The document provides an overview of project management concepts including defining a project, examples of projects, phases of the project life cycle, and the project management process. It discusses work breakdown structures, precedence diagrams, resource management, scheduling including critical path analysis, and project planning and control techniques.
3. Project, Defined
A project is an endeavor to accomplish a specific objective through a
unique set of interrelated tasks and the effective utilization of resources.
It has a well-defined objective stated in terms of scope, schedule, and
costs.
Project s are “born” when a need is identified by the customer – the people
or organization willing to provide funds to have the need satisfied.
It is the people (project manager and project team), not the procedures and
techniques, that are critical to accomplishing the project objective.
Procedures and techniques are merely tools to help the people do their
jobs.
4. Examples of Projects
Planning a wedding
Designing and implementing a computer system
Hosting a holiday party
Designing and producing a brochure
Executing an environmental clean-up of a contaminated site
Holding a high school reunion
Performing a series of surgeries on an accident victim
5.
6. Phases of the Project Life
Cycle 1
The first phase involves the identification of a
need, problem, or opportunity.
The need and requirements are usually written by
the customer into a document called a request for
proposal (RFP).
7. Phases of the Project Life
Cycle 2
The second phase is the development of a
proposed solution to the need or problem.
This phase results in the submission of a
proposal.
The customer and the winning contractor
negotiate and sign a contract (agreement).
8. Phases of the Project Life
Cycle 3
The third phase is performing the project.
Different types of resources are utilized
Results in the accomplishment of the project
objective
9. Phases of the Project Life
Cycle 4
The final phase is terminating the project.
Perform close-out activities
Evaluate performance
Invite customer feedback
10. The Project Management
Process The project management process means planning the work and then working the plan.
7 steps of planning
1. Clearly define the project objective.
2. Divide and subdivide the project scope into major “pieces”
3. Define the specific activities for each piece (work package)
4. Graphically portray the activities that need to be performed fro each work
package in order to accomplish the project objective – in the form of network
diagram.
5. Make a time estimate for how long it will take to complete each activity –
resources needed.
6. Make a cost estimate for each activity.
7. Calculate a project schedule and budget to determine whether the project can
be completed within the required time, with the allotted founds, and with the
available resources.
12. Work Breakdown Structure
(WBS)
The second step is to determine what activities
need to be performed.
A list of all the activities must be developed.
The WBS is a hierarchical tree of end items to
be accomplished.
A work item is one small piece of the project.
A work package is the lowest-level item.
15. 1. Start new project
Turn on the Project Guide
On the Tools menu, click Options, and then
click the Interface tab.
In the Project Guide settings section, select
the Display Project Guide check box.
Manually set up a new project
16. Project – Project Information…
or View – Turn on project guide…
http://office.microsoft.com/en-us/project/HA102639631033.aspx
19. 2. Tasks
There are four major types of tasks:
1. Summary tasks - contain subtasks and their related
properties
2. Subtasks - are smaller tasks that are a part of a
summary task
3. Recurring tasks - are tasks that occur at regular
intervals
4. Milestones - are tasks that are set to zero duration and
are like interim goals in the project
26. Tasks can be linked in four
ways
Finish-Start FS Predecessor finishes and the other
starts
Start-Finish S-F Task begins at the same time as its
predecessor
Finish-Finish F-F Both tasks finish at the same time
Start-Start S-S Start of the predecessor determines
when the other starts
27. Constraints
Certain tasks need to be completed within a
certain date.
Intermediate deadlines may need to be
specified.
By assigning constraints to a task you can
account for scheduling problems.
There are about 8 types of constraints and
they come under the flexible or inflexible
category.
30. Defining a Timeline
Find an optimistic value, D(o),
a pessimistic value, D(p) and
a realistic value, D(r) .
Then: Duration = ( D(o) + D(p) + 4 x
D(r) ) / 6
31. The importance of tracking
progress
Techniques to manage projects effectively:
Critical Path Management (CPM) and
Program Evaluation and Review Techniques (PERT).
They are similar and you will now often find the technique referred to as:
CPM/PERT.
The technique involves using network models to trace the links between tasks
and to identify the tasks which are critical to meeting the deadlines.
Once you've identified the critical path, any delay on any part of the critical path
will cause a delay in the whole project.
It is where managers must concentrate their efforts.
In MS Project, you use the Tracking Gantt diagram to show the critical path in
red and you can see the PERT diagram by looking at the Network view.
32. Gantt Chart View – critical
path
A Gantt chart is a type of bar chart that
illustrates a project schedule.
Critical path: View – More views… -
Detail Gant
34. Views
Views allow you to examine your project from different
angles based on what information you want displayed at
any given time.
You can use a combination of views in the same window
at the same time.
Project Views are categorized into two types:
• Task Views (5 types)
• Resource Views (3 types)
35. Saving a baseline
Baseline plan: The original project plans used to track
progress on a project.
The baseline plan is a snapshot of your schedule at the
time that you save the baseline and includes information
about tasks, resources, and assignments.
You can set a baseline for your project, enabling you to
compare your progress with the original plan and any
additional baselines you set at milestones throughout
your project.
36. Saving a Baseline
Tools – Tracking – Save Baseline…
http://office.microsoft.com/home/video.aspx?assetid=ES102776241033&width=1024&height=768&startindex=0&CTT=11&O
38. Manage the project
resources:
Resources are of three types:
work resources, material resources and cost resources.
Work resources complete tasks by expending time on them. They are usually people and
equipment that have been assigned to work on the project (you track their participation by the
amount of time they spend).
Material resources are supplies and stocks that are needed to complete a project. You assign
material resources by the quantity that you need: two tons of gravel or 300 gallons of diesel
fuel, for instance. Because materials aren't measured by time, quantities usually affect only the
cost of your project. Materials affect dates or duration only when you have to wait for those
materials to become available.
Cost. Cost resources are the new kid on the Project 2007 block, and they're strictly cost; no
time, no quantities—just dollars. Expenses, such as travel or fees, increase the project price
tag, but they aren't associated with work or material resources.
You must start by identifying the resources available along with their
costs.
Resource costs will be multiplied by duration to calculate project costs.
You have to open the Resource sheet to specify the project resources
and costs.
• people
• equipme
nt
• supplies
39.
40. Fields in the Resource Sheet may be blank or contain different types of information
depending on the type of resource. For example, a work resource doesn't have a Material
label, and costs are calculated initially as dollars per hour. Material resources have a cost
per unit—per pound, gallon, or piece—and the Material label field defines the units. Cost
resources receive a value only when you assign them to tasks.
41.
42.
43. Use the Detail Gantt view to
find slack (float)
On the View menu, click More Views.
In the Views list, click Detail Gantt, and then
click Apply.
On the View menu, point to Table, and then
click Schedule. In the chart portion of the view,
slack appears as thin bars to the right of tasks,
with slack values adjoining the regular Gantt
bars.
44.
45. To shorten a project
schedule
Reduce duration of activities on critical
path
More resources
Change their scope
49. Create a budget for your
project
Step 1:
Create budget resources for your project
Step 2: Assign the budget resources to the projec
Step 3: Enter values for the budget resources
Step 4: Categorize resource costs according to th
Step 5: Group resources to view how they compa
50. Step 1: Create budget resources
for your project
Create Budget-Travel and Budget-Labor
on your resource sheet
View – Resource Sheet
52. Step 2: Assign the budget resources
to the project summary task
Gent chart view – Tools – Options –
View Tab – Show project summary
task (check box)
Task is added to the top of the project list.
