The Work Breakdown Structure (WBS) is a key project management tool used to define and group the total scope of work to be performed by the project team. It provides a common understanding of the project and can be used for planning, estimating costs and schedules, tracking progress, and assigning responsibilities. The WBS breaks down the project into smaller, more manageable components, typically in a hierarchical structure with up to six levels of detail. It helps ensure all required work is defined and accounted for and provides a framework for managing the project.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
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Project TimeIST4055Chapter 6Now that you have the Sc.docxbriancrawford30935
Project Time
IST4055
Chapter 6
Now that you have the Scope and Work Breakdown Structures done, we address the other 2 aspects of the triple constraint – time and money.
Focus here is looking at the entire project, sequence the steps, and then cost them.
1
Importance of Project Schedules
Managers often cite delivering projects on time as one of their biggest challenges
Average time overrun from 1995 CHAOS report was 222%; improved to 84% in 2004 study; 74% in 2012 study; down to 51% in 2016
Time is the most precarious element of the triple constraint:
Time has the least amount of flexibility; it passes no matter what!
Scope and cost can be adjusted; time goes on regardless of what you do or don’t do.
Traditionally IT project managers have underestimated the amount of time needed to complete the tasks – they are overly confident in their abilities to get the job done and sometimes are too simplistic in their approach. You must be realistic in the time constraint. Note also that it might take you 10 hours, but you also may be working on other projects or doing daily operations too…..so time is how long and over what period of time – 10 hours spread over 60 hours.
Schedule issues are the main reason for conflicts on projects, especially during the second half of projects. So where are we now with time overruns?
2
Attitudes toward deadlines
Cultures have different attitudes about time
Individual Work Styles and Cultural Differences Cause Schedule Conflicts
3
One dimension Meyers-Briggs Type Indicator focuses on peoples’ attitudes toward structure and deadlines
Some people prefer schedules and deadlines while others do not
Difference cultures and countries have different attitudes about schedules/time
3
Time Robbers
Task rework
Calls, texts, e-mail
Land mail
Incomplete work
Lack of needed authority
Inefficient change procedures
Waiting on people
Day-to-day administration
Too many levels of review
Casual office conversations
Poorly run meetings
Micromanagement
Those activities that at first seem to be short and unobtrusive but when they are all added together can completely fill an entire work day
It is important to realize that some time increments can lead to major time wasters. This slide covers some time robbers that occur in your everyday work life.
In addition to the ones listed on the slide you can add
Poorly motivated or educated customers
Vague goals and objectives
Poor time management
Ill defined project scope
Company politics
Working on under-funded projects
4
Project Time Management
Activity Definition
Activity Sequencing
Project Time Management describes the processes and methods required to create and manage appropriate schedules to complete the project:
Activity Definition – identifies the lowest level of work on the WBS, “work packages”, that needs to be performed to create the finished product deliverable; An activity or task is an element of work normally found on the work breakdown structure (WBS) tha.
Critical Path MethodIntroductionOnce you have the network diag.docxannettsparrow
Critical Path Method
Introduction
Once you have the network diagrams for the activities, as well as the activity duration estimates, you can begin scheduling the project. The critical path method (CPM) is one of the key techniques for developing a project schedule.
In a schedule network diagram, the critical path is the longest full path linking activities that must be performed in sequence. It's important to identify this path, because if one of its activities is delayed, the end date of your project is delayed too.
CPM provides a way to calculate four time boundaries:
· the early start date, which is the earliest possible start date for each activity to begin
· the early finish date, which is the earliest date each activity can end
· the latest start date, which is the latest possible time for each activity to begin
· the latest finish date, which is the latest date each activity can end
CPM involves completing three steps:
1. performing a forward pass through the network diagram
2. performing a backward pass to check your initial results
3. calculating the float for each activity to determine the critical path
The forward pass
The first step in CPM is performing a forward pass through the schedule network diagram so you can establish the early start and finish dates for each activity. This is done so that resources, such as project team members and equipment, can be allocated as soon as possible. Allocating resources assists in determining project expenditure and therefore establishing the project budget.
When performing a forward pass, you begin with the first activity in the network diagram and move forward. You
1. record the earliest date the first activity can start
2. add the duration of this activity to the early start date
3. subtract one day from the result
Some project managers find it useful to record activities' start and finish times in the network diagram. The early start is usually filled in on the top left corner of each activity block, with the early finish date shown in the right corner.
