INFS 2022 Developing Project Schedule Dr ABM Abdullah

INFS 2022 Developing Project Schedule Dr ABM Abdullah School of Management

Goal Setting With and Without Work Breakdown Structures (WBS) Copyright © 2013 Pearson Education

Work Breakdown Structure (WBS) A process that sets a project’s scope by breaking down its overall mission into a cohesive set of synchronous, increasingly specific tasks. What does WBS accomplish? v Echoes project objectives v Offers a logical structure v Establishes a method of control v Communicates project status v Improves communication v Demonstrates control structure

Work Breakdown Structure and Codes 1. 0 1. 2 1. 3 1. 4 1. 2. 1 1. 3. 1 1. 2. 2 1. 3. 2 1. 2. 3. 1 1. 2. 3. 2 The project is the overall project under development Deliverables are major project components Sub-deliverables are supporting deliverables Work Packages are individual project activities

Sample WBS in MS Project 2010

Defining a Work Package Lowest level in WBS Deliverable result One owner Miniature projects Milestones Fits organization Trackable

Defining a Project Work Package 1. 2. 3. 4. Work package forms lowest level in WBS. Work package has a deliverable result. Work package has one owner. Work package may be considered by its owner as a project in itself. 5. A work package may include several milestones. 6. A work package should fit organizational procedures and culture. 7. The optimal size of a work package may be expressed in terms on labor hours, calendar time, cost, reporting period, and risks.

WBS in Sum • Use action words, e. g. prepare, purchase, manufacture, design, install, etc. • Use brainstorming to identify tasks (obtain expert assistance if required). • Use post-it note paper or cards to develop the schedule. • Estimate the expected duration of each task. • Identify relationships between tasks – assists in determining start and finish dates. • Include milestones as appropriate.

The PERT Chart The WBS is mainly a list of work. It needs to be refined to present the logic of the project – the path of tasks through the project. This is provided by the PERT Chart – Program Evaluation Review Technique. Provides a picture of the project. Also called a Network Diagram.

The PERT Chart The logic of the project Relationships between all tasks Flow of work through the project Where the critical path lies Potential bottlenecks How the project ties together – from start to finish The importance of each task in the overall WBS

Developing the Project Plan • The Project Network: • Provides the basis for scheduling labor and equipment. • Enhances communication among project participants. • Provides an estimate of the project’s duration. • Provides a basis for budgeting cash flow. • Identifies activities that are critical. • Highlights activities that are “critical” and can not be delayed. • Help managers get and stay on plan.

From Work Package to Network

From Work Package to Network (cont’d) WBS/Work Packages to Network (cont’d)

Constructing a Project Network • Terminology – Activity: an element of the project that requires time. A – Merge Activity: an activity that has two or more preceding activities on which it depends. B – Parallel (Concurrent) Activities: Activities that can occur independently and, if desired, not at the same time. C D

Constructing a Project Network (cont’d) : Terminology – Path: a sequence of connected, dependent activities. – Critical path: the longest path through the activity network that allows for the completion of all projectrelated activities; the shortest expected time in which the entire project can be completed. Delays on the critical path will delay completion of the entire project. C A B D (Assumes that minimum of A + B > minimum of C in length of times to complete activities. )

Critical path: • the duration of the project, • the flexibility of activities for schedule changes, • the impact of missing activities and • the process required to assure completion deadlines • the amount of float time each task can have between end and start

Constructing a Project Network (cont’d): Terminology – Event: a point in time when an activity is started or completed. It does not consume time. – Burst Activity: an activity that has more than one activity immediately following it (more than one dependency arrow flowing from it). B • Two Approaches – Activity-on-Node (AON) • Uses a node to depict an activity. A C – Activity-on-Arrow (AOA) • Uses an arrow to depict an activity. D

Basic Rules to Follow in Developing Project Networks • Networks typically flow from left to right. • An activity cannot begin until all of its activities are complete. • Arrows indicate precedence and flow and can cross over each other. • Identify each activity with a unique number; this number must be greater than its predecessors. • Looping is not allowed. • Conditional statements are not allowed. • Use common start and stop nodes.

Activity-on-Node Fundamentals

Activity-on-Node Fundamentals (cont’d)

Examples Shopping list 1 Shopping 2 3 Shopping list 2 Cooking 1 4 1 Shopping 3 Cooking 2 1 3

Network Information

Gantt Charts

Gantt Charts • Horizontal bar chart developed as a production control tool in 1917 by Henry L. Gantt, an American engineer and social scientist. • Provides a graphical illustration of a schedule that helps to plan, coordinate, and track specific tasks in a project. • Gantt charts may be simple versions created on graph paper or more complex automated versions created using project management applications such as Microsoft Project or Excel.

Gantt Chart

Gantt Charts