Select this task.
Click on Button “Assign Resources”
Select the two budget resources you
created earlier and click “Assign”
53. Step 3: Enter values for the
budget resources
View – Resource Usage view
Add Budget Cost and Budget Work fields
(columns):
Insert – Column – Budget Cost and Budget
Work
Add values for travel and Labor cost
54. Add: 15,000 for Budget-Travel and 30,000
for Budget-Labor (Budget Work column)
55. Step 4: Categorize resource costs
according to their budget type
Create custom filed (column)
Open Resource Sheet view
Tools – Customize – Fields
Choose Resource text filed and rename:
Budget Type
56. Select Option Button: Roll down unless
manually entered
Add field to the resource sheet view: Insert – column – choose
Budget Type column ( you can now identify your resources as labor
or travel
57.
58. Step 5: Group resources to view
how they compare against the
budget
Resource Usage view
Project – Group by: No Group –
Customize Group By… - Select the
Budget Type field
64. Scheduling
One of the most
important things you
can do is schedule.
Also one of the first things you should do!
Tools help
Microsoft Project
OpenProj.org
OpenWorkbench.org
Coming up: Planning
65. Planning
The bad news: time flies
The good news: you’re the pilot!
You must begin planning
immediately
Given limited information
Plan anyway and then
revise
Coming up: Creating a plan:
Things to know
66. Creating a plan: Things to know
Scope
Context. How does the software to be built fit into a larger system,
product, or business context and what constraints are imposed as a
result of the context?
Information objectives. What customer-visible data objects
(Chapter 8) are produced as output from the software? What data
objects are required for input?
Function and performance. What function does the software
perform to transform input data into output? Are any special
performance characteristics to be addressed?
Software project scope must be unambiguous and
understandable at the management and technical
levels. Coming up: Creating a plan:
Things to do
67. Creating a plan: Things to do
Problem Decomposition: Sometimes called
partitioning or problem elaboration
Once scope is defined …
It is decomposed into constituent functions
It is decomposed into user-visible data objects
or
It is decomposed into a set of problem classes
Decomposition process continues until all
functions or problem classes have been defined
(this won’t be far at the beginning of your
project) Coming up: Create a
schedule
68. Schedule
List of tasks
With dates
With assigned resources (people)
With durations
With predecessors and successors
How do you get buy-in from the team for a
schedule?
History
Increments Coming up: Schedule Terms
69. Schedule Terms
Critical path
Sequence of tasks that form the longest path to
completion of the project. Any delay on any of these
will make the overall completion date move.
Slack
Amount of time a task can be delayed without
affecting the overall completion date.
Start slack - amount before task needs to start
Finish slack - amount before task needs to finish
Milestone - An import date in the schedule
Dependencies - relationship between tasks
Coming up: Schedule
Dependencies
70. Schedule Dependencies
FS - Finish to start (most common)
A FS B. B doesn’t start until A is finished
Build wall FS Paint wall
FF - Finish to finish
A FF B. B doesn’t finish before A is finished
Write final chapter FF Complete Index
SS - Start to start
A SS B. B doesn’t start until A has started
Project funded SS project management activities begin
SF - Start to finish
A SF B. B doesn’t finish before A has started
Once A starts, B is allowed to finish
B=Baby sit a child, A=parent comes home Coming up: Resource
Leveling
71. Resource Leveling
A process to examine a project for an unbalanced
use of people and to resolve over-allocations or
conflicts
Happens when multiple tasks are scheduled at the
same time for the same person
Solution:
Make tasks sequential by introducing “fake”
dependencies
Split resource usage among tasks (50% on task 1, 50%
on task 2)
Coming up: Auto Resource
Leveling
72. Auto Resource Leveling
Some tools (not Open Project) provide auto
resource leveling
Tool automatically ensures no person works
over 100% of the time (automatically makes
tasks sequential)
Advantageous because this does not
introduce “fake” dependencies
Coming up: Gantt Chart
74. Finding Critical Path
Draw a network diagram of the activities
Determine the Early Start (ES) of each
node. Work from beginning node (ES=0)
to final node
ES - earliest time the activity can start
ES = Max(ESprevNode + DurationPrevNode)
Coming up: Finding Critical
Path
A
C
B
ES: 4
ES: 2
10
7 ES: ??
75. Finding Critical Path
Determine the Late Start (LS) of each
node. Work from the final node to the
beginning node.
The latest time the activity can start without
changing the end date of the project
LS = MIN(LSnext - DurationNode)
For the last node LS = ES
Coming up: Example
A
C
B
LS: ?
LS: ?
10
7 LS: 12
A
C
B
LS: ?
LS: 13
10
7
LS: 12
76. Example
Here's the example:
Activity Description Predecessor Duration
A Product design (None) 5 months
B Market research (None) 1
C Production analysis A 2
D Product model A 3
E Sales brochure A 2
F Cost analysis C 3
G Product testing D 4
H Sales training B, E 2
I Pricing H 1
J Project report F, G, I 1Coming up: Example Node
Network
77. Example Node Network
A
E
D
C
I
G
F
J
B
H
Here's the example:
Activity Description Predecessor Duration
A Product design (None) 5 months
B Market research(None) 1
C Production A 2
D Product model A 3
E Sales brochure A 2
F Cost analysis C 3
G Product testing D 4
H Sales training B, E 2
I Pricing H 1
J Project report F, G, I 1
ES:0
LS:
ES:5
LS:
ES:0
LS:
ES:5
LS:
ES:5
LS:
ES:7
LS:
ES:9
LS:
ES:8
LS:
ES:7
LS:
ES:12
LS:
Coming up: Example Node
Network
ES(H)
ES(E)+dur(E) = 5 + 2 = 7
ES(B)+dur(B) = 0 + 1 = 1
Maximum = 7 = ES(H)
ES(J)
ES(F)+dur(F) = ?
ES(G)+dur(G) = ?
ES(I) + dur(I) = ?
Maximum = ? = ES(J)
78. Example Node Network
A
E
D
C
I
G
F
J
B
H
Here's the example:
Activity Description Predecessor Duration
A Product design (None) 5 months
B Market research(None) 1
C Production A 2
D Product model A 3
E Sales brochure A 2
F Cost analysis C 3
G Product testing D 4
H Sales training B, E 2
I Pricing H 1
J Project report F, G, I 1
ES:0
LS:0
ES:5
LS:5
ES:0
LS:8
ES:5
LS:7
ES:5
LS:7
ES:7
LS:9
ES:9
LS:11
ES:8
LS:8
ES:7
LS:9
ES:12
LS:12
Coming up: Example Node
Network
LS(F)
LS(J)-dur(F) = 12 – 3
= 9
LS(A) =
LS(C) – dur(A) = 7 – 5 = 2
LS(D) – dur(A) = 5 – 5 = 0
LS(E) – dur (A) = 7 – 5 = 2
Minimum = 0 = LS(A)
79. Example Node Network
A
E
D
C
I
G
F
J
B
H
Here's the example:
Activity Description Predecessor Duration
A Product design (None) 5 months
B Market research(None) 1
C Production A 2
D Product model A 3
E Sales brochure A 2
F Cost analysis C 3
G Product testing D 4
H Sales training B, E 2
I Pricing H 1
J Project report F, G, I 1
ES:0
LS:0
ES:5
LS:5
ES:0
LS:8
ES:5
LS:7
ES:5
LS:7
ES:7
LS:9
ES:9
LS:11
ES:8
LS:8
ES:7
LS:9
ES:12
LS:12
Coming up: Game Development In-Class
Exercise
80. Game Development In-Class Exercise
TASK DURATION (days) PREDECESSORs
A Graphics Engine 14
B Sound Engine 5 I
C Music Engine 5 J
D Input Engine 10 A
E Gameplay/general
programming
31 B, C, D
F Physics 7 E
G 2D Artwork 14
H 3D Artwork 21 G
I Sound Effects 14
J Music 9
K Level Design 21 F, H
Find the critical path
Coming up: Review
Questions
81. Schedule Example
Lets try to schedule this work among our
three developers “John, Mary, Carl”
Coming up: Scheduling
Steps
TASK DURATION (days) PREDECESSORs
A Graphics Engine 14
B Sound Engine 5 I
C Music Engine 5 J
D Input Engine 10 A
E Gameplay/general
programming
31 B, C, D
F Physics 7 E
G 2D Artwork 14
H 3D Artwork 21 G
I Sound Effects 14
J Music 9
K Level Design 21 F, H
82. Scheduling Steps
Add in all the tasks (preferably in a hierarchy)
Add in all the dependencies
Break down large tasks into smaller tasks.
