Software Project Management

Chapter Two
Software Project Plan
Sem. I – 2020

Center of ITSC-AAiT

1
 Stepwise Project Planning

Step
Step 0:
0: Project
Project Selection
Selection
Chapter
ChapterOverview
Overview
This
ThisChapter
Chapterdescribes
describesaaframework
frameworkofofbasic
basicsteps
stepsininproject
projectplanning
planning. .
The
Theframework
frameworkdescribed
describedisiscalled
calledthe
theStep
StepWise
Wisemethod.
method.
Step
Step0:
0:Select
SelectProject
Project
ItItisisoutside
outsidethe
themain
mainproject.
project.
Some
Someactivities
activitiestotodetermine
determinewhether
whetherthis
thisproject
projectisisworth
worththan
thanothers.
others.

Step
Step 1:
1: Identify
Identify Project
Project Scope
Scope and
and Objectives
Objectives
Identify
Identifyobjectives
objectivesand
andmeasures
measuresof ofeffectiveness
effectivenessininmeeting
meetingthem.
them.
Establish
EstablishProject
ProjectAuthority.
Authority.
Identify
Identifyall
allstakeholders
stakeholdersininthe
theproject
projectand
andtheir
theirinterests
interests. .
Modify
Modifyobjectives
objectivesininthe
thelight
lightofofstakeholder
stakeholderanalysis.
analysis.
Establish
Establishmethods
methodsofofcommunications
communicationswith withall
allparties.
parties.
2
 Stepwise Project Planning

Step
Step 2:
2: Identify
Identify Project
Project Infrastructure
Infrastructure
Establish
Establishrelationship
relationshipbetween
betweenproject
projectand
andstrategic
strategicplanning.
planning.
Identify
Identifyinstallation
installationstandards
standards and
andprocedures.
procedures.
Identify
Identifyproject
projectteam
teamorganization.
organization.

Step
Step 3:
3:Analyze
Analyze Project
Project Characteristics
Characteristics
Distinguish
DistinguishProject
Projectasaseither
eitherobjective
objectiveor
orproduct
productdriven.
driven.
Analyze
Analyzeother
otherproject
projectcharacteristics.
characteristics.
Identify
Identifyhigh
highlevel
levelproject
projectrisks.
risks.
Take
Takeinto
intoaccount
accountuser
userrequirements
requirementsconcerning
concerningimplementation.
implementation.
Select
SelectGeneral
GeneralLife
Lifecycle
cycleApproach
Approach
Review
Reviewoverall
overallresource
resourceestimates
estimates

3
 Stepwise Project Planning

Step
Step 4:
4: Identify
Identify Project
Project Products
Products and
andActivities
Activities
Identify
Identifyand
anddescribe
describeproject
projectproducts
products(or
(ordeliverables).
deliverables).
Document
Documentgeneric
genericproduct
productflows.
flows.
Recognize
Recognizeproduct
productinstances.
instances.
Produce
Produceideal
idealactivity
activitynetwork.
network.
Modify
Modifythe
the ideal
idealtototake
takeinto
intoaccount
accountneed
needfor
forstages
stagesand
andcheckpoint.
checkpoint.

Step
Step 5:
5: Estimate
Estimate effort
effort for
for each
eachActivity
Activity
Carry
Carryout
outbottom-up
bottom-upestimates.
estimates.
Revise
Reviseplan
plantotocreate
createcontrollable
controllableactivities.
activities.

Step
Step 6:
6: Identify
IdentifyActivity
Activity Risks
Risks
Identify
Identifyand
andQuantify
QuantifyActivity
Activitybased
basedrisks.
risks.
Plan
Planrisk
riskreduction
reductionand
andcontingency
contingencymeasures
measureswhere
whereappropriate.
appropriate.
Adjust
Adjustplans
plansand
andestimates
estimatestototake
takeaccount
accountofofrisks.
risks. 4
 Stepwise Project Planning

Step
Step 7:
7:Allocate
Allocate Resources
Resources
Identify
Identifyand
andallocate
allocateresources.
resources.
Revise
Reviseplans
plansand
andestimates
estimatestotoaccount
accountfor
forresource
resourceconstrains.
constrains.

