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Project Scheduling & Tracking (Week 3)

Here are the calculations for the activities: Activity: A ES: 0 EF: 4 LS: 0 LF: 4 Slack: 0 Activity: B ES: 4 EF: 9 LS: 4 LF: 9 Slack: 0 Activity: C ES: 4 EF: 8 LS: 4 LF: 8 Slack: 0 Activity: D ES: 4 EF: 9 LS: 4 LF: 9 Slack: 0 Activity: E ES: 9 EF: 15 LS: 6 LF: 12 Slack: 0 Activity: F ES: 15 EF: 22 LS:

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Gulshan Mittal
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33 views

Project Scheduling & Tracking (Week 3)

Here are the calculations for the activities: Activity: A ES: 0 EF: 4 LS: 0 LF: 4 Slack: 0 Activity: B ES: 4 EF: 9 LS: 4 LF: 9 Slack: 0 Activity: C ES: 4 EF: 8 LS: 4 LF: 8 Slack: 0 Activity: D ES: 4 EF: 9 LS: 4 LF: 9 Slack: 0 Activity: E ES: 9 EF: 15 LS: 6 LF: 12 Slack: 0 Activity: F ES: 15 EF: 22 LS:

Uploaded by

Gulshan Mittal
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Project Scheduling & Tracking

(Week 3)
Felicity Tracking.. How would you?
Breaking down information to track
Picking items to build
Typical roles in team
Class black board..
Project Scheduling & Tracking
(Week 3)
Planning, Estimating, Scheduling

Whats the difference?

Estimating: Determining the size & duration of


activities.
Plan: Identify activities. No specific start and end
dates.
Schedule: Adds specific start and end dates,
relationships, and resources.
How To Schedule

1. Identify what needs to be done


Work Breakdown Structure (WBS)
2. Identify how much (the size)
Size estimation techniques
3. Identify the dependency between tasks
Dependency graph, network diagram
4. Estimate total duration of the work to be done
The actual schedule
Partitioning Your Project
You need to decompose your project into manageable
chunks
ALL projects need this step
Divide & Conquer
Two main causes of project failure
Forgetting something critical
Ballpark estimates become targets
How does partitioning help this?
Project Elements
A Project: functions, activities, tasks
Work Break Down Structure (WBS)

Work Break Down Structure a check list of the


work that must be accomplished to meet the project
objectives.
The WBS lists the major project outputs and those
departments or individuals primarily responsible
for their completion.
WBS Outline Example
0.0 Retail Web Site
1.0 Project Management
2.0 Requirements Gathering
3.0 Analysis & Design
4.0 Site Software Development
4.1 HTML Design and Creation
4.2 Backend Software
4.2.1 Database Implementation
4.2.2 Middleware Development
4.2.3 Security Subsystems
4.2.4 Catalog Engine
4.2.5 Transaction Processing
4.3 Graphics and Interface
4.4 Content Creation
5.0 Testing and Production
From: http://www.hyperthot.com/pm_wbs.htm
WBS Types

Process WBS
a.k.a Activity-oriented
Ex: Requirements, Analysis, Design, Testing
Typically used by PM
Product WBS
a.k.a. Entity-oriented
Ex: Financial engine, Interface system, DB
Typically used by engineering manager
Hybrid WBS: both above
This is not unusual
Ex: Lifecycle phases at high level with component or
feature-specifics within phases
Rationale: processes produce products
Product WBS
Process WBS
WBS
List of Activities, not Things
List of items can come from many sources
SOW, Proposal, brainstorming, stakeholders, team
Describe activities using bullet language
Meaningful but terse labels
All WBS paths do not have to go to the same level
Do not plan more detail than you can manage
Work Packages (Tasks)

Generic term for discrete tasks with definable end results


The one-to-two rule
Often at: 1 or 2 persons for 1 or 2 weeks

Basis for monitoring and reporting progress


Can be tied to budget items (charge numbers)
Resources (personnel) assigned

Ideally shorter rather than longer


Not so small as to micro-manage
WBS Techniques

Top-Down
Bottom-Up
Analogy
Rolling Wave
1st pass: go 1-3 levels deep
Gather more requirements or data
Add more detail later
Post-its on a wall
WBS Techniques
Analogy
Base WBS upon that of a similar project
Use a template
Analogy also can be estimation basis
Pros
Based on past actual experience
Cons
Needs comparable project
Sequence the Work Activities

Milestone Chart
Gantt chart
Network Techniques
CPM (Critical Path Method)
PERT (Program Evaluation and Review Technique)
Gantt Chart

Gantt chart is a means of displaying simple activities


or events plotted against time or dollars
Most commonly used for exhibiting program
progress or for defining specific work required to
reach an objective
Gantt charts may include listing of activities, activity
duration, scheduled dates, and progress-to-date
Gantt Chart

Advantages:
- Easy to understand
- Easy to change
Disadvantages:
- only a vague description of the project
- does not show interdependency of activities
- cannot show results of an early or late start
of an activity
Network Techniques

A precedence network diagram is a graphic model


portraying the sequential relationship between key events in
a project.
Initial development of the network requires that the project
be defined and thought out.
The network diagram clearly and precisely communicates
the plan of action to the project team and the client.
Task Duration Dependencies
A - Architecture & design strategy 9 start
B - Decide on number of releases 5 A
C - Develop acceptance test plan 7 A
D - Develop customer support plan 11 B,C
E - Final sizing & costing 8 D

9 B 5
11 8
Start A D E End

9 7
C
CPM
Critical Path Method (CPM) tries to answer the following
questions:
1. What is the duration of the project?
2. By how much (if at all) will the project be delayed if any
one of the activities takes N days longer?
3. How long can certain activities be postponed without
increasing the total project duration?
Critical Path
Sequence of activities that have to be executed one after
another
Duration times of these activities will determine the overall
project time, because there is no slack/float time for these
activities
If any of the activities on the critical path takes longer than
projected, the entire project will be delayed by that same
amount
Critical path = Longest path in the precedence network
(generally, the longest in time)
Critical Path
9 B 5
11 8
Start A D E End

9 7
C

Critical Path = A C D E (35 time units)


Critical Tasks = A,C,D,E
Non-Critical Path = A-B-D-E
Task Duration Depend Earliest Earliest Latest Start Latest
Start Finish Finish
A 9 none 0 9 0 9
B 5 A 9 14 11 16
C 7 A 9 16 9 16
D 11 B,C 16 27 16 27
E 8 D 27 35 27 35

9 B 5
11 8
Start A D E End

9 7
C Task slack time = LS ES
Slack time maximum - or -
allowable delay for a Task slack time = LF - EF
non-critical activity. Task B has 2 time units of slack time
ACTIVITY 1 (Tracking)
Q1. Based on the following table, calculate the ES, EF, LS, LF times
and slack for each activity. In addition, identify the critical path and the
amount of time needed to complete the project

Activity Time (Weeks) Immediate Predecessor


A 2 -
B 3 -
C 3 A
D 2 A
E 2 B
F 7 B
G 4 C
H 3 D, E
I 2 H
J 4 G, I
ACTIVITY 1 (Tracking)

Q2. Based on the following table, calculate the ES, EF, LS, LF
times and slack for each activity assuming a expected
completion time of 16 weeks. Can the project still be
completed on time? If necessary, identify the activities you
would concentrate on to get the project back on schedule.

Activity Estimated Time Actual Finish Time Immediate Predecessor


A 3 4 -
B 3 6 -
C 4 A
D 5 A
E 6 B
F 7 C,D,E

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