Project Management in The Information Age

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Post-NYU-MASY1-GC1250-Week-5_TheWorkplan.pdf

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NYU – School of Professional Studies

Dr. Chiji Ohayia, PMP, CSM Instructor

February 24, 2022

Week 5

The Workplan - Schedule

Project Management in the Information Age MASY1-GC1250-200

ü Recap last lecture ü Class 5:

üWorkplan üBreak

ü Breakout Session/Team Project Time üProject Proposal Overview üClass Exercise/ Discussion

AGENDA – CLASS #5

RECAP LAST SESSION

Week 4 LECTURE

Process Groups and Knowledge Areas 5

Scope Management

Time Management

Cost Management

Quality Management

Human Resources Management

Communications Management

Integration Management

Risk Management Procurement Management Stakeholder Management

Process Groups What we need to

accomplish…

Initiating Planning Executing

Monitoring

And Controlling

Closing

Knowledge Areas

What we need to

understand…

A Stakeholder

…A ‘stakeholder’ is any individual or entity that has a ‘positive’ or ‘negative’ stake in the project…

…They may affect the project and/or be affected by it…

Those who only think they have a stake in a project are stakeholders, even if they really don’t have a stake!

Project Stakeholders

External Influencers

Project Team

Project Sponsor

Customer

Stakeholder - Specific people or groups who have a stake in the outcome of the project.

Stakeholders: Project Sponsor

Project sponsor - Sponsor (Executive Sponsor and Project Sponsor) - The person who has ultimate authority over the project.

§ Provides funding § Resolves issues § Approves scope changes § Approves major deliverables § Provides high-level direction § Champion the project within their organization

External Influencers

Project Team

Project Sponsor

Customer

Stakeholders: Project Team – Team Members

Project Team Members - The individuals assigned on a temporary (project) basis to support the project. Team members can include:

• Office Assistants • Managers • Architects • Engineers • Testers • Users

§ Team members have complementary skills and aptitudes § Responsible for completing assigned activities § Team members report to the project manager § Communicate status and manage expectations

Project Sponsor

Customer

External Influencers

Project Team

Stakeholders: Customer

Customer - The persons or group that are the direct beneficiary of a project or service. The people for whom the project is being undertaken.

§ Provide project funding § Provide project specifications § Accept deliverables § Could be either internal or external § Could be users

Project Sponsor

External Influencers

Project Team

Customer

Stakeholders: External Influencers

External Influencers – Individuals or organizations external to the customer’s business environment that retain an influence on project deliverables such as suppliers, investors, community groups and government organizations.

§ Influence project deliverables § Some provide innovative solutions that can reduce both time and cost for the

project § Some require specific obligations that can add both time and cost to the

project § Must be managed

Project Team

Project Sponsor

Customer

External Influencers

The Power / Interest Grid

Power (vertical axis)

Interest (horizontal axis)

Keep Informed

Manage Closely

Keep Satisfied

Monitor

Week 5 LECTURE

CHAPTER 5 Developing the Schedule

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website or school-approved learning management system for classroom use.

Learning Outcomes • Estimate the resources

required for activities • Estimate the duration for

an activity • Determine the earliest

start and finish times for activities

• Determine the latest start and finish times for activities

• Explain and determine total slack

• Prepare a project schedule • Identify and explain the

critical path • Discuss the project control

process • Develop updated schedules

based on actual progress and changes

• Discuss and apply approaches to control the project schedule

• Explain agile project management

Estimate Activity Resources • Resources include

– People, materials, equipment, facilities

• Influence on the duration – Availability of the resources – Types of resources

– Sufficient quantities of resources for the activity durations

– Potential conflicts with other projects may cause

• Involve person with expertise in resource estimate

• Estimates influence costs

Estimate Activity Durations • Duration must be the total elapsed time

– Time for the work to be done plus any associated waiting time

website or school-approved learning management system for classroom use.

Why is it a good practice to have the person who will be responsible for performing a specific activity estimate the duration for that activity?

Student Discussion

website or school-approved learning management system for classroom use.