Step
Step 8:
8: Review
Review and
and Publicize
Publicize Plan
Plan
Review
Reviewquality
qualityaspects
aspectsof
ofproject
projectplan
plan
Document
Documentplans
plansand
andobtain
obtainagreement
agreement

Step
Step99and
and10:
10:Execute
ExecutePlan
Planand
andLower
LowerLevels
Levelsof
ofPlanning
Planning
Once
Oncethe
theproject
projectisisunder
underway,
way,plans
planswill
willneed
needtotobe
bedrawn
drawnup
upiningreater
greaterdetail
detailfor
foreach
each
activity
activityasasititbecomes
becomesdue.
due.

5
 Work Breakdown Structure

Project
Project Elements
Elements
Partitioning
Partitioningthe
theProject
Project
Need
Needtotodecompose
decomposethe theproject
projectinto
intomanageable
manageabletasks
taskstotoavoid
avoidfailure.
failure.
Two
Twomain
maincauses
causesofofproject
projectfailure:
failure:
Forgetting
Forgettingsome
somecritical
criticalpoints
pointswhile
whileplanning.
planning.
Ballpark(approximate)
Ballpark(approximate)estimates
estimatesbecome
becometargets.
targets.

Project
ProjectElements
Elements
AAproject
projectconsists
consistsofofactivities.
activities.
An
Anactivity
activityconsists
consistsof
oftasks.
tasks.
An
Anactivity
activityisisan
anelement
elementof ofwork
workwithwithexpected
expectedduration,
duration,cost,
cost,and
andresources.
resources.
AA task
task isis the
the lowest
lowest level
level ofof work
work on on the
the project;
project; Typically
Typically not
not shown
shown on
on
preliminary WBS; Smallest unit of work in the real schedule.
preliminary WBS; Smallest unit of work in the real schedule.

6
 Work Breakdown Structure

WBS
WBS and
and Types
Types
WBS
WBS
WBS
WBSisisaahierarchical
hierarchicaland andincremental
incrementaldecomposition
decompositionof ofthe
theproject
projectinto
intophases,
phases,
deliverables
deliverablesand andwork
workpackages.
packages.
ItIt isis critical
critical tool
tool for
for organizing
organizing work,
work, build
build realistic
realistic schedule
schedule and
and cost
cost estimate,
estimate,
and
andreporting/tracking/controlling.
reporting/tracking/controlling.
Hierarchical
Hierarchicallist listof
ofproject’s
project’swork
workactivities.
activities.
Uses
Useseithereitheroutline/graphical
outline/graphicaltree treeformat.
format.
Shows
Shows“is “iscontained
containedin” in”relationships.
relationships.
Doesn’t
Doesn’tshow showdependencies
dependenciesor ordurations.
durations.
Includes
Includes
development,
development,management,
management,and andproject
projectsupport
supporttasks.
tasks.
All
AllWBS
WBSpaths
pathsdon’t
don’thave
havetotogogototothe
thesame
samelevel.
level.
WBS
WBSTypes
Types
Process
ProcessWBS WBS
Work/Task/Activity
Work/Task/Activityoriented,
oriented,eg.
eg.Rqts
Rqtsanalysis,
analysis,design,
design,testing.
testing.
Typically
TypicallyusedusedbybyProject
ProjectManagers.
Managers. 7
 Work Breakdown Structure

Work
WorkTypes
Types …
…
WBS
WBSTypes
Types
Product
ProductWBS
WBS
Entity/Service
Entity/ServiceOriented,
Oriented,eg.
eg.Interface
InterfaceSystem,
System,DB
DB
Typically
Typicallyused
usedby
byengineering
engineeringmanagers
managers
Hybrid
HybridWBS:
WBS: Services
Servicesand
andProducts
Products
eg.
eg.Lifecycle
Lifecyclephases
phasesatathigh
highlevel
levelwith
withcomponent
componentor
orfeature
featurespecifics
specificswithin
within
faces.
faces.
Rationale:
Rationale:processes
processesproduce
produceproduct.
product.

