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Transcript of Cs4 Schedules Budgets
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Project Management
Class Meeting 4 Sessions 7&8
Managing TIME & MONEY:Schedules & Budgets
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Mid-term ReminderMonday 1-4
The Schedule
Critical Path
Compressing the Schedule
Finalizing the BudgetProject Team Meeting
Agenda
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Covers key aspects of Project Initiation & Planningfrom our first 4 classes:
assigned readings to date,
cases & content discussions Textbook chapters 1-11
Consists of 30 questions:
10 multiple choice (2 points each)
10 short answer (3 points each)
10 calculation & short essay questions based on aproject scenario (5 points each)
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Mid-Term Reminder
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Project Initiation Create Project Charter (delivered)
Project Planning
Write Project Definition (Scope & SOW)(delivered) Analyze Risk Management Elements (due 7/16) Create WBS (partial delivery)
Define task relationships pending
Estimate work packages - pending Build Initial Schedule - pending Assign/Level Resources - pending Determine Budget - pending
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Project Planning Snapshot
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Hult Project Management
Work Packages, Re-Cap
Key Technical Deliverable esp for IT projects Drill down one or more levels in technical detail for
each task Assign a Coordinator for each package
What level of detail is appropriate for WORKPACKAGES?
Enough that continuity can be maintained if thecoordinator is no longer available.
Enough that the Project Manager is confident thatthe task will meet the required deliverable.
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NEEDED: WBS Detailed breakdown of work
Task sequences in right order Dependencies identified
Effort estimates most likely optimistic pessimistic Use MOST LIKELY for the initial schedule
Project Start date
THEN create a Network Diagram VISUALIZING the flow through the activities
7/23/2012Hult Project Management 6
Building THE Schedule
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Task Dependencies (F-Finish S-Start)
FS Task B starts when A finishes(A then B most common activity relationship ex. codethen test)
SS Task B starts when A starts(ex: data collection & data entry ok to start enteringdata as soon as collection starts)
SF Task B cannot finish before A starts(ex: de-install old PC B after new PC A is installed)
FF Task B cannot finish before A finishes (dataentry cannot complete before all data collection hasended)
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Some Considerations forSequencing Tasks
1. What has to come first?
2. When can a specific task start?
Ex. Is it after activity X finishes or anytime after activityY starts?
3. Use F-S (Finish Start) to begin with (simplestrelationship)
4. What sub-projects can run simultaneously?5. Include Lag variables (waiting for delivery) and
Management Float (overall padding) as needed
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Graph the Schedule =The Network Diagram
Task List from the WBS Identify Predecessors & Successors Lay out the schedule
1. White Board approach using yellowstickies or drawn boxes2. Identify WHAT type dependency is used.3. Draw lines between activities as needed.
Review with the project team for changes &
adjustments.
THE GOAL get it visual and then review itleft & right, backwards & forwards(a picture can replace 1000 words)
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Activity Information BY NODE
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TASK ID = Effort =
ES date EF date
LS date LF date
FLOAT
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7/23/2012Hult Project Management 11
Activity Chain
ACTIVITY TIME
A 7
AB 10
AC 8
AD 4
BC 2
BE 3
CF 5
DF 2EF 1
One way to describe the flowthrough the network :
Activity ID =node-node
LETs DIAGRAM THIS
Network TOGETHER on theboard.
Start with A and diagram each link as identified on the list.
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On the back of the handout from lastclass exercise there is a list of activities
with predecessors & effort.
Take 5 minutes and create the
network diagram for this littleproject. You can work alone or withyour neighbor.
7/23/2012Hult Project Management 12
Class Exercise
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Activity Effort (inweeks)
Predecessors
A 3 NoneB 5 AC 5 AD 4 A
E 2 C,DF 3 B,E
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WBS Activity Relationships
A
D
C
B
E
F
What comes first?Which have multiple predecessorrelationships?
WHAT are the PATHS through this
network diagram? What is thetime for each path?
3
3
3
3
2
3
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Activity Representations
Copyright 2003 by Robert K. Wysocki, Rudd McGary. All rights reserved.
