Download - Cs3-WBS Estimating - Scheduling
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Project Management
Class Meeting 3
Sessions 5&6THE PLAN WBS &
Estimating - Scheduling
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Documents Delivered any questions?
Creating the WBS
Scheduling what comes FIRST?
Case Discussion - Canada Games
Estimating EffortTeam Meetings
Agenda
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You can con a sucker into committing to an impossibledeadline, but you cannot con him into meeting it.
Quantitative project management is for predictingcost and schedule overruns well in advance.
There's never enough time to do it right first time butthere's always enough time to go back and do it again.
http://www.project-training-uk.freeserve.co.uk/
7/25/2012Hult Project Management 3
A Little British PM Humor
http://www.project-training-uk.freeserve.co.uk/http://www.project-training-uk.freeserve.co.uk/http://www.project-training-uk.freeserve.co.uk/http://www.project-training-uk.freeserve.co.uk/http://www.project-training-uk.freeserve.co.uk/http://www.project-training-uk.freeserve.co.uk/ -
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Hult Project Management
Work Breakdown Structure
WBS the REAL detailed definition
of the projectHierarchy of Goals & Tasks, organized
into work packages or
sub-projects where appropriateTo Plan & Estimate any project, you
need to do a WBS
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Small, meaningful, manageableunits of work
Meaningful = results with a clearlydefined deliverable
Manageable = units can be assignedto specific people for clearresponsibility & accountability
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Work Packages
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Hult Project Management
WBS Work Package Criteria
1. Status/completion is measurable2. Start/end events are clearly defined
3. Each activity has a deliverable
4. Time/Costis easily estimated Resource requirements
5. Durationis within acceptable limits1. 1 day to 2 week maximum (8-80)
6. Work assignments are independent aim for 1-2 week units, unless short/small project
If these
6 criteria cannot be identified,decompose the activity further.
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Who would YOU involve in themeeting that was going to break a
project definition down into itsWBS?
What do you think will be thetoughest part of building YOURproject WBS?
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Creating the WBS
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THE Work Breakdown StructureDefines for the Project: What
Who
When How
WBS is used during project: Thought Process Support
Design Tool
Planning Tool
Project Status Reporting Tool
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Creating the WBS
Project/Functional Decomposition Top-Down MOST COMMON
Bottoms-Up -
start with end result and work backwards Keep in mind: Workable bits
Who does what, when for WBS details?
Depends Size & Complexity of Project
Organizational Reach
Vendor vs. Internal
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Hult Project Management
High Level WBS Working WBS
Define major deliverables FIRST House example site, foundation, walls, etc Software upgrade needs/features, key users, all users,
upgrade vs. replace, functional deliverables, data conversion,
testing, training Break each deliverable down into its major TASK
groupings House example: FOR WALLS: framing, electrical, plumbing,
sheetrock, baseboard
Software example: FOR FUNCTIONAL DELIVERABLES: screens,files, control program(s), action program(s), etc.
Break each TASK group into lowest level tasks thatmake sense for assignment, estimation, costing
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Hult Project Management
WBS Breakdown Example
We have been assigned to plan an office moveinvolving 12 people (2 offices/10 cubicles)from the 4th floor to the 8th floor with aminimum of disruption, using only one
moving day, if possible.IN YOUR TEAMS, briefly discuss:
1. WHAT are the TOP LEVEL tasks involved?
2. For each top level activity, what are the tasks thatare needed to accomplish the activity?
3. Are there any work packages that make sense tomonitor/accomplish together?
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Hult Project Management
Organizing WBS ActivitiesNoun Objectives Requirements - Deliverables
Verb
Action Phrases (Install, Design, Code, etc)Organizational Departmental Geographical Process
LOTS of ways to organize activities! Choose oneyou like or that fits the situation well. BE CONSISTENT
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Hult Project Management
WBS Considerations Status Roll-ups - MILESTONES Reporting who needs to see what when?
Milestones are Points to take a Breath and aregood to acknowledge a significant deliverable.
Task definition by category of resource NOT a specificperson!
What skills should be on the team, not just WHO?
Who/How & Authorizations
WBS reviewed/approved?
By Whom??
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Hult Project Management
Creating the WBS
Lets Do a Few Quick WBS Examples:
House Example
Installing a new Firewall System
New expense report processing (bottom-up)
Modifying an existing report program
(either)
Defining more Details drilling down
Test environment task list in Excel
http://localhost/var/www/apps/conversion/current/tmp/scratch9926/cs3-test%20environment-activity%20ordering.xlsxhttp://localhost/var/www/apps/conversion/current/tmp/scratch9926/cs3-test%20environment-activity%20ordering.xlsxhttp://localhost/var/www/apps/conversion/current/tmp/scratch9926/cs3-test%20environment-activity%20ordering.xlsxhttp://localhost/var/www/apps/conversion/current/tmp/scratch9926/cs3-test%20environment-activity%20ordering.xlsx -
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HOW did the Games management team set-upthe oversight/management of the army ofvolunteers? Why do you think it worked?
BRAINSTORM IN YOUR TEAMS:
The 2013 games are coming up. With the estimated 4400participants, 18 sports, and related services during thegames, determine the following:
IDENTIFY the major tasks/deliverables needed for the
OPENING EVENT (pre-show, athlete parade, multi-media show, with TV & radio coverage) Select ONE of your task groupings, and decompose it (as per
our readings) to the major work packages that might beassigned to a specific volunteer or volunteer team.
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Canadian Games Case Discussion
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Well look at scheduling &estimating when we get back..
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BREAK
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Hult Project Management
Defining Inter-Task Relationships
For each activity/task on the WBS, while youare organizing the tasks, ask yourself & the
planning team: Is there ANYTHING that must be done BEFORE this
task can start? (aka predecessors)
Is there ANYTHING that depends on the successfulcompletion of THIS task? (aka successors)
Make a note of these in the task list as you identifythem.