WBS
WBS Techniques
Techniques
Top-down
Top-down
Applied
Appliedininmajority
majorityofofsituations
situations
Systematically
Systematicallydevelop
developincreasing
increasinglevel
levelofofdetail
detail
Best
Bestifif
Problem
Problemisisunderstood
understoodandandTechnology
Technologyandandmethodology
methodologyare
arenot
notnew.
new. 8
 Work Breakdown Structure

WBS
WBS Techniques
Techniques
Bottom-up
Bottom-up
Starts
Startsatatlowest
lowestlevel
level
Aggregate
Aggregateintointosummaries
summariesand andhigher
higherlevels
levels
Cons
Cons
Time
Timeconsuming
consuming
Needs
Needsmoremorerequirements
requirementscomplete
complete
Pros-
Pros-detailed
detailed
Analogy
Analogy
Based
Basedon onsimilar
similarproject
project
Uses
Usesaatemplate
template
Pros
Pros--based
basedon onpast
pastactual
actualexperience
experience
Cons
Cons--needs
needscomparable
comparableproject
project
Brainstorming
Brainstorming
Generate
Generateall allactivities
activitiesyou
youcan
canthink
thinkof
ofthat
thatneed
needtotobe
bedone
done
Group
Groupthemtheminto
intocategories
categories 9
 Work Breakdown Structure

WBS
WBS Techniques
Techniques
Rollin
Rollinwave
wave
1st
1stpass:
pass:go
go1-3
1-3levels
levelsdeep
deep
Gather
Gathermore
morerequirements
requirementsorordata
data
Add
Addmore
moredetail
detaillater
later

WBS-Basis
WBS-Basis
Network
Networkscheduling
scheduling
Costing
Costing
Risk
Riskanalysis
analysis
Organizational
Organizationalstructure
structure
Control
Control
Measurement
Measurement

10
 Work Breakdown Structure

WBS
WBS Guidelines
Guidelines
Should
Shouldbe
beeasy
easytotounderstand
understand
Break
Breakdown
downuntil
untilyou
youcan
cangenerate
generateaccurate
accuratetime
timeand
andcost
costestimates
estimates
Ensure
Ensureeach
eachelement
elementcorresponds
correspondstotoaadeliverable
deliverable
Each
Eachlevel
levelshould
shouldhave
haveno
nomore
morethan
than77items
items
Use
Usetools
toolssuch
suchasasExcel,
Excel,Word,
Word,Project
Project
As
Asappropriate
appropriateteam
teammembers
membersshould
shouldbebeinvolved
involvedininthe
thedesign,
design,review,
review,comment,
comment,and
and
approval
approvalof
ofWBS.
WBS.

11
 Scheduling

Introduction
Introduction
Schedule
Schedule isis aa calendar
calendar that
that links
linksthe
the tasks
taskstoto be
bedone
done with
with the
theresources
resourcesthat
thatwill
willdo
do
them.
them. ItIt aa listing
listing of
of aa project's
project's milestones,
milestones, activities,
activities, and
and deliverables,
deliverables, usually
usually with
with
intended
intendedstart
startand
andfinish
finishdates
dates
Preliminary
Preliminaryobjectives
objectivesof ofschedule
schedule
Best
Besttimetime
Least
Leastcost cost
Least
Leastrisk risk
Secondary
Secondaryobjectives
objectivesofofschedule
schedule
Evaluation
Evaluationof ofSchedule
ScheduleAlternatives
Alternatives
Effective
Effectiveuse useofofresources
resources
Communications
Communications

Building
Building Schedule
Schedule
1.1.Allocate
Allocateresources
resources
For
Foreach
eachtask
taskininthe
theWBS,
WBS,one
oneor
ormore
moreresources
resourcesmust
mustbebeassigned,
assigned,Choose
Chooseperson(s)
person(s)
for
foreach
eachtask
taskand
andTake
Takeoverhead
overheadinto
intoaccount
accountwhen
whencalculating
calculatingduration
durationof
ofeach
eachtask
task 12
 Scheduling

