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B U D I L U H U R U N I V E R S I T YPOST GRADUATE PROGRAM OF INFORMATION TECHNOLOGY
IT PROJECT MANAGEMENT
Project Time Management Processes
• Project time management involves the processes required to ensure timely completion of a project. Processes include:
1. Define activity
2. Sequence activity
3. Estimate activity resources
4. Estimate activity durations
5. Develop schedule
6. Control schedule
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Define Activity
• Identifying the specific schedule activities that need to be performed to produce the various project deliverables
• Project work packages are planned into smaller components (decomposed) called schedule activities to provide a basis for estimating, scheduling, executing, and monitoring and controlling the project.
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Define Activities
INPUT OUTPUT
1. Scope baseline2. Enterprise environmental
factors3. Organizational process
assets
1. Activity list2. Activity attributes3. Milestone list
TOOLS & TECHNIQUES
1. Decomposition2. Rolling wave planning3. Templates4. Expert judgment
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Activity DefinitionInput (1)
1. Scope baseline
Project deliverables, constraints & assumptions documented in the scope statement
2. Enterprise environmental factors
Availability of project IS
Scheduling S/W tools, etc
3. Organizational process assets
Activity planning-related policies, procedures, guidelines that are considered in developing activity definitions
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Define Activity Outputs
Activity listComprehensive list of schedule activities
Activity attributes1 Identifier 6 Logical relationship2 Codes 7 Leads and lags3 Description 8 Resource requirement4 Predecessor 9 Imposed dates5 Successor 10 Constraints & assumptions
Milestone listComponent of the PM planIndicates whether mandatory or optional milestone
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Define ActivitiesTools & Techniques
Decomposition
Subdividing the project work packages into smaller more manageable components called schedule activities
Rolling wave planning
A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the WBS
Templates
Expert judgment
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Sequence Activities
INPUT OUTPUT
1. Activity list2. Activity attributes3. Milestone list4. Project scope statement5. Organizational process
assets
1. Project schedule network diagram
2. Project document updates
TOOLS & TECHNIQUES
1. Precedence diagramming method (PDM)2. Dependency determination3. Applying leads and lags4. Schedule network templates
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Sequence ActivitiesTools & Techniques
Precedence Diagramming Method• Activities are represented by boxes• Arrows show relationships between activities• More popular than ADM method and used by project
management software• Better at showing different types of dependencies
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Sequence ActivitiesTools & Techniques
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FS: Finish-to-start
SS: Start-to-start
FF: Finish-to-finish
SS: Start-to-finish
B cannot start until A finishesA
B
A
B
A
B
A
B
B cannot start until A starts
B cannot finish until A finishes
B cannot finish until A starts
Determine dependencies between tasks
Sequence ActivitiesTools & Techniques
Dependency determination– Mandatory dependencies (inherent in the nature
of the work being done)– Discretionary dependency (prefer logic /
preferential logic / soft logic)– External dependency (the project activities are
dependent on non-project activities
Applying leads & lags• A lead allows an acceleration of the successor
activity• A lag directs a delay in the successor activity
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Schedule network templates– Templates for the entire project– Templates for sub network (fragment
network)
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Estimate Activity Resources
• Estimating the type and quantities of resources required to perform each schedule activity
Inputs Outputs1. Activity lists2. Activity attributes3. Resource availability4. Enterprise environmental
factors5. Organizational process
assets
1. Activity resource requirements
2. Resource breakdown structure
3. Project document updates
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Activity resource requirements
Identification and description of the types and quantities of resources required of each schedule activity in a work package
Resource breakdown structure
A hierarchical structure of the identified resources by resource category and resource type
Project documents updates
Estimate Activity ResourcesOutput
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Estimate Activity Resources Tools & Techniques
Expert judgments
Alternatives analysisMany schedule activities have alternative methods of accomplishment
Published estimating dataProduction rates, unit cost of resources, etc
Project management software
Bottom-up estimating• Decompose the schedule activities into more
details; estimate the resource needed to complete each detailed piece of work. Aggregate bottom-up wise 19
Estimate Activity Duration
• Estimating the number of work periods that will be needed to complete individual schedule activities
Inputs Outputs1. Enterprise environmental factors2. Organizational process assets3. Project scope statements4. Activity lists5. Activity attributes6. Activity resource requirements7. Resource calendars8. Project management plan:
– Risk register– Activity cost estimate
1. Activity duration estimates
2. Activity attributes
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Estimate Activity Duration Tools & Techniques
Expert judgment
Analogous estimating
Using actual previous data and expert judgment
Parametric estimation
Duration
= Quantity of work to be performed x productivity rate
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Estimate Activity Duration Tools & Techniques
Three-Points estimates• Most likely (M)• Optimistic (O)• Pessimistic (P)
Formula in CPM:
Duration = ( O + 4M + P)/6
Reserve analysis
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Develop Schedule
Analyzing :• activity sequences, • activity durations, • activity resources requirements, • schedule constraints