Optimally (in Dan Fleck’s opinion) you want
to schedule so the duration of each smallest
task is at most 3-5 days
Assign people (resources) to tasks
Level your resources
Coming up: Classic Mistakes
83. Classic Mistakes
Overly optimistic schedule
Failing to monitor schedule
Failing to update schedule
Adding people to a late project
Failure to manage expectations of others
Leaving out a task
Coming up: Scope Creep
84. Earned Value Management
How much work you planned to have accomplished by
now (in dollars or hours) called the Planned Value
How much you have actually spent by now (in dollars or
hours), called Actual Cost
The value, in terms of your baseline budget, of the work
accomplished by now (in dollars or hours), called the
Earned Value!
Coming up: Earned Value
Management
Idea is to link schedule and cost together to monitor
both in the same “units” of value
85. Earned Value Management
Planned value (PV) - the value of all resources
needed to meet the project’s objectives
Each objective of a project has an associated
planned value
Budgeted (cost) at completion (BAC) - The sum
of all the PVs
Earned value (EV) - the amount of value
completed at any point during the project
Actual Cost (AC) - actual amount of money you
have spent so far. In a perfect project AC and
EV are the same. Coming up: Earned Value
Management Example
86. Earned Value Management
Example
We’ve budgeted $200 to buy, setup, network
and test a new system
Our planned values (PVs) of each task are:
Buy - $50, Setup - $75, network - $50, test - $25
Our BAC is therefore $200
We’ve now completed phase one, and thus our
earned value (EV) is now $50.
To do this we spent $60 (our actual cost (AC))
Coming up: Earned Value
Management Example
87. Earned Value Management
Example
Schedule performance index (SPI)
EV / PV --> 50/50 = 1 (perfect).
Our group is on schedule
Cost performance index (CPI)
EV / AC --> 50/60 = 0.83
For every dollar spent, I get 83 cents worth of work.
Estimated cost at completion (EAC)
BAC / CPI = 200 / 0.83 = $240.96
Schedule Variance (SV) : EV - PV
Cost Variance (CV) : EV - AC Coming up: EVM Example 2 from:
http://www.hyperthot.com/pm_cscs.htm
Memorization Hint:
Most equations
begin with earned
value
88. EVM Example 2 from:
http://www.hyperthot.com/pm_cscs.htm
PLANNED VALUE (Budgeted cost of the work scheduled)
= 18 + 10 + 16 + 6 = $50
EARNED VALUE (Budgeted cost of the work performed)
= 18 + 8 + 14 + 0 = $40
ACTUAL COST (of the work performed) = $45 (Data from Acct.
System)
Therefore:
Schedule Variance = 40 - 50 = -$10
Schedule Performance Index = 40 / 50 = 0.8 Coming up: What is
earned value?
What is planned value at time X?
What is earned value at time X?
Line is at 16, blue
bar ends at 14
Line is at 6
Earned – Planned. Perfect is?
89. What is earned value?
A. The amount of money you get upon
completion of a task
B. The value of an activity
C. The value of the work completed by
now in the schedule
D. The value of all activities planned to be
completed by now in the schedule
Coming up: Why do you use
earned value management?
90. Why do you use earned value
management?
A.It is required by my contract
B. Measuring value give you more
information than measuring cost or time
alone
C. I don’t use it
D. It guarantees my project will be done
on time
Coming up: Scheduling
Rules of Thumb
91. Scope Creep
The scope of your project is all the work you
initially planned to do.
Scope creep is when your project gets new
tasks throughout it’s lifetime without adding
more resources to handle new tasks. The
scope is “creeping” up…
Scope changes are OK, and really
unavoidable… that’s fine. However you must
update the resources (time, features or
people accordingly)
Coming up: Why would
scope changes occur?
Scope
BOO!
92. Why would scope changes
occur?
A. You get more money to do more things
B. The customer asks you to do
something extra because “it is critical for
success”
C. A competing product has a feature that
you must have to be competitive
D. All of these
Coming up: Which are
causes of scope creep?
93. Scope Change versus Creep
Your company has a $1million dollar
contract with a defined scope.
Scope change:
Customer: please add all these requirements,
and I’ll increase the contract to $2million dollars
Manager: Certainly!
Scope creep:
Customer: please add all these requirements, and I’ll be
really happy.
Manager: Certainly!
Change is good!
94. Which are causes of scope creep?
A. poor change control
B. lack of proper initial identification of
what is required to satisfy project
objectives
C. a weak project manager
D. all of these
Source: Wikipedia: Scope Creep
Coming up: Managing Scope
95. Managing Scope
How to deal with the inevitable “Scope
creep”?
Joint Application Development and
prototyping
Formal change approval
Defer additional requirements as future
system enhancements
Scope
Coming up: Managing Risk
96. Managing Risk
Document your risks in a risk management plan
1 Description of risk
2 Likelihood of occurrence (0-100%)
3 Impact - 1(low) 5 (high), or cost $20,000
4 Exposure = Impact * Likelihood
5 Mitigation strategy
How to lessen the impact of the risk
How to lessen the likelihood
An action plan if risk occurs
Update and track your risks
Communicate your risks to upper managementComing up: Projects get into
trouble when…
97. Coming up: Common-Sense
Approach to Projects
Projects get into trouble when…
Software people don’t understand their customer’s needs.
The product scope is poorly defined.
Changes are managed poorly.
The chosen technology changes.
Business needs change [or are ill-defined].
Deadlines are unrealistic.
Users are resistant.
Sponsorship is lost [or was never properly obtained].
The project team lacks people with appropriate skills.
Managers [and practitioners] avoid best practices and lessons
learned.
98. Coming up: References
Common-Sense Approach to Projects
Start on the right foot. This is accomplished by working hard (very hard) to
understand the problem that is to be solved and then setting realistic
objectives and expectations.
Maintain momentum. The project manager must provide incentives to
keep turnover of personnel to an absolute minimum, the team should
emphasize quality in every task it performs, and senior management
should do everything possible to stay out of the team’s way.
Track progress. For a software project, progress is tracked as work
products (e.g., models, source code, sets of test cases) are produced and
approved (using formal technical reviews) as part of a quality assurance
activity.
Make smart decisions. In essence, the decisions of the project manager
and the software team should be to “keep it simple.”