Building
Building Schedule
Schedule …
…
2.2.Identify
Identifydependencies
dependencies
Task
Taskhas
hasdependency
dependencyififititinvolves
involvesan anactivity,
activity,resource
resourceor orwork
workproduct
productwhich
which
isissubsequently required by another task.
subsequently required by another task.
Every
Everydependency
dependencyhas hasaapredecessor.
predecessor.
Types
TypesofofDependency
Dependency
Finish-to-Start
Finish-to-Start(FS)
(FS)
Dependent
Dependent cannot
cannot start
start till
till predecessor
predecessor finishes.
finishes. Eg.
Eg. Predecessor:
Predecessor:
Construct
Constructfence;
fence;Dependent:
Dependent:Paint PaintFence.
Fence.
Start-to-Start
Start-to-Start(SS)
(SS)
Dependent
Dependent cannot
cannot start
start till
till predecessor
predecessor starts.
starts. Eg.
Eg. Predecessor
Predecessor : : Pour
Pour
foundation;
foundation;Dependent:
Dependent:Level
Levelconcrete
concrete
Finish-to-Finish
Finish-to-Finish(FF)
(FF)
Dependent
Dependentcannot
cannotfinish
finishtill
tillpredecessor
predecessorfinishes.
finishes.Eg.Eg.Predecessor
Predecessor: :Add
Add
wiring;
wiring;Dependent:
Dependent:Inspect
Inspectelectrical
electrical
Start-to-Finish
Start-to-Finish(SF)
(SF)
Dependent
Dependent cannot
cannot finish
finish till
till Predecessor
Predecessor starts
starts (rare).
(rare). Eg.
Eg.AAbabysitter
babysitter
can’t
can’tfinish
finishbefore
beforeparents
parentsarrive
arrive 13
 Scheduling

Building
Building Schedule
Schedule …
…
3.3.Create
Createthe
theschedule
schedule
Most
Mostuse
useGantt
Ganttchart
chart
Gantt
GanttChart
Chartshows
showstasks,
tasks,dependencies,
dependencies,and
andmilestones.
milestones.
4.4.Reconcile
Reconcilethe
theschedule
schedulewith
withorganization’s
organization’sneed
need
5.5.Add
Addreview
reviewmeetings
meetingstotothe
theschedule
schedule
6.6.Optimize
Optimizethe
theSchedule
Schedule
Allocating
Allocatingresources
resourcestototasks
taskson
oncritical
criticalpath
pathreduces
reducesthe
theschedule
schedule

Scheduling
Scheduling Techniques
Techniques
Mathematical
MathematicalAnalysis
Analysis Bar
BarCharts
Charts
Network
NetworkDiagram
Diagram Milestone
MilestoneChart
Chart
Program
Program Evaluation
Evaluation and
and Gantt
GanttChart
Chart
Review
ReviewTechnique
Technique(PERT)
(PERT)
Critical
CriticalPath
PathMethod
Method(CPM)
(CPM)
Graphical
Graphical Evaluation
Evaluation and
and
Review
ReviewTechnique
Technique(GERT)
(GERT) 14
 Scheduling

Network
Network Diagrams
Diagrams
Developed
Developedininthethe1950’s
1950’s
AAgraphical
graphicalrepresentation
representationofofthethetasks
tasksnecessary
necessarytotocomplete
completeaaproject
project
Visualizes
Visualizesthe
theflow
flowofoftasks
tasks&&relationships
relationships
Advantages
Advantages
Show
Showprecedence
precedencewellwell
Ability
Abilitytotocalculate
calculatecritical
criticalpath
path
Ability
Abilitytotoperform
perform“what
“whatif”if”exercises
exercises
Disadvantage
Disadvantage
Default
Defaultmodel
modelassumes
assumesresources
resourcesare
arelimited
limited
Difficult
Difficulttotofollow
followononlarge
largeprojects
projects
Two
Twoclassic
classicformats;
formats; AOA:
AOA:Activity
ActivityononArrow
ArrowandandAON:AON:Activity
Activityon
onNode
Node
Each
Eachtask
tasklabeled
labeledwith
with
Identifier
Identifier(usually
(usuallyaaletter/code)
letter/code)
Duration
Duration(in (instd.
std.unit
unitlike
likedays)
days)
There
Thereisis11start
start&&11endendevent;
event;Time
Timegoes
goesfrom
fromleft
lefttotoright
right
15
 Scheduling

