![Initiate Plan Execute &
Monitor
Close
Develop
Monitor
Goals,
Cost
and
Schedule
Release
Change Control & Configuration Management
Quality Management
Human Resource Management
Kick Off
Activities
Formalize
Goals
Define
Schedule
Define Costs
Assess
Feasibility
Close
Collect
Outputs
[Obtain
Approval]
Risk Management](https://image.slidesharecdn.com/c03-221228011809-dcea84ce/85/C03-05-Scheduling-key-pdf-3-320.jpg)
C03.05-Scheduling.key.pdf
- 2. Goals of the Unit • Making the WBS into a schedule • Understanding dependencies between activities • Learning the Critical Path technique • Learning how to level resources !2
- 3. Initiate Plan Execute & Monitor Close Develop Monitor Goals, Cost and Schedule Release Change Control & Configuration Management Quality Management Human Resource Management Kick Off Activities Formalize Goals Define Schedule Define Costs Assess Feasibility Close Collect Outputs [Obtain Approval] Risk Management
- 4. Overview • We have: – A WBS (activities) – Effort (duration) estimations for each element of the WBS • We want to schedule activities, so that we know when each activity starts and ends, when we need resources, when we deliver • Process: – Identify constraints (dependencies) – Allocate and level resources – Find the critical path and iterate till the plan is satisfactory • Output: Gantt Chart !4
- 5. The modern Gantt chart • Textual Outline + Calendar Graph • Activities as bars (possibly annotated with names and resources) • Deliverable (as diamonds) • Activities can be grouped (information of group is derived by lower level activities) • Dependencies among tasks !5 1) Task 1 1d 2) Task 2 1d 3) Deliverable 1 4) Group 2d 4.1) Task 4 1d 4.2) Task 5 1d Task E!ort Task 1 Resource 2 Task 2 Task 4 Task 5 2 Mar 3 Mar 4 Mar 5 Mar
- 6. The modern Gantt chart and the WBS !6 Project 1. Group 1 1.1 Task 1 2. Group 2 2.1 Task 2 2.2 Task 3
- 8. Identify Dependencies • The execution of activities is constrained by the logic of the plan (you do not build the roof before the foundations and structure of a house are laid completed) • Hard and soft dependencies (definition in the next two slides). • When using planning tools: – Specify only “hard” dependencies – “Soft” dependencies are typically inserted by the planning tool !8
- 9. Hard Dependencies • Not much you can do about it... • They might either derive: – From the project “logic” (e.g. testing has to come after coding) – From external dependencies (e.g. a contract sign-off; a particular alignment of planets is necessary to launch a spacecraft) • Eliminating hard dependencies can be done, at a cost (e.g., increased risk, re-work)
- 10. Soft Dependencies • Due to a choice among all possible alternative plans • They might either derive: – From discretionary choices (e.g., the PM chooses the order in which modules are to be developed) – From resource availability and leveling (e.g., the PM or the planning tool sequences two tasks relying on the same resource) • Notice that, as time progresses, it might become difficult or impossible to “undo” soft dependencies (e.g. a resource is shared by different projects)
- 11. Task Dependency Relationships • Finish-to-Start (FS) – B cannot start till A finishes – Most commonly used • Start-to-Start (SS) – B cannot start till A starts – Perform experiment; monitor experiment • Finish-to-Finish (FF) – B cannot finish till A finishes • Start-to-Finish (SF) – B cannot finish till A starts (rare) Task 1 Task 2 Task 1 Task 2
- 12. Lead and Lag Time • Dependencies between activities can have a non zero duration • Lag time = delay introduced by the dependency is positive (some time passes between the two tasks) • Lead time = the duration of the dependency is negative (the activities partially overlap) !12
- 13. Some rules of the thumb • Use milestones (and deliverables) to clearly mark “phase” transitions (or some important transitions from an activity to another) • Try and minimize task dependencies (to minimize delays due to some activities waiting for some other activities to end) • Evaluate alternatives • Certain activities might just depend on calendar (and be constrained by dates) • Take into account all dimensions (cost, quality, and time): minimize time might increase costs, risks, and compromise quality
- 15. Critical Path • Not all activities are equally important or critical in a plan • The critical path method looks at those activities which determine the duration of a plan • These activities constitute the critical path • Any arbitrarily small delay in any activity in the critical path will delay the finish date of a project • The computation is based on Network Diagrams (a graph representation of the plan) !15
- 16. Network Diagrams • Developed in the 1950’s • A graphical representation of the tasks necessary to complete a project (plan as graph) • Visualize the flow of tasks & relationships • Two classic formats – AOA: Activity on Arc (or Activity on Arrow) – AON: Activity on Node • Conventions: – Each task labeled with an identifier and a duration (in std. unit like days)... variations are possible – There is one start and one end event – Time goes from left to right !16
- 17. Network Diagrams • AOA (Activity on Arrow) a.k.a ADM (Activity Diagramming Method): – Circles represents Events (e.g. ‘start’ or ‘end’ of a given task) – Lines representing Tasks, such as ‘Design’ • AON (Activity on Node) a.k.a. PDM (Precedence Diagramming Method): – Tasks are on Nodes – Arcs represents dependencies between task !17
- 18. Graphical Formats 1 2 3 Requirements Design 15 days 5 days AOA: Activity on Arc AON: Activity on Node Requirements (15 days) Design (5 days) ... which one is better? !18