• Builds buy-in from the person and generates commitments

• Avoids bias that may be introduced by having one person estimate the durations for all of the activities

• Historical data can be used as a guide

Estimate Activity Durations

Establish Project Start and Finish Times

• Define the overall window for project completion

• May not want to commit to a specific date – Project not start until customer has approved

the contract – Delay in contract signing may impact project

start

• Set finish time as number of days from project start

Develop Project Schedule

• Prior activities for schedule development – Estimate duration of each activity – Establish overall window of time for the

project

• Develop the schedule timetable – Earliest start and finish times based on

estimated start date

– Latest start and finish times based on required completion date

Earliest Start and Finish Times

• Earliest start time (ES) – Earliest time at which a specific activity can

begin

• Earliest finish time (EF) – Earliest time by which a specific activity can

be completed

• EF = ES + Estimated Duration • Calculate forward through the network

diagram

Earliest Start and Finish Times Calculation

• Why is the ES for “Dress Rehearsal” 10?

“Identify Target Consumers”

• Start date = 0 • ES = Start date = 0 • Duration = 3

• EF = 0 + 3 = 3

“Develop Draft Questionnaire”

• ES = EF Task 1 = 3 • Duration = 10 • EF = 3 + 10 = 13

“Pilot-Test Questionnaire”

• ES = EF Task 2 = 13 • Duration = 20 • EF = 13 + 20 = 33

“Review Comments & Finalize Questionnaire”

• ES = EF Task 3 = 33 • Duration = 5 • EF = 33 + 5 = 38

“Prepare Mailing Labels,” “Print Questionnaire,” “Develop Data Analysis Software,” and “Develop

Software Test Data”

• ES = EF Task 4 = 38 • Task 5

• Duration = 2 • EF = 38 + 2 = 40

• Task 6 • Duration = 10 • EF = 38 + 10 = 48

• Task 7 • Duration = 12 • EF = 38 + 12 = 50

• Task 8 • Duration = 2 • EF = 38 + 2 = 40

“Mail Questionnaire & Get Responses”

• Latest of Tasks 5 and 6 = 48

• ES = EF Task 6 = 48

• Duration = 65 • EF = 48 + 65 = 113

“Test Software”

• Latest of Tasks 7 and 8 = 50

• ES = EF Task 7 = 50

• Duration = 5 • EF = 50 + 5 = 55

“Input Response Data” • Latest of Tasks 9 and 10

= 113 • ES = EF Task 9 = 113

• Duration = 7 • EF = 113 + 7 = 120

“Analyze Results”

• ES = EF Task 11 = 120

• Duration = 8

• EF = 120 + 8 = 128

“Prepare Report”

• ES = EF Task 12 = 128

• Duration = 10 • EF = 128 + 10 = 138

Schedule Table ES and EF

Latest Start and Finish Times

• Latest start time (LS) – Latest time by which a specific activity must

be started

• Latest finish time (LF) – Latest time by which a specific activity must

be completed

• LS = LF − Estimated Duration • Calculate backward through the network

diagram

website or school-approved learning management system for classroom use.

Latest Start and Finish Times Calculation

• Why is the LF for “Print Posters & Brochures” 20?

“Prepare Report” • Required completion =

130 • LF = Complete date =

130

• Duration = 10 • LS = 130 − 10 = 120

“Analyze Results”

• LF = LS Task 13 = 120

• Duration = 8 • LS = 120 − 8 = 112

“Input Response Data”

• LF = LS Task 12 = 112

• Duration = 7 • LS = 112 − 7 = 105

“Test Software” and “Mail Questionnaire & Get Responses”

• LF = LS Task 11 = 105

• Task 9 • Duration = 65 • LS = 105 − 65 = 40

• Task 10 • Duration = 5 • LS = 105 − 5 = 100

“Develop Data Analysis Software” and “Develop Software Test Data”

• LF = LS Task 10 = 100

• Task 7 • Duration = 12 • LS = 100 − 12 = 88

• Task 8 • Duration = 2 • LS = 100 − 2 = 98

“Prepare Mailing Labels” and "Print Questionnaire”

• LF = LS Task 9 = 40 • Task 5 • Duration = 2 • LS = 40 − 2 = 38

• Task 6 • Duration = 10 • LS = 40 − 10 = 30

“Review Comments & Finalize Questionnaire”

• LF = Earliest LS of Tasks 5, 6, 7, and 8 = 30

• LF = LS Task 6 = 30

• Duration = 5 • LS = 30 − 5 = 25

“Pilot-Test Questionnaire” • LF = LS Task 4 = 25 • Duration = 20 • LS = 25 − 20 = 5

“Develop Draft Questionnaire” • LF = LS Task 3 = 5 • Duration = 10 • LS = 5 − 10 = −5

“Identify Target Consumers”

• LF = LS Task 2 = −5 • Duration = 3 • LS = −5 − 3 = −8 • Start date = 0

• Project is 8 days late at start

Schedule Table LS and LF

Total Slack • Sometimes called float • The difference between EF time of last activity

and the project required completion time • Negative slack

– Lack of slack over the entire project

– Amount of time an activity must be accelerated

• Positive slack – Maximum amount of time that the activities on a

particular path can be delayed without jeopardizing on- time completion

website or school-approved learning management system for classroom use.