Network
Network Diagrams
Diagrams
AOA
AOAconsists
consistsof
of
Circles
Circlesrepresenting
representingEvents
Events
Such
Such asas ‘start’
‘start’oror ‘end’
‘end’ofof aa given
given
task
task
Lines
Linesrepresenting
representingTasksTasks
Thing
Thingbeing
beingdone
done‘Build
‘BuildUI’
UI’
AON
AON
Tasks
TasksononNodes
Nodes
Nodes
Nodescan canbe becircles
circlesororrectangles
rectangles
(usually
(usuallylatter)
latter)
Task
Taskinformation
informationwritten
writtenon onnode
node
Arrows
Arrowsarearedependencies
dependenciesbetween
betweentaskstasks

16
 Scheduling

Example
Example -Network
-Network Diagrams
Diagrams
Given tasks, dependencies, duration draw network D.
No. Task Dependency Duration (Days)
1 A - 30
2 B A 60
3 C A 45
4 D B 60
5 E B 60
6 F C 15
7 G E 30
8 H, Fin D,F,G 0

17
 Scheduling

Example
Example -- calculate
calculate forward
forward passes
passes
Solution:
Solution:
1.1.Calculate
Calculateforward
forwardpasses
passes(ES (ES&&EF):EF):
To
Todetermine
determineearly
earlystart(ES)
start(ES)andandearly
earlyfinish(EF)
finish(EF)times
timesfor
foreach
eachtask
task
Work
Workfrom
fromleft
lefttotoright
rightstarting
startingfrom
fromnode
node11
ES
ESofofnode
node11isiszero
zero, ,EF
EF==ES ES++duration
duration
The
TheESESfor
forthe
thenext
nexttask
taskisisthe
thelargest
largestof
ofpreceding
precedingEFEFtimes
times
Duration
Durationofoflast
lastnode
nodeisiszero
zero
Eg.
Eg.Forward
ForwardPasses
Passes

18
 Scheduling

Example
Example –– calculate
calculate Backward
Backward passes
passes
2.2.Calculate
Calculatebackward
backwardpasses(LF
passes(LF&LS):
&LS):
To
Todetermine
determineLateLatefinish(LF)
finish(LF)and
andLate
Latestart(LS)
start(LS)for
foreach
eachtask
task
Start
Startatatthe
theend
endnode
nodeand
andwork
workbackward
backward
Set
SetLF
LF==EF; EF;LS
LS==ESESfor
forthe
thelast
lastnode
node
LS
LSofofpredecessor=LF-Duration
predecessor=LF-Duration
LF
LFofofpredecessor=minimum
predecessor=minimumLS LSofofits
itssuccessors
successors
Eg.
Eg.Backward
BackwardPasses
Passes

19
 Scheduling

Network
Network Diagrams
Diagrams
3.3.Calculate
Calculateslack
slackfor
foreach
eachtask
taskasasfollows:
follows:
Start
Startand
andfinish
finishtasks
taskshave
haveslack
slack00
Tasks
Tasksononcritical
criticalpath
pathhave
haveslack
slack00
For
Forother
otheractivities:
activities:
Slack
Slack==LF-EF
LF-EFororslack
slack==LS-ES
LS-ES
N.B.
N.B.
Positive
Positiveslack
slackshows
showsahead
aheadofofschedule
schedule
Zero
Zeroslack
slackindicates
indicatesononschedule
schedule
Negative
Negativeslack
slackshows
showsbehind
behindschedule
schedule

Critical
Critical Path
Path
The
Thespecific
specificset
setof
ofsequential
sequentialtasks
tasksupon
uponwhich
whichthe
theproject
projectcompletion
completiondate
datedepends
depends
Or
Orthe
thelongest
longestfull
fullpath.
path.
All
Allprojects
projectshave
haveaaCritical
CriticalPath
Path
Tasks
Tasksononcritical
criticalpath
pathare
arecritical
criticaltasks.
tasks.
Accelerating
Acceleratingnon-critical
non-criticaltasks
tasksdodonot
notdirectly
directlyshorten
shortenthe
theschedule
schedule 20
 Scheduling
Critical
Critical Path
Path …
…
InInthe
theprevious
previousexample,
example,tasks
tasksA,B,E,G,H
A,B,E,G,Harearecritical
criticalandandABEGH
ABEGHisisthe thecritical
criticalpath
path
and 180 is the critical time.
and 180 is the critical time.
Note:
Note:There
Therecancanbe
bemore
morethan
thanone
onecritical
criticalpaths
pathsororthe
thecritical
criticalpath
pathcan
canchange
change
The
Theprocess
processofofdetermining
determiningand andoptimizing
optimizingthe
thecritical
criticalpath
pathisisknown
knownas asCPM(critical
CPM(critical
path model)
path model)

Gantt
Gantt Chart
Chart
Developed
Developedby byCharles
CharlesGantt
Ganttinin1971
1971
Each
Eachtask
taskisisrepresented
representedby byaahorizontal
horizontalbar
bar
The
Thehorizontal
horizontalaxis
axisisisthe
thetime
timescale
scale
The
Thelength
lengthofofeach
eachtask
taskbarbarcorresponds
correspondstotothe
theduration
durationof
ofthe
thetask
task
Dependencies
Dependenciesare areindicated
indicatedby byarrows
arrows
Resources
Resourcesforforeach
eachtask
taskare
areidentified
identifiednext
nexttotothe
thechart
chart
Milestones
Milestonesareareindicated
indicatedby byaafilled
filleddiamond
diamond

21
 Scheduling

Milestones
Milestones
AAmilestone
milestoneisisused
usedtotoemphasize
emphasizeimportant
importantevents
eventsororaccomplishments
accomplishmentsof ofaaproject.
project.
Normally,
Normally,you youcreate
createaamilestone
milestoneby byentering
enteringtasks
taskswith
withzero zeroduration
duration
InInMS
MSproject,
project,you youcancanmark
markany
anytask
taskas
asaamilestone
milestoneby bychecking
checkingthe theappropriate
appropriatebox box
ininthe
theAdvanced
Advancedtab tabofofthe
theTask
TaskInformation
Informationdialog
dialogbox.
box.The Theduration
durationwill
willnot
notchange
change
totozero
zerobut
butthethetask
taskisismarked
markedasasaamilestone
milestoneononits
itsstart
startdate.
date.
SMART
SMARTmay maybe beused
usedasasaaguideline
guidelinetotodefine
definemilestones
milestoneswhich whichmeans
meansthat thatthey
theyshould
should
bebe
Specific
Specific
Measurable
Measurable
Assignable
Assignable
Realistic
Realistic
Time-framed
Time-framed
Example:
Example:Distributing
Distributingaamarketing
marketingplan
plan
This
This task
task isis specific,
specific, measurable,
measurable, andand assignable.
assignable. ItIt isis also
also realistic
realistic and
and hence
hence time-
time-
framed
framed
22
 Scheduling

Gantt
Gantt Chart
Chart Example
Example

23
 Scheduling

Gantt
Gantt Chart
Chart
Disadvantages
Disadvantages
Does
Doesnot
notshow
showinterdependencies
interdependencieswellwell
Does
Doesnot
notshow
showuncertainty
uncertaintyofofaagiven
givenactivity
activity(as
(asdoes
doesPERT)
PERT)
Advantages
Advantages
Easily
Easilyunderstood
understood
Easily
Easilycreated
createdand
andmaintained
maintained
Note:
Note:Software
Softwarenow
nowshows
showsdependencies
dependenciesamong
amongtasks
tasksininGantt
Ganttcharts
charts
In
Inthe
the“old”
“old”days
daysGantt
Ganttcharts
chartsdid
didnot
notshow
showthese
thesedependencies,
dependencies,bar
barcharts
chartstypically
typicallydo
do
not.
not.

