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Software Project Management

The document discusses key aspects of schedule management for software projects including creating a project network diagram (PND) to identify activities and dependencies, determining the critical path and calculating float, and developing a project schedule using a project calendar and resource calendar to identify the exact schedule and duration of the project while accounting for resources.

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Murtaza
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43 views21 pages

Software Project Management

The document discusses key aspects of schedule management for software projects including creating a project network diagram (PND) to identify activities and dependencies, determining the critical path and calculating float, and developing a project schedule using a project calendar and resource calendar to identify the exact schedule and duration of the project while accounting for resources.

Uploaded by

Murtaza
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
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Software 

Project Management

Schedule Management
(Part 03 / 03)
Recap
• Plan Schedule Management
– Gather Requirements (Progressive Elaboration)
– Create a WBS (Define Activities)
– Determine Skill Sets & Resources (Work With Your Team)
• Project Network Diagram (PND)
– Identify Activities (Start, Finish, Predecessor, Successor)
• Determining Activity Sequence for PND
– External Dependencies
– Hard Logic (Mandatory Dependencies)
• Identify Activity Relationships (FS, SS, FF, SF)

– Soft Logic (Discretionary Dependencies)
– Internal Dependencies
Recap
• Activity Duration Influencers
• Project Time Estimates
– Rough Order of Magnitude Estimate, Analogous Estimate, Parametric Estimate

• What To Say
• Do’s and Don’ts
• Accurate Estimates
– PERT Distribution, Triangular Distribution
PROJECT NETWORK DIAGRAM
Project Network Diagram
Project Network Diagram
PND: Critical Path
• Critical Path: the path that takes the longest to get from the 
first task to last task.

• What makes this path critical is the fact that if any activities 
on the path get delayed, the whole project will miss its 
deadline.
PND: Critical Path
PND: Float
• The critical path cannot be delayed without delaying the 
project; This means you could possibly delay noncritical path 
activities without affecting the project end date.

• Float or Slack  is the amount of time that a task in a project 
network can be delayed without causing a delay in 
Subsequent tasks or Project Completion.
PND: Applying Float
• You can reallocate resources
• You can give people a break
• You can work around unforeseen scheduling issues
Calculating Float: Forward Path

• Start with the first activity and assign an Early Start (ES) of 1, because you start the project on day one.
• EF=ES+DU‐1
• Whenever an activity has two predecessors, such as Activity F, you take the largest predecessor and then 
add 1 to find the ES.
Calculating Float: Backward Path

9
7

• Start at the end of the PND and assign the LF as the last day of the project.
• LS=LF‐DU+1
• To find the LF of the predecessor activity, simply go to one day before the LS of the current activity.
• Whenever an activity has two successors, as in Activity C, always choose the smaller of the two Late Starts.
PROJECT SCHEDULE
Project Schedule
• Project Network Diagram provides you:
– Sequence of Activities
– Duration of Activities, Critical Path & Floats

• However in order to provide exact schedule, you will need to 
create two calendars:
– Project Calendar
– Resource Calendar
Project Calendar
The project calendar describes when the project work can take 
place.

• The project calendar is often defined by a manager or the customer, but it 
may sometimes be defined by the project manager.

• Consider: Weekends, Holidays, etc.

• One approach you can use to calculate when a project will end is to use a 
Gantt Chart.
Project Calendar
Project Calendar
Resource Calendar
Resource Calendar identifies when the resources you need are 
available to do the project work.

• Consider: vacations, sick leaves, working on more than one project, 
etc.

• The resource calendar takes into consideration multiple projects, 
holidays, and time away from the project.

• Revisit the Gantt chart and rearrange the availability of resources. 
More likely than not, this will increase the overall project duration, 
but not the amount of labor needed to complete the project.
Summary
• Project Network Diagram
– Critical Path
– Float, Applying Float, Calculating Float

• Project Schedule
– Project Calendar
– Resource Calendar
Schedule Management
• Planning Process Group
– Plan Schedule Management
– Define Activities
– Sequence Activities
– Estimate Activity Durations
– Develop Schedule

• Monitoring & Controlling Process Group
– Control Schedule

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