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Unit 4Part 1
ACTIVITY PLANNING
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OBJECTIVES OF ACTIVITYPLANNING
FEASIBILITY ASSESSMENT:-
It checks whether the project is possible within the required timescales & resourceconstraints.
RESOURCE ALLOCATION:-
What are the effective ways of allocating theresource to the project. when should theresource be available?
--Investigate the relationship betweentimescales & resource availability.
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Detailed costing:-how much the project
cost & other expenditures
--After producing Activity plan we can
obtain more detailed estimates of cost &
their timings.
Motivations:-provide targets
monitor achievements against targets
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Coordination:-When do the staff in
different departments need to be
available to work on a particularproject?
--When do the staff need to be
transferred between projects.
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Ultimate goal of activityplanning
They emphasis on completing project ina minimum time at an acceptable cost
One effective way of shortening project
duration is to carry out activities inparallel.
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Project schedule
Before work commences on a project
,plan must be developed to show dates
when each activity should start & finish.Once plan has been refined to this level
of detail we call it a project schedule.
Creating a project schedule consist offour stages.
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3)Resource allocation:-expected availability of
resources might place constraint on when
certain activity is carried out. 4)schedule production:-once resources has
been allocated to each activity
--the schedule is drawn up & publish
which indicate plan starting & completing
dates
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PROJECTS & ACTIVITIES
Defining activities
Identifying Activities
1)Activity based approach
2)Product based approach
3)Hybrid approach
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Defining activities
Project is composed of interrelated activities
Project may start when at least one of its
activities is ready to start Project will be completed when all of activities
have been completed
If an activity have a clearly defined start &end point then marked by the production of a
tangible deliverables.
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The duration of activity must be
forecastable assuming normal
circumstances & reasonable availabilityof resource
Some activities require that others are
completed before they can begin calledprecedence requirements.
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IDENTIFYING ACTIVITIES
THE ACTIVITY BASED APPROACH
--consist of creating a list of all activities
that project is thought to involve--WBS (Work break downstructure)involve identifying the main
tasks has been required to complete aproject & then breaking down into lowerlevel tasks
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A C T I V I T Y B A S E D
A N A
D A T A P R O C P H Y S
D E S B U I L
P R O
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HYBRID APPROACH
Structures activities
& products
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THE PRODUCT BASEDAPPROACH
Consist of producing productbreakdown structure & product flow
diagram.
PFD indicates for each product whichother product are required as input.
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P R O D U C T B R E A
D A T A R E Q U P R O C
R E Q U I
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Sequencing and schedulingactivities While sequencing the tasks we must consider
the dependencies among activities andschedule them
Scheduling and sequencing is based on theavailability of the staff and the resources.
A bar chart may be used for representingscheduling and sequencing.
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Network planning models
These techniques model the projectsactivities and their relationships as a
network. For example:- CPM (critical path
method), PERT (program evaluationreview techniques).
Both of these techniques used anactivity-on-arrow approach.
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Activity on arrow approach
Use to visualize the project as networkwhere activities are drawn as arrows
joining circles or nodes which representstart & end of an activity.
ACTIVITY ON NODE APPROACH
Activities represented as nodes, linksrepresented as precedence network(sequencing)
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Formulating a Network model First stage in Creating a network model is to
represent the activities and their
interrelationships as a graph. In activity-on-node we do this by
representing activities as nodes (arrowedlines) in the graph- the nodes (circles)
representing the events of activitiesstarting and finishing.
The steps in formulating network model are:- Constructing precedence networks
Representing lagged activities Labelin conventions
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Constructing precedence
networksRules for construction:-
A project network should have only
one start node
Only one end node
A node has duration
Links normally have no duration
Time moves from left to right
No loops in a network
No dangles in the network
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A dangle
CodeProgram
TestProgram
Install
Program
Design
Program
Write user
Manual
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Resolving the dangle
Code
Program
Test
Program
InstallProgram
DesignProgram
Write user
Manual
Sign-off
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Representing lagged activities
Build prototype Revise specificationTest prototype
Document
amendments
1 2
We might come across the situation where we wished to
undertake two activities in parallel so long as there is a
lag between the two
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Hammock activities
They are activities which in themselves,
have zero duration but are assumed to
start at the same time as the first hammocked activity and end at the same
time
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Labelling conventions
One of more common conventions for
labeling nodes
Divide the node circle into quadrantsuse those quadrants to show earliest
date, latest date, Event slack (difference
between earliest & latest finish date)
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Adding time dimensions
The critical path approach is concerned
with two primary objectives:
Planning the project in such a way thatit is completed as quickly as possible &
Identifying activities where delay in their
execution will affect overall end date ofproject.
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The method requires that for each activity
we have an estimate of its duration.The network is then analysed by carrying
out a forward passto calculate the
earliest dates at which activities may bestarted & completed.
Backward pass:-to calculate latest date at
which activity may be started & finishedwithout delaying the end date.
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Assignment 2
Explain with example forward pass &
backward pass.