The backward pass
The second step in determining the critical path for a project is to perform a backward pass through the schedule network diagram.
You perform the backward pass to establish the latest start and finish dates for the project to remain on schedule.
In a backward pass, you start at the end of the project and work back, subtracting the estimated duration of each preceding activity.
To begin the backward pass, the late finish date will either be a hard date that's been set or the early finish date of the last activity in the project. An example of a hard date may be a deadline that determines the project's end date.
To calculate the late start date, you
1. subtract the duration of the last activity from its late finish date
2. add one day because the last day of the project is included as a working day
As you work backward through the schedule network diagram, the late finish date will fall on the working day preceding the lat.
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2. Scheduling
• A schedule is the conversion of a project action
plan into an operating timetable
• It serves as the basis for monitoring and
controlling project activity
– work changes daily, so this is essential
• With the plan and budget, it is the major tool
for the management of projects
– most scheduling is at the WBS level (tasks), not the
work package level
– only the most critical work packages may be shown
on schedule
3. Network Scheduling Techniques
• PERT was developed in 1958 for the Polaris
missile/submarine project
• The Critical Path Method (CPM) was developed
by DuPont during the same time period
• Initially, CPM and PERT were two different
approaches
– CPM used deterministic time estimates and allowed
project crunching
– PERT used probabilistic time estimates
• Microsoft Project (and others) have blended CPM
and PERT into one approach
4. Terminology
• Activity - A specific task or set of tasks that
are required by the project, use up
resources, and take time to complete
• Event - The result of completing one or
more activities. An identifiable end state
occurring at a particular time. Events use
no resources.
• Network - The combination of all activities
and events that define a project
– Drawn left-to-right
– Connections represent predecessors
5. Terminology Continued
• Path - A series of connected activities
• Critical - An activity, event, or path which,
if delayed, will delay the completion of the
project
• Critical Path - The path through the project
where, if any activity is delayed, the project
is delayed
– There is always a critical path
– There can be more than one critical path
6. Terminology Continued
• Sequential Activities - One activity must be
completed before the next one can begin
• Parallel Activities - The activities can take place at
the same time
• Immediate Predecessor – an activity that must be
completed before a particular activity can begin
• An activity can be in any of these conditions:
– It may have a successor(s) but no predecessor(s) -
starts a network
– It may have a predecessor(s) but no successor(s) -
ends a network
– It may have both predecessor(s) and successor(s)
- in the middle of a network
7. Terminology Continued
• Activity on Arrow (AOA) - Arrows
represent activities while nodes stand for
events
• Activity on Node (AON) - Nodes stand for
events and arrows show precedence
9. Constructing an AON Diagram
1. Begin with the START activity
2. Add activities without predecessors
– There will always be one
– There may be more than one
3. Add activities that have existing activities
as predecessors
4. Repeat step 3 until no more activities
10. Gantt Charts
• Developed by Henry L. Gantt in 1917
• Shows planned and actual progress
• Easy-to-read method to show current status
11. Gantt Charts: Advantages and
Disadvantages
• Easily understood
• Provide a picture of the current state of a
project
• Difficult to follow with complex projects
14. Class Individual Exercise - 2.
Create a new Project
Create the 12 Tasks from the
previous slide
•enter their names and
durations
•enter the task dependencies
Now enter resources as follows:
.2Jason
.3Jeff, Emily
.4Emily
.5Jeff
.6Emily
.7Ariel
.8Pat
.9Emily
.10Marsha
.11Marc
Save your work!
15. • The Work Breakdown Structure (WBS) can take a
variety of forms that serve a variety of purposes
– The total program can be described as a summation of
subdivided elements.
– Planning can be performed.
– Costs and budgets can be established.
– Time, cost, and performance can be tracked.
– Schedules and status-reporting procedures can be
established. (=> Gantt chart)
– Responsibility for each element can be assigned.
The Work Breakdown Structure
16.
17. The Work Breakdown Structure - 2
• The WBS often appears as an outline with
Level 1 tasks on the left and successive
levels appropriately indented
• The WBS may picture a project subdivided
into hierarchical units of tasks, subtasks,
work packages, etc.
