Project Planning Scheduling
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Transcript of Project Planning Scheduling
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0011 0010 1010 1101 0001 0100 1011
Project Management Orientation Program Project Planning & Scheduling Basics
Sadhanandavel R
Dheenadayalan S
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Projects happen in two ways:
a)Planned and then executed or b) Executed, stopped, planned
and then executed.
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0011 0010 1010 1101 0001 0100 1011• Develop Project Management Plan
• Define the Scope and Create the WBS
• Sequence the activities, Estimate the duration and Create the
Schedule
• Identify the Risks and Plan the Responses
• Estimate the Costs
• Plan the Human Resources, Purchases
• Plan the Communication
Planning
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0011 0010 1010 1101 0001 0100 1011• Describes the Project Management Processes used by the Project
Team
• If the processes differ from Organization’s standards, the details of
Project Specific Processes
• Project Team Structure
• Roles and Responsibilities of Project Team
• Communication needs – Status Reports, Review Meetings,
Escalation Matrix
PLANNING > Project Management Plan
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0011 0010 1010 1101 0001 0100 1011• Defines the Project Life Cycle
• Describes management of:
• Risk – Risk Dimensions, Approach to Risk Management
• Change Control – Change Control Process
• Configuration – Details of version control mechanisms
• Quality – Project Metrics; Quality Audits
PLANNING > Project Management Plan
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0011 0010 1010 1101 0001 0100 1011• Integrates all the plans in one place
• Subsidiary plans are developed separately also
• PMP is different from Schedule
• Some plans include Earned Value Management
PLANNING > Project Management Plan
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0011 0010 1010 1101 0001 0100 1011• Product Scope – The functions and features of the product
• Project Scope – The work associated in the delivery of the product
of the project with specified
• Methods for defining scope vary from industry to industry
• In Software, product scope is defined in SRS and Project Scope is
defined in Project Plan, WBS
• Document Assumptions/Constraints
Planning > Scope Definition
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0011 0010 1010 1101 0001 0100 1011• Define the Deliverables of the Project – SRS, Project Plan, Design
Specs, Test Plans, Test Cases, User Documents, Tested Product
etc.
• Define the related work - Deployment on Client Servers, User
Training, Online Support etc.
• Document the Assumptions/Constraints
Planning > Scope Definition > Project Scope
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0011 0010 1010 1101 0001 0100 1011• Define the Functional and Non-functional requirements – Use
Cases, Screen Shots, Process Flow Charts etc
• Define the Technical Requirements – Deployment Architecture,
Technology used, License, Bandwidth requirements, Disaster
Recovery Plan etc.
• A separate Technical Requirements Document may be prepared
• Document the assumptions, constraints
Planning > Scope Definition > Product Scope
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“Assumptions are important sources for Risk Identification!”
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0011 0010 1010 1101 0001 0100 1011• Represents the scope of the project into smaller, manageable
hierarchy of components
• Enables allocation of resources and assignment of responsibilities at
granular levels
• Improves the accuracy of Cost Estimation
• Improves the Cost, Performance Measurement & Control
Planning > Work Breakdown Structure
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Planning > Work Breakdown Structure
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0011 0010 1010 1101 0001 0100 1011• Start at the project goal, and keep breaking down activities until you
get to the smallest task
• Involve the team for identifying the tasks or
• The Sub team approach (agree on level 1 activities, then have sub
teams tackle each activity in detail; then check for duplication and
missed tasks)
Planning > WBS > Top-down Approach
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0011 0010 1010 1101 0001 0100 1011• Agree on the top level activities using the top-down approach
• Then break into teams and brainstorm all the activities you think are
within that overall activity
• Organize the activities, and check for missed tasks and
redundancies
Planning > WBS > Bottom-up Approach
