1. Project planning and execution 1

2. Step by step Mindmap WBS Network Resource worksheetGantt Resource diagram 2

3. What to consider when planning your project Hard issues: Deadlines and duration Well-defined goals (e.g. a prototype – a spec for a contract) & approvals of milestones/product deliverables Resources Risks Soft issues: Interfaces (both technical, organizational & human oriented) Conflicts Communication Commitment versus involvement 3

4. A Mindmap – a good place to start Create all issues that may be relevant

5. Work Breakdown Structure I Stepwise or gradually planning process. Structuring according to: Physical/geographical location Type of work Functions Systems Organisational belonging

6. Work Breakdown Structure II Use e.g. your function tree or mind –map to split your project tasks into even smaller tasks. Determine in which order you will solve the different tasks.

7. Example of a WBS

8. Network Diagrams – What and Why? Shows the sequences and relationship among tasks Time and work-oriented Reveals the workflow of a project as opposed to a WBS but says nothing about hierarchical relationships Good for scheduling and optimising the process (crash analysis) 8

9. Network diagrams – Rules  There can only be one start- and one stop activity  If there is more than one start or stop – a “empty start or stop” activity is developed  All activities must have a previous and future activity  An activity cannot be started until the previous one is finished  If the two activities overlap, they should be divided  Activities must not be connected in a circle  All activities are named or numbered  Earliest start date or a latest end date this is stated  Calculation is made forwards as well as backwards in the network. 9

10. Earliest start date Earliest finishing date Latest finishing date Latest start date Es Ef Ls Lf Tc B Tc = Duration of the activityB = Name of the activity Network diagrams Semantics of the network Usually plans are made backwards - usually you have a fixed time of delivery 10 Project planning and control

11. Network diagrams Estimation of duration Estimation can be based upon: –Experience -> Analogy –Calculations -> Break down –Process dependant and crash time (it takes the time it takes) –Different special estimation techniques dependant upon industry –Good argumentation and use of several estimation techniques normally gives a more valid estimate 11

12. Activity survey and conditions CodeActivity namepredecessor AOrder receiptNone BConstr. machA CConstr. pipesA DProd pipesC EProd. StandB & D FWeld pipesB & D GMount motorE HMount pipesF IStart upG & H

13. Estimation of duration T o + 4T m + T p 6 T c =

14. Estimation of duration CodeTmToTpTc A1111 B1081410,3 C5495,5 D3253,2 E4384,5 F53105,5 G6496,2 H97129,2 I5395,3

15. Earliest start date Earliest finishing date Latest finishing date Latest start date Es Ef Ls Lf Tc B Tc = Duration of the activityB = Name of the activity Semantics of the network Usually plans are made backwards - usually you have a fixed time of delivery

16. Network diagram A – Order receiptC – Constr Pipes B – Const match D – Prod PipesH – Mount pipesG – Mount motorI – Start up F – Weld Pipes E – Prod Stand 111,3 1 16,5 2,68,1 10,3 5,5 6,59,7 8,111,3 3,2 11,316,8 11,316,8 5,5 11,315,8 15,319,8 4,5 16,826 16,826 9,2 15,822 19,826 6,2 2631,3 2631,3 5,3 01 011

17. The critical path Earliest finishing date is found by adding duration to start  The chain of activities that determine the duration of the project is called: critical path  Some activities can be shifted or prolonged without influencing the duration of the project – BUT not the critical path

18. Network diagram A –C – B – D –H –G –I – F – E – 111 1 16 38 10 5 69 811 3 16 1116 5 1115 19 4 1625 1625 9 1521 1925 6 30 2530 5 01 011

19. Reduce duration of the network diagram - Preparation Determine extra costs when speeding up activities Determine crash time of each activity (minimum time needed) Determine critical activities

20. Guidelines for reducing time Reduce the duration of critical activities according to the following guidelines –First Speed up the activity with the lowest extra costs, then the activity with the second lowest costs etc.. Until one of the below criteria is met: The desired duration is obtained The amount allocated for speeding up purposes has been spent Watch OUT!! The critical path changes!!!