Activity on Node Diagrams ^
Activity on Arrow Diagrams >
Hult Project Management
Verzuh text example (figure 7.4pp166-7): shows details of the
activity (effort/start-finish) on thenode
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Hult Project Management
Calculating THE SCHEDULE
Follow all paths through the arrowdiagram, calculating the starts & finishes:
EF = ES + duration - 1 time unit ES = EF of predecessor + 1 time unit
LS = LF-duration + 1 time unit
LF = LS (next activity) 1 time unit
Slack = LF-EF
PM software tools will do this calculation for you,but it is good to know how to do it manually
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Hult Project Management
Identify Constraints
Technical Constraints Discretionary force a particular relationship
because of specific conditions (new hires, controllingrisk, etc)
Best Practices complete design then completebuild vs agile cycles of design/build
Logical project managers approach to sequencing(another form of discretionary)
Unique specific to a project resource or situation(test equipment availability, holiday break)
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Hult Project Management
Identify Constraints
Management Constraints often based on outside forces or strategic planning
decisions Inter-project Constraints esp. for partitioned projects or connected sub-
projects
Date Constraints for a specific date or no earlier/no later than a date
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Hult Project Management
Types of Diagrams
Network (arrow) Diagrams esp for the initialproject analysis & review better way to view
dependencies & task connections Example: http://www.uyea.btinternet.co.uk/jaon.html
Gantt Charts (bar chart) useful during on-going project reviews (whats up next, howlong, etc)
See next slide for Gantt example
http://www.uyea.btinternet.co.uk/jaon.htmlhttp://www.uyea.btinternet.co.uk/jaon.htmlhttp://www.uyea.btinternet.co.uk/jaon.html -
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Activity Effort (inweeks)
Predecessors
A 3 NoneB 5 AC 5 AD 4 A
E 2 C,DF 3 B,E
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Gantt Chart
Once you are happy with the schedule flow,Enter data into PM tool and allow it to graph
your data.
Excel example:cs4-simple network +gantt.xlsx
http://localhost/var/www/apps/conversion/current/tmp/scratch17857/cs4-simple%20network%20+gantt.xlsxhttp://localhost/var/www/apps/conversion/current/tmp/scratch17857/cs4-simple%20network%20+gantt.xlsxhttp://localhost/var/www/apps/conversion/current/tmp/scratch17857/cs4-simple%20network%20+gantt.xlsxhttp://localhost/var/www/apps/conversion/current/tmp/scratch17857/cs4-simple%20network%20+gantt.xlsx -
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Hult Project Management
Critical Path (CP)
Slack = Float = LF-EF (OR LS-ES)
EX: Project xyz: activity 12.3 has the
following starts/finishes: EF = 3; LF=5; ES=25 WHAT IS THE FLOAT?
If on critical path, slack/float will be 0
Critical Path = Longest path or sequence ofactivities(in terms of duration) from START toFINISH
CP is initially calculated for the schedulewithout taking RESOURCES into account.
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So far, our schedule ASSUMES
100% staff available at all times
the work is scheduled based on
task inter-relationships, and
estimated effort to complete the workNOW we need to apply RESOURCES
against the activities
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Final Step for Your ScheduleASSIGN & LEVEL RESOURCES
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Who is available, when?
Consider assigning your best people to the mostcrucial tasks
What level of effort per day per resource? Full days, half days, 2 days/week, etc.
Try to balance levels of effort assigned to teammembers
try not to overload a couple key members, whileonly lightly using several others on the team.
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Resource ManagementMOSTLY people some equipment
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ASSIGN resources to the activities
If using PROJECT this will happen by virtue ofentering resource assignment for each activity.
If using a different tool or Excel, you will assignresources per that tool or manually against eachactivity
Review resource utilization against availability
for constraints.THE TEXT BOOK Lawn example: 1 home owner,
3 teens & outside contractors illustrates this
process very effectively. 7/23/2012Hult Project Management 23
Resource ManagementAutomated vs. Manual
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Leveling resources is a method by which oneadjusts the schedule to accommodate:
LIMITED quantity of specific resources
LIMITED resources at specific times BALANCING resource utilization over time
LEVELING MAY CHANGE THE CRITICAL PATH!!
