Education

1. INTEGRATIVE PROJECT lll
Part II: Planning Time:
Determining When and
How Much
INTEGRANTS: Fabiola Carvajal Cajas
Lorena Pruna Tapia
TEACHER: Msc. Miguel Ponce

2. You Want This Project
Done When?
Illustrating a Work Plan with a Network Diagram
Sequence: The order in which you perform the activities
Duration: How long each individual activity takes
Is important
 Defining a network diagram’s elements
• A network diagram is a flowchart that illustrates the order in which
you perform project activities.
• Milestone is a significant occurrence in the life of a project.
• Activity is a component of work performed during the course of a
project.
• Duration is the total number of work periods it takes to complete an
activity.
 Drawing a network diagram
• Boxes: represent activities and milestones.
• Letter t: The letter t represents duration.
• Arrows: Arrows represent the direction work
flows from one activity

3. Analyzing a Network Diagram Helps you plan your project schedule
✓ Determine how long the entire trip will take.
✓ Identify potential difficulties along the way.
✓ Consider alternate routes to get to your final destination more quickly
 Reading a network diagram
Rule 1: After you finish an activity or reach a
milestone, you can proceed to the next activity or
milestone
Rule 2: Before you can start an activity or reach a
milestone, you must first complete all activities and
reach all milestones with arrows pointing to the
activity you want to start or milestone you want to
reach.
 Interpreting a network diagram
To interprete a diagram you need the next steps:
✓ Critical path: A sequence of activities that takes the longest time to complete
✓ Noncritical path: A sequence of activities in which you can delay activities
✓ Slack time The maximum amount of time you can delay an activity
✓ Earliest start date: The earliest date you can start an activity
✓ Earliest finish date: The earliest date you can finish an activity
✓ Latest start date: The latest date you can start an activity
✓ Latest finish date: The latest date you can finish an activity
Working with Your Project’s Network Diagram
 Determining precedence
Finish-to-start: The predecessor must finish before the successor can start.
Finish-to-finish: The predecessor must finish before the successor can finish.
Start-to-start: The predecessor must start before the successor can start.
Start-to-finish: The predecessor must start before the successor can finish.
 Using a network diagram to analyze a simple example
 Deciding on the activities
 Setting the order of the activities
 Creating the network diagram

4. Developing Your Project’s Schedule
 Taking the first steps
1. Identify immediate predecessors
2. Determine the personnel and no personnel resources
3. Estimate durations for all activities
4. Identify all intermediate and final dates
5. Identify all activities or milestones outside your project
6. Draw your network diagram
7. Analyze your project’s network diagram
 Avoiding the pitfall of backing in to your schedule
✓ You may miss activities because your focus is on meeting a
time constraint.
✓ You base your duration estimates on what you can allow
activities to take rather than what they’ll require.
✓ The order for your proposed activities may not be the most
effective one.
 Meeting an established time constraint
• Recheck the original duration estimates.
• Consider using more-experienced personnel
• Consider different strategies for performing the activities
• Consider fast tracking
 Applying different strategies to arrive at your picnic in less time
• Performing activities at the same time.
• Devising an entirely new strategy.
• Subdividing activities.
Estimating Activity Duration
 Determining the underlying factors
• Work performed by people
• Work performed by nonhuman resources
• Physical processes
• Time delays
 Considering resource characteristics
• Capacity: Productivity per unit time period.
• Availability: When a resource will be available.
 Finding sources of supporting information
• Historical records of how long similar activities have taken in the
past
• People who’ve performed similar activities in the past
• People who’ll be working on the activities
• Experts familiar with the type of activity, even if they haven’t
performed the exact activity before
 Improving activity duration estimates
• Define your activities clearly
• Subdivide your activities
• Define activity start and end
• Involve the people who’ll perform an activity
• Minimize the use of fudge factors

5. Displaying Your Project’s Schedule
✓ Milestone list: A table that lists milestones and the
dates you plan to reach them
✓ Activity list: A table that lists activities and the
dates you plan to start and end them
✓ Combined milestone/activity list: A table that
includes milestone and activity dates
✓ Gantt chart: A timeline that illustrates when each
activity starts, how long it continues, and when it
ends
✓ Combined milestone and Gantt chart: A timeline
that illustrates when activities start, how long they
continue, when they end, and when selected
milestones are achieved

6. Establishing Whom You Need,
How Much, and When
Getting the Information You Need to
Match People to Tasks
• Determining the skills and knowledge that each activity requires
• Confirming that the people assigned to those activities possess the required skills and
knowledge and that they’re genuinely interested in working on their assignments
 Deciding the skills and knowledge that team members must have
• The required levels of proficiency in the needed
skills and knowledge
• Whether the assignment will entail working under
someone else’s guidance when applying the skills
or knowledge.
Values
1=requires a basic level of proficiency
2 = requires an intermediate level of proficiency
3 = requires an advanced level of proficiency
 Representing skills, knowledge, and interests in a Skills Matrix
A Skills Matrix is a table that displays people’s proficiency in specified skills and
knowledge
1. Discuss with each team member his or her skills, knowledge.
2. Determine each person’s level of interest in working on the tasks
3. Consult with team members’ functional managers and/or the people who
assigned them to your project to determine their opinions
4. Check to see whether any areas of your organization have already prepared
Skills Matrices.
5. Incorporate all the information you gather in a Skills Matrix and review it.