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All tasks, except START & FINISH,
have a predecessor and a successor START has NO predecessor
FINISH only has a predecessor
Tasks can have the same predecessor
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Creating THE SCHEDULE
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1. Define SCOPE2. Prepare Statement of Work
3. Build a WBS4. Identify Task Relationships5. Estimate Work Packages
6. Calculate Initial Schedule7. Assign & Level ResourcesText - Pg 153+
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Planning Steps (to date)
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Hult Project Management
The Math of Estimating
Cost = work effort * resource cost + materials In construction: plumbing installation =
Number of hours plumber, assistant Number of hours finisher, painter PLUS Cost of materials to be installed
In system development: activity cost =
Number of direct labor hours programmer (level),screen designer, systems programmer Direct costs: labor, software licenses, training, etc Indirect costs: system access, telecom, tools, etc
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Hult Project Management
The Art of Estimating
How much time will it take staff level x tocomplete the defined task? Previous experience
What did we estimate last time?
Historical data How close is this to previous projects?
Expert advice Depend on those who know
Delphi Technique Alternative to Expert Advice 3 passes averaged
3-Point Technique optimistic, pessimistic, most likely
Wide-band Delphi Technique = Delphi + 3-point
SWAG = Scientific (silly?) Wild Ass Guess
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Hult Project Management
Effort vs. Duration
EFFORT = How many hours will it take tocomplete activity?
DURATION = Based on available resources,when can the activity start and how long will ittake to accomplish the hours needed?
What is the REAL WORK TIME per day? Ex: 25 hours effort, at 6 hours effective time per
day, will take minimum of 4 and 1/6 days.
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Hult Project Management
Estimating Planned Work
Estimate at the lowest possible task/activity level wheredistinct resources are identifiable. Collect your data (experience, expert, delphi) for each task
identify any constraints or assumptions such as skill level for
resource REVIEW initial task list estimate with the project
team and subject matter experts (SME) Adjust per their input
Multiply by some factor (1.5 2.0 or more) for all activitiesover 5-8 days or with ANY degree of uncertainty Different estimators will do this factoring differently
ENTER reviewed task list with factored effort andresource requirements into the PM system.
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Hult Project Management
Graph the Schedule =The Network Diagram
Take Task List from the WBS Consider Predecessors & Successors
Lay out the scheduleWhite Board approach using yellow
stickiesSwath approach define & describe it
and then do a group review forchanges/adjustments.
Goal get it visual and then review itleft & right, backwards & forwards
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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
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Hult Project Management
Task Relationships
FS Task B starts when A finishes(A then B most common activityrelationship ex. code then test)
SS Task B starts when A starts(ex: data entry & data collection)
SF Task B cannot finish earlier than Asstart (ex: discontinue legacy B after systemA is installed)
FF Task B cannot finish before A finishes(data entry & data collection)
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Hult Project Management
Identify Constraints
Technical Constraints Discretionary force a particular relationship because of specific
conditions (new hires, controlling risk, etc) Best Practices complete design then complete build 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)
Management Constraints often based on outside forces orstrategic planning decisions
Inter-projectesp. for partitioned projects or connected sub-projects
Datefor a specific date or no earlier/no later than a date
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Hult Project Management
Sequencing Tasks
CONSIDER:1. What has to come first?
2. When can a specific task start?Ex. Is it after activity X finishes or anytime after activity
Y starts?
3. Use F-S (Finish Start) to begin with (simplestrelationship)
1. What sub-projects can run simultaneously?4. Include Lag variable (waiting for delivery) and
Management Float (overall padding)
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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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Types of Diagrams
Gantt Charts (bar chart) useful during on-going project reviews (whats up next, howlong, etc)
Network (arrow) Diagrams esp for the initialproject analysis & review better way to viewdependencies & task connections
Example: http://www.uyea.btinternet.co.uk/jaon.html
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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Critical Path
Longest path or sequence of activities(in terms of duration) from START to
FINISHSlack or Float: difference between
duration and the LF-EF Free slack Total slack
If on critical path, slack/float will be 0
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See handout for the MX project
Diagram the sequence of tasks withyour team and calculation the
Critical Path
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Hands On Schedule Calculation
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Hult Project Management
Compressing the Schedule
GOAL: Fit more activities into shorterperiods of time (concurrent, sub-divide
and run concurrently, etc)Change FS to SS to run groups of
activities concurrently
Partition or break down activity intosmaller parts that will more easily runconcurrently
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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
Schedule Compression Resource Leveling
Utilize available slack Adjust starts/finishes to use up slack where it exists
to allow for staff availability
Shift project finish date where resources are the primary constraint
Smoothing or outside resources scheduled overtime to meet a specific deadline
STREEETCHING activities across a longertimeframe (less % resource per day)
LIKELY to IMPACT PROJECT SCHEDULE!
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Hult Project Management
Resource Management
What would you expect the initialresource plan to look like after
compressing the schedule?Why does resource leveling make
sense
What role would you plan foroutside or contract resources?
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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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Process to date
1. IDENTIFYgoals & requirements2. BREAKDOWNrequirements into activities
that together will achieve the goals
3. ANALYZEeach activity for duration,required resources, predecessors &successors
4. CREATEnetwork diagram & compressschedule
5. ASSIGNresources & level
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Creating the WBS
Case Canadian GamesScheduling the work
Estimating the work effort
DUE NEXT CLASS (Thursday):
WBS, Initial Schedule, & Budget
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Content Re-Cap
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Use this time to discussWBS for your project
Order tasks for schedule
Estimate work packages = budget
This is all the deliverables until afterthe mid-term!!!
Team Meeting