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The top-down approach is more effective for generating a detailed WBS
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0011 0010 1010 1101 0001 0100 1011• The levels of hierarchy varies from project to project
• The division of levels can be based on Product Features (e.g. User
Module), Process (e.g. Requirements)
• The lowest level of the WBS contains items for which the cost can
be tracked
• The items at the lowest level are called Work Packages or Terminal
Elements
Planning > WBS > Levels of Hierarchy
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0011 0010 1010 1101 0001 0100 1011• Do not make it too detailed – Results Micro-Management
• Do not make it less detailed too – Tasks too large to manage
• 8/80 Rule – Thumb Rule says Work Package should be more than 8
and less than 80 hours in duration
• Consider appropriate milestones as Control points as well as for
Status Reporting
• Maintain Standard WBS for the organization based on project types
Planning > WBS > Points To Ponder
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0011 0010 1010 1101 0001 0100 1011• Decomposition – The process of arriving at components for WBS;
Division of project scope into manageable components/activities to
the level of work packages
• Rolling Wave Planning – The process of defining the tasks at a
higher level (due to lack of information) and elaborating them later
based on the clarification of details
Planning > WBS > Terminology
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0011 0010 1010 1101 0001 0100 1011• Develop the list of project activities (WBS/Activity List)
• Sequence the list of project activities
• Determine the relationships between activities
• Estimate the resource requirements for each activity
• Estimate the duration for each activity
• Determine the project duration (start and completion dates)
Scheduling > Steps Involved
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Scheduling > Activity Sequencing
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The resource related dependencies and constraints should not be considered for sequencing the activities
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0011 0010 1010 1101 0001 0100 1011• Identifying the relationships between activities involves the
sequencing plus dependencies between tasks
• There are 4 types of scheduling dependencies
Scheduling > Activity Relationships
Finish to Start
Start to Start Finish to Finish
Start to Finish
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0011 0010 1010 1101 0001 0100 1011• Two widely used diagramming techniques
• Bar / Gantt Charts
• Schedule and progress graphically depicted on a single chart
• Simple and most used scheduling diagram
• Good for Status Reporting
• Network Diagrams
• Identifies activities that control the project length
• Clearly shows the task dependencies
• Shows available float for non-critical activities
Scheduling > Schedule Diagrams
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Scheduling > Gantt Charts
Status Date
Tasks
Plan
Progress
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0011 0010 1010 1101 0001 0100 1011• Two types of network diagramming techniques
• Arrow Diagramming Method
• Precedence Diagramming Method
Scheduling > Network Diagrams
AB
C
D
EF
C E
FA
B D
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0011 0010 1010 1101 0001 0100 1011• Precedence Diagramming Method (PDM)
• Boxes/Nodes represent the activities
• Arrows connect the boxes, show the dependencies
• Also called Activity On Node (AON) method
• PDM uses all the four dependencies (F-S,F-F,S-S,S-F)
• The dependency – Start to Finish – is seldom used
Scheduling > Network Diagrams
C E
FA
B D
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0011 0010 1010 1101 0001 0100 1011• Arrow Diagramming Method (ADM)
• Arrows represent activities
• Arrows connect the nodes for showing dependencies
• Also called Activity on Arrow (AOA) method
• Uses only Finish to Start dependency
• Uses Dummy activities to show logical relationships
Scheduling > Network Diagrams
AB
C
D
EF
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0011 0010 1010 1101 0001 0100 1011• Estimate the resource requirement for each activity
• The information from previous projects will be helpful
• The dependency between tasks should be considered for estimating
the resources
Scheduling > Resource Estimation
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0011 0010 1010 1101 0001 0100 1011• People who are familiar with the work can estimate better
• Organizational Process Assets (Historical Info, Productivity Data etc.)