How much slack is in this project to put up new wallpaper?

Student Discussion

website or school-approved learning management system for classroom use.

• How much slack is in this project to put up new wallpaper?

• The total completion time is 20 days • The tasks take 15 days (7+5+3)

• The project has 5 days of slack

Critical Path

• Longest path in the overall network diagram

• Find which activities have the least amount of slack

Critical Path Through a Project

Change in Slack for Critical Path

Free Slack

• Time a specific activity can be postponed without delaying the ES of its immediate successor activities

• Calculation – Find lowest of the values of total slack for all

the activities entering into a specific activity

– Subtract value from the values of total slack for the other activities also entering into that same activity

Incorporate Changes into Schedule

• Changes may impact the schedule – Initiated by customer or project team – Result from unanticipated occurrence

• Early change may have less impact than later change

• Manage requested changes – Estimate impact

– Obtain customer approval – Revise project plan, schedule, and costs

Update Project Schedule

• Generate forecasts for project finish – Use actual finish dates of completed activities – Enter project changes

– Update project schedule

• Determine if any changes occur in critical path

website or school-approved learning management system for classroom use.

Control Schedule

Schedule Control Steps

1. Analyze the schedule for needed corrective action

2. Decide specific corrective actions to be taken

3. Revise the plan to incorporate corrective actions

4. Recalculate the schedule to evaluate the effects of the planned corrective actions

Actions • Repeat steps if not

acceptable results

• Apply efforts to paths with negative slack • Near-term activities • Long estimated durations

• Change may shift critical path

• Trade-off of costs and scope

Scheduling for Information Systems Development

• Common problems – Failure to identify all user requirements – Failure to identify user requirements properly

– Continuing growth of project scope – Underestimating learning curves for new software

packages

– Incompatible hardware

– Logical design flaws – Poor selection of software

– Failure to select the best design strategy – Data incompatibility issues

– Failure to perform all phases of the SDLC

website or school-approved learning management system for classroom use.

Agile Project Management

Scrum approach participants

• Product owner • Development team

• Scrum master

Process includes

1. Establish and authorize 2. Define requirements

3. Conduct daily Scrum meetings

4. Conduct sprint review meeting

5. Conduct sprint retrospective meeting

Critical Success Factors

• The person who will be responsible for performing the activity should estimate the duration for that activity. This generates commitment from the person.

• The estimated duration for an activity must be based on the types and quantities of resources required to perform the activity.

• Activity estimated durations should be aggressive yet realistic. • Activities should not be longer in estimated duration than the time intervals at which

the actual progress will be reviewed and compared to planned progress. • Project management involves a proactive approach to controlling a project to

ensure that the project objective is accomplished even when things do not go according to plan.

• Once the project starts, it is important to monitor progress to ensure that everything is going according to plan.

• The key to effective project control is measuring actual progress and comparing it to planned progress on a timely and regular basis and taking any needed corrective action immediately.

• The key to effective schedule control is to address any paths with negative or deteriorating slack values aggressively as soon as they are identified. A concentrated effort to accelerate project progress must be applied to these paths.

Critical Success Factors (continued)

• The amount of negative slack should determine the priority for applying these concentrated efforts.

• When attempting to reduce the duration of a path of activities that has negative slack, focus on activities that are near term and on activities that have long estimated durations.

• Addressing schedule problems early will minimize the negative impact on scope and budget.

• If a project falls too far behind, getting it back on schedule becomes more difficult, and usually requires spending more money or reducing the scope or quality.

• If corrective actions are necessary, decisions must be made regarding a trade-off of scope, time, and cost.

• A regular reporting period should be established for comparing actual progress to planned progress.

• The shorter the reporting period, the better the chances of identifying problems early and taking corrective actions.

• During each reporting period, data on actual performance and information on changes to the project scope, schedule, and budget need to be collected in a timely manner and used to calculate an updated schedule and budget.

Summary • The scheduling function depends on the planning function. • The estimated types and quantities of resources required for an activity,

together with the availability of those resources, will influence the estimated duration for how long it will take to perform the activity.

