Projmgmt-1/22 DePaul University Project Management I - Realistic Scheduling Instructor: David A. Lash.

Projmgmt-1/22

DePaul University

Project Management I - Realistic Scheduling

Instructor: David A. Lash

Projmgmt-2/22

Some Aspects Of Scheduling

A realistic schedule: – Has detailed knowledge of work to be done– Has tasks sequenced in correct order.– Accounts for external constraints beyond team

control – Can be accomplished on time with resources

available– Accounts for project’s objects (e.g.,

milestones)

Projmgmt-3/22

From Project Definition

Project

Rules

ScopeDeliverables

PrePlanningRisk Management

- Develop Approach- Risk Management

Step 1Develop a WBS

All

Project

TasksStep 2

Sequence thetasks

Step 3Estimate the

work packages

Duration

Estimates

Step 4:Calculate an

initialschedule

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Step 5:Assign & level

resources

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Step 6DevelopBudget

Realistic schedule& forecast

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Project Plan- all project task s

- schedule- responsibilities

- budgetResource forecase

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Projmgmt-4/22

Identify Task Relationships

WBS identified the major tasks Need to develop how the tasks are related Need to develop the “proper” sequence

– For example, cannot paint a fence until the fence is built!! Cannot build the fence until the material

are obtained!

Projmgmt-5/22

Home Landscape Project1.0 Design home landscape2.0 Put in Lawn

2.1 Acquire lawn material 2.2 Install Sprinkler System

2.2.1 Identify sprinkler locations

2.2.2 dig trenches

2.2.3 Install pipe and hardware

2.2.4 Cover Sprinkler system

2.3 Plant Grass

2.3.1 Remove Debris

2.3.2 Prepare soil (e.g., fertilize)

2.3.3 plant lawn seed2.4 Plant Shrubs

3.0 Build Fence3.1 Acquire Fence material 3.2 Construct the fence

3.2.1 Mark fence line

3.2.2 Install posts

3.2.3 Install fencing and gates

3.2.4 Paint/stain fence

Sample WBS From Book

What is proper ordering for these?Any in parallel?

Projmgmt-6/22

Sequencing Tasks

No Task Pred Resources1 Acquire Lawn

materialHomeowner

2 Remove Debris Teens & youthgroups

3 Prepare Soil 1,2 Teens4 Plaint lawn seed 3 Teens5 Plant Shrubs 2 Teens

•Either Task 1 or 2 can go first (Can be concurrent)•Task 5 can't start until 2•Task 3 needs 1 & 2•Task 4 needs 3 (therefore needs 1 & 2 too!)

Projmgmt-7/22

2 Rules When Graphing Task Relationships

Define task relationships ONLY between work packages

– Don’t graph the summary tasks, in general it is too high level

Graph to reflect sequence relationship – not the resource constraints – these graphs are intended to show the

sequence constraints Use Network Chart (sometimes call PERT)

– (Program Evaluation and Review Technique)

Projmgmt-8/22

Finish

4

5

Start

1

2

3

Correct Network Diagram


materialHomeowner



Mile-stone(diamond)

2 con-currentpaths

Projmgmt-9/22

Incorrect Network Diagram

Finish

4 5

Start

1

2 3

Common problem is removing redundant tasks for same resource May not have resources to execute 4&5 concurrently but diagram

should not reflect that yet. (only task sequence not resource constraints).


materialHomeowner



diamond

Projmgmt-10/22

Setting Up Milestones

Milestones - significant events worth special tracking

Why track milestones?– Make network diagram easier to read– Can show input from an external dependency

(E.g., government agency releases report)– Can represent significant events that aren’t tasks

(e.g., receive progress payments)

3.1.1 Completesalmon data

collection

4.1 Comparestudy data tofederal report

July 14 Federal agencyreleases report.

Milestones should be drawn as a diamond

Projmgmt-11/22


Project

Rules

ScopeDeliverables



Step 1Develop a WBS

All

Project

TasksStep 2

Sequence thetasks

Step 3Estimate the

work packages

Duration

Estimates

Step 4:Calculate an

initialschedule

Equi

pmen

t

requ

irem

ents

& la

bor &

ski

ll

estim

ates


resources

Cr i

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Step 6DevelopBudget


No

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Realistic schedule

& forecast




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Projmgmt-12/22

Step 3: Estimating Work Packages

Bottom-up Estimating - estimate time duration of each work task

– Include total elapsed time - e.g., if takes 10 work days to install & 4

days to order, requires 14 days or if requires 4 hours to make decision but 10

days to get meeting(s) set, then task takes 10 days or 11.

Projmgmt-13/22

Step 3: Estimating Work Packages Concentrate on cost estimates (since they are usually a

major constraint): – Cost estimates can be:

Labor Costs - amount of human effort. (e.g., 3 people 8 hrs/day = 72 hours). There may be skill or salary grades required. Each should be listed.

Equipment Estimates - Identify tools needed (e.g, cranes, software, machines, etc)

Materials Estimates - Any raw materials needed. (May be none)

Fixed-bid Contracts - Can be estimates from sub-contractor built into your project plan.

Will build estimates & identify resource for each task at a time

Projmgmt-14/22

ID

Task Name Length LaborHours

ResourceNames

1 Design home landscape 5 D 80 Hours Homeowner [.5]Teens [1.5]

2 Put In Lawn3 Acquire Lawn Materials 2 D 64 hrs Homeowner,

Teens [3]4 Install Sprinkler

System5 Identify sprinkler

locations1 D Fixed fee,

8 HoursContractor,Homeowner

6 Dig trenches 2 D Fixed Fee Contractor7. Install Pipe 3 D Fixed Fee Contractor8. Cover Sprinkler System 1 D Fixed Fee Contractor9. Plant Grass10.