When the initial schedule over-allocates aresource, leveling is needed.
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RESOURCE LEVELING
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Microsoft Project provides for aresource calendar as well as a Resource
definition that allows the user to adjusta resource/staff persons availability.Project then uses up the resource as
available, adjusting the schedule, oridentifying a resource over-allocation.
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Resource Leveling
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Hult Project Management
Schedule Compression usingResource Leveling
Utilize available slack Adjust starts/finishes to use up slack where it exists to
allow for staff availability
Modify Work Packages into smaller units Scheduled concurrently using similar staff.
Shift activity dependencies Use SS instead of FS where possible
Obtain extra or outside resources (smoothing)
scheduled overtime to meet a specific deadline STREEETCHING activities across a longer
timeframe (less % resource per day) LIKELY to IMPACT PROJECT SCHEDULE!
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1. Create a RESOURCE SCHEDULE spreadsheet,showing the resource availability over theproject timeline.
2. Using the initial schedule with resourcesassumed at ES, review resource utilization,identifying peak usage.
3. For each PEAK, delay noncritical tasks withintheir float (resource started later than ES, untilactivity float is used up)
4. For PEAKs still remaining, adjust work packagesor re-evaluate what simultaneous work canoccur, and re-calculate schedule after changes.
5. CONTINUE until resource utilization is leveled.
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Resource Leveling
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Hult Project Management
Analyze the Diagram & Schedule
Does it achieve the desired finish date?
Have all the concurrent processes beenidentified and changed?
If still significantly off the finish date,
you may need to identify scopereductions to accommodate thedesired finish.
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Hult Project Management
Resource Management
What would you expect the initialresource plan to look like aftercompressing the schedule?
Why does resource leveling makesense
What role would you plan foroutside or contract resources?
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Hult Project Management
Other issues to consider
How to include time for Projectmeetings, administrative reporting time
Project Manager deliverables reports,status updates
TO WHAT LEVEL OF DETAIL should theProject Manager manage?
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This is a technique used to balance thecosts of reducing the FINISH date bycompressing individual activitydurations against the benefits ofcompleting the project sooner.
We will discuss this in detail
in our next class (July 16th).
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Crashing the Schedule
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The project budget is key to manyaspects of the project: Funding Approval to proceed
Return on Investment should we even
do it? Adequate resources to complete the
project
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FINALLY the MONEY!!
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FROM THE WBS ACTIVITY LIST:
LABOR COSTS Effort (hours or days)
Level of staff/resource (cost per hour or day)
Effort * cost = labor cost
MATERIAL COSTS Can be tracked per activity OR on a separate schedule
IT: Hardware/software purchase costs
Marketing: media advertising costs Facilities (Hotel): cost per item
Construction: rental/use of major equipment
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Project Budget
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Do not forget to include projectmanagement effort throughout the project
Project Manager
Project Team
FOR larger projects:
Include some project administration or adminassistance for data entry, reporting, and statusupdates coordination from the team.
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Project Management Costs
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For YOUR projects
What kinds of costs are you tracking?How are you determining these
costs?
Any issues with respect to costs &budgets?
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PROJECT COSTS
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Use the right people to makeestimates
Based on experience3 levels of accuracy:Ballpark estimates
Order of magnitudeDetailed estimates
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Estimator Golden Rules
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Hult Project Management
PM Process to date
1. IDENTIFYgoals & requirements
2. BREAKDOWNrequirements into activities (work
packages)that together will achieve the goals3. ANALYZEeach activity for duration, required
resources, predecessors & successors
4. CREATEnetwork diagram & calculate Critical Path
5. ASSIGNresources & level
6. CREATEproject budget
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Creating the SCHEDULE
Case Heathrow
Assigning RESOURCES
Creating the BUDGET
Mid-term Monday 1-4pm
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Content Re-Cap
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Next class July 16th. Due BEFORE class:
All deliverables to date with updates to
finish partial documents PLUSNetwork Chart with CP
Risk Analysis
Test Plan(How will you measure QUALITY completion?)
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For Next Class
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Use this time to discuss
SchedulesBudgets
Upcoming Deliverables
Mid-term preparation
Team Meeting