measured in “person hours” or similar units. Effort and duration estimates must be consistent.


Initial Duration Estimates

Initial project estimates are:

• Best provided by task owners

• Based on activity details:• Duration estimates are based on history• Effort assessments are based on staffing assumptions

Project Estimates

Estimates

Project

Information

Activity

InformationAssumptions

Estimating Process

Archived

Metrics

Activity Estimates

Project

Specifics

People and

Teams

Non-Project

Factors

Good estimates take into account:

• History base

• Project specifics

• People and team variables

• Non-project factors

History

Base

Duration

Estimates

Calendar

TimeEffort

Estimates

3-Point Estimates

TIME

tpteto

1% 50% 99%

0 tm

te

tp

tm

4

6

to

to = “Optimistic” estimate

tm = “Most likely” estimate

tp = “Pessimistic” estimate

te = “Expected” estimate

3-point estimates originated with “PERT” (Program Evaluation and Review Technique), and can help account for risk.

Activity Information DatabaseWBS

Code

Task

Owner

Completion

CriteriaTask

Name

Duration

Estimate

Task information such as this may be documented in a project

scheduling tool, in a spreadsheet, a notebook, or a file cabinet...

3.2 ABC XYZNo testing

errors

Write

Software

15 days

2.3-2

“The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.” (PMBoK 6.6)

Initial schedules are based on bottom-up analysis of workflow, not on arbitrary date targets.

Formats:• Network or precedence diagrams emphasize logical relationships.

• Bar or Gantt diagrams display timing.

Develop Schedule


Create Network Diagrams

2.5

Develop

Test Plan

7 d

2.4

Document

System

5 d

2.3 Design System 15 d

3.1

Build

Hardware

10 d

3.2

Write

Software

8 d

3.4

Assemble

Prototype

18 d

. . .. . .

Initial network precedence diagrams can use sticky notes and penciled arrows to show the project as sequences of defined activities and milestones.

Create Bar or Gantt Charts


Analyze Project Critical Path (Critical Path Method—CPM)

= Critical path task

• A Critical Path (CP) network path with the longest duration.

• Any CP activity slip will delay the project.

• To shorten the schedule, you must shorten the CP.

• CP focuses management analysis and tracking.

2.3-14

= Non-critical path task

Start End

Critical Path Analysis

• The project critical path (or paths) is the longest, and least flexible, path through the network.

• To determine:• Calculate the early schedule using forward path analysis.• Calculate the late schedule using backward path analysis.

• The calculated difference between Late and Early schedules = Float, or Slack.

• Non-critical tasks have a positive float, showing flexibility.

• Critical tasks have no (or negative) float.

2.3-13

CPM ExampleWork Days

Task C (5 days)

Start End

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Task A (5 days)

Task B (10 days)

2.3-15

ES= EF=

Task A

DUR=5 FI=

LS= LF=

ES=1 EF=1

Start

DUR=0 FI=

LS= LF=

ES= EF=

Task B

DUR=10 FI=

LS= LF=

ES= EF=

End

DUR=0 FI=

LS= LF=

ES= EF=

Task C

DUR=5 FI=

LS= LF=

1 5 6 15

1 5

15 15

15 15

6 15

11 15

1 5

1 1

0

10

0 0

0

Plan Human Resource Management

“The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.” (PMBOK 9.1)

Develop:

• Updated staffing roster (from project initiation)

• Responsibility analysis

• Strategy for managing resources©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

Roles and Responsibilities


Delegating Responsibility

Ownership: Many owners = No owner

• Assign one, and only one, owner for each defined project activity.

• Owners plan, initially estimate, monitor, and report on activities.

• Owners are not necessarily “doers.”

Analyze Responsibilities

Responsibility Assignment Matrix (RAM) in RACI format

ActivitiesStaff

Hawkeye Margaret Trapper Radar TBA

Activity

1.1.1A R C R

Activity

1.1.2C A

Activity

1.2.1R A C RRR

Activity

1.2.2C R R A

RACI Matrix Definitions

Define “RACI” roles for project work for each defined activity:

• R: Responsible (Contributor, does work)

• A: Accountable (Owner—one “A” per activity)

• C: Consulted (Approvers, decision makers)

• I: Informed (Receives information)

Include a “TBA” column in a RACI analysis to track staffing or other unmet needs.

Estimates for Staffing

When estimating effort, consider:

• Skills and experience of staff

• Availability

• Competing priorities

• Number of hours per day for project work

• Interruptions

• Team communications and meetings

• Geographic separation

• Other work factors

Consider Non-Project Factors

• Holidays and paid time off

• Scheduled vacations

• Off-site meetings

• Other responsibilities

• Equipment downtime

• Scheduled sick leave

• …

Assess Resource Timing

2.4-4

March 7 March 14 March 21 March 28 April 4 . . .

Hawkeye Pierce 20 23 45 25 3

B. J. Hunnicut 4 4 4 4 4

Charles Winchester 12 12 12 12 12

Radar O’Reilly 80 80 90 168 70

Margaret Hoolihan 26 26 26 26 26

Example using a spreadsheet:

Using the project workflow analysis, “stack up” all effort estimates to determine

staffing overcommitments.

Project management scheduling tools may be useful for complex projects.

Resource histograms can be generated If staffing and activity data are accurately

entered.

Estimate Other Resources

• Contract staffing

• Materials

• Equipment

• Travel

• Services required

• Other direct project expenses

Plan Cost Management

“The process that establishes the policies, procedures, and documentation for planning, managing, executing, and controlling project costs.” (PMBOK 7.1)


Estimate Costs

“The process of developing an approximation of the monetary resources needed to complete project activities.” (PMBOK 7.2)

Use the quantities estimated for each identified resource (hours, days, kilograms, pages, scheduled trips, etc.) to calculate the cost for each to the project.


Activity Cost Estimates

Includes the cost of staff effort assessed for each activity as part of duration analysis, plus:

• Outsourcing costs (Contract fees, Potential penalties…)

• Hardware and other equipment purchases

• Charges for use of shared or rented equipment

• Supplies and required components

• Software acquisition and licenses

• Communications: Audio, Video, Computer networking

• Services: Shipping costs, Duplicating, Printing, etc.

• Travel expenses

• Other direct expenses

Types of Cost Estimates• Rough Order of Magnitude (ROM) estimates

– Made without any detailed engineering data

– May use past experience

– Accuracy ± (25-75)% within the scope of the project

• Plan (or budgetary) estimates– Prepared from initial plans

– Based on WBS

– Accuracy ± (10-25)%

• Definitive (or detailed) estimates– Prepared from well-defined engineering data, vendor quotes, unit

prices, etc.

– Based on analysis of specific WBS low-level activities

– Accuracy ± (5-10)%

Determine Budget

“The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.” (PMBOK 7.3)

Sum all estimated costs required for each project activity to determine the overall bottom-up assessed cost of the project.


Overall Project BudgetAn overall bottom-up project budget includes:

• Costs estimated for every defined project activity

• Any additional direct expenses that will be carried by the project (overhead, etc.)

• All management cost reserve or contingency funding allocated to the project

For tracking and analysis, all costs may be apportioned to lowest-level WBS activities.

Thank [email protected]

Project management part 2

Leadership & Management

Transcript of Project management part 2