7. Estimating Needed Commitment
 Using a Human Resources Matrix
Human Resources Matrix depicts the people
assigned to each project activity and the
work effort each person will contribute to
each assignment.
 Identifying needed personnel
in a Human Resources Matrix
Skills and knowledge: The specific skills and knowledge that the
person who’ll do the work must have
Position name or title: The job title or the name of the position
of the person who’ll do the work
Name: The name of the person who’ll do the work
 Estimating required work effort
• Describe in detail all work related to performing
the activity
• Consider history
• Have the person who’ll actually do the work
participate in estimating the amount of work effort
that will be required
• Consult with experts familiar with the type of work
you need done on your project
 Factoring productivity, efficiency, and
availability into work-effort estimates
• Productivity: The results a person produces per
unit of time that he spends on an activity
• Efficiency: The proportion of time a person
spends on project work as opposed to
organizational tasks
• Availability: The portion of time a person is at the
job as opposed to on leave.
 Reflecting efficiency when you use
historical data
• Your time sheets have one or more categories to
show time spent on non-project-specific work, and
people accurately report the actual time they spend
on their different activities.
• Your time sheets have no category for recording
time spent on non project-specific work
 Accounting for efficiency in personal work-effort estimates
• Define your work packages clearly. Minimize the use of technical jargon, and
describe associated work processes
• Subdivide your work. Do so until you estimate that your lowest-level activities.
• Update work-effort estimates when project personnel or task assignments change.

8. Ensuring Your Project Team Members Can Meet Their
Resource Commitments
 Planning your initial allocations
Begin planning out your workload by
developing
 A Human Resources Matrix is a bar graph
that depicts the level of work effort you’ll
spend each day, week, or month on an
activity.
 A Person-Loading Graph presents the
same information in a table
 Resolving potential resource overloads
• Allocate your time unevenly over the duration of one or more
activities.
• Take advantage of any slack time that may exist in your
assigned activities.
• Assign some of the work you were planning.
 Coordinating assignments across multiple projects
If Summary Person-Loading Charts are available for each project your people
are assigned to, you can manage each person’s overall resource commitments
by combining the information from the projects’ Summary Person-Loading
Charts into an Overall Summary Person-Loading Chart.

9. Determining Nonpersonnel
Resources Needs
Ensuring that nonpersonnel resources are available when
needed requires that specify the times that the plan to use
them. It can display this information in separate usage charts
for each resource.
An example of a computer usage chart:
 As part of a plan, develop the following:
Nonpersonnel resources matrix
Nonpersonnel usage charts
A nonpersonnel summary usage chart
A nonpersonnel resources matrix displays the following information for
every lowest-level component (or work package) in the project Work
Breakdown Structure.
The nonpersonnel resources needed to perform the activities that
comprise the work package
Ex. Illustration of a nonpersonnel resources matrix
PLANNING FOR OTHER
RESOURCES AND
DEVELOPING THE BUDGET

10. Finally, the display of total amount of each nonpersonnel resource that require during each week of the project in a nonpersonnel
summary usage chart.
 An example of a nonpersonnel summary usage chart.
Making Sense of the Dollars:
Project Costs and Budgets
Estimating a project’s costs is important for several reasons:
• It enables to weigh anticipated benefits against anticipated costs to see whether the project makes sense.
• It allows to see whether the necessary funds are available to support the project.
• It serves as a guideline to help ensure that have sufficient funds to complete the project.

11. Looking at different types of project costs
Direct costs include the following:
• Salaries for team members on the project
• Specific materials, supplies, and equipment for the project
• Travel to perform work on the project
• Subcontracts that provide support exclusively to the project
Planning for Other Resources and Developing the Budget
• Indirect costs are costs for resources that support more than
one project but aren’t readily identifiable with or chargeable
to any of the projects individually. Indirect costs fall into the
following two categories:
• Overhead costs: Costs for products and services for the
project that are difficult to subdivide and allocate directly.
• General and administrative costs: Expenditures that keep the
organization operational
Direct costs for this project may include the following:
• Labor: Salaries for the and other team members for the
hours to work on the brochure
• Materials: The special paper stock for the brochure
• Travel: The costs for driving to investigate firms that may
design the brochure cover
• Subcontract: The services of an outside company to
design the cover art Indirect costs for this project may
include the following:
o Employee benefits: Benefits (such as annual, sick, and
holiday leave; health and life insurance; and retirement
plan contributions)
o Rent: The cost of the office space that use when is
developing the copy for the brochure
o Equipment: The computer to use to compose the copy
for the brochure
o Management and administrative salaries: A portion of
the salaries of upper managers and staff who perform
the administrative duties necessary to keep the
organization functioning.