Conduct a postmortem analysis. Establish a consistent mechanism for
extracting lessons learned for each project.
99. References
www.projity.com
Wikipedia: Project Management
Pressman R., Software Engineering A Practical Approach, Ch 21
Pressman R., Software Engineering A Practical Approach, Slides for Ch 21
Kazman R., The CIO, People Issues, Project & Change Management,
kazman.shidler.hawaii.edu/619ch12.ppt
Pratt M, Earned Value Management,
http://www.computerworld.com/action/article.do?
command=viewArticleBasic&articleId=110065&intsrc=article_pots_bot
End of presentation
100. Next week
Review student essays (due in a week)
Homework 6 due
Please submit sceenshots (in a word
document or pdf) to blackboard
Testing
101. Analyzing Cost-Time Trade-
Offs
There are always cost-time trade-offs in
project management.
You can completing a project early by hiring more
workers or running extra shifts.
There are often penalties if projects extend
beyond some specific date, and a bonus may be
provided for early completion.
Crashing a project means expediting some
activities to reduce overall project completion
time and total project costs.
102. Cost to Crash
To assess the benefit of crashing certain activities,
either from a cost or a schedule perspective, the
project manager needs to know the following times
and costs.
Normal time (NT) is the time necessary to complete
and activity under normal conditions.
Normal cost (NC) is the activity cost associated
with the normal time.
Crash time (CT) is the shortest possible time to
complete an activity.
Crash cost (CC) is the activity cost associated with
the crash time.
103. Cost to Crash per Period
The Cost to Crash per Time Period =
CC − NC
NT − CT
Crash Cost − Normal Cost
Normal Time − Crash Time
104. Linear cost assumption
8000 —
7000 —
6000 —
5000 —
4000 —
3000 —
0 —
Directcost(dollars)
| | | | | |
5 6 7 8 9 10 11
Time (weeks)
Crash cost (CC)
Normal cost (NC)
(Crash time) (Normal time)
Estimated costs
for a 2-week
reduction, from
10 weeks to
8 weeks
5200
Cost-Time Relationships in Cost Analysis
105. The objective of cost analysis is to
determine the project schedule that
minimizes total project costs.
A minimum-cost schedule is
determined by starting with the normal
time schedule and crashing activities
along the critical path in such a way that
the costs of crashing do not exceed the
savings in indirect and penalty costs.
Minimizing CostsMinimizing Costs
106. Use these steps to determine the minimum cost
schedule:
1. Determine the project’s critical path(s).
2. Find the activity or activities on the critical path(s)
with the lowest cost of crashing per time unit.
3. Reduce the time for this activity until…
a. It cannot be further reduced or
b. Until another path becomes critical, or
c. The increase in direct costs exceeds the savings that result
from shortening the project (which lowers indirect costs &
penalties).
4. Repeat this procedure until the increase in direct
costs is larger than the savings generated by
shortening the project.
Minimum Cost ScheduleMinimum Cost Schedule
107. Regular & Crash Times & Cost to Crash
Activity Regular Time Crash Time
Total Cost
to Crash
Cost Per Unit
of Crash Time
$ A* 2 1 $1,000
$ B* 4 2 $ 500
$ C* 2 2 C
$ D* 1 1 C
$ E 3 1 $ 200
$ F* 2 2 C
$ G* 1 1 C
$ H* 12 8 $ 800
$ I* 8 5 $1,200
$ J 6 6 C
$ K 5 3 $ 600
$ L*
TOTAL
* Activities on
critical path
3 3 C
$4,300
109. IF ALL ACTIVITIES ARE CRASHED
STA
RT
A
1
B
2
C
2
D
1
F
2
G
1
H
8
J
6
I
5
K
3
L
3
END
E
1
(1,5,4)
(8,8,0)(6,6,0)(5,5,0)(0,0,0) (1,1,0) (3,3,0)
(26)
(23,23,0)
(17,18,1)
(17,17,0)
(9,20,11)
(9,9,0)
*What is the minimum amount of time to complete the project?
*What is the additional cost involved in achieving this reduction in time?
110. STA
RT
A
2
B
4
C
2
D
1
F
2
G
1
H
12
J
6
I
8
K
5
L
3
END
E
3
What is the minimum cost to achieve minimum time schedule for project
Activity Regular Time Crash Time
Total Cost
to Crash
Cost Per Unit
of Crash
Time
$ A 2 1 $1,000 $1,000
$ B 4 2 $ 500 $ 250
$ C 2 2 C C
$ D 1 1 C C
$ E 3 1 $ 200 $ 100
$ F 2 2 C C
$ G 1 1 C C
$ H 12 8 $ 800 $ 200
$ I 8 5 $1,200 $ 400
$ J 6 6 C C
$ K 5 3 $ 600 $ 300
$ L 3 3 C
$4,300
C
111. STA
RT
A
2
B
4
C
2
D
1
F
2
G
1
H
12
J
6
I
8
K
5
L
3
END
E
3
What is the minimum cost to achieve minimum time schedule for project
Activity Regular Time Crash Time
Total Cost
to Crash
Cost Per Unit
of Crash
Time
$ A 2 1 $1,000 $1,000
$ B 4 2 $ 500 $ 250
$ C 2 2 C C
1 1 C C
$ E 3 1 $ 200 $ 100
$ F 2 2 C C
$ G 1 1 C C
$ H 12 8 $ 800 $ 200
$ I 8 5 $1,200 $ 400
$ J 6 6 C C
$ K 5 3 $ 600 $ 300
$ L 3 3 C
$4,300
C
112. STA
RT
A
2
B
4
C
2
D
1
F
2
G
1
H
12
J
6
I
8
K
5
L
3
END
E
3
What is the minimum cost to reduce project time to 30 months
Activity Regular Time Crash Time
Total Cost
to Crash
Cost Per Unit
of Crash
Time
$ A 2 1 $1,000 $1,000
$ B 4 2 $ 500 $ 250
$ C 2 2 C C
1 1 C C
$ E 3 1 $ 200 $ 100
$ F 2 2 C C
$ G 1 1 C C
$ H 12 8 $ 800 $ 200
$ I 8 5 $1,200 $ 400
$ J 6 6 C C
$ K 5 3 $ 600 $ 300
$ L 3 3 C
$4,300
C
113. STA
RT
A
2
B
4
C
2
D
1
F
2
G
1
H
12
J
6
I
8
K
5
L
3
END
E
3
What is the optimal schedule if I incur a penalty of $280 for each month
above the absolute minimum project time of 26 months?
Activity Regular Time Crash Time
Total Cost
to Crash
Cost Per Unit
of Crash
Time
$ A 2 1 $1,000 $1,000
$ B 4 2 $ 500 $ 250
$ C 2 2 C C
1 1 C C
$ E 3 1 $ 200 $ 100
$ F 2 2 C C
$ G 1 1 C C
$ H 12 8 $ 800 $ 200
$ I 8 5 $1,200 $ 400
$ J 6 6 C C
$ K 5 3 $ 600 $ 300
$ L 3 3 C
$4,300
C
117. Assessing Risks
Risk is a measure of the probability and
consequence of not reaching a defined
project goal.
A major responsibility of the project
manager at the start of a project is to
develop a risk-management plan.
A Risk-Management Plan identifies the
key risks to a project’s success and
prescribes ways to circumvent them.
