CS计算机代考程序代写 chain flex PowerPoint Presentation

PowerPoint Presentation

Information Technology

FIT2002

IT Project Management

Lecture 5

Project Schedule Management

Video 1:
Learning Objectives

 Understand the importance of project schedules and good

project time management

 Discuss the process of planning schedule management

 Define activities as the basis for developing project

schedules

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 2

Importance of Project Schedules

 Managers often cite delivering projects on time as one of their

biggest challenges

 Schedule issues are the main reason for conflicts on projects,

especially during the second half of projects

 Time has the least amount of flexibility; it passes no matter what

happens on a project

3Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Individual Work Styles and Cultural

Differences Cause Schedule Conflicts

 One dimension of the Meyers-Briggs Type Indicator focuses

on peoples’ attitudes toward structure and deadline

 Judgment/Perception (J/P) dimension concerns people’s

attitudes toward structure.

 Some people prefer to follow schedules and meet deadlines

while others do not (J vs. P)

 Difference cultures and even entire countries have different

attitudes about schedules

4Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Media Snapshot
 In 2002 the Salt Lake City Winter Olympic Games (SLOC) was

awarded the Project of the Year award by PMI

– Activities were tied to detailed project information within each

department’s schedule…“We knew when we were on and off

schedule and where we had to apply additional resources.”

 The 2004 Athens Summer Olympic Games

– “With just 162 days to go to the opening of the Athens Olympics,

the Greek capital is still not ready …”

– Managed to deliver …but the games cost more than twice the

planned budget

 The 2014 Winter Olympic Games in Sochi, Russia, suffered even

greater financial loss and were the most expensive games in

history
5Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Project Schedule Management Processes

 Planning schedule management: determining the policies, procedures,

and documentation that will be used for planning, executing, and controlling

the project schedule

 Defining activities: identifying the specific activities that the project team

members and stakeholders must perform to produce the project

deliverables

 Sequencing activities: identifying and documenting the relationships
between project activities

 Estimating activity resources: estimating how many resources a project
team should use to perform project activities

 Estimating activity durations: estimating the number of work periods that
are needed to complete individual activities

 Developing the schedule: analyzing activity sequences, activity resource
estimates, and activity duration estimates to create the project schedule

 Controlling the schedule: controlling and managing changes to the
project schedule

6Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Moved to Resource Management in

PMBOK 6th edition

7Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Project Schedule Management Summary

Estimate activity

resources – this

process is now

moved to Project

Resource

Management in the

new PMBOK 6th

Edition

Planning Schedule Management

 The project team uses expert judgment, analytical techniques,

and meetings to develop the schedule management plan

 A schedule management plan includes:

– Project schedule model development

– The scheduling methodology

– Level of accuracy and units of measure

– Control thresholds

– Rules of performance measurement

– Reporting formats

– Process descriptions

8Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Defining Activities

 An activity or task is an element of work normally found on the

work breakdown structure (WBS) that has an expected duration,

a cost, and resource requirements

 Activity definition involves developing a more detailed WBS
and supporting explanations to understand all the work to be
done so you can develop realistic cost and duration estimates

 Goal: to ensure that the project team completely understands all
the work it must do as part of the project scope so the team can
start scheduling

 Progressive elaboration of WBS item – “rolling wave planning”

 Outputs: activity list, activity attributes, a milestone list, and
project management plan updates

9Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Activity Lists and Attributes

 An activity list is a tabulation of activities to be included on a

project schedule that includes

– the activity name

– an activity identifier or number

– a brief description of the activity

 Activity attributes provide more information such as

predecessors, successors, logical relationships, leads and lags,

resource requirements, constraints, imposed dates, and

assumptions related to the activity

10Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Milestones

 A milestone is a significant event that normally has no duration

 It often takes several activities and a lot of work to complete a
milestone

 They’re useful tools for setting schedule goals and monitoring
progress

 Examples include obtaining customer sign-off on key documents
or completion of specific products

11Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Project Time Management

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Wrap up

further defining the scope

further defining time

further defining time and

cost

Video 2:
Learning Objectives

 Describe how project managers use network diagrams and

dependencies to assist in activity sequencing

 Understand the relationship between estimating resources

and project schedules

 Explain how various tools and techniques help project

managers perform activity duration estimates

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 13

Sequencing Activities

 Involves reviewing activities and determining dependencies

 A dependency or relationship is the sequencing of project

activities or tasks

 Relationships or dependencies among activities has a significant

impact on developing and managing a project schedule

14Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 14

Three types of Dependencies

 Mandatory dependencies: inherent in the nature of the work
being performed on a project, sometimes referred to as hard
logic

 Discretionary dependencies: defined by the project team.,
sometimes referred to as soft logic and should be used with care
since they may limit later scheduling options

 External dependencies: involve relationships between project
and non-project activities

15Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 15

Network Diagrams

 Network diagrams are the preferred technique for showing

activity sequencing

 A network diagram is a schematic display of the logical

relationships among, or sequencing of, project activities

 Two main formats:

– Arrow diagramming methods (or Activity-on-Arrow)

– Precedence diagramming methods (or Activity-on-Node)

16Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 16

Arrow Diagramming Method (ADM)

 Also called activity-on-arrow (AOA) network diagrams

 Activities are represented by arrows

 Nodes or circles are the starting and ending points of activities

 Can only show finish-to-start dependencies; may have some

difficulties showing other dependencies.

17Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 17

Process for Creating AOA Diagrams

1. Find all of the activities that start at node 1. Draw their finish nodes and

draw arrows between node 1 and those finish nodes. Put the activity

letter or name and duration estimate on the associated arrow

2. Continuing drawing the network diagram, working from left to right.

Look for bursts and merges.

– Bursts occur when a single node is followed by two or more

activities.

– A merge occurs when two or more nodes precede a single node

3. Continue drawing the project network diagram until all activities are

included on the diagram that have dependencies

4. As a rule of thumb, all arrowheads should face toward the right, and no

arrows should cross on an AOA network diagram

18Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 18

Example: ADM (or AOA) Network Diagram

19

Activity Duration Constraints

A 1 Start anytime

B 2 Start anytime

C 3 Start anytime

D 4 Start after A has finished

E 5 Start after B has finished

F 4 Start after B has finished

G 6 Start after C has finished

H 6 Start after both D & E have finished

I 2 Start after G has finished

J 3 Start after both H, F & I have finished

1

2

3

4

5

6

7

8

A = 1

B = 2

C = 3

D = 4

F = 4

E = 5

G = 6

H = 6

I = 2

J = 3

Assume all durations are in days; A = 1

means Activity A has a duration of 1 day.
Bursts

Merge

No

predecessors

Precedence Diagramming Method (PDM)

 Also known as Activity-on-Node (AON)

 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

20Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 20

Example: PDM (or AON) Network Diagram

21

Activity Duration Constraints

A 1 Start anytime

B 2 Start anytime

C 3 Start anytime

D 4 Start after A has finished

E 5 Start after B has finished

F 4 Start after B has finished

G 6 Start after C has finished

H 6 Start after both D & E have finished

I 2 Start after G has finished

J 3 Start after both H, F & I have finished

1

2

3

4

5

4

6

6

2

3

Assume all durations are in days; A = 1

means Activity A has a duration of 1 day.
Bursts

Merge

No

predecessors

Start
J

A

B

C

D

E

F

G

H

I

End

PDM Example Using Microsoft Project

22Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 22

Task Dependency Types

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 23

Video 3:
Learning Objectives

 Understand the relationship between estimating resources

and project schedules

 Explain how various tools and techniques help project

managers perform activity duration estimates

 Use a Gantt chart for planning and tracking schedule

information

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 24

Estimating Activity Resources

 Before estimating activity durations, you must have a good idea

of the quantity and type of resources that will be assigned to

each activity; resources are people, equipment, and materials

 Consider important issues in estimating resources

– How difficult will it be to do specific activities on this project?

– What is the organization’s history in doing similar activities?

– Are the required resources available?

