SEN Lab Task

Modeling and Design of your project using:

• Data model: entity-relationship diagram (ERD).

• Functional model:DFD

• Recommended Software: DIA

SEN Lab Task

Management of your project using:

• Work Breakdown Structure Diagram

• Activity Diagram

• Gantt Chart

• PERT Chart

• Network Diagram

• Recommended Software: MS PROJECT

• Analysis and design of your project using following diagrams:• UML Class Diagrams • UML Package Diagrams • UML Object Diagrams • UML Use Case Diagram • UML Sequence Diagram • UML Collaboration Diagrams • UML Statechart Diagrams • UML Activity Diagram • UML Component Diagram• UML Deployment Diagrams • Recommended Software: STAR UML

Management, Control & Reporting QA

Project Concept & DefinitionProject Concept & Definition

Phase or StagePhase or Stage

Mobilis-ation

ProjectEnd

ProjectEnd

ManagementPlanning

ManagementPlanning

P

R

P

R

Benefit Tracking & ManagementBenefit Tracking & Management

Documentation ControlDocumentation Control

Risk ManagementRisk ManagementIssue ManagementIssue Management

Scope & Change ControlScope & Change ControlConfiguration ManagementConfiguration Management

Team building, Collaboration and Internal CommunicationTeam building, Collaboration and Internal CommunicationOrganisational Change ManagementOrganisational Change Management

External CommunicationExternal CommunicationProcurement & AccountingProcurement & Accounting

Subcontractor ManagementSubcontractor Management

Quality ManagementQuality Management

Benefit DeliveryBenefit Delivery

Overview of Project Management

Estimating

Planning

Resourcing

Project Management

• Project Failures

• Project Successes

Project Failure

• Identify reasons that project fail

Reasons for Project Failure

1. Poor project and program management discipline2. Lack of executive-level support3. No linkage to the business strategy4. Wrong team members5. No measures for evaluating the success of the project6. No risk management7. Inability to manage change

Project Success Criteria

• On time

• On budget

• Meeting the goals that have been agreed upon

Iron Triangle

Seven Traits of Good Project Managers

Trait 1Enthusiasm for the project

Trait 2Ability to manage change effectively

Trait 3A tolerant attitude toward ambiguity

Trait 4Team – building and negotiating skills

Seven Traits of Good Project Managers

Trait 5A customer-first orientation

Trait 6Adherence to the priorities of business

Trait 7Knowledge of the industry or technology

Project Management

• Project Management– The “application of knowledge, skills, tools and

techniques to project activities to meet project requirements.”

• 9 Knowledge areas

Integration Management

• Fitting everything together

• Planning

• Project Changes

Project Scope Management

• Clear scope statement

• Prevent scope creep

Project Time Management

• Time and Schedule– Planning– Managing

Project Cost Management

• Manage costs– Out of your control– Competing projects

Project Quality Management

• Planning quality

• Enforcing quality

• Checking quality control

Project Human Resource Management

• Organizational planning

• Staff acquisition

• Making a team

Project Communications Management

• Communication plan

Project Risk Management

• Risk management plan

Project Procurement Management

• Acquisition and contract management

Project Life Cycle

SMART goals

• S – Specific

• M – Measurable

• A – Agreed upon

• R – Realistic

• T – Time related

Risk management

• Identify– Sources of risk

• Funding

• Time

• Staffing

• Customer relations

• Project size and/or complexity

• Overall structure

• Organizational resistance

• External factors

Work Breakdown Structure (WBS)

• Breaks large project into manageable units– Total project– Subprojects– Milestones (completion of an important set of work

packages)– Major activities (summary tasks)– Work packages (tasks, activities, work elements)

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Work Breakdown Structure

WBS

• Helps to:– Identify all work needing to be done – Logically organize work so that is can be scheduled– Assign work to team members– Identify resources needed– Communicate what has to be done– Organize work using milestones

Budgeting

• Budget = People + Resources + Time

Direct & Indirect Costs

• Direct costs – Directly attributed to the project

• Indirect costs– Shared amongst other projects

Types of Budgeting

• Bottom-up

• Top-Down

• Phased

Project Time ManagementProject Time Management

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Complexity of Scheduling Project Activities

• Large number of activities

• Precedence relationships

• Limited time of the project

Importance of Project SchedulesImportance of Project Schedules

Managers often cite delivering projects on time as one of their biggest challenges

Average time overrun from 1995 CHAOS report was 222%

Time has the least amount of flexibility; it passes no matter what

Schedule issues are the main reason for conflicts on projects, especially during the second half of projects

Conflict Intensity over the Life of A ProjectConflict Intensity over the Life of A Project

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

0.40

ProjectFormation

Early Phases Middle Phases End Phases

Co

nfli

ct In

ten

sity

Schedules

Priorities

Manpower

Technical opinions

Procedures

Cost

Personality conflicts

AverageTotal Conflict

Project Time Management ProcessesProject Time Management Processes

Project time management involves the processes required to ensure timely completion of a project, including: Activity definition Activity sequencing Activity duration estimating Schedule development Schedule control

Where Do Schedules Come From? Where Do Schedules Come From?

