Project Scheduling
- 2. Topic 9 : Project Scheduling Project scheduling is a mechanism to communicate what tasks need to get done and which organizational resources will be allocated to complete those tasks in what timeframe. The following are the steps needed to schedule a project: o Define Activities : Create Work Breakdown Structure (WBS) and a deliverables diagram and organize them by mapping out the tasks . o Do Estimates : Determine the time and effort it will take to complete them. o Determine Dependencies : Place a bit of slack in your schedule to accommodate these related tasks. o Assign Resources : Finalize the planned schedule by deciding what resources you are going to need to get those tasks done on time.
- 3. Estimate Activity Duration Inputs o This process has several tools and techniques ;- -Expert Judgement, -Analogous Estimating, -Parametric Estimating -Three-Point Estimating, -Group decision-making techniques, -Reserve Analysis 3 Point Estimating o Three-point estimating uses three estimates that when averaged come up with final estimate. • Most likely estimate – assumes there are no disaster and activity can be completed as planned • Optimistic estimate – fastest time frame in which your resource can complete the activity • Pessimistic – Assumes the worst happens and it takes much longer than planned to get the activity completed o Formula to calculate the expected duration : E = (O + P + M) / 3 o E=Expected, O = Optimistic, M = Most Likely o The formula for standard deviation which helps to determine the confidence level as below : E : (Pessimistic – Optimistic) / 6
- 4. Expert Judgement - The staff members who will perform activities will most accurately estimate them Analogous Estimating ( also called as top-down estimating, an expert judgement) - Actual duration of a similar activity completed on previous project will be used to determine the duration of current activity. Bottom Up Estimating – Is the most accurate approach to estimate cost and duration. Setting the estimates of the amount of work, duration and cost at the task level lets you combine them into estimates of higher-level deliverables and the project as a whole Parametric Estimating - Quantitatively based estimating method that multiplies the quantity of work by the rate or uses an algorithm in conjunction with historical data to determine the cost, budget or duration estimates.
- 5. Group decision-making techniques (brainstorming and the Delphi or nominal group techniques) o Brainstorming is an old-age technique where all participants have an opportunity to speak up. o Delphi technique is similar to brainstorming in that you involve subject matter experts in determining estimates. Reserve Analysis o Contingency reserve - a portion of time added to the schedule to account for risk o Management reserve - used for unknown events that have not been previously identified
- 6. Resource Optimization Techniques Resource Leveling - also called as resource-based method is used when the resources are overallocated and only available at certain times or when they are assigned to more than one activity at a time. The purpose to use this technique is to balance out the resource assignments to get tasks completed without overloading the individual. Resource Smoothing - Resource smoothing accommodates resource availability by modifying activities within their float times without changing the critical path or project end date. More tasks are given to team members who are under allocated . Reverse Resource - This technique requires the resources to be scheduled in reverse order in order to assign this key resource at the correct time.
- 7. Modeling techniques Include the use of what-if scenario analysis and simulation o What-If scenario : uses different sets of activity assumptions to produce multiple project durations o Simulation use a range of probable activity durations for each activity, and those ranges are then used to calculate a range of probable duration results for the project itself. o Monte Carlo is a simulation technique that runs the possible activity durations and schedule projections many many times to come up with the schedule projections and their probability, critical path duration estimates and float time.
- 8. Schedule Compression Mathematical analysis that’s used to shorten the project schedule duration without changing the project scope in order to accomplish all activities sooner than estimated. o Crashing – accomplished by adding resources to the critical path.Crashing the schedule can lead to increased risk and increased cost. o Fast tracking – Performing 2 tasks or project phase in parallel that were previously scheduled to start sequentially. It increases the project risk and might cause the project team to re-work the tasks.
- 9. Project schedule can be presented in many forms ; Project schedule network diagram Gantt chart Milestone Start Activity 1 Activity 2 Activity 3 Activity 5 Activity 4 Activity 6 Task Name Jan Feb Mar Apr May Planning Design Implementation Milestone Scheduled date Actual Date Responsible Testing completed 04/12/19 - Rachel Acceptance and Signoff 07/12/19 15/12/19 Cindy Project Closure 15/12/19 31/12/19 Carmen