程序代写 Project Management in IT

Project Management in IT
IT Project Time: Tools, Techniques, Real-world Case Study
Semester 1, 2022 Dr Rabiul University of 1
Schwalbe, K, Information Technology Project Management (9th Edition). Cengage Learning, 2019

Recapture From Lecture 2
We discussed IT Project Methods and Requirements Gathering Strategies:
 Project Management Methodologies
 Goal, objectives, deliverables, and scope  Processes of project scope management  Collecting requirements
 Creating WBS
 Validating and controlling project scope
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What Will We Do Today ?
-Time Management – Network Diagram – CPM
 Class activities
– Critical Thinking / Problem Solving – Tools to use: https://padlet.com
https://answergarden.ch
 Assessment – Test: ?
– Assignment: ?
 Tutorial Updates: ? Start working on your project
 Announcement (if any): class participation updated The University of 3

Learning Objectives
 Discuss the importance and processes of project time management
 Describe how IT project managers use network diagrams and dependencies to assist in activity sequencing
 Explain how various tools and techniques help project managers perform activity duration estimates
 Discuss Gantt chart for planning and controlling project schedule
 Describe how the Program Evaluation and Review Technique
(PERT) affect schedule development
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Why Project Time Management ?
 Delivering project on time as one of biggest challenges in IT project.
 Time has the least amount of flexibility; it passes no matter what happens on a project
 Schedule issues are the main reason for conflicts on projects, especially during the second half of projects
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Project Time Management Overview
Source: A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute
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Project Time Management Processes
 Plan schedule management: determining the policies, procedures, and documentation that will be used for planning, executing, and controlling the project schedule
 Define activities: identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables
 Sequence activities: identifying and documenting the relationships between project activities
 Estimate activity resources: estimating how many resources a project team should use to perform project activities
 Estimate activity durations: estimating the number of work periods that are needed to complete individual activities
 Develop the schedule: analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule
 Control the schedule: controlling and managing changes to the project schedule
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Process 1: Plan Schedule Management
The University of : A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute Page 8

Process 2: 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
The University of : A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute Page 9

Activity Lists and Attributes
 An activity list is a tabulation of activities to be included on a project schedule that includes
– theactivityname
– anactivityidentifierornumber
– abriefdescriptionoftheactivity
 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
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Milestones
 A milestone is a significant event in a project that occurs at a point in time.
 It often takes several activities and many tasks to complete a milestone
 They’re useful tools for setting schedule goals and monitoring progress
 Any example of a milestone?
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Process 3: Sequencing Activities
 Involves reviewing activities and determining tasks dependencies
 You must determine dependencies in order to use critical path analysis
The University of : A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute Page 12

Three types of Dependencies
 Mandatory dependencies: essential 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
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Network Diagrams
 Network diagrams are the preferred technique for showing activity sequencing
 A network diagram is a graphic display of the logical relationships among, or sequencing of, project activities
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Network Diagram for a Project
 Activity On the Node (AON)
 Activity-On-Arrow (AOA)
 Precedence Diagramming Method (PDM)
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Activity On the Node (AON) Network Diagram
Estimated Duration
Predecessor
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Activity-On-Arrow (AOA)
 Activities are represented by arrows
 Nodes or circles are the starting and ending points of activities  Can only show finish-to-start dependencies
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Process for Creating AOA Diagrams
1. Find all 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. Continue 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
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Precedence Diagramming Method (PDM)
 Activities are represented by boxes
 Arrows show relationships between activities
 More popular than AOA and used by project management software
 Better at showing different types of dependencies
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PDM – Task Dependency Types
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PDM Network Diagram – Example
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Process 4: 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
– Howdifficultwillitbetodospecificactivitiesonthisproject? – Whatistheorganization’shistoryindoingsimilaractivities? – Aretherequiredresourcesavailable?
 A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type
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Estimating Activity Resources
 Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.
The University of : A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute Page 23

Process 5: Estimating Activity Duration
 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
The University of : A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute Page 24

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
– anestimatethatincludesanoptimistic,mostlikely,andpessimistic 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 analysis.
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Lead Time and Lag Time
Lead:Whenthefirstactivity Lag:Whenthefirstactivity
is still running and second activity starts, this is called Lead. The balance of time for the first activity is known as Lead Time. Lead Time is the overlap between the first and second activity.
completes, if there is then a delay or wait period before the second activity starts, this is called lag and the delay is known as the Lag Time. Lag Time is the delay between the first and second activity.
The University of Sydney https://pmstudycircle.com/2013/02/lead-time-and-lag-time-in-project-scheduling-network-diagram/ Page 26

Process 6: Developing the Schedule
 Ultimate goal is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project.
The University of : A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute

 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
 Symbols include:
– Ablackdiamond:amilestones
– Thickblackbars:summarytasks
– Lighterhorizontalbars:durationsoftasks – Arrows:dependenciesbetweentasks
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for Software Launch Project
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Adding Milestones to
 Many people like to focus on meeting milestones, especially for large projects
 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
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Sample Tracking
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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 of 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
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Calculating the Critical Path
 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
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Calculate Critical Path – Example
The University of : A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute Page 34

Class Exercise 1: Calculate Critical Path
 Identify the number of paths available to complete the project?
 Which path is the Critical Path?
 Using the critical path, how long will it take to complete the project?  What is the earliest time to complete the project?
 Any advantages/disadvantages of using CPM in project ?
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Critical Path
 The critical path is not the one with all the critical activities; it only accounts for time
 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
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Calculating Early and Late Start and Finish Times
 A forward pass through the network diagram determines the early start and finish dates
 A backward pass determines the late start and finish dates
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Shortening a Project Schedule
 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
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Critical Chain Scheduling
 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
 Attempts to minimize multitasking
– when a resource works on more than one task at a time
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Would You Do Multitasking in IT Project Management?
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Buffers and Critical Chain
 A buffer is additional time to complete a task
 In traditional estimates, people often add a buffer to each task
and use it if it’s needed or not
 Critical chain scheduling removes buffers from individual tasks and instead creates
– aprojectbufferoradditionaltimeaddedbeforetheproject’sduedate
– feedingbuffersoradditionaltimeaddedbeforetasksonthecriticalpath
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Example of Critical Chain Scheduling
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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
– durationestimatesbasedonusingoptimistic,mostlikely,andpessimistic
estimates of activity durations, or a three-point estimate
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PERT Formula and Example
 PERT weighted average =
optimistic time + 4X most likely time + pessimistic time
 Short form of the formula: Expected E = (O+4M+P)/6
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PERT Example 1
 Example:
PERT weighted average =
8 workdays + 4 X 10 workdays + 24 workdays 6
where optimistic time= 8 days most likely time = 10 days, and pessimistic time = 24 days
Therefore, you’d use 12 days on the network diagram instead of 10 when using PERT for the above example
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Process 7: Control Schedule
 Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
The University of : A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute Page 46

Control Schedule– 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
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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
 Alert top management well in advance if there are schedule problems
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Summary Schedule
Detailed Schedule
Source: A Guide to the Project Management Body of Knowledge, Fifth Edition (PMBOK® Guide) © 2013 Project Management Institute
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Lecture Summary
 Project time management is often cited as the main source of conflict on projects, and most IT projects exceed time estimates
 Project Time Management processes include – Planschedulemanagement
– Defineactivities
– Sequenceactivities
– Estimateactivityresources – Estimateactivitydurations – Developschedule
– Controlschedule
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