Project Management Project Management x470 x470 Project Baseline Project Baseline (Scope, Time) (Scope, Time) UC Berkeley Extension, Business and Management Week 2 – 30 April Jennifer Russell Jennifer Russell 415.385.1749 415.385.1749 [email protected][email protected]Ray Ju Ray Ju 415.845.8880 415.845.8880 [email protected][email protected]
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Project Management x470 Project Baseline (Scope, Time) UC Berkeley Extension, Business and Management Week 2 – 30 April Jennifer Russell [email protected].
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• Organizational Organizational process assetsprocess assets
Project Type - IProject Type - I• ““Must DoMust Do” ”
SOX, HIPAA, SOX, HIPAA, compliancecompliance
• ““Keep the Lights OnKeep the Lights On”” Infrastructure Infrastructure
projectsprojects• EnhancementsEnhancements• New Products/ New Products/
OpportunitiesOpportunities Project Type - II Project Type - II
alignment with the alignment with the business strategybusiness strategy
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Mission, Vision, ValuesMission, Vision, Values
MissionMission: : Describes the overall purpose Describes the overall purpose of the organizationof the organization
VisionVision: : Vivid description of the Vivid description of the organization as it effectively carries out its organization as it effectively carries out its operations operations
ValuesValues: : Represent the core priorities in Represent the core priorities in the organization’s culture, including what the organization’s culture, including what drives members’ priorities and how they drives members’ priorities and how they truly act in the organization truly act in the organization
Carter McNamara, 2008
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Major Project DocumentsMajor Project Documents
• States States whatwhat work is to be work is to be accomplished and accomplished and whatwhat deliverables need to be deliverables need to be producedproduced
• Formally authorizes the project Formally authorizes the project defines the defines the whywhy
• States States how how the work is to be the work is to be performed and by performed and by whowho, , whenwhen, , and and wherewhere
• Scope, Cost, Schedule, Risk, Scope, Cost, Schedule, Risk, Communication, Staffing, Communication, Staffing, Quality, and ProcurementQuality, and Procurement
Project Charter
Scope Statement
Project Plan
Expansion explanation of these documents later in slide show
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A Network Migration ProjectA Network Migration ProjectA large bank is migrating its branch and ATM network from a 3-tier IP network to an MPLS service provider network.
Core
Distribution
Access Branches and ATMs
Regional
Office
Data
Center
MPLS
BranchesATMs
ATMsBranches
ATMs
Data Center
Think TEAMThink TEAM 1818
Bank Network Migration Project DeliverablesBank Network Migration Project Deliverables
Project Initiation ChallengesProject Initiation Challenges Timing of Project Manager Timing of Project Manager
engagementengagement Degree of accuracy for project and Degree of accuracy for project and
product documentsproduct documents Speed vs. Accuracy vs. Change Speed vs. Accuracy vs. Change
Control cultureControl culture Functional Areas Concern: Functional Areas Concern:
Spending precious resources’ time Spending precious resources’ time on projects that will be on projects that will be disapproveddisapproved
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Planning FundamentalsPlanning Fundamentals If the deliverable is well understood prior to If the deliverable is well understood prior to
being performed, much of the work can be being performed, much of the work can be preplannedpreplanned
If the deliverable is not understood, then during If the deliverable is not understood, then during the actual task execution more knowledge is the actual task execution more knowledge is gained that, in turn, leads to changesgained that, in turn, leads to changes
The more uncertain the deliverable, the greater The more uncertain the deliverable, the greater the need is for frequent “the need is for frequent “validation cyclesvalidation cycles””
Project life cycle approach depends on Project life cycle approach depends on deliverable (goal and solutions & requirements) deliverable (goal and solutions & requirements) certaintycertainty
Detail plan only up to the next point of Detail plan only up to the next point of knowledgeknowledge
““Failing to plan is planning to fail.”Failing to plan is planning to fail.” - - Harold KerznerHarold Kerzner
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Project Integration ManagementProject Integration ManagementProcess Process GroupGroup
Process NameProcess Name Process Major Process Major DeliverablesDeliverables
InitiatingInitiating
Develop Project Develop Project CharterCharter
Project CharterProject Charter
Identify Identify stakeholdersstakeholders
