Scribd
Upload
62 views24 pages

Session20 PDF

This document discusses critical path method for software project management. It begins with an introduction to critical path method and lists the instructor's contact information. It then discusses key assumptions and learning outcomes related to creating and maintaining a software project schedule using critical path method. Finally, it provides an example task network and explanations of how to calculate the critical path.

Uploaded by

shardultagalpallewar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
62 views24 pages

Session20 PDF

This document discusses critical path method for software project management. It begins with an introduction to critical path method and lists the instructor's contact information. It then discusses key assumptions and learning outcomes related to creating and maintaining a software project schedule using critical path method. Finally, it provides an example task network and explanations of how to calculate the critical path.

Uploaded by

shardultagalpallewar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 24

CSSE 372 Software Project

Management:

Critical Path Method

Shawn Bohner
Office: Moench Room F212
Phone: (812) 877-8685
Email: [email protected]

Elapsed Time (duration) versus Work (effort)


Labor

L=D

10

L = .75D

8
6
33% unplanned
interruptions

4
2

Duration
2

8 10 12 14 16 18 20

MODEL ASSUMPTIONS
*
*

Individuals work at 75 percent efficiency rate.


Unplanned interruptions account for 33 percent of clock time.

Learning Outcomes: Schedule


Create and maintain a
software project schedule.
Examine tasks from a
dependency perspective
n Explore the shortest
path using Critical Path
Method
n

A Simple Task Network Example

Why would you want to know the


critical path in a project task
network?

n
n

Think for 15.2 seconds


Turn to a neighbor and
discuss it for a minute

Q1

Critical Path Method (CPM)


1.

List of all activities required to complete the


project (from WBS),

2.

Determine time (duration) each activity takes


to complete

3.

Identify dependencies between the activities

4.

Calculate the Forward Pass

5.

Calculate the Backward Pass

6.

Determine Critical Path (longest path)


Q2

Recall: SchedulingTask Information

ES
ID
LS

EF
SLACK

E
LF

ES = earliest start, EF = earliest finish time


LS = latest start, LF = latest finish time
Slack = (LS - ES) or (LF - EF)
E = Effort (duration)

Paths Through the Network


n

The Forward Pass Early Schedule


Left

to right (start to finish)


Determines Early Start (ES) and Early Finish (EF)
ES + duration = EF

Backward Pass Late Schedule


Right

to left (finish to start)


Determines Late Start (LS) and Late Finish (LF)
LF duration = LS
Q3

Forward Pass Calculations Early Schedule


1

ES + duration = EF
Q4

Backward Pass Calculations Late Schedule

LF duration = LS

Critical Path

Q5

Exercise: You do it!


Task
A
B
C
D
E
F
G

Preceding Activity
Start
A
B
B
C
C, D
E, F

Duration
5
4
6
2
7
1
5

What is the Critical Path for the tasks listed in


the table above and the total duration?
Q6

Slack in the Early Start to Late Finish Window


n

Total Slack
Time

that a task can be delayed


without impact to earlier
schedule of the project

Task
n

Free Slack
a task can be delayed
without impact to earlier
ES
schedule of its successor tasks

Slack

Time

Duration

LF

Do Not Plan to Use Slack


to Bail Out the Project!
Q7

Are Smart-Phones Schedule Blockers


or Productivity Enhancers?

Simple Model: Software Project Process 1/2


Schedule
Completion Date

Decide on
Resource Allocation

Staff and Other


Project Resources

Work Rate

Forecast
Completion Date

Reported
Progress

Simple Model: Software Project Process 2/2


1

Project resources: available staff, facilities, equipment

Work completed on project reported through project


control system

Reports accumulate and are processed to create


projects forecast completion date by adding indicated
time remaining to current date

Assess remaining time based on work rate

Compare with original scheduled completion date to


determine forecasted completion date

Feedback loop closed: difference causes adjustments


in magnitude or allocation of resources

Adding More People to a Late Project 1/2


Schedule
Completion Date

Decide on
Resource Allocation

Staff and Other


Project Resources
Productivity
Work Rate

Forecast
Completion Date

Reported
Progress

Adding More People to a Late Project 2/2


n

Model suggests direct relationship


Increase

people resources => Increase in work rate

Problem with More People:


Higher

communication, training cost


Lower project team productivity
Lower progress rates
Delay to already late project
Additional round of loop
More people ...
n

Recall: Brooks Law: adding more people to a


late project makes it later!

Adjusting Schedule of Late Project


Schedule
Completion Date

Decide on
Resource Allocation
Schedule
Pressure

Staff and Other


Project Resources
Productivity
Work Rate

Forecast
Completion Date

Reported
Progress

1/3

Adjusting Schedule of Late Project 2/3


n

Schedule pressures impact developers actions

Project behind schedule:


Developers work longer hours
Concentrate only on essential tasks
Barry Boehm found number of staff-hours devoted to project
increased by 100%

Schedule pressure Increased error rate Rework


Lower productivity

People under schedule pressure work faster; not better


diminished software quality results in lower productivity

Adjusting Schedule of Late Project 3/3


Schedule
Completion Date

Persistent schedule pressure impacts


workforce turnover rate
High turnover rate => Lower project productivity

Decide on
Resource Allocation

Turnover

Productivity

Schedule
Pressure
Rework

Forecast
Completion Date

Staff and Other


Project Resources

Work Rate

Reported
Progress

Beware: Short-term effects of


swallowing Bubble Gum

Homework and Reading Reminders


n

Complete Homework 4 Software Risk


Tables and Risk Sheets
Due

by 11:55pm, Tonight, October 2nd, 2012

Read Critical Chain Paper

Complete Homework 5 Software Schedule


Due

by 11:55pm, Tuesday, October 9th, 2012

You might also like