- 19. AOA/AON Comparison • AOA initially used by Walker and Kelly for PERT • AON more flexible and easier to draw • AOA simpler to use for certain algorithms ... we will stick (mostly) to AON !19
- 20. Example: AOA/AON Comparison Activity Predecessors Duration A None 3 months B None 4 months C A 3 months D A, B 1 month E B 2 months Consider the following plan: !20
- 21. Example: AOA/AON Comparison • In the AOA notation, some dependencies might require “dummy” arcs and nodes to be introduced (*) 1 2 4 5 A B C D 3 E (*) Notice that, since we can/have to add nodes and arcs, a plan does not have a unique AOA associated to it !21
- 23. Slack & Float (synonyms) • Free Slack – Slack an activity has before it delays next task • Total Slack – Slack an activity has before delaying whole project • Slack Time TS = TL – TE – TE = earliest time an event can take place – TL = latest date it can occur w/o extending project’s completion date or next activity TE TL TS !23
- 24. DURATION SLACK ACTIVITY NAME EARLIEST START DATE EARLIEST END DATE LATEST START DATE LATEST END DATE Critical Path Computation • Goal: given a plan (activities, duration, and dependencies), determine Slack, Earliest and Latest dates of each activity • Notation: AON with nodes represented as follows !24
- 25. Critical Path Computation • A forward pass determines the earliest start and end dates of each activity in the plan • A backward pass determines the latest start and end dates of each activity in the plan • The difference between earliest start (end) and latest start (end) is the slack of an activity • The critical path is the path in which all activities have zero slack • A plan always has a critical path... changing the plan changes what activities are in the critical path !25
- 26. S A B E C P 2 7 3 0 0 0 0 7 7 9 10 10 10 10 10 10 8 10 0 8 1 8 3 5 10 a b b c d DURATION SLACK ACTIVITY NAME EARLIEST START DATE EARLIEST END DATE LATEST START DATE LATEST END DATE Example 1 !26
- 27. 1) Task 1 4w 2) Task 2 8w 3) Task 3 2w 4) Task 4 2w 5) Task 5 10w 6) Task 6 1w 7) Project End Task Duration Task 1 4w Task 2 8w Task 3 2w Task 4 2w Task 5 10w Task 6 1w Month 0 Month 1 Month 2 Month 3 Month 4 M Example 2 • “Informal approach”: have a look at what activities can slide in a plan without moving the end date of a project (e.g. Task 3 is not in the critical path) • CPM highlighted automatically by many Gantt charting tools !27
- 28. Critical Path Method Remarks • Critical path refers just to duration and not to other characteristics such as risk or difficulty • Activities which are not in the critical path can delay a plan, if the delay is long enough. • Watch out for (nearly) critical paths: a delay in an activity in a non-critical path may make another path critical !28
- 30. A (simplified) Process • Inputs: – the plan: activities, constraints, effort for each activity – project team (number, types, and availability of resources) – delivery dates (project constraints) • Resource allocation: – the process by which a resource is assigned to a task, that is, is tasked with carrying out part of the work (effort) defined in a task • Constraints: – according to availability and needs (e.g. the type of resource required for a given activity): no over-allocation (above maximum availability) (resource leveling) • If no solution is found, if you may, variate some hypotheses (e.g. increase team size, relax constraints) and iterate !30
- 31. Task 1 Task 1 R 1 {50% of 100%} R 1 {50% of 100%} 1w Task 2 Task 2 R 2 R 2 2w Task 3 Task 3 R 1 {50% of 100%}; R 2 {50% of 100%} R 1 {50% of 100%}; R 2 {50% of 100%} 1w T-1w T day T+1w T+2w T+3w T+4w T Resource Allocation Examples • Legenda: – each slot: 1week – R1 assigned to Task 1 at 50% of his time – R2 allocated full time to Task 2 – R1 and R2 allocated @ 50% of their time to Task 3 • What it means: – R1 will work 20 hours on week 1 and 2 and 20 hours on week 3 – R2 will work 40 hours on week 1 and 2 and 20 hours on week 3 !31
- 32. Resource Usage • For manpower: the amount of time each resource is needed at a given time • For equipment: the number of items that are necessary at any given time • For material: the amount of material which is required (consumed) at any given time !32
- 33. How is it computed? • Resource usage is computed by summing the amount of work required for any given period • That is a “vertical” sum over work assignments ! ! • Overallocation: a situation in which a resource is used above his/her/its maximum capability !33
- 34. Example !34 Task 1 Task 1 R 1 {50% of 100%} R 1 {50% of 100%} 1w Task 2 Task 2 R 2 R 2 2w Task 3 Task 3 R 1 {50% of 100%}; R 2 {50% of 100%} R 1 {50% of 100%}; R 2 {50% of 100%} 1w Task 4 Task 4 R 1 R 1 2w T-1w T day T+1w T+2w T+3w T+4w T+5 hours hours hours hours hours R1 20 20 T1 20 T3 40 40 T4 Total R1 20 60 60 R2 40 40 T2 20 T3 Total R2 40 40 20 R1 is over allocated in W2 (T+1w) and W3 (T+2w)
- 35. More Complete Example !35 Allocating two resources to Task 2 allows to satisfy the constraints We draw the plan highlighting hard constraints. Deliverable has a unmovable delivery date
- 36. Example !36 Problem: Task 1 and Task 3 require the same resource ... we are over-allocating Resource 1
- 37. Example !37 Solution 1. Resource leveling... insert soft constraints in your plan so that no resource is over allocated (does not work above 100%) Solution 2. Compression techniques (in a few lessons) Some considerations: • Resource 1 will work on the project full time. • Resource 2 and Resource 3 needed just towards the end of the project (for Task 2)