 A resource breakdown structure is a hierarchical structure that
identifies the project’s resources by category and type

25Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Activity Duration Estimating

 Duration includes the actual amount of time worked on an

activity plus elapsed time

 Effort is the number of workdays or work hours required to

complete a task

 Effort does not normally equal duration

 People doing the work should help create estimates, and an

expert should review them

26Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Three-Point Estimates

 Instead of providing activity estimates as a discrete number,

such as four weeks, it’s often helpful to create a three-point

estimate

– an estimate that includes an optimistic, most likely, and

pessimistic estimate, such as three weeks for the optimistic,

four weeks for the most likely, and five weeks for the

pessimistic estimate

 Three-point estimates are needed for PERT and Monte Carlo

simulations

27Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Program Evaluation and Review Technique

(PERT)

 PERT is a network analysis technique used to estimate project

duration when there is a high degree of uncertainty about the

individual activity duration estimates

 PERT uses probabilistic time estimates

– applies the critical path method (CPM) to a weighted

average duration estimate

– duration estimates based on using optimistic, most likely,

and pessimistic estimates of activity durations, or a three-

point estimate

28Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

PERT Formula and Example

 PERT weighted average =

optimistic time + 4X most likely time + pessimistic time

6

 Example:

PERT weighted average =

8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6

where optimistic time= 8 days

most likely time = 10 days, and

pessimistic time = 24 days

29Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Therefore, you’d use 12 days

on the network diagram

instead of 10 when using

PERT for the above example

Developing the Schedule

 Uses results of the other time management processes to determine the
start and end date of the project

 Ultimate goal is to create a realistic project schedule that provides a
basis for monitoring project progress for the time dimension of the
project

 Important tools and techniques include:

– Gantt charts,

– critical path analysis,

– critical chain scheduling, and

– PERT (Program Evaluation and Review Technique) analysis

30Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Gantt Charts
 Gantt charts provide a standard format for displaying project schedule

information by listing project activities and their corresponding start and
finish dates in a calendar format

 Adding Milestones to Gantt Charts

– Milestones emphasize important events or accomplishments on
projects

– Normally create milestone by entering tasks with a zero duration,
or you can mark any task as a milestone

 SMART Criteria – Milestones should be :

– Specific

– Measurable

– Assignable

– Realistic

– Time-framed

31Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 29

An example of a Gantt Chart

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 30

Sample Tracking Gantt Chart

33Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Planned dates

Actual dates Slipped milestone

Supplementary Video – Critical Path

Analysis

Learning Objectives

 Find the critical path for a project

 Describe how critical chain scheduling and the Program

Evaluation and Review Technique (PERT) affect schedule

development

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 3427

Critical Path Method (CPM)

 CPM is a network diagramming 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 or zero slack or float

 Slack or float is the amount of time an activity may be delayed
without delaying a succeeding activity or the project finish date

35Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Calculating the Critical Path

 First develop a good network diagram

 Add the duration estimates for all activities on each path through

the network diagram

 The longest path is the critical path

 If one or more of the activities on the critical path takes longer

than planned, the whole project schedule will slip unless the

project manager takes corrective action

 There can be more than one critical path if the lengths of two or
more paths are the same

 The critical path can change as the project progresses

36Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Determining the Critical Path

37Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

1

2

3

4

5

6

7

8

A = 1

B = 2

C = 3

D = 4

F = 4

E = 5

G = 6

H = 6

I = 2

J = 3

Using Critical Path Analysis to Make Schedule

Trade-offs

 Free slack or free float is the amount of time an activity can be

delayed without delaying the early start of any immediately

following activities

 Total slack or total float is the amount of time an activity may

be delayed from its early start without delaying the planned

project finish date

 A forward pass through the network diagram determines the

early start and finish dates

 A backward pass determines the late start and finish dates

38Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Refer to supplementary video on Network

Calculation

Network calculations

40

1

2

3

4

5

4

6

6

2

3

Start
J

A

B

C

D

E

F

G

H

I

End

0 B 2

0 2 2
0 0

0 C 3

2 3 5
0 2

0 A 1

2 1 3
0 2

1 D 5

3 4 7
2 2

7 H 13

7 6 13
0 0

2 E 7

2 5 7
0 0

2 F 6

9 4 13
7 7

9 I 11

11 2 13
2 2

3 G 9

5 6 11
0 2

13 J 16

13 3 16
0 0

+
FF = Free Float
TF = Total Float

FFI= ESJ – EFI
FFI = 13 -11= 2

_

Table 6-1. Free and Total Float or Slack for

Project X

41Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Using the Critical Path to Shorten a Project