Defining Activities:Project schedules grow out of the basic

documents that initiate a projectProject charter includes start and end dates and

budget information

Activity definition involves developing a more detailed PLANS and supporting explanations to understand all the work to be done

Activity SequencingActivity Sequencing

Involves reviewing activities and determining dependenciesMandatory dependencies: inherent in the nature of

the work; hard logicOptional dependencies: defined by the project

team; soft logic

We must determine dependencies in order to use critical path analysis

Project Network DiagramsProject Network Diagrams

Project network diagrams are the preferred technique for showing activity sequencing

A project network diagram is a schematic display of the logical relationships among, or sequencing of, project activities

Activity-on-Arrow (AOA) Network DiagramActivity-on-Arrow (AOA) Network Diagram

Arrow Diagramming Method (ADM)Arrow Diagramming Method (ADM)

Also, called activity-on-arrow (AOA) project network diagrams

Activities are represented by arrowsNodes or circles are the starting and ending

points of activitiesCan only show finish-to-start dependencies

Process for Creating AOA DiagramsProcess for Creating AOA Diagrams

1. Find all of the activities that start at node 1. Draw their finish nodes and draw arrows between node 1 and those finish nodes. Put the activity letter or name and duration estimate on the associated arrow

2. Continue drawing the network diagram, working from left to right. Look for bursts and merges. Bursts occur when a single node is followed by two or more activities. A merge occurs when two or more nodes precede a single node

3. Continue drawing the project network diagram until all activities are included on the diagram that have dependencies

4. As a rule of thumb, all arrowheads should face toward the right, and no arrows should cross on an AOA network diagram

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Project Planning When Activity Times are Known

• Inputs– list of the activities that must be completed – activity completion times– activity precedence relationships

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Project Planning When Activity Times are Known continued

• Outputs– graphical representation of project– time to complete project– identification of critical path(s) and activities– activity and path slack– earliest and latest time each activity can be started – earliest and latest time each activity can be completed

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Example

Activity Time Preceded ByA 10 --B 7 --C 5 AD 13 AE 4 B,CF 12 DG 14 E

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Network Diagram

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Early Start and Finish Times

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Latest Start and Finish Times

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Activity Slack Time

TES = earliest start time for activity

TLS = latest start time for activity

TEF = earliest finish time for activity

TLF = latest finish time for activity

Activity Slack = TLS - TES = TLF - TEF

Precedence Diagramming Method (PDM)Precedence Diagramming Method (PDM)

Activities are represented by boxesArrows show relationships between

activitiesMore popular than ADM method and used

by project management softwareBetter at showing different types of

dependencies

Task Dependency TypesTask Dependency Types

Activity Duration EstimatingActivity Duration Estimating

After defining activities and determining their sequence, the next step in time management is duration estimating

Duration includes the actual amount of time worked on an activity plus elapsed time

People doing the work should help create estimates, and an expert should review them

Schedule DevelopmentSchedule Development

Schedule development uses results of the other time management processes to determine the start and end date of the project and its activities

Ultimate goal is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project

Important tools and techniques include Gantt charts, PERT analysis, and critical path analysis

PERT & CPM

Gantt Chart

Critical Path Method (CPM)Critical Path Method (CPM)

CPM is a project network analysis technique used to predict total project duration

A critical path for a project is the series of activities that determines the earliest time by which the project can be completed

The critical path is the longest path through the network diagram

Finding the Critical PathFinding the Critical Path

First develop a good project network diagram

Add the durations for all activities on each path through the project network diagram

The longest path is the critical path

Determining the Critical PathDetermining the Critical Path

More on the Critical PathMore on the Critical Path

If one of more activities on the critical path takes longer than planned, the whole project schedule will slip unless corrective action is taken

Misconceptions:The critical path is not the one with all the critical

activities; it only accounts for timeThere can be more than one critical path if the

lengths of two or more paths are the sameThe critical path can change as the project

progresses

Using Critical Path for Schedule Trade-offsUsing Critical Path for Schedule Trade-offs

Knowing the critical path helps you make schedule trade-offs

Free slack or free float is the amount of time an activity can be delayed without delaying the early start of any immediately following activities

Total slack or total float is the amount of time an activity may be delayed from its early start without delaying the planned project finish date

Techniques for Shortening a Project ScheduleTechniques for Shortening a Project Schedule

Shortening durations of critical tasks by adding more resources or changing their scope

Crashing tasks by obtaining the greatest amount of schedule compression for the least incremental cost

Fast tracking tasks by doing them in parallel or overlapping them

Shortening Project SchedulesShortening Project Schedules

Overlappedtasks

Shortenedduration

Original schedule

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What are Gantt and PERT?