Remove Debris 4 D 256 Hrs Teens[3],Youth Group [5]

11.

Prepare Soil 4 D 128 Hrs Teens[3]Rototiller

12.

Plant lawn Seed 1 D 16 Hrs Teens[2]

13.

Plant Shrubs 6 D 96 Hrs Teens[2]

A Task Estimate Summary Table

Projmgmt-15/22

ID

Task Name Length LaborHours

ResourceNames

14.

Build Fence

15.

Acquire Fence Material 2 D 16 Hrs Homeowner

16.

Install Gence

17.

Mark Fence Line 1 D 32 Hrs Homeowner,Teens[3]

18.

Install Fence Posts 5 D 80 Hrs Teens[2]

19.

Install fencing & Gates 6 D 144 Hrs Teens[3]

20.

Paint/Stain fence &Gates

3 D 72 Hrs Teens[3]

A Task Estimate Summary Table

Projmgmt-16/22

Task Estimates “Fully Define” Resources Include header descriptors of Task Description, Exit Criteria, Key

Requirements, Assumption, Duration, Materials. For example, – Task Description - Count number of salmon during a 40-day

salmon-run– Key Requirements - Error rate < 5%. Only > 5 Cms counted. – Exit Criteria - A report completed that describes the methods and

shows results in tabular format– Assumption - The federal agency dictates the length of the study

and specifies output format.– Duration - 40-days.– Materials - none– Labor & Equipment Table

Type Aver Use Total

Salmon Spec 1@10Hrs/day 400hrs

Field Tech 2@10Hrs/Day 800hrs

Truck 1 all day 40 day

Projmgmt-17/22

Task Estimates “Fully Define” Resources Task Description - A good non-ambiguous description of

the task. Should be clear enough such that 2-3 people who read the description can understand task.

Exit Criteria - A statement of how to determine when the task is done. Providing this detail helps estimators nail down quality levels and review requirements.

Key Requirements - Summarize key requirements that will be required of the task. Define any quality specifications needed. Define some deliverables s of what task will accomplish.

Assumption - Define any resource or task assumptions made in the task. For example, task may assume use of a specialized tool for productivity.

Projmgmt-18/22

Task Estimates “Fully Define” Resources Duration - Total elapsed time in hours/days to complete

task. Materials - Define special equipment and tools required for

the task. Task and Equipment Table - For each resource type include

the type, average use and total time required. Note: it also makes sense to include a description or notes for each.

Type Average Total NotesSalmon Special 1@10Hrs/day 400 Hrs Need outsideconsultant help. Beyond

our area of expertise.

Other - Include any other items that may help define tasks and increase accuracy & clarity of estimates.

Projmgmt-19/22

Productivity and Task Duration

On some tasks adding people can reduce the task lengths

– E.g., adding people removing debris from existing lawn. On other tasks, adding people can negatively affect

task duration– E.g., Adding a systems analyst to a task might

decrease the duration by only 80% but increase costs. When asking individuals to estimate, it is best to give

them some criteria for estimation. For example, best case, worst case, and average case.

– Consider reviewing their estimates as a matter of standard operation

Projmgmt-20/22

Example Work Package Estimate:Software Upgrade (Page 130)

Task: Upgrade software on 20 workstations Exit Criteria - End user signs a completion of work form

and fills out survey. Description: Requires about

– 2 hours install per machine– 1 hour testing per machine – only 1 person at a time can work on machine

First Estimate: 5 Days & 20 software license– Computer Tech - 1 tech x 8 hrs/ day - 40 hrs– Tester tech - 1 tech x 4 hrs/day - 20 hrs

Second Estimate: 2 Days & 20 softw license– Computer Tech - 2 tech x 10 hrs/ day - 40 hrs– Tester tech - 1 tech x 10 hrs/day - 20 hrs

Projmgmt-21/22

Example Work Package Estimate:System Design Activity (Page 132)

Task: Systems analyst works on 3 different projects including this subsystem design task.

– First Estimate: No Materials - 40 Days Systems analyst - 1 @ 2.5 hrs/day 100 hrs Assumption: Each work on 3 projects at once

– Second Estimate: No Materials - 30 Days Systems analyst - 2 @ 2.5 hrs/day 150 hrs Assumption: 2 will work concurrently (but both have 2

other projects)– Third Estimate: No Materials - 10 Days

Systems analyst - 1 @ 8 hrs/day 80 hrs Assumption: 1 work on this project only (with no other

projects during the time)

Projmgmt-22/22


Project

Rules

ScopeDeliverables



Step 1Develop a WBS

All

Project

TasksStep 2

Sequence thetasks

Step 3Estimate the

work packages

Duration

Estimates

Step 4:Calculate an

initialschedule

Equi

pmen

t

requ

irem

ents

& la

bor &

ski

ll

estim

ates


resources

Cr i

tica

lP

ath

, f l

oat

,m

iles

ton

es

Step 6DevelopBudget


No

n-l

abo

rco

sts

Realistic schedule

& forecast




All

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ject

Tas

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wd

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Projmgmt-1/22 DePaul University Project Management I - Realistic Scheduling Instructor: David A. Lash.

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