12. Recognizing the three stages
of a project budget
- Rough order-of-magnitude estimate: This
stage is an initial estimate of costs based on a
general sense of the project work.
- Detailed budget estimate: This stage entails
itemization of the estimated costs for each
project activity
- Completed, approved project budget: This
final stage is a detailed project budget that
essential people approve and agree to
Venturing into the
Unknown: Dealing with
Risk and Uncertainty
Defining Risk and Risk Management
Risk is the possibility that may not achieve the product, schedule, or resource targets
because something unexpected occurs or something planned doesn’t occur. All projects
have some degree of risk because predicting the future with certainty is impossible.
However, project risk is greater
 The longer the project lasts
 The longer the time is between preparing the project plan and starting the work
 The less experience, the organization, or the team members have with similar projects
 The newer project’s technology is asserts that risk can be either negative or positive:
o Negative risks, also referred to as threats, potentially have a detrimental effect on one
or more of the project objectives, such as causing to miss a deadline.
o Positive risks, also referred to as opportunities, potentially have a beneficial effect on
project objectives, such as allowing to complete a task with fewer personnel than the
originally planned.

13. So how can you address your project’s risks?
Take the following steps to determine, evaluate, and manage the risks that may affect the
project:
1. Identify risks. Determine which aspects of the plan or project environment may change.
2. Assess the potential effects of those risks on the project. Consider what can happen if those
aspects don’t work out the way the envision.
3. Develop plans for mitigating the effects of the risks. Decide how it can protect the project
from the consequences of risks.
4. Monitor the status of the project’s risks throughout performance. Determine whether existing
risks are still present, whether the likelihood of these risks is increasing or decreasing, and
whether new risks are arising.
5. Inform key audiences of all risks involved with the project. Explain the status and potential
effect of all project risks — from the initial concept to the project’s completion.
Focusing on Risk Factors
and Risks
Recognizing risk factors
A risk factor is a situation that may give rise
to one or more project risks. A risk factor
itself doesn’t cause to miss a product,
schedule, or resource target. However, it
increases the chances that something may
happen that will cause to miss one.
All projects progress through the following
four life cycle stages, and each stage can
present new risk factors for the project:
 Starting the project
 Organizing and preparing
 Carrying out the work
 Closing the project

14. To identify specific potential risks for each risk factor, do
the following:
Review past records of problems encountered in similar
situations. If a risk factor actually resulted in an unexpected
occurrence in the past, it is definitely want to be prepared
for it this time.
- Brainstorm with experts and other people who have
related experiences.
- Be specific. The more specifically describe a risk, the
better it can assess its potential effect.
- Nonspecific: Activities may be delayed.
- Specific: Delivery may take three weeks rather than two.
- It is necessary try to eliminate potential risk factors as
soon as possible.
Identifying risks
After recognize the project’s risk factors, the next step
in the risk assessment is to identify the specific risks that
may result from each of the risk factors:
- Product risk: The technology may not produce the
desired results.
- Schedule risk: Tasks using the new technology may
take longer than the anticipate.
- Resource risk: Existing facilities and equipment may
not be adequate to support the use of the new
technology.

15. Assessing Risks: Probability and
Consequences
Probability of occurrence: It can express the likelihood that a risk
will occur as probability.
Category ranking: Classify risks into categories that represent
their likelihood. It may use high, medium, and low, or always,
often, sometimes, rarely, and never.
Ordinal ranking: Order the risks so the first is the most likely to
occur, the second is the next most likely, and so on.
Relative likelihood of occurrence: If it have two possible risks, it
can express how much more likely one is to occur than the
other.
When using objective information, such as past project reports,
to determine the likelihood of different risks:
 Consider previous experience with similar projects.
 Consider as many similar situations as possible.
Developing a risk-management strategy
 Avoidance: Act to eliminate the risk factor that gave rise to the risk.
 Transfer: Pay someone else to assume some or all of the effect of
the risk.
 Mitigation: Either reduce the likelihood that a risk occurs, or
minimize the negative consequences if it does occur.
Communicating about risks
 Starting the project: To support the process of deciding whether or
not to undertake the project
 Organizing and preparing: To guide the development of all aspects
of the project plan
 Carrying out the work
Preparing a Risk-Management Plan
Include the following in your risk-management plan:
 Risk factors
 Associated risks
 The assessment of the likelihood of occurrence and the
consequences for each risk
 The plan for managing selected risks
 The plan for keeping people informed about those risks
throughout your project