Post on 03-Dec-2014
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PROJECT MANAGEMENT BASICS
ISOM 502
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WBS
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Function Point Analysis (FPA)
1000
Code of Lines 1.4 Estimate Time *
* Measured in person months
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PERT Time/Work Estimation
Estimates Days
Optimistic (To) 20
Likely (TL) 24
Pessimistic (TP) 34
20 4 24 34Time Estimate = 25 Days
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6
4Estimate Time PLo TTT
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Gantt Chart
Task Duration
Task
SummaryTask
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Gantt Chart
Task Dependency
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Types of Dependencies
Gantt ChartCritical Tasks
Non-Critical Tasks
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Network Diagram
A1day
G6 days
I2 days
F4 days
C3 days
D4 days
B2 days
E5 days
H6 days
J3 days
Path Length
A-D-H-J 1+4+6+3 = 14 days
B-E-H-J 2+5+6+3 = 16 days
B-F-J 2+4+3 = 9 days
C-G-I 3+6+2+3 = 14 days
CRITICALPATH
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Critical Path Analysis (CPA)
Example: Project Y
Task
Duration
Dependency
K 5 days
L 10 days
M 7 days K, L
K5 days
L10 days
M7 days
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K5 days
L10 days
M7 days
ES=0
ES=0
EF=5
EF=10
ES=10 EF=17
LF=17LS=10
LF=10
LF=10
LS=5
LS=0
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K5 days
0 5
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Activity Total Slack
K 5 – 0 = 5
Total Slack is the amount of time that an activity can be delayed without delaying the project completion date
Total Slack = LS - ES
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K5 days
M7 days
0 5 10 17
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Activity Free Slack
K 10 – 5 = 5
Free Slack is the amount of time that an activity can be delayed without delaying the next activity.
Free Slack = ESM - EFK
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Three Inter-related Concepts of Scheduling
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Day 1 Day 2 Day 3 Day 4
8 Hrs 8Hrs 8Hrs 8Hrs
Day 1
Day 2
Day 3
Day 4
Day 5
Day 6
2 Hrs 2 Hrs
4 Hrs 8Hrs 8 Hrs 8 Hrs
Day 1
Day 2
Day 3
Day 4
Day 5
Day 6
8 Hrs 8 Hrs
8 Hrs 4Hrs 2 Hrs 2 Hrs
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Tracking Gantt Chart
100% complete
20% Complete
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Tracking Gantt Chart
Baseline(Initial Scheduleof task)
Actual Start Dateof Task
Scheduled Start Dateof Task is now delayed
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AB
D
C
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Task Y
Task Y
Planned Budget(BAC)
$10,000
Planned Time 10 days
10 Days
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Illustrative Case
BAC: Budget at Completion
Task Y
Progress at the end of 5 days
Actual Cost (AC) $6,000
% Work Completed
40%
5 Days
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Illustrative Case
40%
Task Y
5 Days
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Illustrative Case
40%
Earned Value (EV)=
Planned Value (PV)=
000,4$000,10$100
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000,5$000,10$10
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Progress at the end of 5 days
Actual Cost (AC) $6,000
Earned Value (EV)
$4,000
Planned Value (PV)
$5,000
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Illustrative Case
$4,000Cost Performance Index (CPI)
$6,000
0.67
EV
AC
Cost Variance (CV) $4,000 $6,000
$2,000
EV AC
Progress at the end of 5 days
Actual Cost (AC) $6,000
Earned Value (EV)
$4,000
Planned Value (PV)
$5,000
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Illustrative Case
$4,000Scheduled Performance Index (SPI)
$5,000
0.80
EV
PV
Schedule Variance (SV) $4,000 $5,000
$1,000
EV PV