• The estimated duration for each activity must be the total elapsed time— the time for the work to be done plus any associated waiting time.

• The estimate should be aggressive yet realistic. • It may be easier to estimate the durations for near-term activities, but as

the project progresses, the project team can progressively elaborate the estimated the durations as more information becomes known to allow for more accurate estimated durations.

• A project schedule provides a timetable for each activity and shows the earliest start (ES) and earliest finish (EF) times and the latest start (LS) and latest finish (LF) times for each activity.

• The total slack for a particular path of activities through the network is common to and shared among all activities on that path.

Summary (continued) • The critical path is the longest (most time-consuming) path of activities in the

network diagram. • The key to effective project control is measuring actual progress and comparing it

to planned progress on a timely and regular basis and taking any needed corrective action immediately.

• Actual progress—whether faster or slower than planned—will have an effect on the schedule of the remaining, incomplete activities of the project.

• Any type of change—whether initiated by the customer, the contractor, the project manager, a team member, or an unanticipated event—will require a modification to the plan in terms of scope, schedule, and/or budget.

• Schedule control involves four steps: analyzing the schedule to determine which areas may need corrective action, deciding what specific corrective actions should be taken, revising the plan to incorporate the chosen corrective actions, and recalculating the schedule to evaluate the effects of the planned corrective actions.

• One of the most important factors in effective scheduling is estimating activity durations that are as realistic as possible.

EXAMPLE

Precedence Tables A precedence table is necessary for developing networks or logic diagrams. They usually have the following form:

Task Identifier

WBS Element Predecessor Task Duration

a Task 1 - 5

b Task 2 - 4

c Task 3 a 4

d Task 4 b 4

e Task 5 b 3

f Task 6 c 4

g Task 7 d 5

h Task 8 e 8

i Task 9 f,g,h 8

j Task 10 e 8

7–67

Activity Time Calculations The weighted average activity time is computed by the following formula:

The Precedence/Network Diagram

c 4

a 5

f 4

Start 0

b 4

d 4

g 5

e 3

h 8

j 8

i 8

End

ES = Early Start EF = Early Finish LS = Late Start LF = Late Finish

Precedence Tables A precedence table is necessary for developing networks or logic diagrams. They usually have the following form:

Task Identifier

WBS Element Predecessor Task Duration

a Task 1 - 5

b Task 2 - 4

c Task 3 a 4

d Task 4 b 4

e Task 5 b 3

f Task 6 c 4

g Task 7 d 5

h Task 8 e 8

i Task 9 f,g,h 8

j Task 10 e 8

Forward Pass: The Early Schedule c 4

a 5

f 4

Start 0

b 4

d 4

g 5

e 3

h 8

j 8

0 5 5 9 13

0 4 4 8 138

i 8

2315 End

2323

ES = Early Start EF = Early Finish LS = Late Start LF = Late FinishLF

74 15

7 15

Precedence Tables A precedence table is necessary for developing networks or logic diagrams. They usually have the following form:

Task Identifier

WBS Element Predecessor Task Duration

a Task 1 - 5

b Task 2 - 4

c Task 3 a 4

d Task 4 b 4

e Task 5 b 3

f Task 6 c 4

g Task 7 d 5

h Task 8 e 8

i Task 9 f,g,h 8

j Task 10 e 8

Backward Pass: The Late Schedule c 4

a 5

f 4

Start 0

b 4

d 4

g 5

e 3

h 8

j 8

0 5

2 7

4 8

106

138

1510

157

i 8

2315

2315 End

2323

ES = Early Start EF = Early Finish LS = Late Start LF = Late FinishLF

Precedence Tables A precedence table is necessary for developing networks or logic diagrams. They usually have the following form:

Task Identifier

WBS Element Predecessor Task Duration

a Task 1 - 5

b Task 2 - 4

c Task 3 a 4

d Task 4 b 4

e Task 5 b 3

f Task 6 c 4

g Task 7 d 5

h Task 8 e 8

i Task 9 f,g,h 8

j Task 10 e 8

The Critical Path c 4

a 5

f 4

Start 0

b 4

d 4

g 5

e 3

h 8

j 8

0 5

2 7

4 8

106

138

1510

157

i 8

2315

2315 End

2323

ES = Early Start EF = Early Finish LS = Late Start LF = Late FinishLF

11 Float = LS – ES or = LF - EF

Your Turn

BREAK!!!

10 Mins.

CLASS PROJECT TIME

THANK YOU!