120. te =
a + 4m + b
6
Mean
σσ22
== ( )bb –– aa
66
22
VarianceVariance
Probabilistic Time EstimatesProbabilistic Time Estimates
Calculating Means and Variances for a Beta
Distribution
Where:
a is the Optimistic
estimate
b is the pessimistic
estimate
m is the most likely
estimate
121. Optimistic Likely Pessimistic
Activity (a) (m) (b)
Time Estimates (wk)
A 11 12 13
B 7 8 15
C 5 10 15
D 8 9 16
E 14 25 30
F 6 9 18
G 25 36 41
St. John’s HospitalSt. John’s Hospital
Probabilistic Time EstimatesProbabilistic Time Estimates
A F
I
C G Finish
D
E
HB J
K
Start
122. Activity B
Most
Optimistic Likely Pessimistic
(a) (m) (b)
7 8 15
A F
I
C G Finish
D
E
HB J
K
Start
St. John’s HospitalSt. John’s Hospital
Probabilistic Time EstimatesProbabilistic Time Estimates
te = = 9 weeks
7 + 4(8) + 15
6
σ2
= = 1.78( )15 - 7
6
2
Calculating Means and Variances
123. Optimistic Likely Pessimistic Expected Variance
Activity (a) (m) (b) Time (te ) (σ2
)
Time Estimates (wk) Activity Statistics
A 11 12 13 12 0.11
B 7 8 15 9 1.78
C 5 10 15 10 2.78
D 8 9 16 10 1.78
E 14 25 30 24 7.11
F 6 9 18 10 4.00
G 25 36 41 35 7.11
H 35 40 45 40 2.78
I 10 13 28 15 9.00
J 1 2 15 4 5.44
K 5 6 7 6 0.11
St. John’s HospitalSt. John’s Hospital
Probabilistic Time EstimatesProbabilistic Time Estimates
125. σ2
= Σ (variances of activities) z =
T – TE
σ2
σ2
= 1.78 + 1.78 + 2.78 + 5.44 + 0.11 = 11.89
z =
72 – 69
11.89
What is the Probability of finishing the
project in 72 weeks?Given that: Critical Path = B - D - H - J - K
T = 72 Weeks TE = 69 Weeks
St. John’s HospitalSt. John’s Hospital
Analyzing ProbabilitiesAnalyzing Probabilities
From Normal Distribution appendix
Pz = .8078 ≈ .81
= .87
127. Project duration (weeks)Project duration (weeks)
6969 7272
NormalNormal
distribution:distribution:
Mean = 69Mean = 69
weeks;weeks;
σσ = 3.45 weeks= 3.45 weeksProbabilityProbability
ofof
exceedingexceeding
72 weeks is72 weeks is
0.19220.1922
St. John’s HospitalSt. John’s Hospital
Probability of Completing Project On TimeProbability of Completing Project On Time
ProbabilityProbability
of meetingof meeting
thethe
scheduleschedule
is 0.8078is 0.8078
Length ofLength of
criticalcritical
pathpath
128. Optimistic Likely Pessimistic Expected Variance
Activity (a) (m) (b) Time (te ) (σ2
)
Time Estimates (Months) Activity Statistics
A 1 2 3
B 3 4 6
C 2 2 2
D 1 1 1
E 1 3 5
F 1 2 3
G 1 1 1
H 8 12 14
I 7 8 10
J 5 6 7
K 4 5 6
L 2 3 6
Software Purchasing ProjectSoftware Purchasing Project
Probabilistic Time EstimatesProbabilistic Time Estimates
130. What is the probability in
finishing in less than 37
months?
131. What is the probability in
finishing in less than 31
months?
132. Copyright 2009 John Wiley & Sons, Inc. 9-133
Lecture Outline
Project Planning
Project Scheduling
Project Control
CPM/PERT
Probabilistic Activity Times
Project Crashing and Time-Cost
Trade-off
133. Copyright 2009 John Wiley & Sons, Inc. 9-134
What is a Project?
Project
unique, one-time operational activity or effort
Examples
constructing houses, factories, shopping malls, athletic stadiums
or arenas
developing military weapons systems, aircrafts, new ships
launching satellite systems
constructing oil pipelines
developing and implementing new computer systems
planning concert, football games, or basketball tournaments
introducing new products into market
134. Copyright 2009 John Wiley & Sons, Inc. 9-135
Project Elements
Objective
Scope
Contract requirements
Schedules
Resources
Personnel
Control
Risk and problem analysis
135. Copyright 2009 John Wiley & Sons, Inc. 9-136
Project Management Process
Project planning
Project scheduling
Project control
Project team
made up of individuals from various areas and
departments within a company
Matrix organization
a team structure with members from functional areas,
depending on skills required
Project Manager
most important member of project team
136. Copyright 2009 John Wiley & Sons, Inc. 9-137
Project Scope
Scope statement
a document that provides an understanding,
justification, and expected result of a project
Statement of work
written description of objectives of a project
Work breakdown structure
breaks down a project into components,
subcomponents, activities, and tasks
137. Copyright 2009 John Wiley & Sons, Inc. 9-138
Work Breakdown Structure for Computer Order
Processing System Project
Work Breakdown Structure for Computer Order
Processing System Project
138. Copyright 2009 John Wiley & Sons, Inc. 9-139
Organizational Breakdown Structure
a chart that shows which organizational units are
responsible for work items
Responsibility Assignment Matrix
shows who is responsible for work in a project
139. Copyright 2009 John Wiley & Sons, Inc. 9-140
Project Scheduling
Steps
Define activities
Sequence activities
Estimate time
Develop schedule
Techniques
Gantt chart
CPM
PERT
Microsoft Project
140. Copyright 2009 John Wiley & Sons, Inc. 9-141
Gantt Chart
Graph or bar chart with a bar for each
project activity that shows passage of
time
Provides visual display of project
schedule
Slack
amount of time an activity can be delayed
without delaying the project
141. Copyright 2009 John Wiley & Sons, Inc. 9-142
| | | | |
Activity
Design house
and obtain
financing
Lay foundation
Order and
receive
materials
Build house
Select paint
Select carpet
Finish work
00 22 44 66 88 1010
MonthMonth
MonthMonth
11 33 55 77 99
Example of Gantt Chart
142. Copyright 2009 John Wiley & Sons, Inc. 9-143
Project Control
Time management
Cost management
Quality management
Performance management
Earned Value Analysis
a standard procedure for numerically measuring a
project’s progress, forecasting its completion date and
cost and measuring schedule and budget variation
Communication
Enterprise project management
143. Copyright 2009 John Wiley & Sons, Inc. 9-144
CPM/PERT
Critical Path Method (CPM)
DuPont & Remington-Rand (1956)
Deterministic task times
Activity-on-node network construction
Project Evaluation and Review Technique
(PERT)
US Navy, Booz, Allen & Hamilton
Multiple task time estimates
Activity-on-arrow network construction
144. Copyright 2009 John Wiley & Sons, Inc. 9-145
Project Network
Activity-on-node (AON)
nodes represent activities,
and arrows show
precedence relationships
Activity-on-arrow (AOA)
arrows represent activities
and nodes are events for
points in time
Event
