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Project Planning

Project Planning. Management should be based on effective and thorough planning S&G Chapter 4. S&G Ch4 Project Schedules. Building the Project Schedule. Allocate Resources to tasks Identify dependencies Create the schedule Reconcile Schedule with Org needs Add review meetings

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Project Planning

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  1. Project Planning Management should be based on effective and thorough planning S&G Chapter 4 540f07projpl8sep20

  2. S&G Ch4 Project Schedules 540f07projpl8sep20

  3. Building the Project Schedule • Allocate Resources to tasks • Identify dependencies • Create the schedule • Reconcile Schedule with Org needs • Add review meetings • Optimize the schedule • Don’t abuse buffers • Track performance 540f07projpl8sep20

  4. Scheduling problems • Working backwards • Misunderstood predecessors 540f07projpl8sep20

  5. Today’s Goals • Be able to understand WBS and to apply WBS to this semester’s team task • Be able to evaluate the risks in the project • Be able to do PERT analysis 540f07projpl8sep20

  6. Project Plans • Project Plan - overall plan anticipating progress of all aspects • Quality Plan - how to achieve quality • Staff Development Plan - how to train staff • Validation Plan - how to test product 540f07projpl8sep20

  7. Project Plan Sections • Intro - objectives and constraints • Organization - people, roles, reporting • Risk Analysis - identify risks and risk reduction • Resources - hardware and support software • Work breakdown - identify tasks • Schedule - dependencies and estimates 540f07projpl8sep20

  8. Our Project Planning Determining the steps necessary to accomplish the task, the risks involved, the quality steps, and the sequence of those tasks. 540f07projpl8sep20

  9. TTYP1 – team project planning • Develop some tasks and quality steps to achieve your project 540f07projpl8sep20

  10. Risk Analysis • Initially, consider what unique characteristics of THIS project threaten to prevent its completion. • Identify risks and indicate what the team can do to lessen the risks (usually about order of tasks or prototypes) 540f07projpl8sep20

  11. TTYP2 – risk analysis • Identify risks unique to your project • Steps to avoid/resolve/ameliorate those risks 540f07projpl8sep20

  12. WBS - work breakdown schedule • Dividing a task into subtasks • each task should be less than some max time • each task should have some artifact as a product • Build tree of tasks and subtasks • Leftmost items can be related to lifecycle 540f07projpl8sep20

  13. Schedules • Tasks • resource requirements - people and time • dependencies - what tasks have to finish before this one can start • Critical Path • the sequence of tasks that determine the minimum time to complete the project 540f07projpl8sep20

  14. Bar Chart (Gannt) • Each task is a horizontal bar whose length represents the estimated duration and whose starting point is the ending of the tasks on which it is dependent • Graphical depiction showing duration and parallelism 540f07projpl8sep20

  15. Example Gannt Chart a1 a2 a3 a4 a5 540f07projpl8sep20

  16. PERT Diagrams • Program Evaluation and Review Technique a4 a2 a1 a3 a5 540f07projpl8sep20

  17. Critical Path • If there are N tasks with dependencies between the tasks, what set of tasks determines the minimum completion time for the whole project? • This is the critical path. 540f07projpl8sep20

  18. Critical Path Algorithm (part 1) • For each node (until completion time of all nodes are calculated) • if the predecessors are completed, then take latest completions time and add required time for this node; • this is the completion time. • The node with the latest completion time determines the earliest completion time for project. 540f07projpl8sep20

  19. Example 540f07projpl8sep20

  20. Critical Path Algorithm (part 2) • Starting with the node with latest completion time, mark it as critical. • Select predecessor node with latest completion time, mark it as critical. • Continue until reaching start node. 540f07projpl8sep20

  21. Example 540f07projpl8sep20

  22. Critical Path Algorithm (part 3) • Slack time is the amount of time that a specific task can be delayed without changing the project delivery time • For each noncritical node starting with the last node, determine the earliest of the latest start times of the successor nodes. This is the latest completion time. Make the latest start time for the node to reflect this time. 540f07projpl8sep20

  23. Example 540f07projpl8sep20

  24. TTYP 540f07projpl8sep20

  25. Tuesday, 9/25/07 - Reviews • Read S&G chapter 5 • Directed Journal – due 11am 9/25 (upload) • Describe the process of inspections – be precise about the roles and responsibilities • Describe the issues with acceptance of inspections in an organization • Describe the potential problems 540f07projpl8sep20

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