Stakeholder analysisStakeholder analysis
PlanningPlanningDevelop Project Develop Project Management PlanManagement Plan
Project Management PlanProject Management Plan
ExecutingExecuting Direct and Manage Direct and Manage Project ExecutionProject Execution
Control ScopeControl Scope Updates to Scope Statement Updates to Scope Statement (via Change Control (via Change Control Management), WBS and other Management), WBS and other scope documentsscope documents
Lifecycle Approaches Impact to Lifecycle Approaches Impact to Uncertainty & ComplexityUncertainty & Complexity
GOAL
SOLUTION & REQUIREMENTS
UNCLEAR
UNCLEARCLEAR
Extreme
Adaptive
Iterative
Incremental
Linear
UNCERTAINTY & COMPLEXITY INCREASES
From: Robert K. Wysocki
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Project Complexity/UncertaintyProject Complexity/Uncertainty As projects become more complex,
they become more uncertain As complexity increases:
• Nailing down requirements decreases• Process flexibility must increase• Processes must be more adaptable• Change requests become more frequent• Risk increases• The need for greater team cohesiveness
Scope Statement ExerciseScope Statement Exercise Create a Scope Statement for Create a Scope Statement for
your project your project Use the Project Workbook Use the Project Workbook
template as a guidetemplate as a guide Presentations Presentations Class discussionClass discussion
Team Project Time and Scope Team Project Time and Scope GuardrailsGuardrails
Involve the entire project team talentsInvolve the entire project team talents Build and develop weekly not week 9Build and develop weekly not week 9 Time: Can do within 6-12 monthsTime: Can do within 6-12 months Scope: Have fun and be realisticScope: Have fun and be realistic
• Business, Community, Philanthropy, Social Business, Community, Philanthropy, Social Responsibility, Event, ActualResponsibility, Event, Actual
Cost: Blank Checkbook $$$$$Cost: Blank Checkbook $$$$$• Justifiable and budgetedJustifiable and budgeted• What if?What if?
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W W orkork
B B reakdownreakdown
S S tructuretructure
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DecompositionDecomposition
Subdivision of major project deliverables or sub-deliverables into smaller, more manageable components until the deliverables are defined in sufficient detail to support development of project activities (planning, executing, etc..)
Steps:Steps:1.1. Identify major project Identify major project
deliverablesdeliverables2.2. Decide if adequate Decide if adequate
cost and duration cost and duration estimate can be made estimate can be made at this level of detail at this level of detail for each deliverablefor each deliverable
3.3. Identify constituent Identify constituent components of the components of the deliverable if deliverable if necessarynecessary
4.4. Verify correctness of Verify correctness of decomposition decomposition (necessity, definition, (necessity, definition, cost, duration, cost, duration, responsibility)responsibility)
Definition:Definition:
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Work Breakdown StructureWork Breakdown Structure A deliverable oriented grouping of A deliverable oriented grouping of
project components that project components that organizes and defines the total organizes and defines the total scope of the projectscope of the project
Defines Defines productsproducts, not tasks, not tasks Can be developed using a top-Can be developed using a top-
down or bottom-up approachdown or bottom-up approach Can be hardware-related, Can be hardware-related,
function-related, life cycle-related function-related, life cycle-related or a combinationor a combination
Foundation of all planning!Foundation of all planning!
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Work Breakdown StructureWork Breakdown Structure WBS items assigned an WBS items assigned an
identifier for hierarchical identifier for hierarchical summation of cost and summation of cost and resourcesresources
WBS dictionary – work WBS dictionary – work package description, package description, schedule dates, cost budget, schedule dates, cost budget, staff assignment and other staff assignment and other data points as neededdata points as needed
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Work PackageWork Package Lowest level deliverable in a WBSLowest level deliverable in a WBS Work effort guideline 40 to 80 hrsWork effort guideline 40 to 80 hrs Ownership assigned at this levelOwnership assigned at this level Tasks are identified under this Tasks are identified under this
levellevel Task size guideline - not to exceed Task size guideline - not to exceed
80 hrs; less for high risk project80 hrs; less for high risk project
Bank Network Migration WBSBank Network Migration WBS
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WBS DiscussionsWBS Discussions Questions on WBS constructionQuestions on WBS construction
• Who prepares the WBS?Who prepares the WBS?