21. Network diagram A –C – B – D –H –G –I – F – E – 111 1 16 38 10 5 69 811 3 16 1116 5 1115 19 4 1625 1625 9 1521 1925 6 30 2530 5 01 011 CT=1 EC pr day=1000 CT=7 EC pr day=1500 CT=5 EC pr day=700 CT=2 EC pr day=4000 CT=3 EC pr day=1500CT=2 EC pr day=1400 CT=2 EC pr day=1100CT=5 EC pr day=700 CT=4 EC pr day=1300 1.Reduce the network with 6 days – how does the network look then? 2.Reduce the network for 10000 – how does it look then? 3.What’s the minimum time the project can be done at? And what does it cost?

22. Network diagram Q1 A –C – B – D –H –G –I – F – E – 111 1 16 38 10 5 69 811 3 16 1116 5 1115 19 4 1625 1625 9 1521 1925 6 30 2530 5 01 011 CT=1 EC pr day=1000 CT=7 EC pr day=1500 CT=5 EC pr day=700 CT=2 EC pr day=4000 CT=3 EC pr day=1500CT=2 EC pr day=1400 CT=2 EC pr day=1100CT=5 EC pr day=700 CT=4 EC pr day=1300 Reduce the network with 6 days – how does the network look then? 1.Reduce H with 4 days -> 1100 x 4 = 4400 2.Reduce I with 1 day -> 1300 x 1 = 1300 3.Reduce B with 1 day -> 1500 x 1 = 1500

23. Network diagram S1 A –C – B – D –H –G –I – F – E – 110 1 16 27 5 69 7 3 15 1015 5 1014 1014 4 1520 1520 5 1420 1420 6 24 2024 4 01 011 CT=1 EC pr day=1000 CT=7 EC pr day=1500 CT=5 EC pr day=700 CT=2 EC pr day=4000 CT=3 EC pr day=1500CT=2 EC pr day=1400 CT=2 EC pr day=1100CT=5 EC pr day=700 CT=4 EC pr day=1300 Reduce the network with 6 days – how does the network look then? 1.Reduce H with 4 days -> 1100 x 4 = 4400 2.Reduce I with 1 day -> 1300 x 1 = 1300 3.Reduce B with 1 day -> 1500 x 1 = 1500

24. Network diagram Q2 A –C – B – D –H –G –I – F – E – 111 1 16 38 10 5 69 811 3 16 1116 5 1115 19 4 1625 1625 9 1521 1925 6 30 2530 5 01 011 CT=1 EC pr day=1000 CT=7 EC pr day=1500 CT=5 EC pr day=700 CT=2 EC pr day=4000 CT=3 EC pr day=1500CT=2 EC pr day=1400 CT=2 EC pr day=1100CT=5 EC pr day=700 CT=4 EC pr day=1300 Reduce the network for 10000 – how does it look then? Reduce H with 4 days -> 1100 x 4 = 4400 Reduce I with 1 day -> 1300 x 1 = 1300 Reduce B with 2 days -> 1500 x 2 = 3000 SUM: 8700 – and 7 days ealier

25. Network diagram S2 CT=5 EC pr day=700 CT=2 EC pr day=4000 CT=3 EC pr day=1500 CT=2 EC pr day=1100 Reduce the network with 6 days – how does the network look then? 1.Reduce H with 4 days -> 1100 x 4 = 4400 2.Reduce I with 1 day -> 1300 x 1 = 1300 3.Reduce B with 2 days -> 1500 x 2 = 3000 4.SUM: 8700 – and 7 days earlier A –C – B – D –H –G –I – F – E – 19 19 16 16 9 5 69 69 3 914 9 5 913 9 4 1419 1419 5 1319 1319 6 23 1923 4 01 011 CT=1 EC pr day=1000 CT=7 EC pr day=1500 CT=2 EC pr day=1400 CT=5 EC pr day=700 CT=4 EC pr day=1300

26. Network diagram Q3 A –C – B – D –H –G –I – F – E – 111 1 16 38 10 5 69 811 3 16 1116 5 1115 19 4 1625 1625 9 1521 1925 6 30 2530 5 01 011 CT=1 EC pr day=1000 CT=7 EC pr day=1500 CT=5 EC pr day=700 CT=2 EC pr day=4000 CT=3 EC pr day=1500CT=2 EC pr day=1400 CT=2 EC pr day=1100CT=5 EC pr day=700 CT=4 EC pr day=1300 What’s the minimum time the project can be done at? And what does it cost? 1.The network can be divided into 2 (with two ways each) + 2 (start-stop) 2.Reduce B with 3 days (3 x 1500) = 4500 3.Reduce D with 1 day (1 x 4000) = 4000 4.Reduce H with 7 days (7 x 1100) = 7700 5.Reduce E with 2 days (2 x 1400) = 2800 6.Reduce G with 1 day (1 x 700) = 700 7.Reduce I with 1 day (1 x 1300) = 1300

