Software Project Management
Course 5
Cristina Mîndruţă
Software Project Management
Slide 1
COURSE TOPICS
PLANNING PROCESS GROUP.
Time management planning processes

Activity definition

Activity resource estimating

Activity duration estimating

Activity sequencing

Schedule development
PLANNING PROCESS GROUP.
Management plan processes
Time management planning processes.
Cost management planning processes
Quality planning
HR planning
Communications planning
Risk management planning
Procurement management planning
Cristina Mîndruţă
Software Project Management
Slide 2
COURSE TOPICS
PLANNING PROCESS GROUP.
Time management planning processes

Activity definition

Activity resource estimating

Activity duration estimating

Activity sequencing

Schedule development
PLANNING PROCESS GROUP.
Management plan processes
Time management planning processes.
Cost management planning processes
Quality planning
HR planning
Communications planning
Risk management planning
Procurement management planning
Cristina Mîndruţă
Software Project Management
Slide 3
SCHEDULE DEVELOPMENT process
Def. Project schedule = set of planned dates for performing schedule
activities and the planned dates for meeting schedule milestones.
Def. Project schedule process = iterative process that determines planned
start and finish dates for project activities.
Cristina Mîndruţă
Software Project Management
Slide 4
SCHEDULE DEVELOPMENT process
Schedule Development process:

Analyzes:
-

schedule activities sequences
schedule activity durations
schedule resource requirements
schedule constraints
Creates the project schedule.
Result: Are established the preliminary start and finished dates for project
activities, based on schedule-related assumptions and constraints identified
within the PSS.

Obs. As work progresses, the PMP will likely change, and new risks will be
identified.
Cristina Mîndruţă
Software Project Management
Slide 5
SCHEDULE DEVELOPMENT process
Schedule Development – evolving process
Main output:
Schedule Baseline = approved project schedule
against which project progress can be tracked.
Additional outputs:

Schedule Model Data – supporting details:
 identified assumptions and constraints
 alternative schedules
 extra time available, if needed
Presentation methods for the project’s schedule:
Milestone schedule
Summary schedule
Detailed schedule with logical relationships
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
Requested Changes document

Updated Resource Requirements

Updated Activity Attributes

Updated Project Calendar
Updated PMP with its associated Schedule
Management Plan

Software Project Management
Slide 6
COURSE TOPICS
TOOLS AND TECHNIQUES FOR SCHEDULING

Methods

Gantt chart characteristics

Critical Path Method integrated with PERT
PLANNING PROCESS GROUP.
Management plan processes
Time management planning processes.
Cost management planning processes
Quality planning
HR planning
Communications planning
Risk management planning
Procurement management planning
Cristina Mîndruţă
Software Project Management
Slide 7
METHODS
Gantt chart
Activity – time diagram.
Simple model.
A
C
T
I
V
I
T
Y
TIME
Limitation: for complex projects, models that integrate procurement, resources and
costs are necessary.
Cristina Mîndruţă
Software Project Management
Slide 8
METHODS
PERT diagram (program evaluation and review technique)



Is a network diagram.
Activities are represented as boxes.
Placed in sequence, to represent the project flow.
Uses statistic instruments to compute the range of the possible values for activities durations.
Used in cases where uncertain, multiple possible values exist for the estimated durations.
Cristina Mîndruţă
Software Project Management
Slide 9
METHODS
CPM (Critical Path Method)
Network representation.
Allows identifying a sequence of consecutive activities that represent the
longest path along the project schedule.
Used in cases where exact estimations can be realized about activities
durations.
Cristina Mîndruţă
Software Project Management
Slide 10
METHODS
DISCUSSION
In time, differences between PERT and CPM methods where dimished.
In the same time with the evolution of milestone-based planification, some aspects of PERT
are introduced with CPM.
In software tools for planning, PERT and CPM are integrated.

Def. Milestone = planned event in the project life cycle.
•
•
•
Formal represented as an activity with the duration equal to 0.
Marks the end of an activity or of a project phase.
Helpful in controlling the fulfillment of the contractors’
responsibilities.
Def. Time baseline = Initial schedule of the project.
•
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Used as the referece for comparing the current planification.
Software Project Management
Slide 11
COURSE TOPICS
TOOLS AND TECHNIQUES FOR SCHEDULING

Methods

Gantt chart characteristics

Critical Path Method integrated with PERT
PLANNING PROCESS GROUP.
Management plan processes
Time management planning processes.
Cost management planning processes
Quality planning
HR planning
Communications planning
Risk management planning
Procurement management planning
Cristina Mîndruţă
Software Project Management
Slide 12
GANTT CHART CHARACTERISTICS
activity
activity duration
activity start date
activity end date
activity float (lag)
Cristina Mîndruţă
Software Project Management
Slide 13
GANTT CHART CHARACTERISTICS