• Who needs to be involved?Who needs to be involved?
• Who approves the WBS?Who approves the WBS?
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WBS Team ExerciseWBS Team Exercise Construct a life-cycle based WBS for Construct a life-cycle based WBS for
your projectyour project Use a Post-It-Note sheet for each Use a Post-It-Note sheet for each
deliverabledeliverable Concentrate on product deliverablesConcentrate on product deliverables Add project management process Add project management process
deliverable that have already been deliverable that have already been discussed in classdiscussed in class
The Project ScheduleThe Project Schedule(Time Baseline)(Time Baseline)
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Scheduling TechniquesScheduling Techniques Gantt or bar chartsGantt or bar charts Milestone charts (zero duration)Milestone charts (zero duration) Networks (show interdependencies)Networks (show interdependencies)
• Project Evaluation and Review Project Evaluation and Review Technique (PERT)Technique (PERT)
for use with Critical Path for use with Critical Path Management (CPM)Management (CPM)
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Bar (Gantt) ChartsBar (Gantt) Charts
ID Task Name Start Finish Duration2006 2007
Nov Dec Jan Feb Mar Apr May Jun Jul
1 3w11/24/200611/6/2006Design Phase
2 7w1/12/200711/27/2006Migration Planning Phase
3 24w6/29/20071/15/2007Migration
4 2w7/13/20077/2/2007Operational Acceptance
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Milestone ChartMilestone Chart
ID Task Name Finish2009 2010
Nov Dec Jan Feb Mar Apr May Jun Jul
1 11 /22 /2009Network Design Completed
2 12 /8 /2009Scope Statement
3 12 /22 /2009WBS
4 12 /27 /2009Schedule Baseline
5 1 /15 /2010Cost Baseline
6 1 /5 /2010Final Network Engineering
11/6/2009 1/31/2010
12/1/2009 1/1/2010
11/22/2009Network Design Completed
12/8/2006Scope Statement Signed
12/27/2009Schedule Baseline Completed
1/15/2010Cost Baseline
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Activity DependencyActivity Dependency MandatoryMandatory – inherent in the – inherent in the
nature of the work being done, nature of the work being done, a.k.a. hard logica.k.a. hard logic
DiscretionaryDiscretionary – defined by the – defined by the project team, a.k.a. preferred project team, a.k.a. preferred logic, preferential logic, soft logic logic, preferential logic, soft logic
ExternalExternal – involve relationships – involve relationships between project activities and between project activities and non-project activitiesnon-project activities
Method of constructing network Method of constructing network diagram that uses boxes (nodes) diagram that uses boxes (nodes) to represent activities and to represent activities and connects them with arrows to connects them with arrows to show dependenciesshow dependencies
Critical Path and FloatCritical Path and Float Critical PathCritical Path
• Longest time span through the total Longest time span through the total system of activities / eventssystem of activities / events
• Delay in any activity / task in the critical Delay in any activity / task in the critical path delays the whole projectpath delays the whole project
• Improvement in total project time means Improvement in total project time means reducing time for activities / events in the reducing time for activities / events in the critical pathcritical path
Slack Time (Float)Slack Time (Float) - Time differential - Time differential between the scheduled completion between the scheduled completion date and the required date to meet date and the required date to meet critical path. critical path.