completion or beginning of
an activity in a project
1 32
BranchBranch
NodeNode
145. Copyright 2009 John Wiley & Sons, Inc. 9-146
AOA Project Network
for a House
33
22 00
11
33
11 11
11
1 2 4 6 7
3
5
LayLay
foundationfoundation
Design houseDesign house
and obtainand obtain
financingfinancing
Order andOrder and
receivereceive
materialsmaterials
DummyDummy
FinishFinish
workwork
SelectSelect
carpetcarpet
SelectSelect
paintpaint
BuildBuild
househouse
146. Copyright 2009 John Wiley & Sons, Inc. 9-147
Concurrent ActivitiesConcurrent Activities
2 3
Lay foundationLay foundation
Order materialOrder material
(a)(a) Incorrect precedenceIncorrect precedence
relationshiprelationship
(b)(b) Correct precedenceCorrect precedence
relationshiprelationship
3
42
DummyDummy
LayLay
foundationfoundation
Order materialOrder material
11
22 00
147. Copyright 2009 John Wiley & Sons, Inc. 9-148
AON Network for House
Building Project
1
3
2
2
4
3
3
1 5
1
6
1
7
1Start
Design
house and
obtain
financing
Order and
receive
materials
Select paint
Select carpet
Lay foundations Build house
Finish work
149. Copyright 2009 John Wiley & Sons, Inc. 9-150
Activity Start Times
1
3
2
2
4
3
3
1 5
1
6
1
7
1Start
Start at 3
months
Start at 6
months
Start at 5
months
Finish at 9
months
Finish
150. Copyright 2009 John Wiley & Sons, Inc. 9-151
Mode Configuration
1 0 3
3 0 3
Activity number
Activity duration
Earliest start
Latest start
Earliest finish
Latest finish
151. Copyright 2009 John Wiley & Sons, Inc. 9-152
Forward Pass
Start at the beginning of CPM/PERT network to
determine the earliest activity times
Earliest Start Time (ES)
earliest time an activity can start
ES = maximum EF of immediate predecessors
Earliest finish time (EF)
earliest time an activity can finish
earliest start time plus activity time
EF= ES + t
152. Copyright 2009 John Wiley & Sons, Inc. 9-153
Earliest Activity Start
and Finish Times
1 0 3
1
2 3 5
2
3 3 4
1 5 5 6
1
4 5 8
3
6 6 7
1
7 8 9
1
Start
Design
house and
obtain
financing
Select pain
Lay foundations
Select
carpet
Build house
Finish
work
Order and receive
materials
153. Copyright 2009 John Wiley & Sons, Inc. 9-154
Backward Pass
Determines latest activity times by starting at
the end of CPM/PERT network and working
forward
Latest Start Time (LS)
Latest time an activity can start without delaying
critical path time
LS= LF - t
Latest finish time (LF)
latest time an activity can be completed without
delaying critical path time
LS = minimum LS of immediate predecessors
154. Copyright 2009 John Wiley & Sons, Inc. 9-155
Latest Activity Start
and Finish Times
1 0 3
1 0 3
2 3 5
2 3 5
3 3 4
1 4 5 5 5 6
1 6 7
4 5 8
3 5 8
6 6 7
1 7 8
7 8 9
1 8 9
Start
Design
house and
obtain
financing
Select pain
Lay foundations
Select
carpet
Build house
Finish
work
Order and receive
materials
156. Copyright 2006 John Wiley & Sons, Inc. 9-157
Probabilistic Time Estimates
Beta distribution
a probability distribution traditionally used in
CPM/PERT
aa = optimistic estimate= optimistic estimate
mm = most likely time estimate= most likely time estimate
bb = pessimistic time estimate= pessimistic time estimate
wherewhere
Mean (expected time):Mean (expected time): tt ==
aa + 4+ 4mm ++ bb
66
Variance:Variance: σσ 22
==
bb -- aa
66
22
157. Copyright 2006 John Wiley & Sons, Inc. 9-158
Examples of Beta DistributionsExamples of Beta Distributions
PP(time)(time)
PP(time)(time)
PP(time)(time)
TimeTime
aa mmtt bbaa mm tt bb
mm == tt
TimeTime
TimeTime
bbaa
158. Copyright 2006 John Wiley & Sons, Inc. 9-159
Project Network with Probabilistic
Time Estimates: Example
Start Finish2
3,6,9
3
1,3,5
1
6,8,10
5
2,3,4
6
3,4,5
4
2,4,12
7
2,2,2
8
3,7,11
9
2,4,6
1
0
1,4,7
1
1
1,10,13
Equipment
installation
System
development
Position
recruiting
Equipment testing
and modification
Manual
testing
Job Training
Orientation
System
training
System
testing
Final
debugging
System
changeover
163. Copyright 2006 John Wiley & Sons, Inc. 9-164
Probabilistic Network Analysis
Determine probability that project isDetermine probability that project is
completed within specified timecompleted within specified time
wherewhere
µµ == ttpp = project mean time= project mean time
σσ == project standard deviationproject standard deviation
x =x = proposed project timeproposed project time
Z =Z = number of standard deviations xnumber of standard deviations x
is from meanis from mean
ZZ ==
xx -- µµ
σσ
164. Copyright 2006 John Wiley & Sons, Inc. 9-165
Normal Distribution Of Project Time
µµ == ttpp TimeTimexx
Zσ
ProbabilityProbability
165. Copyright 2006 John Wiley & Sons, Inc. 9-166
Southern Textile Example
What is the probability that the project is completedWhat is the probability that the project is completed
within 30 weeks?within 30 weeks?
σσ 22
= 6.89 weeks= 6.89 weeks
σσ = 6.89= 6.89
σσ = 2.62 weeks= 2.62 weeks
ZZ ==
==
= 1.91= 1.91
xx -- µµ
σσ
30 - 2530 - 25
2.622.62
From Table A.1, (appendix A) aFrom Table A.1, (appendix A) a ZZ score of 1.91 corresponds to ascore of 1.91 corresponds to a
probability of 0.4719. Thusprobability of 0.4719. Thus PP(30) = 0.4719 + 0.5000 = 0.9719(30) = 0.4719 + 0.5000 = 0.9719
µµ = 25= 25 Time (weeks)Time (weeks)xx = 30= 30
PP((xx ≤≤ 30 weeks)30 weeks)
166. Copyright 2006 John Wiley & Sons, Inc. 9-167
Southern Textile Example
µµ = 25= 25 TimeTime
(weeks)(weeks)
xx = 22= 22
PP((xx ≤≤ 22 weeks)22 weeks)
What is the probability that the project is completedWhat is the probability that the project is completed
within 22 weeks?within 22 weeks?
σσ 22
= 6.89 weeks= 6.89 weeks
σσ = 6.89= 6.89
σσ = 2.62 weeks= 2.62 weeks
ZZ ==
==
= -1.14= -1.14
xx -- µµ
σσ
22 - 2522 - 25
2.622.62
From Table A.1 (appendix A) aFrom Table A.1 (appendix A) a ZZ score of -1.14 corresponds to ascore of -1.14 corresponds to a
probability of 0.3729. Thusprobability of 0.3729. Thus PP(22) = 0.5000 - 0.3729 = 0.1271(22) = 0.5000 - 0.3729 = 0.1271
167. Copyright 2006 John Wiley & Sons, Inc. 9-168
Project Crashing
Crashing
reducing project time by expending additional
resources
Crash time
an amount of time an activity is reduced
Crash cost
cost of reducing activity time
Goal
reduce project duration at minimum cost
168. Copyright 2006 John Wiley & Sons, Inc. 9-169
1
1
2
2
8
4
1
2
3
4 5
4
6
4
7
4
Project Crashing: Example
169. Copyright 2006 John Wiley & Sons, Inc. 9-170
Project Crashing: Example
(cont.)