27. Network diagram S3 A –C – B – D –H –G –I – F – E – 18 18 16 16 7 5 68 68 2 813 8 5 810 8 2 1315 1315 2 1015 1015 5 19 1519 4 01 011 CT=1 EC pr day=1000 CT=7 EC pr day=1500 CT=5 EC pr day=700 CT=2 EC pr day=4000 CT=3 EC pr day=1500CT=2 EC pr day=1400 CT=2 EC pr day=1100CT=5 EC pr day=700 CT=4 EC pr day=1300 What’s the minimum time the project can be done at? And what does it cost? 1.The network can be divided into 2 (with two ways each) + 2 (start-stop) 2.Reduce B with 3 days (3 x 1500) = 4500 3.Reduce D with 1 day (1 x 4000) = 4000 4.Reduce H with 7 days (7 x 1100) = 7700 5.Reduce E with 2 days (2 x 1400) = 2800 6.Reduce G with 1 day (1 x 700) = 700 7.Reduce I with 1 day (1 x 1300) = 1300 We save 11 days, which means that minimum time is 19 at the cost at 21000. Note that time ”bought free” do not equal days saved

28. Resource worksheet Task WBS Resource need Resource ID TimeDurationComments (E.g. quantity/quality) Design of newsletter Graphic designer Svend Jensen Week 42 2 daysExperienced designer Depending upon that concept design approved 28

29. Structure of tasks and time Time Tasks (assignments) 29

30. Gantt Chart Remember to be true to the purpose of the Gantt chart e.g. visualization or detailed planning Where the network diagram gives you a overview over dependencies and flow of the project. Gannt chart provides you with an overview over time and activities Analyse & use a network diagram for creation of Gantt Charts Group activities in relation to work content and type of resources (e.g. Departments) Decide upon milestones 30

31. Gantt Chart The Gantt chart may indicate the following: Duration of activity Time available Time performed Slack time Resource Milestones Activity dependencies 31

32. Gantt chart 2 engineers 4 hours a day Time Activity name Time Time available/slack Milestone Critical path Progress (percent) 32

33. Gantt chart & resource diagram 4 h/day Activity A Activity B Activity C Activity D 8 h/day 6 h/day 4 h/day 4 hours 8 hours 12 hours A B C C D 14 hours 33

34. Gantt chart & resource diagram 4 h/day Activity A Activity B Activity C Activity D 8 h/day 6 h/day 4 h/day 4 hours 8 hours 12 hours A B C D D 10 hours 34

35. Risks management Identifying risks (risks, constraints) Prioritising risks (severity and probability) Developing plans for risk avoiding (proactive plan) Developing solutions and “work arounds” (response plan) Following up and managing risks (indicators) 35

36. Risks management Typical risks in real-life projects Funding -> E.g. get a lower amount of money than promised Time -> Get a shorter development time Staffing -> Can’t get the right people High performance team -> conflicts in team Customer relations -> customers don’t have the needed time to work with you Project size and task complexity Overall project structure e.g. In a political environment External factors -> E.g. new technology or new government 36

37. Risks management Risk -> naming the risk and potential impact on project Probability of risk will occur Severity if risk occur Pro-active risk avoiding plan – what can be done to avoid risk Response plan if risk occur Indicators – shows if the risk may occur Remember to: –Prioritise risks –Follow up upon prioritised risks 37

38. Risk management matrix RiskProbabilitySeverityPro-active action Response plan Indicators Lack of time High Severe – deadline must be kept Tight control of progress Work extra hours Various excuses from group- members 38

39. Workshop: Identifying risks for your project What are the risks for student projects? RiskProbabilitySeverityPro-active action Response Plan Indicators 39

40. To the next time Hand in preliminary project description – October 1rst (to your supervisor and upload to fronter) – –ALL 7 sections must be included ( including a Gantt chart) –For Gantt chart use Excell, MS project or other PM IT based tools –Approximately 10 pages –Everyone from the group must “deliver” and participate in the work