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Project Planning: Unit - 3

The document discusses key tasks in project planning such as start and end dates, project life cycle, task dependencies, and project cost estimation. It then describes how to develop a Work Breakdown Structure (WBS) by breaking the project down into manageable levels and tasks. The WBS forms the basis for project schedules, budgets, and operating plans. Examples are given of a WBS for a computer order processing system project as well as Gantt charts and PERT networks for displaying project schedules and estimating activity durations.

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Sandipan Chakravorty
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36 views10 pages

Project Planning: Unit - 3

The document discusses key tasks in project planning such as start and end dates, project life cycle, task dependencies, and project cost estimation. It then describes how to develop a Work Breakdown Structure (WBS) by breaking the project down into manageable levels and tasks. The WBS forms the basis for project schedules, budgets, and operating plans. Examples are given of a WBS for a computer order processing system project as well as Gantt charts and PERT networks for displaying project schedules and estimating activity durations.

Uploaded by

Sandipan Chakravorty
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Project planning

Unit -3

Tasks in project planning


Project start date Project completion date Project life cycle to be used Selection of project methodology or project life cycle. Selection of project review methods. Task dependencies Task that can be performed in parallel. Project control Project cost estimation

Work Breakdown Structure (WBS) can be thought of as the Org Chart for the project.

WBS is the foundation for the project and works as the baseline for performance measurement. There is no official standard for how far down your WBS should be broken down to., Ultimately you will need to go until you and your team find that doing the work for the job is manageable: Level 1) Project Goal Level 2) Project Objectives Level 3) Project Tasks

If its not in the WBS, its not in the project.

How can you be sure that your WBS is complete? 1) Deliverables check to make sure tasks hook up with these 2) Scope does it connect to WBS 3) Review it with extra eyes 4) Split the team up and have each team develop WBS separately and then put them together 5) Have your Project Partner review the WBS Once you have the WBS, you can move on to Schedules, Budgets, And Operating Plans.

Work Breakdown Structure for Computer Order Processing System Project

Gantt Chart
Graph or bar chart with a bar for each project activity that shows passage of time

Provides visual display of project schedule

PERT
PERT is based on the assumption that an activitys duration follows a probability distribution instead of being a single value Three time estimates are required to compute the parameters of an activitys duration distribution: pessimistic time (tp ) - the time the activity would take if things did not go well most likely time (tm ) - the consensus best estimate of the activitys duration optimistic time (to ) - the time the activity would take if things did go well

Mean (expected time):

te =

tp + 4 tm + t o
6
2

Variance: Vt

=2

tp - to
6

PERT Example

PERT Network
D

C B F G I K

PERT Example

Activity
A B C D E F G H I J K

Expected Time
6 4 3 5 1 4 2 6 5 3 5

Variance
4/9 4/9 0 1/9 1/36 1/9 4/9 1/9 1 1/9 4/9

Touch upon the generic models

1. Waterfall
2. Spiral 3. Throwaway Prototype 4. Evolutionary Prototype

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