analysis tools

1. z
PROJECT ANALYSIS
TOOL
Part III

2. z
A. PROJECT REQUIREMENTS
What is a Requirement?
 A requirements states what a solution
must do (functional requirement) & how
well it must do what it does (quality or non
functional requirement).

3. z
The Elicitation Plan
Benefits
 Guarantee you will spend time with the “right” stakeholders.
 Use the right technique to gather requirements
 Assign the right resources, armed with the right amount of
time to gather requirements.
 Gain agreement from top managers on the requirements
elicitation effort (time, Resources, and cost).

4. z
Developing the Elicitation Plan
five key items
1. What Is the Problem to Be Solved?
2. What Are the Strategies for Gathering
Requirements?
3. Who Are the Stakeholders We Need to Talk To?
4. Identify the Schedule and Resources
5. Document the Assumptions and Risks

5. z
Using the Elicitation Plan
 Information to consider in your plan include:
1. Market and business context
2. System domain
3. Outputs
4. Open issues

6. z
REQUIREMENTS SPECIFICATION
Requirement Using Planguage
 Planguage is a combination of the words planning
and language.
 Planguage is an informal, but structured, keyword-
driven planning language. It aids in communicating
complex ideas in terms any stakeholder can understand.

7. z
B. Determine the
PERT method

8. z
PERT /CPM Overview
PROJECT MANAGEMENT
A Systemic way of planning, scheduling ,executing,monitoring,
Controlling the different aspects of the project, so as to attain
The goal made at the time of project formulation
PERT CPM
Network based project
management techniques
Overview Overview

9. z
Key Difference Between PERT and CPM
PERT CPM
VS
Project Evaluation Technique is
a technique used to plan and
control large scale projects
Research & Development
Projects
Probabilistic
Time
Critical Path Method is a technique
which plans and controls complex but
routine projects.
Construction Projects
Deterministic
Time and Cost trade-off
Meaning
Usage
Activities
Focus

10. Key Difference Between PERT and CPM
PERT CPM
VS
Event- Oriented
Three Times estimates
High Precision time estimate
Non repetitive activities
Activity - Oriented
One Time estimates
Reasonable time estimate
Repetitive activities
Orientation
Estimates
Suitable for
Nature of job

11. z
Three times estimates One time estimates
Estimates
Task Optimistic (O) Most Likely(M) Pessimistic(P)
Task A 2 Wks 4 Wks 5 Wks
Task B 1 Wks 2 Wks 3 Wks
Task C 2 Wks 3 Wks 4 Wks
Task B 3 Wks 5 Wks 8 Wks
Completion 8 Wks 14 Wks 20 Wks
1
2
3
Normal
Maximum
Minimum
Task Optimistic (O) Most Likely(M) Pessimistic(P)
Task A 2 Wks 4 Wks 5 Wks
Task B 1 Wks 2 Wks 3 Wks
Task C 2 Wks 3 Wks 4 Wks
Task B 3 Wks 5 Wks 8 Wks
Completion 8 Wks 14 Wks 20 Wks
Minimum
1
Time and Cost
Trade-off

12. z
Benefits of PERT
1. Answering the What – If’s
 A PERT chart enables you to create milestone for your
project.
2. Easy Project Analysis
 A project leader, a member of the team or anyone who
needs to know can quickly refer to the chart to see where a
project is, how its coming along and what stage the project is
currently at.

13. z
Six Steps of PERT Planning
1. Identification of definite activities and breakthroughs.
2. Determining the proper sequence of the activities
3. Construction of network diagram
4. Estimation of the time required for each activity
5. Determining the Critical Path
6. Updating of PERT chart

15. z
Determining the Critical Path Movement
 The task on critical path are known as critical
activities because if they are delayed, the whole
project will be delayed.
 To find the critical path,project managers use the
critical path method (CPM) algorithm to define the
least amount of time necessary to complete each
task with the least amount of slack.

16. z
WhatistheCriticalPathMethodinProject
Management?
 The Critical path method (CPM),also known ass critical path
analysis (CPA), is a scheduling procedure that uses a network
diagram to depict a project and the sequences of task required
to complete it, which are known as paths.
 The critical path method (CPM) is used in project management
to create project schedules and helps project managers create a
timeline on a Gantt chart for the project

17. z
The critical path method includes:
 Identifying every task

18. z
Task Optimistic (O) Most Likely(M) Pessimistic(P)
Task A 2 Wks 4 Wks 5 Wks
Task B 1 Wks 2 Wks 3 Wks
Task C 2 Wks 3 Wks 4 Wks
Task B 3 Wks 5 Wks 8 Wks
Completion 8 Wks 14 Wks 20 Wks
Pert Computation
Formula
Expected Time of ____=0+4(M)+P =
6
Solution
ET of Task A= 2+4(4)+5= 3.83 weeks
6
ET of Task B= 1+4(2)+3= 2 weeks
6
ET of Task C= 2+4(3)+4= 3 weeks
6
ET of Task B= 3+4(5)+8= 5.17 weeks
6