Gantt and PERT charts are both “CPM” (Critical Path Method) tools to:

• manage the tasks involved in big and complex projects

• let project managers organise time, people, equipment and money

• ensure the right people and equipment are in the right place and the right time

• allow managers to monitor the progress of a project

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Gantt Basics

• Basically, a timeline with tasks that can be connected to each other

• Note the spelling!

• It is not all-capitals!

• Can be created with simple tools like Excel, but specialised tools like Microsoft Project make life easier

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Making a Gantt chart

• Step 1 – list the tasks in the project

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Making a Gantt chart

• Step 2 – add task durations

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Making a Gantt chart

• Step 3 – add dependencies (which tasks cannot start before another task finishes)

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Notes

•The arrows indicate dependencies.

•Task 1 is a predecessor of task 2 – i.e. task 2 cannot start before task 1 ends.

•Task 3 is dependent on task 2. Task 7 is dependent on two other tasks

•Electrics, plumbing and landscaping are concurrent tasks and can happen at the same time, so they overlap on the chart. All 3 can start after task 4 ends.

•Task 9 has zero duration, and is a milestone

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Making a Gantt chart

• Step 4 – find the critical path

The critical path is the sequence of tasks from beginning to end that takes the longest time to complete.

Any task on the critical path is called a critical task.

No critical task can have its duration changed without affecting the end date of the project.

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PERT basics

• PERT is an acronym so it’s in capital letters• Gantt is a name, so only has an initial capital• In Gantt chart, the length of a task’s bar is

proportional to the length of the task. This rarely applies to PERT charts.

• There are a few different “flavours” of PERT and Gantt charts…

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PERT charts

This PERT chart follows the “Activity on Arrow” style.

•The tasks are shown by arrows. Task name are shown by letters, in this case.

•The circles are called nodes. The nodes indicate the start or end of tasks.

•Task durations are the shown by the numbers.

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‘Activity on Node’ style PERT

Activity on Node is a different flavour of PERT: this time the nodes are tasks, and the arrows are merely connectors.

The examiners prefer very simple PERT charts – sometimes hybrid beasts that defy categorisation.

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A PERT PROBLEM

PERT EXAMPLE

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• 1: Which tasks are on the critical path?• 2: What is the slack time for tasks C, D and G?• 3: Task C is delayed by one day. What impact would

this have on the completion date of the project? Why?• 4: Task A will be delayed by 2 days because some

equipment has arrived late. If the project manager wants to finish the project on time he will need to shorten the duration of one or more of the tasks. How can he achieve this?

• 5: The project manager reduces the durations of tasks D and F by one day each. How will this affect the finishing date of the project?

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1: Which tasks are on the critical path?

ANSWER: A,B,D,F,I

Possible paths:

A,B,C,E,I = 2+3+1+4+3 = 13 days

A,B,D,F,I = 2+3+3+3+3 = 14 days

A,G,H,I = 2+2+5+3 = 12 days

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2: What is the slack time for tasks C, D and G?

Path C,E = 5 days, Path D,F = 6 days

Path B,C,E = 8 days. Path B, D, F = 9 days

Path G, H = 7 days.

Difference (slack) = 1 day for tasks C or E compared to D,F

So G & H have 2 days’ slack between them.

B,C or E have 1 day’s slack.

B,D,F have no slack.

TASKS C and D…

TASK G…

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3: Task C starts one day late. What impact would this have on the completion date of the project? Why?

No impact, because task C has one day’s slack (as discovered in previous question!)

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4: Task A will be delayed by 2 days because some equipment has arrived late. If the project manager still wants to finish the project within the original time frame, he will need to shorten the time for one or more of the tasks. What steps can he take to reduce the number of days allocated to a task?

The answer has NOTHING to do with the chart! Just say how jobs can be finished more quickly, e.g. bringing in extra workers from slack tasks, working longer hours, working weekend, streamlining work practices, automating tasks etc.

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• 5: The project manager decides to reduce the time needed for tasks D and F by one day each. How effective will this reduction be in achieving his aim of maintaining the original finish time for the project?

It is only partially effective. Reducing tasks D and F by one day each means the path A,B,D,F,I is now 12 days long. However, path A,B,C,E,I is still 13 days so it becomes the longest path, and therefore becomes the new critical path.

The project is now 13 days long instead of 14, a saving of only one day.

Project Management Software

• There are a number of project management software tools available to help in the planning and control of large software development projects. – E.g. MS Project is a CASE software tool for Project

Management

• Most tools include functions to plan, schedule and control, but decision-making still has to be done by the project manager.

Project Management Software

• Benefits of project management software:– Calculate project schedule– Resource smoothing – Automatic generation of reports and charts

• Limitations of project management software– Allocation of resources to tasks– Estimation of tasks durations– Make decisions