Tool for project planning.
Project progress is clearly represented.
Gantt diagram format facilitates planning information communication and decission
making.
Def. Float (slack) = the amount of time that a terminal element (in a (WBS) can be delayed
by, without causing a delay to the rest of the project.
Gantt chart allows float representation, but:
inter-task relations are not represented => not visible the effects that the
delaying of an activity have on other activities
before placing an activity on the diagram, decissions about sequencing,
duration and resources availability must be taken.
Problem. Gantt charts are not appropriate for complex projects.
Solution. Used in combination with CPM.
Cristina Mîndruţă
Software Project Management
Slide 14
COURSE TOPICS
TOOLS AND TECHNIQUES FOR SCHEDULING

Methods

Gantt chart characteristics

Critical Path Method integrated with PERT
PLANNING PROCESS GROUP.
Management plan processes
Time management planning processes.
Cost management planning processes
Quality planning
HR planning
Communications planning
Risk management planning
Procurement management planning
Cristina Mîndruţă
Software Project Management
Slide 15
CRITICAL PATH METHOD integrated with PERT
METHOD objectives:



Activity sequencing (Create activity diagram (activity graph))
Realize PERT analysis for task duration
Identifiy critical path
Procedure steps:
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1.
Create project activity diagram (project network)
2.
Estimate activity duration
3.
Create activity plan
4.
Critical path determination
Software Project Management
Slide 16
CRITICAL PATH METHOD integrated with PERT
A project network is a graph or flow chart (a schematic
representation of an algorithm or a process) depicting the
sequence in which a project's terminal elements are to be
completed by showing terminal elements and their
dependencies.
The WBS show the "part-whole" relations. In contrast, the project
network shows the "before-after" relations.
The condition for a valid project network is that it doesn't contain
any circular references.
Procedure steps:
Create project activity diagram (project network)
Estimate activity duration
Create activity plan
Critical path determination
Cristina Mîndruţă
Software Project Management
Slide 17
CRITICAL PATH METHOD integrated with PERT
Activity flow.
Each activity has allocated an identifier (number).
Float types:
a). Free float = the amount of time that a terminal element
can be delayed by, without causing a delay to the
subsequent activities
b). Total float = the amount of time that a graph branch can
be delayed by, without causing a delay to the whole
project.
- sum of the floats of all activities on the branch
- can be redistributed among all activities on the branch
Procedure steps:
Create project activity diagram (project network)
Estimate activity duration
Create activity plan
Critical path determination
Cristina Mîndruţă
Software Project Management
Slide 18
CRITICAL PATH METHOD integrated with PERT
Represent activity time attributes as:
Early start
Early finish
ES, EF - governed by:
- predecessor task EF
- current task duration
Late start
Late finish
LS, LF - governed by:
- successor task LF
- current task duration
Procedure steps:
Create project activity diagram (project network)
Estimate activity duration
Create activity plan
Critical path determination
Cristina Mîndruţă
Software Project Management
Slide 19
CRITICAL PATH METHOD integrated with PERT
Represent activity network :
Assumptions:
ES(0) = first activity start
For each consecutive activities k, k+1:
EF(k) = ES(k) + duration(k) –1
ES(k+1)=EF(k)+1
LS(k)=LF(k)-duration(k)+1
LF(k)=LS(k+1)-1
Forward pass:
Cover the diagram from left to right and compute ES and EF for each task.
EF(n) = project finish date.
Backward pass:
LF(n)=EF(n) = project finish date.
Cover the diagram from right to left and compute LS and LF for each task.
Procedure steps:
Create project activity diagram (project network)
Estimate activity duration
Create activity plan
Critical path determination
Cristina Mîndruţă
Software Project Management
Slide 20
CRITICAL PATH METHOD integrated with PERT
RESULTS:
Activity plan analysis => project duration.
Float(k)=LF(k)-ES(k)-duration(k)
If Float(k)=0 => activity k is on the critical path, meaning that its delay
results in the delay of the project.
Procedure steps:
Create project activity diagram (project network)
Estimate activity duration
Create activity plan
Critical path determination
Cristina Mîndruţă
Software Project Management
Slide 21
CRITICAL PATH METHOD integrated with PERT
CPM advantage:
discover new relations among activities
compute the probability to match project’s deadlines
establish how changes modify the project
presents complex data in an orderly manner.
The most popular form of project network is activity on node (AoN),
the other one is activity on arrow (AoA).
Cristina Mîndruţă
Software Project Management
Slide 22
EXAMPLE (AoN representation)
Simplified node representation
Cristina Mîndruţă
Software Project Management
Slide 23
EXAMPLE (AoN representation)
Simplified node representation
Forward pass:
Cover the diagram from left to right and compute ES for each task.
duration(start)=0
ES(k+1) = ES(k) + duration(k).
Cristina Mîndruţă
Software Project Management
Slide 24
EXAMPLE (AoN representation)
Simplified node representation
Backward pass: Cover the diagram from right to left and compute LS for each task.
ES(finish)=LS(finish)
LS(k)=LS(k+1)-duration(k)
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Software Project Management
Slide 25
EXAMPLE (AoN representation)
Simplified node representation
Compute float:
Float(k)=LS(k)-ES(k)
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Software Project Management
Slide 26
EXAMPLE (AoN representation)
Simplified node representation
ANALYSIS
If Float(k)=0 => activity k is
on the critical path,
meaning that its delay
results in the delay of the
project.
Critical path
Project duration:
20 +15 +16 = 51
Cristina Mîndruţă
Software Project Management
Slide 27
COURSE TOPICS
PLANNING PROCESS GROUP.
Cost management planning processes
PLANNING PROCESS GROUP.
Cost estimating
Cost budgeting
Management plan processes
Time management planning processes.
Cost management planning processes
Quality planning
HR planning
Communications planning
Risk management planning
Procurement management planning
Cristina Mîndruţă
Software Project Management
Slide 28
COST MANAGEMENT PLANNING PROCESSES
Cost estimating process
Cost budgeting process
Closely interrelated.
Cost estimating should be completed before a detailed budget is
requested.
Management is concerned in the cost  earn relation.
Cristina Mîndruţă
Software Project Management
Slide 29
COURSE TOPICS
PLANNING PROCESS GROUP.
Cost management planning processes
Cost estimating
Cost budgeting
PLANNING PROCESS GROUP.
Management plan processes
Time management planning processes.
Cost management planning processes
Quality planning
HR planning
Communications planning
Risk management planning
Procurement management planning
Cristina Mîndruţă
Software Project Management
Slide 30
COST ESTIMATING process
Def. Cost estimating process = process of developing an
approximation of the cost of the resources needed to
complete the project activities.
Involves:
•
•
•
•
fluctuations
risk
other variances
consideration of cost alternatives
Cost estimates are:
as good as information available,
refined as additional details become available.
Objective : to determine the most accurate and cost effective estimates.
Main relations with other processes:

closely related to Activity Resource Estimating Process.

lays the groundwork for Cost Budgeting Process.
Cristina Mîndruţă
Software Project Management
Slide 31
COST ESTIMATING process
1. Adapt the costs of a
previous project.
Has low accuracy.
Approach especially used
in initial estimations.
3. Individual cost estimations for
activities and work packages.
Combine individual estimations
 estimated cost of the project
4. Elaborate a mathematical
model for the project.
5. Software tools used in combination with previous methods  significantly simplify the estimation
process.
BUT the project manager still must do the estimations.
Cristina Mîndruţă
Software Project Management
Slide 32
COST ESTIMATING process
Assessments of the
probable costs of the resources
necessary to complete project activities
•Description of the activity’s scope of work
•Documentation about how the estimate were developed
•Known constraints
•Explanations of assumptions made
•Range of possible results
with desired and approved changes that
are believed to have an impact on the
project’s cost management.
Cristina Mîndruţă
Software Project Management
Slide 33
COST ESTIMATING process
Causes for incorect estimation:
1.
Limited information (accepted in the first part of the PLC)
2.
Sub-estimating
3.
Lack of knowledge about technical problems
4.
Estimated values motivated only by the wish to obtain funds
(can be
unrealistically low)
Project manager’s responsibilities:
-
to realize realistic estimations
-
to support and to respect them
Cristina Mîndruţă
Software Project Management
Slide 34
COURSE TOPICS
PLANNING PROCESS GROUP.
Cost management planning processes
PLANNING PROCESS GROUP.
Cost estimating
Cost budgeting
Management plan processes
Time management planning processes.
Cost management planning processes
Quality planning
HR planning
Communications planning
Risk management planning
Procurement management planning
Cristina Mîndruţă
Software Project Management
Slide 35
COST BUDGETING process
Def. Cost budgeting process = process of aggregating the
estimated costs of individual activities or work packages to
establish a cost baseline.
Cost budgeting
shows costs across time
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vs.
Cost estimating
shows costs by category (activity)
Software Project Management
Slide 36
COST BUDGETING process
Predict the costs for the project work.
Dictate when project activities occur and when
associated budget monies will be spent.
Details purchasing requirements and
associated cost.
Reflects how project costs will be controlled.
Time-phased budget, used to measure and monitor overall cost
performance on the project.
Usually displayed as an S-curve.
Includes, along with the baseline, a management reserve amount
to compensate for either early progress or cost overruns.
Cristina Mîndruţă
Software Project Management
Slide 37
COST BUDGETING process
Management reserve amount:
–
a provision in the PMP to mitigate cost and/or schedule risk
–
the difference between the maximum funding and the end of the Cost Baseline.
Management Reserve (MR) budget is an amount of the total allocated budget for
management control purposes.
Its purpose is to provide an adequate budget for in-scope but unanticipated work on
the contract. As a contract proceeds to completion, and unanticipated, in-scope work is
identified, MR budget is allocated to that work.
Once allocated, MR budget becomes part of the performance measurement baseline
(PMB) used to measure and control cost and schedule performance on the contract.
Cristina Mîndruţă
Software Project Management
Slide 38
LABORATORY:
Study “Using Open Workbench” cap 1,3,4,5 and 6.
//blue/cadre/cmindruta/PM_InfoEngl/lab3/
lab3_1
lab3_2
and associated files
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Software Project Management
Slide 39