Schedule

 Three main techniques for shortening schedules

– Shortening durations of critical activities/tasks by adding

more resources or changing their scope

– Crashing activities by obtaining the greatest amount of

schedule compression for the least incremental cost

– Fast tracking activities by doing them in parallel or

overlapping them

42Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Importance of Updating Critical Path Data

 It is important to update project schedule information to meet

time goals for a project

 The critical path may change as you enter actual start and finish

dates

 If you know the project completion date will slip, negotiate with

the project sponsor

43Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Critical Chain Scheduling

44Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

 Critical chain scheduling

– a method of scheduling that considers limited resources
when creating a project schedule and includes buffers to
protect the project completion date

 Uses the Theory of Constraints (TOC)

– management philosophy developed by Eliyahu M. Goldratt
and introduced in his book The Goal (www.goldratt.com)

– improving other things besides the constraint does nothing
to improve the system

– an important concept is the availability of scarce resources.

 Attempts to minimize multitasking

– when a resource works on more than one task at a time

Multitasking Example

45Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Buffers and Critical Chain

46Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

 In traditional estimates, people often add a buffer to each task
and use it if it’s needed or not

 A buffer is additional time to complete a task

 Murphy’s Law states that if something can go wrong, it will

 Parkinson’s Law states that work expands to fill the time
allowed

 Critical chain scheduling removes buffers from individual tasks
and instead creates

– a project buffer or additional time added before the
project’s due date

– feeding buffers or additional time added before tasks on
the critical path

Example of Critical Chain Scheduling

47Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Video 4:
Learning Objectives

 Understand how time management is addressed using

Agile

 Discuss how reality checks and discipline are involved in

controlling and managing changes to the project schedule

Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning 48

Controlling the Schedule

 Goals are to know the status of the schedule, influence factors
that cause schedule changes, determine that the schedule has
changed, and manage changes when they occur

 Tools and techniques include

– Progress reports

– A schedule change control system

– Project management software, including schedule
comparison charts like the tracking Gantt chart

– Variance analysis, such as analyzing float or slack

– Performance management, such as earned value

– Resource optimization techniques, such as resource
leveling

49Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Agile and Time Management

 Core values of the Manifesto for Agile Software Development are

– Customer collaboration over contract negotiation

– Responding to change over following a plan

 The product owner defines and prioritizes the work to be done

within a spring, so collaboration and time management are

designed into the process

 Teams focus on producing a useful product in a specified

timeframe with strong customer input

 Don’t emphasize defining all the work before scheduling it

50Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Schedule Control Suggestions

 Perform reality checks on schedules

 Allow for contingencies

 Don’t plan for everyone to work at 100% capacity all the time

 Hold progress meetings with stakeholders and be clear and

honest in communicating schedule issues

51Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Reality Checks on Scheduling

 First review the draft schedule or estimated completion date in

the project charter

 Prepare a more detailed schedule with the project team

 Make sure the schedule is realistic and followed

 High-level periodic reviews

 Alert top management well in advance if there are schedule

problems

52Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Working with People Issues

 Strong leadership helps projects succeed more than good PERT

charts

 Project managers should use

– empowerment

– incentives

– discipline

– negotiation

53Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Using Software to Assist in Time Management

 Software for facilitating communications helps people exchange

schedule-related information

 Decision support models help analyze trade-offs that can be

made

 Project management software can help in various time

management areas

54Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning

Lecture Summary

 Project time management is often cited as the main source of
conflict on projects, and most IT projects exceed time estimates

 Main processes include

– Plan schedule management

– Define activities

– Sequence activities

– Estimate activity resources

– Estimate activity durations

– Develop schedule

– Control schedule

55Schwalbe, K.. (2015). Information Technology Project Management. (8e) Cengage Learning