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

2. Projmgmt-2/22 Some Aspects Of Scheduling u 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)

3. Projmgmt-3/22

4. Projmgmt-4/22 Identify Task Relationships u WBS identified the major tasks u Need to develop how the tasks are related u Need to develop the “proper” sequence – For example, u cannot paint a fence until the fence is built!! u Cannot build the fence until the material are obtained!

5. Projmgmt-5/22 Home Landscape Project 1.0 Design home landscape 2.0 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 seed 2.4 Plant Shrubs 3.0 Build Fence 3.1 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?

6. Projmgmt-6/22 Sequencing Tasks 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!)

7. Projmgmt-7/22 2 Rules When Graphing Task Relationships u Define task relationships ONLY between work packages – Don’t graph the summary tasks, in general it is too high level u Graph to reflect sequence relationship – not the resource constraints – these graphs are intended to show the sequence constraints u Use Network Chart (sometimes call PERT) – (Program Evaluation and Review Technique)

8. Projmgmt-8/22 Correct Network Diagram Mile- stone (diamond) 2 con- current paths

9. Projmgmt-9/22 Incorrect Network Diagram u Common problem is removing redundant tasks for same resource u May not have resources to execute 4&5 concurrently but diagram should not reflect that yet. (only task sequence not resource constraints). diamond

10. Projmgmt-10/22 Setting Up Milestones u Milestones - significant events worth special tracking u 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) Milestones should be drawn as a diamond

11. Projmgmt-11/22

12. Projmgmt-12/22 Step 3: Estimating Work Packages u Bottom-up Estimating - estimate time duration of each work task – Include total elapsed time - u e.g., if takes 10 work days to install & 4 days to order, requires 14 days or u if requires 4 hours to make decision but 10 days to get meeting(s) set, then task takes 10 days or 11.

13. Projmgmt-13/22 Step 3: Estimating Work Packages u Concentrate on cost estimates (since they are usually a major constraint): – Cost estimates can be: u 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. u Equipment Estimates - Identify tools needed (e.g, cranes, software, machines, etc) u Materials Estimates - Any raw materials needed. (May be none) u Fixed-bid Contracts - Can be estimates from sub-contractor built into your project plan. u Will build estimates & identify resource for each task at a time

14. Projmgmt-14/22 A Task Estimate Summary Table

15. Projmgmt-15/22 A Task Estimate Summary Table

16. Projmgmt-16/22 Task Estimates “Fully Define” Resources u 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 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

17. Projmgmt-17/22 Task Estimates “Fully Define” Resources u 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. u 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. u 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. u Assumption - Define any resource or task assumptions made in the task. For example, task may assume use of a specialized tool for productivity.

18. Projmgmt-18/22 Task Estimates “Fully Define” Resources u Duration - Total elapsed time in hours/days to complete task. u Materials - Define special equipment and tools required for the task. u 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 Notes Salmon Special 1@10Hrs/day 400 Hrs Need outside consultant help. Beyond our area of expertise. u Other - Include any other items that may help define tasks and increase accuracy & clarity of estimates.

19. Projmgmt-19/22 Productivity and Task Duration u On some tasks adding people can reduce the task lengths – E.g., adding people removing debris from existing lawn. u 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. u 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

20. Projmgmt-20/22 Example Work Package Estimate: Software Upgrade (Page 130) u Task: Upgrade software on 20 workstations u Exit Criteria - End user signs a completion of work form and fills out survey. u Description: Requires about – 2 hours install per machine – 1 hour testing per machine – only 1 person at a time can work on machine u 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 u 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

21. Projmgmt-21/22 Example Work Package Estimate: System Design Activity (Page 132) u Task: Systems analyst works on 3 different projects including this subsystem design task. – First Estimate: No Materials - 40 Days u Systems analyst - 1 @ 2.5 hrs/day 100 hrs u Assumption: Each work on 3 projects at once – Second Estimate: No Materials - 30 Days u Systems analyst - 2 @ 2.5 hrs/day 150 hrs u Assumption: 2 will work concurrently (but both have 2 other projects) – Third Estimate: No Materials - 10 Days u Systems analyst - 1 @ 8 hrs/day 80 hrs u Assumption: 1 work on this project only (with no other projects during the time)

22. Projmgmt-22/22