$7,000 –
$6,000 –
$5,000 –
$4,000 –
$3,000 –
$2,000 –
$1,000 –
–
| | | | | | |
0 2 4 6 8 10 12 14 Weeks
Normal activity
Normal time
Normal cost
Crash time
Crashed activity
Crash cost
Slope = crash cost per week
172. Copyright 2009 John Wiley & Sons, Inc. 9-173
Crashing costs increase as projectCrashing costs increase as project
duration decreasesduration decreases
Indirect costs increase as projectIndirect costs increase as project
duration increasesduration increases
Reduce project length as long asReduce project length as long as
crashing costs are less than indirectcrashing costs are less than indirect
costscosts
Time-Cost Relationship
173. Copyright 2009 John Wiley & Sons, Inc. 9-174
Time-Cost TradeoffCost($)Cost($)
Project durationProject duration
CrashingCrashing TimeTime
Minimum cost = optimal project timeMinimum cost = optimal project time
Total project costTotal project cost
Indirect costIndirect cost
Direct costDirect cost
Identify a need by customer – customer requesting proposal from individuals , team or organization. RFP (request for proposal) – ask contractor to submit proposals: cost and schedule
Develop a proposed solution - submission of a proposal – contract is sign.
Perform the project – implementation of the proposed solution.
Terminate:
Confirmation: deliverables provided
Payments collected
Invoices paid
Evaluate performance
feedback
Break…
45 min: pg.12 book
Explain that the project management process means planning the work and then working the plan. A baseline plan must be established that provides a roadmap for how the project scope will be accomplished on time and within budget.
Review the 7 steps of planning.
The 7 steps will be the foundation for final project and presentation. Each week class time will be set aside to complete one of the steps.
Have students complete the step 1: ( in class assignment) students are to prepare a brief proposal 1 paragraph of a project that will be the basis for the course project. Theam based projects should include a list of all team members.
For your WBS assignment and project please have at lease 2 levels as graph.
Tools – Options – View – Show outline number
Microsoft Office Project provides a Project Guide with easy-to-follow instructions to help you set up a new project.
Priority Indicates how readily tasks in the current project are delayed (delay: The amount of time between the scheduled start of a task and the time when work should actually begin on the task; it is often used to resolve resource overallocations. There are two types of delay: assignment delay and leveling delay.) when resources are leveled (leveling: Resolving resource conflicts or overallocations by delaying or splitting certain tasks. When Project levels a resource, its selected assignments are distributed and rescheduled.) across multiple projects. Type or select a number between 0 and 1000, with the higher number indicating a higher priority (priority: An indication of a task's importance and availability for leveling [that is, resolving resource conflicts or overallocations by delaying or splitting certain tasks]. Tasks with the lowest priority are delayed or split first.) project. Setting the project's priority to 1000 means that resources in the project will not be leveled. When leveling, Project considers project-level priorities before task-level priorities.
To display outline numbers, you can add the Outline Number field to a table or sheet view, or you can choose to display the outline numbers next to the task names. To display the outline numbers next to the task names, on the Tools menu, click Options, and then click the View tab. Under Outline options, select the Show outline number check box.
Time DurationAbbreviation
Minute m–appears as min in the project plan
Hour h–appears as hr in the project plan
Day d–appears as day in the project plan
Week w–appears as wk in the project plan
Month mo–appears as mon in the project plan
Advantages of Outlining: (Initiating, planning, executing, controlling, closing)
• It creates multiple levels of subtasks that roll up into a summary task
• Collapse and expand summary tasks when necessary
• Apply a Work Breakdown structure
• Move, copy or delete entire groups of tasks
You now have a duration for each of the tasks but they all start on the same day. Obviously, you will have to specify the sequence of the tasks and the links between them. In MS Project a task that must be completed before another task can start is called a predecessor. The first task has no predecessor and each of the following tasks has to have at least one. In some cases a task may have several predecessors meaning that several tasks have to be completed before that one can start. In other cases a task may be predecessor to several others - its completion can allow several other tasks to start.
To link tasks in FS dependency:
1. Select the tasks you want to link. Tasks with a lower ID number are taken as predecessors, but if you want to set the order of tasks yourself, select tasks by holding Control while you click the tasks in order.
2. Click Link Tasks button on Standard Tool bar or choose Edit > Link tasks or Control+F2.
Summary tasks can be linked to other summary tasks or to subtasks between summary groups. Subtasks can be linked to each other too.
To unlink tasks, select tasks and click the Unlink Task in the Standard Tool bar.
Do not attempt to remove a link by deleting a cell in the predecessor's column and pressing delete as this will delete the entire task.
b. Delayed and Overlapped Links:
Sometimes tasks may be dependent on other factors causing a delay time or an overlap time, necessitating a lag or lead-time to be incorporated in a link. Lag and lead-time can be entered as units of time or as a percentage of the duration of the predecessor.
Double-click a task and open the Task Information dialog box.
2. Click the predecessor tab.
3. Select the lag/lead field.
4. Enter a number or a percentage in the cell.
5. Click OK.
The Split task button splits tasks that may be completed in parts at different times with breaks in their duration times.
The AutoLink feature is enabled by default and keeps linked tasks intact when they are linked in the FS dependency. It can be disabled in the Options dialog box if necessary.
To apply a constraint:
1. Open the Task Information dialog box.
2. Click the Advanced tab and open the Constraint type list by clicking on the drop-down arrow and select it.
3. Select a date for the Constraint and click OK.
Flexible constraints (demarcated by a red dot in Microsoft Project 2000) restrict scheduling to a great extent whereas flexible constraints (blue dot) allow Project to calculate the schedule and make appropriate adjustments based on the constraint applied.
Inflexible constraints can cause conflicts between successive and preceding tasks at times and you may need to remove such a constraint.
b. To remove a constraint and apply an ASAP/ALAP constraint:
1. Select the tasks by holding Control and clicking on them in the order you want.
2. Click Task Information button on the Standard Toolbar and the Multiple task dialog box opens.
3. Click the Advanced tab and click the drop down arrow to open the constraint type list.
4. Choose ASAP if the project has been scheduled from the Start date and ALAP (As late as possible) if it has been scheduled from the Finish date.
5. Click OK.
OR
Select Tools > Options > Schedule and clear the 'Tasks will always honor their constraint dates' checkbox.
OR
Set deadline date instead of adopting an inflexible constraint. Setting a task deadline does not affect the task schedule in any way. If a deadline passes without the task being completed Project indicates it in the Indicator column (a downward pointing arrow in the Gantt Chart view).
Double click on task
The degree of completion of each of the tasks. You could do that every day as you go along. As soon as something starts to go off track, you can react and adjust accordingly.It would be too long to go into the details of how to compensate for delays and so on. Priority Indicates how available a task is for delay (delay: The amount of time between the scheduled start of a task and the time when work should actually begin on the task; it is often used to resolve resource overallocations. There are two types of delay: assignment delay and leveling delay.) during resource leveling (leveling: Resolving resource conflicts or overallocations by delaying or splitting certain tasks. When Project levels a resource, its selected assignments are distributed and rescheduled.). Enter a number between 0 and 1000, with the higher number indicating a higher priority (priority: An indication of a task's importance and availability for leveling [that is, resolving resource conflicts or overallocations by delaying or splitting certain tasks]. Tasks with the lowest priority are delayed or split first.) task. The higher the priority, the less likely a task will be delayed for resource leveling. Set the priority to 1000 (do not level) if you don't want Office Project 2007 to delay this task at all when leveling.