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Identifying the critical path
Critical path:-there will be at least one
path through the network that defines
the duration of the project .This isknown as critical path
Any delay to any activity on this critical
path will delay the completion of wholeproject
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Significance of critical path
In managing the project, we pay
attention to monitoring activities on the
critical path so that effects of any delaycan be corrected at the earliest.
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Activity float
Its a measure of how much the start &
completion of an activity can be delayed
without affecting the end date of theproject.
Free float:-time by which activity can
be delayedwithoutaffectingsubsequent activities
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Shortening the project duration
If we want to shorten the duration of
project.
We will apply more resources to task,working overtime ,procuring additional
staff.
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Part-2
RISK MANAGEMENT
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What is Risk
Uncertain event or condition that if it
occurs has positive or negative
condition on project objectives.Key elements of Risk follows:-
It relates to the future-risk involves
speculating about future events. Involves cause & effects
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Categories of Risk
Project Risk:-are those could prevent
achievement of objectives given to
the project manager & project team.Business Risk:-Economic downturn
or import of cheaper alternative
products
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Sociotechnical model of Risk
ACTORS
TASKS
TECHNOLOGYSTRUCTURE
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ACTORS-refer to all people involved in
the development of application. Includes various department specialists,
user groups, managers with different
responsibilities.Example:-if developer builds software
components & leave before testing,
team member taking over thatcomponent find lack of familiarity with
software make correction of faults
difficult
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TECHNOLOGY:-consist of both
technology used to implement
application & embedded in the delivered
products.
STRUCTURE:-describe managementstructure & system structure.
TASKS:-work to be carried out is called
tasks
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FRAME WORK DEALING WITH RISK
Risk identification
Risk analysis prioritization
Risk planning
Risk monitoring
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RISK IDENTIFICATION
Main approaches for Risk Identification
Use of check lists
Brainstorming
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CHECKLISTS
They are simply lists of the risks have
been found to occur regularly in
software development projectsCreators of checklists also suggest
potential counter measures for each
risk. If manager identifies risk ,he can use
counter measures to cope with them.
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BRAIN STORMING
Representative of main stakeholders
can be brought together ,and a plan is
drafted. It is used to identify the possible
solutions to the problem.
All stakeholders have a meeting andrisk in the projects are discussed.
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CASUAL MAPPING
One way of identifying possible threats
to the success of a project & measures
that might eliminate & reduce them isthe use of casual mapping.
Casual maps & diagrams represent
chains of causes & effects that willinfluence outcomes in particular area
ifactivity
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Casual map of problem area
Low staff
turnover
Stable-
unstable
environment
In-Experienced
staff
High
-low
productivity
Uncertain-certain
user
requirement
Deadline
Met-missed
Heavy
mgmt
pressure
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Casual map of problem area with
solutionLow staff
turnover
Stable-
unstable
environment
In-Experienced
staff
High
-low
productivity
Uncertain-certain
user
requirement
Deadline
Met-missed
Heavy
mgmt
pressure
High
salaries
prototype
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Risk Assessment
Problem with risk identification is lists ofrisk is endless.
Risk assessment is distinguishing moredamaging & likely risks.
This can be done by risk exposure foreach risk using formula
risk exposure=(potential damageX(probability of occurrence)
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Risk planning
Now the task is to deal with identified
risks
Risk acceptanceRisk avoidance
Risk reduction & mitigation
Risk transfer
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Risk acceptance
This is do nothing option.
We would decide that damage inflicted
by some risk would be less than cost ofaction.
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Risk avoidance
Some activities are so prone to
accidents that it is best to avoid them
If u are worried about crocodiles thendont go into the water
When Manager will decide to avoid the
risk he will buy an off the shelfcomponents.
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Risk reduction & mitigation
If a risk is identified to reduce possibledeparture of staffthen reduce by
providing them bonus,Risk reduction attempts to reduce
likelihood of risk occurring.
Risk mitigation is action taken to ensurethat impact of risk is lessened when itoccurs.
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Example
Taking regular backups of data storage
would reduce impact of data corruption
but not its likelihood
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Risk transfer
Risk is transferred to another person or
organization
With software projects example wouldbe where a software development task
is outsourced to an outside agency for a
fixed fee.
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Risk management
Contingency
In a project of 10 people one fall ill then
this kind of risk needs a contingencyplan .
The manager will draft another member
to cover that work
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Evaluating risk to schedule
We use PERT technique
Use to evaluate the effects of
uncertaintyPERT require three estimates
Most likely time
Optimistic time
Pessimistic time
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Most likely time --The time we would
expect the task to take under normal
circumstances ,denoted by:-m
Optimistic timeshortest time in which
we could expect to complete the
activity, denoted by a.
Pessimistic timeworst possible
,denoted by b
te=(a+4m+b)/6
P t t h i th t t
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Pert technique use three steps to
calculate probability of meeting &
missing the target
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example
Activity A has optimistic time(a)=5
Pessimistic time (b)=8,most
likely(m)=6,T(target date)=10S=(8-5)/6=0.5
te=(5+4(6)+8)/6=6.16
z=(10-6.16)/0.5=7.68