to create the project schedule
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Develop ScheduleInputs Outputs
1. Organizational process assets
2. Project scope statements3. Activity lists4. Activity attributes5. Project schedule network
diagram6. Activity resource
requirements7. Resource calendars8. Activity duration estimates9. Project management plan:
– Risk register
1.Project schedule2.Schedule model data3.Schedule baseline4.Resource requirements
(updates)5.Activity attributes (updates)6.Project calendars (updates)7.Requested changes8.Project management plan
(updates)– Schedule
management plan (updates)
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Develop Schedule Output
Project schedule
Often presented graphically, – Project schedule network diagram– Bar charts & Milestone chart
Schedule baseline
Project schedule, with additional information – Baseline start date– Baseline finish date
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Develop Schedule Output
Schedule data
Supporting data for the project schedule:• Schedule milestones• Schedule activities• Activity attributes• Assumption & constraints• Resource requirements by time period• Alternative schedule (best case, worst case)• Schedule contingency reserves
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Develop Schedule Tools & Techniques
1. Schedule network analysis
2. Critical path method
3. Critical chain method
4. Resource leveling
5. What-if scenario analysis
6. Applying leads and lags
7. Schedule compression
8. Scheduling model
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Develop Schedule Tools & Techniques
Schedule Network Analysis
Employs a schedule model and various analytical techniques:
– CPM (critical path method)– Critical chain method– What-if analysis– Resource leveling
to calculate:– Early start (ES) & late start (LS) dates– Early finish (EF) & late finish (LF) dates
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Develop Schedule Tools & Techniques
Critical Path Method (CPM)
• A project network analysis technique used to predict total project duration
• A critical path for a project is the series of activities that determines the earliest time by which the project can be completed
• The critical path is the longest path through the network diagram and has the least amount of slack or float
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Develop Schedule Tools & Techniques
Finding the Critical Path
1. Develop a good project network diagram
2. Add the durations for all activities on each path through the project network diagram
3. The longest path is the critical path
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Develop Schedule Tools & Techniques
Schedule compression
Shorten the project schedule without changing the project scope to meet the schedule constraints, imposed dates, or other schedule objectives
Techniques:
Crashing: Cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost
Fast tracking: Phases of activities that normally would be done in sequence are performed in paralel
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Develop Schedule Tools & Techniques
OverlappedTasks or fasttracking
Shortenedduration thrucrashing
Original schedule
Source: Schwalbe, ITPM, 3rd ed32
Develop Schedule Tools & Techniques
Buffers and Critical Chain
• A buffer is additional time to complete a task
• Murphy’s Law states that if something can go wrong, it will, and Parkinson’s Law states that work expands to fill the time allowed. In traditional estimates, people often add a buffer and use it if it’s needed or not
• Critical chain schedule removes buffers from individual tasks and instead creates
– A project buffer, which is additional time added before the project’s due date
– Feeding buffers, which are addition time added before tasks on the critical path
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Develop Schedule Tools & Techniques
Program Evaluation and Review Technique (PERT)
• A network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates
• Uses probabilistic time estimates based on using :– optimistic (O), – most likely (M), – pessimistic (P)estimates of activity durations
• PERT weighted average formula:
O + 4 M + P
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Control Schedule
• Controlling changes to the project schedule
Inputs Outputs1. Schedule
management plan2. Schedule baseline3. Performance
reports4. Approved change
requests
1. Work performance measurements2. Organizational process assets
updates3. Change requests4. Project mgmt plan updates5. Project managements updates
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Control ScheduleInput
Schedule management plan• Establishes how the project schedule will be manage
and control• Component of the project management plan
Schedule baseline• Latest, approved schedule• Component of the project management plan
Performance reports• Provide information on schedule performance• Alert to issues that may cause schedule
performance problems in the future
Approved change requests37
Control ScheduleOutput
Work Performance Measurements• SV (schedule variance)• SPI (schedule performance index)
Organizational Process Assets Updates
Lesson learned documentation
(cause of variance, the reasoning behind the corrective actions chosen)
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Control Schedule Output
Change Requests
Processed for review and disposition through the integrated change control process
Project Management Plan Updates
Schedule baseline updates
Schedule management plan updates
Project Documents Updates
Schedule data
Project schedule
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Control Schedule Tools & Techniques
1. Performance reviews
2. Variance analysis
3. Project management software
4. Resource levelling
5. What-if scenario analysis
6. Adjusting leads and lags
7. Schedule compression
8. Scheduling tool
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Control Schedule Tools & Techniques
Project management software
Provides the ability – To track planned dates vs actual dates– To forecast the effects of project schedule
changes
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Control Schedule Tools & Techniques
Variance analysis– Schedule control
Schedule comparison bar chart– Displays current status bar & approved project
schedule baseline
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