19. z CPM Computation
Conversion Forward Pass Formula
EF = ES + t
A ES EF
T LS LF
Forward Pass Formula
EF = ES + t
Slack Formula
Slack = LS – ES
Slack = LF - EF
Note: A= Activity
T= Time
ES= Earliest Start
EF= Earliest Finish
LS= Latest Start
LF= Latest Finish

20. z Activity A B C D E
Immediate
Predecessors
- - A A,B D
Expected
Time (weeks)
7 9 12 8 9
CPM Computation
Example:
Project Network:
START
A
B
C
D
Finish
E

21. z CPM Computation
Example: Activity A B C D E
mediate
Predecessors
- - A A,B D
Expected Time
(weeks)
7 9 12 8 9
Critical Path: Convension
A ES EF
T LS LF
Forward Pass Formula
EF= ES + t
Backward Pass Formula
LS=LF + t
Slack Formula
Slack = LS – ES
or
Slack = LF- EF
A= Activity
T= Time
ES= Earlist Start
EF= Earlist Finish
LS= Latest Start
LF= Latest Finish
A ES EF
T LS LF
A ES EF
T LS LF
A ES EF
T LS LF
A ES EF
T LS LF
A ES EF
T LS LF
Finish
Start

22. z CPM Computation
Example: Activity A B C D E
mediate
Predecessors
- - A A,B D
Expected Time
(weeks)
7 9 12 8 9
Critical Path: Convension
A ES EF
T LS LF
Forward Pass Formula
EF= ES + t
Backward Pass Formula
LS=LF + t
Slack Formula
Slack = LS – ES
or
Slack = LF- EF
A= Activity
T= Time
ES= Earlist Start
EF= Earlist Finish
LS= Latest Start
LF= Latest Finish
A 0 7
7 2 9
B 0 9
9 0 9
Start
C 7 19
12 14 26
D 9 17
8 9 17
E 17 26
9 17 26
Slack= 0
Slack= 2
Slack= 0
Slack= 7
Slack= 0 Finish
26 Weeks

23. z GANTT CHART
A Gantt Chart is a project
management Tool assisting in the
planning and scheduling of project of all
sizes, although they are particularly
usefull for simplifying complex project.

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27. z 12 Benefits of Gantt Charts:
1. Improve team
2. Resources Planning
3. Gives you the ability to manage complex information
4. Project requirments are clear with Gantt charts
5. One page for different tasks
6. Know the project`s progress
7. Team communication
8. Check task dependencies
9. Avoid work-overload for employees
10. Improved time management
11. Easily manage remote teams
12. Have accountability and transparency

28. z
Steps of Drawing up a Gantt Charts:
1. Review Scope Baseline
Three Componets:
1) Scope Statement
2) Work Breakdown Structure ( WBS )
3) Work Breakdown Structure ( WBS ) Dictionary
2. Create Activities
3. Sequence Activities
4. Estimate resources
5. Estimate Durations
6. Develop Schedule

29. z
This project involves building a wooden. Backyard privacy fence for the residence at 115
Tallow wood drive. Harvest. AL. 35749. The homeowner/customer is bill Carswell and
The fence is being built for two reason.
1. Create a privacy barrier from the neighbors
2. Prevent animals from coming into the yard and eating the garden plants
Critical Constraint
Mr. Carswell`s travel schedule is a constraint. He leaves on april 1 for the middle east
And will gone one month. If the fence is not finished by then we will not get paid until
He return and a chance to inspect the fence.
Acceptance Criteria
The fence will be accepted and paid for after it is finished. Undamaged and there are no
Obvious workmanship issues such as broken boards. Missing nails etc… the fence gates
Must be working well and the yard and fence must be clean from work materials and tags.
Mr. Carsweel has specifically mentioned that he will make sure all lumbers tags have been
Removed.
Deliverables
1. Ground Preparation ( fence post- holes )
2. Fence structure
3. Drive- through gate
4. Walk- through gate
5. 1- year materials warranty

30. z
FIGURE 1 – DELIVERABLE BASED WORK
BREAKDOWN STRUCTURE

31. z
FIGURE 2 - PHASE BASED WORK BREAKDOWN STRUCTURE

32. z
No. Item Description
1 WBS Code Enter the WBS Title and identify it as a Work Package, Planning and/or Control
Account.
2 Responsible Organization/ Individual Name the single organization, group or individual that has been assigned sole
responsibility for making sure the Work Package is completed. Include contact
information.
3 Description Define Work Package boundaries. Frame the scope content so that it is clear what
scope is included and excluded. If it is a Planning Package, describe the known and
unknown scope.
4 Deliverables Identify the product, service or results created when all of the work in this Work
Package is complete. Include any critical intermediate deliverables.
5 Acceptance Criteria Describe the functional and physical requirements in order to meet customer
expectations and quality requirements. Include any unique approvals required for
acceptance.
6 Budget Designate the budget for this Work Package, plus any critical resource information and
assumptions.
7 Milestones List any Start Dates, End Dates, Intermediate Milestones, Interdependencies,
Constraints and any assumption for the deliverables.
8 Risks Include any known threats and opportunities with response strategies.
9 Additional Information Describe any additional information, such as references, related work packages, etc.
10 Approvals: Date: Rev: