Module 9

Project Management Systems & Project Management Systems & Scheduling Scheduling

MT 246 - Module 9MT 246 - Module 9

Topics Covered PreviouslyTopics Covered Previously

Work DefinitionWork Definition– After System is defined, all development items are After System is defined, all development items are

known, and work packages can be definedknown, and work packages can be defined

Work Package (Summary Task) DevelopmentWork Package (Summary Task) Development– Smallest managed unit of a projectSmallest managed unit of a project

» Broken into tasksBroken into tasks

– Assigned to Work Package (Subproject) managerAssigned to Work Package (Subproject) manager

– Formal Project Reporting RequirementFormal Project Reporting Requirement

– Relates directly to system deliverablesRelates directly to system deliverables

Topics Covered Previously Topics Covered Previously (cont’d)(cont’d)

Task DefinitionTask Definition– Tasks are the fundamental component of Work Tasks are the fundamental component of Work

PackagesPackages

– Explicit inputs and outputsExplicit inputs and outputs

– Explicit Start and Stop DateExplicit Start and Stop Date

Work Breakdown StructureWork Breakdown Structure– Organizes Work Packages in a logical fashionOrganizes Work Packages in a logical fashion

– Encompasses all Work PackagesEncompasses all Work Packages

– Allows assignment of Work Packages to the project Allows assignment of Work Packages to the project organization via the Responsibility Matrixorganization via the Responsibility Matrix

Topics Covered Previously Topics Covered Previously (cont’d)(cont’d)

EstimatingEstimating– Methodology for definition of cost of each taskMethodology for definition of cost of each task

– Establish Labor Rates for each type of laborEstablish Labor Rates for each type of labor

– Determine man-hours for each task by type of laborDetermine man-hours for each task by type of labor

– Determine Material Cost for each taskDetermine Material Cost for each task

– Determine ODC for each taskDetermine ODC for each task

Demonstrated examples from Construction Demonstrated examples from Construction EstimatorEstimator

Responsibility MatrixResponsibility Matrix

Documents the intersection of the WBS and the Documents the intersection of the WBS and the functional organizationfunctional organization

Assigns all work packages to organizational unitsAssigns all work packages to organizational units Key feature is accountabilityKey feature is accountability

– Single point of contact for each work packageSingle point of contact for each work package

– Subproject manager is responsible for Subproject manager is responsible for Cost/Schedule/TechnicalCost/Schedule/Technical

All work packages must be assigned to someone!!All work packages must be assigned to someone!!

Responsibility MatrixResponsibility Matrix

Fig 6-8Fig 6-8

Project Management SystemProject Management System

Collection of tools which captures and Collection of tools which captures and controls all aspects of project managementcontrols all aspects of project management– Project Org Charts and Responsibility MatrixProject Org Charts and Responsibility Matrix

– Defines all work via WBS and task descriptionsDefines all work via WBS and task descriptions

– Documents Budgets for all Work PackagesDocuments Budgets for all Work Packages

– Captures Cost and Schedule informationCaptures Cost and Schedule information

– Captures technical info via System EngineeringCaptures technical info via System Engineering

– Provides analysis and reporting (cost/schedule) Provides analysis and reporting (cost/schedule)

– Formal Revision ControlFormal Revision Control

Revision Control ProcessRevision Control Process

Project Management System imposes Project Management System imposes formal revision controlformal revision control– Changes to budgets require written PM and Customer Changes to budgets require written PM and Customer

approvalapproval

– Changes to schedules require written PM and Customer Changes to schedules require written PM and Customer approvalapproval

– Changes to specifications require written PM and Changes to specifications require written PM and Customer approvalCustomer approval

Revision Control Process Revision Control Process (Continued)(Continued)

All changes are formally documented and All changes are formally documented and configuration managedconfiguration managed– Transmitted via Contracts Letters between Buyer and Transmitted via Contracts Letters between Buyer and

SellerSeller

– Change control boards Change control boards

– Forms with revision letters and signatures of approvalForms with revision letters and signatures of approval

SchedulingScheduling

Parallel task to WBS developmentParallel task to WBS development Captures time phasing of project tasksCaptures time phasing of project tasks Essentially a project “road map”Essentially a project “road map” Composed of “Tasks” and “Milestones”Composed of “Tasks” and “Milestones” Updated regularly (at least monthly) during Updated regularly (at least monthly) during

project lifeproject life All Work Packages have a standalone scheduleAll Work Packages have a standalone schedule

– Developed, controlled, and updated by WP ManagerDeveloped, controlled, and updated by WP Manager

– Tiers up to Total Project ScheduleTiers up to Total Project Schedule

Scheduling (Continued)Scheduling (Continued)

Work Packages are the work plannedWork Packages are the work planned– Road to project goalsRoad to project goals– Time, money, manpower, equipmentTime, money, manpower, equipment

Events and Milestones do not consume resourcesEvents and Milestones do not consume resources– Signpost along the road (time)Signpost along the road (time)– Event is start or end of WPEvent is start or end of WP– Milestone is Point in time of significance to a projectMilestone is Point in time of significance to a project

» Contract AwardContract Award

» Delivery of Hardware, Software, etcDelivery of Hardware, Software, etc..

Types of SchedulesTypes of Schedules

Purpose is to display project schedule in a Purpose is to display project schedule in a 2D graph or network2D graph or network

Developed from analysis of WBS and Work Developed from analysis of WBS and Work Package tasksPackage tasks

Simplest is Gantt, or Bar ChartSimplest is Gantt, or Bar Chart Most complex is Schedule NetworkMost complex is Schedule Network

– Precedence (logic) diagram with task duration and Precedence (logic) diagram with task duration and interrelationshipsinterrelationships

Scheduling Historical ContextScheduling Historical Context

Gantt Charts were invented during World War I as a Gantt Charts were invented during World War I as a means of controlling Cost/Schedulemeans of controlling Cost/Schedule

Henry Gantt, Management ConsultantHenry Gantt, Management Consultant Means of visually portraying the status of ProgramsMeans of visually portraying the status of Programs Shows tasks planned vs. task percent complete and Shows tasks planned vs. task percent complete and

tasks completedtasks completed Refined during the 1950s and 1960s as a result of cost Refined during the 1950s and 1960s as a result of cost

overruns on large development projectsoverruns on large development projects Provide a means of relating Cost/Schedule via Provide a means of relating Cost/Schedule via

Manpower and Cost CurvesManpower and Cost Curves

Gantt Chart FeaturesGantt Chart Features

Display events (or milestones) and activities (tasks) as Display events (or milestones) and activities (tasks) as a function of timea function of time

Tasks and Milestones are described on left margin, Tasks and Milestones are described on left margin, with bars in graph area (Y-Axis)with bars in graph area (Y-Axis)

Length of bar is equal to task durationLength of bar is equal to task duration Placement of left side of bar equals task start datePlacement of left side of bar equals task start date Time is displayed on X-AxisTime is displayed on X-Axis Task/Milestone sequence Task/Milestone sequence Early Tasks/Milestones at top of chartEarly Tasks/Milestones at top of chart Later Tasks/Milestones progress down the pageLater Tasks/Milestones progress down the page

Gantt Chart Features (Continued)Gantt Chart Features (Continued)

Gantt Charts vary in detailGantt Charts vary in detail ““Roll Up” into Summary TasksRoll Up” into Summary Tasks Appropriate for different management Appropriate for different management

levelslevels Task relationships are implicit, sometimes Task relationships are implicit, sometimes

indicated by dotted linesindicated by dotted lines Progress indicated by shading of task bars Progress indicated by shading of task bars

in proportion to “Percent Complete”in proportion to “Percent Complete”

Gantt ChartGantt Chart

Figure 6-10Figure 6-10

Setting up a Gantt ChartSetting up a Gantt Chart

H must be completed beforeH must be completed before– I and J can be startedI and J can be started

J must be completed beforeJ must be completed before– K,L and M can be startedK,L and M can be started

I must be completed beforeI must be completed before– N, O and P can be startedN, O and P can be started

Task RelationshipsTask Relationships

To be useful, schedule must show task To be useful, schedule must show task relationshipsrelationships

Earlier tasks that must be finished prior to starting Earlier tasks that must be finished prior to starting follow-on tasksfollow-on tasks

Precedence RelationshipsPrecedence Relationships Common Task RelationshipsCommon Task Relationships Start/StartStart/Start Finish/StartFinish/Start Finish/FinishFinish/Finish

Setting up a Gantt Chart Setting up a Gantt Chart (Continued)(Continued)

Schedule BaselineSchedule Baseline

After Contract Award, all Sub Project Managers change After Contract Award, all Sub Project Managers change their Work Packages to reflect the latest knowledgetheir Work Packages to reflect the latest knowledge

Design ChangesDesign Changes Schedule ChangesSchedule Changes Project manager Reviews/Approves all schedulesProject manager Reviews/Approves all schedules Schedules are placed under formal revision controlSchedules are placed under formal revision control Any changes made to schedule must be approved by PM Any changes made to schedule must be approved by PM

and Customerand Customer Schedule is “Updated” from that point forwardSchedule is “Updated” from that point forward

Updating of Gantt ChartsUpdating of Gantt Charts

Review date is indicated by a vertical line on chartReview date is indicated by a vertical line on chart Tasks are “blackened” to a bar length that is equal to the Tasks are “blackened” to a bar length that is equal to the

“Percent Complete” of the task“Percent Complete” of the task Update procedure allows a manager to visualize task Update procedure allows a manager to visualize task

statusstatus Tasks completed earlyTasks completed early Tasks scheduled to be complete, but are now lateTasks scheduled to be complete, but are now late Tasks that have not started, but should have been initiatedTasks that have not started, but should have been initiated Tasks that are on scheduleTasks that are on schedule

Gantt Chart for Work ProgressGantt Chart for Work Progress

Percent CompletePercent Complete

All tasks must be “Measurable”All tasks must be “Measurable” Measurable means that the Work Package Manager Measurable means that the Work Package Manager

must be able to assess “how far along” a given task is must be able to assess “how far along” a given task is at the time of the Project Reviewat the time of the Project Review

Generally based on engineering judgmentGenerally based on engineering judgment Must be objective, not subjectiveMust be objective, not subjective How Far Along is essentially Percent CompleteHow Far Along is essentially Percent Complete Be careful about “Thermometer Charts”Be careful about “Thermometer Charts”

Gantt Chart for Weekly and Gantt Chart for Weekly and Cumulative ExpensesCumulative Expenses

Schedule HierarchySchedule Hierarchy

In order to avoid confusion, schedules are In order to avoid confusion, schedules are provided to varying levels of detailprovided to varying levels of detail– ““Rolling Up” tasks into Summary Tasks for each Work Rolling Up” tasks into Summary Tasks for each Work

ProjectProject

– Level of detail depends on the reviewerLevel of detail depends on the reviewer

Must establish a formal relationship Must establish a formal relationship between schedulesbetween schedules– Similar to WBS IndenturingSimilar to WBS Indenturing

– Formally controlled via the PMS ProceduresFormally controlled via the PMS Procedures

Schedule Hierarchy ExampleSchedule Hierarchy Example

Multilevel ScheduleMultilevel Schedule

Gantt Chart Showing Work Progress Gantt Chart Showing Work Progress (Computer Generated)(Computer Generated)

Fig 6-16Fig 6-16

Gantt Chart Showing Multilevel Schedule Gantt Chart Showing Multilevel Schedule (Computer Generated)(Computer Generated)

Disadvantages of Gantt ChartsDisadvantages of Gantt Charts

Task relationships are not easily displayedTask relationships are not easily displayed Effect of task delay is not easily seenEffect of task delay is not easily seen Problem gets worse with project complexityProblem gets worse with project complexity These problems resulted in the development of These problems resulted in the development of

schedule networksschedule networks Covered in the next two lecturesCovered in the next two lectures This deficiency has been largely overcome by the This deficiency has been largely overcome by the

use of micro-computersuse of micro-computers Gantt vs. Network “view” of dataGantt vs. Network “view” of data

Homework Assignment PreviewHomework Assignment Preview

Construction ProjectConstruction Project– Garage with workroomGarage with workroom

– 30 feet X 40 feet30 feet X 40 feet

Develop Cost EstimateDevelop Cost Estimate– Use subset of information provided in Module 8Use subset of information provided in Module 8

Develop ScheduleDevelop Schedule– Provide logical relationship of tasksProvide logical relationship of tasks

– Assign Task DurationAssign Task Duration

– Assign manpower by labor gradeAssign manpower by labor grade

Homework Assignment Preview Homework Assignment Preview (Continued)(Continued)

Develop Manpower CurveDevelop Manpower Curve Use Microsoft ProjectUse Microsoft Project Due 22 February (Thursday)Due 22 February (Thursday) Homework value 50 PointsHomework value 50 Points

Next LectureNext Lecture

Read Nicholas Chapter7Read Nicholas Chapter7 Install Microsoft ProjectInstall Microsoft Project

– Save Files of following Questions for future useSave Files of following Questions for future use Work Review Questions 6.17, 6.20, 6.22, Work Review Questions 6.17, 6.20, 6.22,

6.23, 6.25,6.26, 6.28, 6.296.23, 6.25,6.26, 6.28, 6.29