(4)Project Time Management

Topic:ProjectTimeManagementITProjectManagementINSTRUCTOR:SHULIUHITSCHOOLOFSOFTWAREFall2005AllrightsreservedProjectTimeManagement2OutlineImportanceofProjectSchedulesProjectTimeManagementProcessActivityDefinitionActivitysequencingActivitydurationestimatingScheduledevelopmentSchedulecontrolITProjectManagementProjectTimeManagement3ImportanceofProjectSchedulesManagersoftencitedeliveringprojectsontimeasoneoftheirbiggestchallengesAveragetimeoverrunfrom1995CHAOSreportwas222%;improvedto63%in2001studyTimehastheleastamountofflexibility;itpassesnomatterwhatScheduleissuesarethemainreasonforconflictsonprojects,especiallyduringthesecondhalfofprojectsProjectTimeManagement4ConflictIntensityOvertheLifeofaProject0.000.050.100.150.200.250.300.350.40ProjectFormationEarlyPhasesMiddlePhasesEndPhasesConflictIntensitySchedulesPrioritiesManpowerTechnicalopinionsProceduresCostPersonalityconflictsAverageTotalConflictProjectTimeManagement5ProjectTimeManagementProcessesProjecttimemanagementinvolvestheprocessesrequiredtoensuretimelycompletionofaproject.Processesinclude:ActivitydefinitionActivitysequencingActivitydurationestimatingScheduledevelopmentSchedulecontrolProjectTimeManagement6WhereDoSchedulesComeFrom?DefiningActivitiesProjectschedulesgrowoutofthebasicdocumentthatinitiateaprojectProjectcharterincludesstartandenddatesandbudgetinformationScopestatementandWBShelpdefinewhatwillbedoneActivitydefinitioninvolvesdevelopingamoredetailedWBSandsupportingexplanationstounderstandalltheworktobedoneProjectTimeManagement7ActivityDefinitionInput1.WBS2.ScopeStatement3.Historicalinfo.4.Constraints5.AssumptionsOutput1.AllActivities2.Detaileddescription3.RevisedWBSProjectTimeManagement8ActivitySequencingInvolvesreviewingactivitiesanddeterminingdependenciesMandatorydependencies:inherentinthenatureofthework;hardlogicDiscretionarydependencies:definedbytheprojectteam;softlogicExternaldependencies:involverelationshipsbetweenprojectandnon-projectactivitiesProjectTimeManagement9ProjectNetworkDiagramsProjectnetworkdiagramsarethepreferredtechniqueforshowingactivitysequencingAprojectnetworkdiagramisaschematicdisplayofthelogicalrelationshipsamong,orsequencingof,projectactivitiesArrowDiagrammingMethod(ADM)PrecedenceDiagrammingMethod(PDM)ProjectTimeManagement10ArrowDiagrammingMethod(ADM)Alsocalledactivity-on-arrow(AOA)projectnetworkdiagramsActivitiesarerepresentedbyarrowsNodesorcirclesarethestartingandendingpointsofactivities12345ABCDEProjectTimeManagement11ProcessforCreatingAOADiagrams(1)1.Findalloftheactivitiesthatstartatnode1.Drawtheirfinishnodesanddrawarrowsbetweennode1andthosefinishnodes.Puttheactivityletterornameanddurationestimateontheassociatedarrow2.Continuingdrawingthenetworkdiagram,workingfromlefttoright.Lookforburstsandmerges.Burstsoccurwhenasinglenodeisfollowedbytwoormoreactivities.AmergeoccurswhentwoormorenodesprecedeasinglenodeProjectTimeManagement12ProcessforCreatingAOADiagrams(2)3.Continuedrawingtheprojectnetworkdiagramuntilallactivitiesareincludedonthediagramthathavedependencies4.Asaruleofthumb,allarrowheadsshouldfacetowardtheright,andnoarrowsshouldcrossonanAOAnetworkdiagramProjectTimeManagement13SampleActivity-on-Arrow(AOA)NetworkDiagramforProjectXProjectTimeManagement14PrecedenceDiagrammingMethod(PDM)ActivitiesarerepresentedbyboxesArrowsshowrelationshipsbetweenactivitiesMorepopularthanADMmethodandusedbyprojectmanagementsoftwareBetteratshowingdifferenttypesofdependenciesProjectTimeManagement15TaskDependencyTypesProjectTimeManagement16SamplePrecedenceDiagrammingMethod(PDM)NetworkDiagramforProjectXProjectTimeManagement17ActivityDurationEstimatingAfterdefiningactivitiesanddeterminingtheirsequence,thenextstepintimemanagementisdurationestimatingDurationincludestheactualamountoftimeworkedonanactivitypluselapsedtimePeopledoingtheworkshouldhelpcreateestimates,andanexpertshouldreviewthemProjectTimeManagement18ScheduleDevelopmentScheduledevelopmentusesresultsoftheothertimemanagementprocessestodeterminethestartandenddateoftheprojectanditsactivitiesUltimategoalistocreatearealisticprojectschedulethatprovidesabasisformonitoringprojectprogressforthetimedimensionoftheprojectProjectTimeManagement19ScheduleDevelopmentImportanttoolsandtechniquesincludeGanttchartsPERTanalysiscriticalpathanalysiscriticalchainschedulingProjectTimeManagement20GanttChartsIn1917HenryGanttdevelopedthefamousGanttchartasatoolforschedulingworkinjobshopsGanttchartsprovideastandardformatfordisplayingprojectscheduleinformationbylistingprojectactivitiesandtheircorrespondingstartandfinishdatesinacalendarformatProjectTimeManagement21GanttChartsSymbolsinclude:Ablackdiamond:milestonesorsignificanteventsonaprojectwithzeroduration♦Thickblackbars:summarytasksLighterhorizontalbars:tasksArrows:dependenciesbetweentasksProjectTimeManagement22GanttChartforProjectXProjectTimeManagement23GanttChartforSoftwareLaunchProjectProjectTimeManagement24SampleTrackingGanttChartwhitediamond:slippedmilestonetwobars:plannedandactualtimesProjectTimeManagement25GanttCh