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Critical Path CalculationCritical Path Calculation Critical path is determined by doing a Critical path is determined by doing a
forward and backward pass forward and backward pass calculationscalculations
Forward passForward pass• Calculates early start and early finish datesCalculates early start and early finish dates• Project end dateProject end date• Longest pathLongest path
Backward passBackward pass• Calculates late start and late finish datesCalculates late start and late finish dates• Task / project floatTask / project float• Identifies tasks in critical pathIdentifies tasks in critical path
Think TEAMThink TEAM 6666
Forward PassForward Pass Early Start (ES) and Early Finish (EF) Early Start (ES) and Early Finish (EF)
dates are calculated by adding the dates are calculated by adding the Task Duration (TD) to the earliest date Task Duration (TD) to the earliest date a task can starta task can start
The first predecessor task(s) have an The first predecessor task(s) have an ES of zeroES of zero
The EF date of the predecessor The EF date of the predecessor becomes the ES date for the successorbecomes the ES date for the successor
When there are multiple When there are multiple predecessors, ES is the larger of the predecessors, ES is the larger of the EFs for the taskEFs for the task
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Backward PassBackward Pass Late Start (LS) and Late Finish (LF) Late Start (LS) and Late Finish (LF)
dates are calculated starting from dates are calculated starting from the end of the projectthe end of the project
LS is calculated by subtracting the LS is calculated by subtracting the TD from the LF of the taskTD from the LF of the task
LS for the successor task becomes LS for the successor task becomes the LF for the predecessor taskthe LF for the predecessor task
When there are multiple When there are multiple successors, LF is the smaller of the successors, LF is the smaller of the LSLS
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Critical Path and FloatCritical Path and Float Task Float = Late Finish – Early FinishTask Float = Late Finish – Early Finish
Those tasks with zero float are on the Those tasks with zero float are on the critical pathcritical path
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Critical Path ExercisesCritical Path Exercises
Refer to your PM WorkbookRefer to your PM Workbook• Page 10Page 10• HomeworkHomework
How to calculate Critical PathHow to calculate Critical Path• http://syque.com/quality_tools/tools/http://syque.com/quality_tools/tools/
Similar to PERTSimilar to PERT Allows for branching, looping, and Allows for branching, looping, and
multiple project end resultsmultiple project end results Example: If test activity resulted in Example: If test activity resulted in
failure, test can be repeated several failure, test can be repeated several times or based on results of a test, times or based on results of a test, one of several branches can be one of several branches can be selected to proceed with the projectselected to proceed with the project
GERT (Graphical Evaluation and GERT (Graphical Evaluation and Review Technique)Review Technique)
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NETWORK FOR HOUSE CONSTRUCTIONNETWORK FOR HOUSE CONSTRUCTION
1 2 3 4
67
8
15 17
185
14
13
9
10
11
12
EXC &POUR FOOTINGS
POURFOUND.
ERECTFRAME & ROOF
LAYBRICKWORK
INSTALLDRAINS
POURBASEMENTFLOOR
INSTALL COOLING & HEATING
INSTALL ROUGHELECT. & PLUMB
LAYSTORM DRAINS
FINISHROOF
FINISH GRADING
POUR WALKS &LANDSCAPE
FINISHFLOORS
FINISH ELECTR.WORK
FINISHCARPETING
PAINT
INSTALLKITCHEN EQUIP.
INSTALLFIN. PLUMB
INSTALLDRY WALL
HOW CAN YOU TELL IF THIS IS A PERT/CPM OR PRECEDENCE NETWORK?
Quantitatively Based Quantitatively Based DurationsDurations
Quantities to be performed for Quantities to be performed for each work category defined by each work category defined by the engineering/design effort the engineering/design effort multiplied by the productivity multiplied by the productivity unit rateunit rate
Example: Number of drawings x Example: Number of drawings x number of hours per drawingnumber of hours per drawing
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Schedule Development Schedule Development ConsiderationsConsiderations
ConstraintsConstraints• Imposed dates on activities Imposed dates on activities
(start/finish)(start/finish)• Key events / major milestonesKey events / major milestones
Leads and lags: dependency Leads and lags: dependency relationship among activitiesrelationship among activities
Schedule compressionSchedule compression• CrashingCrashing• Fast TrackingFast Tracking
Project ScheduleProject ScheduleShould include planned start and Should include planned start and finish dates for each activityfinish dates for each activity Tabular form Tabular form Graphical formGraphical form• Network diagramsNetwork diagrams• Bar / Gantt ChartBar / Gantt Chart• Milestone chartMilestone chart
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Bank Network Migration Project DeliverablesBank Network Migration Project Deliverables