18. Most common type: Six-Level Indented Structure
LEVEL DESCRIPTION
1 Total Program
2 Project(s)
3 Task(s)
4 Subtask(s)
5 Work Package(s)
6 Level of Effort
Usually specified by the
client and managed the
project manager.
Usually specified
by the functional
manager(s).
The Work Breakdown Structure - 3
21. • Summary: The WBS is an important document and
can be tailored for use in a number of different ways
– It may illustrate how each piece contributes to the project in
terms of performance, responsibility, schedule, and budget
– It may list the vendors or subcontractors associated with
specific tasks
– It may serve as the basis for cost or schedule estimates
– It may be used to document that all parties have signed off
on their various commitments to the project
The Work Breakdown Structure - 4
22. Steps for designing and using the WBS:
1. Using the action plan, list the task breakdown in successively
finer levels of detail. Continue until all meaningful tasks or
work packages have been identified.
2. For each such work package, identify the data relevant to the
WBS: personnel and organizations responsible for each task.
3. All work package information should be reviewed with the
individuals or organizations who have responsibility for doing
or supporting the work to verify the accuracy of the WBS
The Work Breakdown Structure
27. Critical Path and Time
Notation:
[Task name, expected time, variance]
28. Critical Path Calculation
To find the critical path:
.1start with set of children of the Start node
.2for each node: use the earliest start time (the greatest “earliest finish time
of all this node’s predecessors), add in the duration to calculate the earliest
finish time
.3repeat step 2 for the children of each node in the set
29. Slack Calculation
To find the slack:
.1start with End node and note its LS time
.2for each predecessor node: set the LF time to the lowest LS time of
the successor(s) and subtract the duration to get the EF time
.3repeat step 2 for the children of each node in the set
34. Calculating Activity Times
Notes:
• a is the optimistic estimate
• b is the pessimistic estimate
• m is an estimate of the mode
• TE is a calculation of the
mean
• σ2 is the variance; a
representation of the
uncertainty
• σ is the standard deviation
2
2
2
6
6
4
ab
bma
TE
36. Uncertainty of Project
Completion Time
• Assume activities are statistically
independent
– is this reasonable?
• The variance of a set of activities is the sum
of the individual variances
• We are most interested in variances along
the critical path!
37. Fun With Statistics!
• What is the probability of completing a
project on time, given a measure of variance
and a critical path?
• We can answer that by calculating Z (# of
standard deviations) as follows:
Z = (D - ) /
where D = desired project completion time
= critical time of the project
= variance of the critical path
2
2
38. Example Continued
• If we want to complete the project in 50
days then D = 50, μ = 43, = 33
22.1
745.5
7
33
4350)(
2
D
Z
2
39. Example - 2.
• The likelihood of completing the project in
50 days is 88.88% (see Table next slide)
• If we want 95% certainty of on-time
completion:
D = μ + σ * Z
= 43 + 5.745 * 1.645 = 52.45 days
• For 99% certainty
D = 43 + 5.745 * 2.33 = 56.39 days
40.
41. Implications
• As D => μ, Z => 0
• When Z = 0, probability of on-time completion is
50%
• Implication?
– If you want a high probability of being on time, you
need some slack in the schedule!
• What about non-critical paths?
– Any path that has low slack and significant variance is
a potential trouble spot.
42. Implications - 2.
• This is a great tool for you as a manager!
• Your boss will want estimates. What is your basis
for making them? Guesses?
43. In Class Group Exercise
Look at the WBS that you created for your project.
From this, create a Gantt chart for your project.
Determine the durations and dependencies for each of your project
tasks.
◦You only need to do “expected” duration for now.
44. In-class Group Exercise - 2
Calculate the total duration for your group project (and, hence, your
critical path).
Now, create a spreadsheet. For each project task, list:
◦its optimistic, pessimistic, and expected durations
◦you will have to do some educated guessing at this stage; that is normal
45. • Calculate TE, , and for each task
• Save this in your spreadsheet.
• Note for the critical path2
2
In-class Group Exercise - 3
46. • Determine D for your project. Calculate Z.
• What is your probability of completing at
time D?
• Submit your Gantt chart, your spreadsheet
and an explanation of the WBS and the
assumptions behind your estimates before
next class.
In-class Group Exercise - 4.