will be helpful as a reference
• Estimation will be more accurate if it is obtained from more than one
source and averaged
• Consider the availability of a resource for a task. If the resource is
available only 50%, the task will take twice the duration
Scheduling > Duration Estimation
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0011 0010 1010 1101 0001 0100 1011• Two estimating methods : PERT and CPM
• Three time estimates
• Optimistic (O) No risk impacts considered
• Pessimistic (P) Some amount of risk impacts considered
• Most Likely (M) All risk impacts considered
• PERT uses the distribution’s mean to determine individual activity
duration (P + 4M + O) / 6
• CPM uses only one time estimate – Most Likely estimate
Scheduling > Duration Estimation
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0011 0010 1010 1101 0001 0100 1011• A Milestone is an event specifically designated to represent
some meaningful or specified goal that shows progress
• Good Reference for Management Reporting
• Types of Milestones
• Key Milestones – Phase Gates
• Schedule Milestones – Any significant event in the schedule
Scheduling > Milestones
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0011 0010 1010 1101 0001 0100 1011• Lead – A lead in dependency that allows acceleration of successor
activity
• Lag – A lag in dependency directs a delay in the successor activity
Scheduling > Leads & Lags
-5
B
Lag – 3 days delay after A Lead – D accelerated for 5 days
+3
A
C
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0011 0010 1010 1101 0001 0100 1011• The path in a project with the longest duration. The duration of the
Critical Path is earliest completion date for the project
• Critical Path Method (CPM)
• Forward Pass calculates Early Start and Early Finish dates
• Backward Pass calculates Late Start and Late Finish dates
Scheduling > Critical Path
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0011 0010 1010 1101 0001 0100 1011• Early Start (ES)- The earliest date a task can start
• Early Finish (EF)- The earliest date a task can be completed
• Late Start (LS)- The latest date a task can start without delaying the
projects end date
• Late Finish (LF)- The latest date a task can finish without delaying
the projects end date
Scheduling > Early & Late Dates
A 2ES EF
ES EF
LS LF
LS LF
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0011 0010 1010 1101 0001 0100 1011Calculation of Early & Late Dates
•Early Start = EF predecessor + 1
•Early Finish = ES + duration - 1
•Late Start = LF - duration + 1
•Late Finish = LS successor - 1
Scheduling > Early & Late Dates
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0011 0010 1010 1101 0001 0100 1011Forward pass calculates an activity’s early dates
•ES start + duration – 1 = EF
•Purpose of forward pass is to find the Critical Path
Backward pass calculates an activity’s late dates
•LF – duration + 1 = LS
•Purpose of the Backward Pass is to find the slack/float
Scheduling > Forward/Backward Pass
10 A 14
15 5 19
ES EF
LS LF
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0011 0010 1010 1101 0001 0100 1011The amount of time an activity can be delayed or lengthened. Also
called slack.
•Total float - The amount of time an activity can be delayed without
extending the overall project completion time. TF = LS – ES or TF = LF –
EF
•Free Float - The amount of time that an activity can be delayed without
delaying the start or occurrence of any other activity in the schedule
Scheduling > Float
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My Sample Project
Scheduling > Sample Project
Tasks Duration Start End Predecessor
12 days 6-Oct-08 21-Oct-08
Task A 1 day 6-Oct-08 6-Oct-08
Task B 3 days 7-Oct-08 9-Oct-08 A
Task C 2 days 7-Oct-08 8-Oct-08 A
Task D 5 days 10-Oct-08 16-Oct-08 B,C
Task E 3 days 9-Oct-08 13-Oct-08 C
Task F 3 days 17-Oct-08 21-Oct-08 D,E
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My Sample Project
Method
ES of task with no predecessor = 1
EF of task with one predecessor = EF of predecessor + 1
EF of task with multiple predecessors = Max (EF of predecessors) +
1
EF = ES + Task Duration – 1
Critical Path = A-B-D-F
Scheduling > Forward Pass
2 3
C 2
4 6
E 3
10 12
F 3
1 1
A 1
2 4
B 3
5 9
D 5
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My Sample Project
•LF of the last task = EF of the last task
•LS = LF - Duration +1
Scheduling > Backward Pass
2 3
C 2
4 6
E 3
10 12
F 3
1 1
A 1
2 4
B 3
5 9
D 5
LS
1210
LF
ES EF
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My Sample Project
LF of a predecessor = Min (LS of all successors) - 1
Scheduling > Backward Pass
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1 1
A 1
2 4
B 3
5 9
D 5
2 3
C 2
4 6
E 3
10 12
F 310 12
9542
11
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Scheduling > Calculating Float
A
B
C D
E F
Early StartEarly
Finish Late Start Late Finish Free Slack Total Slack
Task A 1 1 1 1 0 0
Task B 2 4 2 4 0 0
Task C 2 3 3 4 0 1
Task D 5 9 5 9 0 0
Task E 4 6 7 9 3 3
Task F 10 12 10 12 0 0
Total Float = LS – ES or LF – EF
Free float = ES (Earliest successor) - EF – 1
or
Free float = Min (ES of successors) – ES - Duration
My Sample Project
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Questions…?
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Thank You