Hide task bar Hides the task bar for the selected tasks when viewing the Gantt Chart or Calendar views. To display hidden task bars for the selected tasks, clear this check box. In the Gantt Chart view, if the task is rolled up, both the task bar and the rollup symbol on the summary bar are hidden. If the task is a summary task and subtasks are rolled up to it, only the summary bar is hidden. By default, this check box is cleared.
Roll up Gantt bar to summary Specifies whether you want the subtasks you selected rolled up to the summary task bar so that the bar displays symbols that represent subtask dates. If you select a summary task, this check box is called Show rolled up Gantt bars. Clear this check box to hide the symbols for rolled up tasks on the summary task bar. By default, this check box is cleared.
Henry Gantt used graphical bars in his industrial management studies to compare and contrast timeframes. In Microsoft Project, graphical bars are paired with a spreadsheet to give the Gantt Chart View.
On the View menu, click Tracking Gantt.
On the View menu, point to Table, and then click Variance.
Resources are of two types - work resources and material resources.
Work resources complete tasks by expending time on them. They are usually people and equipment that have been assigned to work on the project.
Material resources are supplies and stocks that are needed to complete a project.
A new feature in Microsoft Project 2000 is that it allows you to track material resources and assign them to tasks.
You will need people to accomplish all those tasks that you've identified. Those people are resources that you have to manage well in order to achieve the project's objectives.You may also need some material resources - equipment , supplies, specialized environments - that you will have to schedule and pay for.You can easily include the management of resources in MS Project along with the tasks because, after all, the resources are essential to the accomplishment of the tasks in the first place.You must start by identifying the resources available along with their costs. Resource costs will be multiplied by duration to calculate project costs.You have to open the Resource sheet to specify the project resources and costs
The Max Unit's column contains the maximum capacity for which a work resource is available to accomplish any tasks in a certain time period. The default format is the percentage format. For example, if the assigned units are 100% this will imply that this resource will work for all the eight hours in a normal working day. If the assigned units are 50%, then this resource will work for four hours a day. In the case of a resource pool consisting of 5 workers, their maximum units will be 500% or a decimal value of 5.
You assign resources, people or material, to each of the tasks.A task may have several resources.
To track costs, you insert a Cost column next to the Resources column.When you assign the resources to each task, the costs will be calculated an displayed.
As an example of how to create a budget for your project, imagine that you want to create three budget resources, named
Budget-Travel,
Budget-Labor, and
Budget-Materials.
The names that you give to these budget resources will help you to distinguish them from other resources in your project when you categorize them in Step 4.
On the Resource sheet, create three resources to be used as budget resources for the project.
For each budget resource, click Resource Information.
In the Resource information box, create the type of budget resource that you want by clicking the type in the Type list, and then selecting the Budget check box.
Click OK.
To show the allocated budget for the entire project, you must assign all of the budget resources to the project summary task:
On the View menu, click Gantt Chart.
On the Tools menu, click Options, and then click the View tab.
In the Outline options section, click Show project summary task.
Click OK.
Select the project summary task, and then click Assign Resources.
In the Resource Name field, select the budget resources that you created in the first step, and then click Assign. Tip If you have many resources of various types, but want to show only the budget resources, click Resources list options . Select the check box under Filter by, and then click Budget Resources in the list.
After you assign the budget resources to the project summary task, click Close.
On the View menu, click Resource Usage.
In the Resource Usage view, enter values for the budget values by first inserting columns for the Budget Cost and Budget Work fields:
On the Insert menu, click Column.
In the Field name box, click Budget Cost, and then click OK.
Repeat these two steps to insert a column for the Budget Work field.
Tip If resource assignments are hidden, click the task's outline symbol to display them.
On the row representing the project summary task, enter values for the cost and work budgets.
Note Keep in mind that the Budget Work field includes values for work and material resources. For a work resource, the budget is calculated in hours. For a material resource, the budget is calculated according to the material label created for the material resource. For example, a concrete budget value of 20 that has a material label of Tons displays as 20 Tons in the Budget Work field.
You can also enter budget work and budget cost amounts for a specific time period by using the timephased (timephased: Task, resource, or assignment information that is distributed over time. You can review timephased information in any available time period in the fields on the right side of the Task Usage and Resource Usage views.) portion of the Resource Usage view. This method is useful when you want to specify that, for example, you want to allocate a certain amount of money per month throughout the duration of a project.
On the Format menu, click Detail Styles.
In the Available fields box, click Budget Cost, and then click Show. Repeat these two steps to insert a column for the Budget Work field.
Click OK. The Budget Work and Budget Cost fields appear as rows. Enter budget values per time period. Keep in mind that you can enter values only for the project summary task.
In this step, you categorize all resources, including budget resources, according to the type of budget that each belongs to. You do this by creating a custom text field that contains identifying words or phrases for each budget type. After each resource is categorized in this way, in the next and final step, you group the budget types to see how they compare to the overall budget.
On the View menu, click Resource Sheet.
Create a custom text field that will contain an identifying word or phrase for the type of budget that the resources belong to:
On the Tools menu, point to Customize, and then click Fields.
In the Custom Fields dialog box, click Resource, and then, in the Type list, click Text1 (or any other Text field from Text1 to Text30).
Click Rename to rename the field to reflect the budget category that you want to group, such as Budget Type.
Select the Roll down unless manually entered option, and then click OK.
Add the custom resource text field to the Resource Sheet view.
In the Resource Sheet view, for each resource (including budget resources), type an identifying word or phrase in the custom field that identifies that resource's budget type. For example, for each person in your project who is actively working on tasks, you might use the word Labor to denote the budget type. For each material resource, you might use the word Materials. For each cost resource that involves travel, you might use the word Travel.
Note Be sure to use these same categorizing words or phrases for the budget resources that are assigned to the project summary task, as well as for the individual work, material, and cost resources.
A custom field named Budget Type has been added to the Resource sheet.
All travel resources, including the budget resource named Budget-Travel, are categorized as belonging to the same type of budget.
The categorizing words and phrases that you have typed in the custom field will be used for grouping in the next step.
On the View menu, click Resource Usage.
On the Project menu, point to Group by, and then click Custom Group By.
In the Custom Group By dialog box, in the Field Name column, click the name of the custom resource text field that you created in Step 4, and then click OK.
Resources are grouped by their budget type. You can now view how the cost of resources compares to the overall budget that you set up for the project in Step 3.
The total budget for work throughout the project.
The total amount of work for all resources on the project. The work assigned exceeds the budget by 24 hours.
The amount of work assigned to Peter.
Tip You can also view a graphical report of your budget. On the Report menu, click Visual Reports. In the Visual Reports dialog box, click the Assignment Usage tab, and then click Budget Work Report or Budget Cost Report. Click View to see the report.
Starting here on April 1, 2010
Use historical data from past projects
Use an incremental model that will deliver critical pieces of info
For the SF dependency think of the task that triggers the other task. For example, study for exam SF write exam. When you start writing the exam, that is the trigger to stop studying for the exam. Not often used.
Got here late class Apr, 1, 2010
Wed class ended with this slide
SPI - we said we’d do $50 worth of work, and we did
CPI - perfect = 1
Another good example (with Gantt chart at: http://www.hyperthot.com/pm_cscs.htm)
JAD - Joint Application Development sessions - intense sessions offsite to discuss only requirements,
create prototypes, estimates, budget, etc… essentially a focused swe meeting
Buy your fire extinguisher now, not when your house is on fire