Program
Program Evaluation
Evaluation and
and Review
Review Technique(PERT)
Technique(PERT)
Developed
Developedinin1950
1950forforlarge
largeand
andcomplex
complexprojects
projects
Based
Basedon
onidea
ideathat
thatestimates
estimatesare
areuncertain
uncertain
Therefore
Thereforeuses
usesduration
durationranges
ranges
And
Andthe
theprobability
probabilityof offalling
fallingtotoaagiven
givenrange
range 24
 Scheduling

PERT
PERT
Uses
Usesan an“expected
“expectedvalue”
value”(or(orweighted
weightedaverage)
average)totodetermine
determinedurations
durations
Use
Use the
the following
following methods
methods toto calculate
calculate the
the expected
expected durations,
durations, then
then use
use as
as input
input toto
your
yournetwork
networkdiagram
diagram
Start
Startwith
with33estimates
estimates
Optimistic
Optimistic
Would
Wouldlikely
likelyoccur
occur11time
timeinin20
20
Most
Mostlikely
likely
Modal
Modalvalue
valueofofthe
thedistribution
distribution
Pessimistic
Pessimistic
Would
Wouldbe beexceeded
exceededonlyonlyone
onetime
timeinin20
20
Combined
Combinedtotoestimate
estimateaatask
taskduration
duration

25
 Scheduling

PERT
PERT
Confidence
ConfidenceInterval
Intervalcan
canbe
bedetermined
determined
Based
Basedononaastandard
standarddeviation
deviationof
ofthe
theexpected
expectedtime
time
Using
Usingaabell
bellcurve
curve(normal
(normaldistribution)
distribution)

For
Forthe
thewhole
wholecritical
criticalpath
pathuse
use

26
 Scheduling

PERT
PERT
Advantage
Advantage
Accounts
Accountsforforuncertainty
uncertainty
Disadvantages
Disadvantages
Time
Timeand
andlabor
laborintensive
intensive
Assumption
Assumptionofofunlimited
unlimitedresources
resourcesisisbig
bigissue
issue
Lack
Lackofoffunctional
functionalownership
ownershipofofestimates
estimates
Mostly
Mostlyonly
onlyused
usedon
onlarge,
large,complex
complexproject
project
Get
GetPERT
PERTsoftware
softwaretotocalculate
calculateititfor
foryou
you

CPM
CPM vs
vs PERT
PERT
Both
Bothuse
useNetwork
NetworkDiagrams
Diagrams
CPM:
CPM:deterministic
deterministic
PERT:
PERT:probabilistic
probabilistic
CPM:
CPM:one
oneestimate,
estimate,PERT,
PERT,three
threeestimates
estimates
PERT
PERTisisinfrequently
infrequentlyused
used
27
 Scheduling

Overly
Overly optimistic
optimistic Schedule
Schedule
Some
Somecauses
causesofofoverly
overlyoptimistic
optimisticschedule:
schedule:
external,
external,immovable
immovabledeadline
deadlinesuch
suchasaschange
changeinintax
taxlaws
laws
Customers
Customersrefuse
refusetotoaccept
acceptaarange
rangeof
ofestimates
estimates
Managers
Managers andand developers
developers deliberately
deliberately underestimate
underestimate thethe project
project because
because they
they
want
wantaachallenge.
challenge.
Deliberately
Deliberatelyunderestimated
underestimatedininorder
ordertotowin
winaabid
bid
Believed
Believedthat
thatdevelopers
developerswork
workharder
harderunder
underambitious
ambitiousschedule
schedule
New
Newfeatures
featuresmay
maycreep
creepup
up
Simply
Simplyestimated
estimatedpoorly
poorly

Effect
Effect of
of Overly
Overly Optimistic
Optimistic
No
Nochance
chanceofofdelivering
deliveringthe
theproduct
producton
ontime
time
Ineffective
Ineffectiveproject
projectplanning
planning
Risk
Riskof
ofaaproject
projectwill
willrun
runwithout
withoutplan
plan
Erodes
Erodescustomer’s
customer’srelationship
relationship
Contributes
Contributestotohigh
highturnover
turnover 28