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PROJECT TIME MANAGEMENT

PROJECT TIME MANAGEMENT. IMPORTANCE. Average time overrun on unsuccessful IT projects was 222 % of the original estimation. 1995 CHAOS Report It was reduced to 63% in 2000 2000 CHAOS Report. One may massage the overrun of cost and scope

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PROJECT TIME MANAGEMENT

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  1. PROJECT TIMEMANAGEMENT

  2. IMPORTANCE Average time overrun on unsuccessful IT projects was 222 % of the original estimation. 1995 CHAOS Report It was reduced to 63% in 2000 2000 CHAOS Report • One may massage the overrun of cost and scope • Time passes no matter what happens on a project • Time can be measured easily and simply

  3. Conflict intensity over the life of a project Schedule Priority Manpower Tech. option 0.40 0.35 0.30 0.25 0.20 0.15 0.10 0.05 0.00 Procedure cost Personality Average Total Conflict Conflict Intensity Project Formation Early Phase Middle Phase End Phase

  4. Activity definition involves identifying the specific activities to produce the deliverables. Activity duration estimating involves estimating the work periods that are needed to complete individual activities. Activity sequencing involves identifying and documenting the relationships between activities. Schedule development involves activity estimating, sequencing and resources Schedule control involves controlling and managing changes to the project schedule MAIN PROCESS OF PTM

  5. ACTIVITY (TIME) ESTIMATION Estimation of resource, schedule, and cost based on conditions defined by Program Plan and Engineering Plan. • Define project type and Understand scope • Reusable software resources • Skill set needed • Software project estimation People Project Type: Product: requirements from market Customized: RFP and proposal System Integration: RFP and proposal Reusable Tools Project Resources

  6. ACTIVITY (TIME) ESTIMATION • Problem-Based Estimation • Line-Of-Code-Based (LOC) • Function-Point-Based (FP) • Process-Based Estimation • History Record-Based

  7. ESTIMATION FAILURE Estimation of resource (human resource, reusable, skill set, domain expertise), schedule, and cost based on conditions defined by Program Plan and Engineering Plan. Cross link FAILED PROJECT IRADIUM Low Orbit, 66 satellites, 11 ground stations International: US, Russian, China, … Postmortem : Marketing Time to market Targeting (small customer group) Technology Management (estimation) Scope Size Ground stations Payload In orbit link handset

  8. WORK BREAKDOWN WORK BREAKDOWN STRUCTURE (WBS) Define product scope Identify function by decomposing scope Do while functions remain select a function assign all functions to sub functions list do while sub functions remain select a function if similar to historical function then use its estimation + change else if the function can be estimated then estimate else further decompose end if end if end do End do

  9. EXAMPLES OF ESTIMATION Computer-aided Design Application For Mechanical Component: The CAD software will accept two- and three-dimensional geometric data from an engineer. The engineer will interact and control the CAD system through a user interface that will exhibit characteristics of good human/machine interface design. All geometric data and other supporting information will be maintained in a CAD database. Design analysis modules will be developed to produce the required output, which will be displayed on a variety of graphics devices. The software will be designed to control and interact with peripheral devices that include a mouse, digitizer, laser printer and plotter. • User interface and control facilities (UICF) • Two-dimensional geometric analysis (2DGA) • Three-dimensional geometric analysis (3DGA) • Database management (DBM) • Computer graphics display facilities (GCDF) • Peripheral control function (PFC) • Design analysis modules (DAM)

  10. LOC-BASED ESTIMATION ESTIMATED LOC = (S optimistic + 4*S moderate +S pessimistic) / 6 TOTAL PROJECT COST = $431,000 (54 person-month) Productivity=620 LOC/pm Salary=$8,000 Cost/LOC=$13

  11. FP-BASED ESTIMATION I FP Count = Weight * (FP optimistic + Weight*FP likely + FP pessimistic) / (Weight +2) FP estimated = Count Total * [0.65 + 0.01 * Σ(Fi)] = 375 TOTAL PROJECT COST = $461,000 (58 person-month) Productivity=6.5 FP/pm Salary=$8,000 Cost/FP=$1,230

  12. FP-BASED ESTIMATION II Factor Value (Fi) Backup and recovery 4 Data communication 2 Distributed processing 0 Performance critical 4 Existing operating environment 3 On-line data entry 4 Input transaction over multiple screen 5 Master files updated on-line 3 Information domain values complexity 5 Internal processing complexity 5 Code design for reuse 4 Conversion/installation in design 3 Multiple installation 5 Application designed for change 5 Complexity adjustment factor 1.17

  13. HISTORICAL PROJECT METRICS Project Type: Product: requirements from market Customized: RFP and proposal System Integration: RFP and proposal • Previous methods only estimate coding, not requirement, design, documentation, etc. • Use historical project data (similar projects, metrics) • 20 LOC/day (…), simple but efficient, hourly price of engineer (head count cost) including management cost + travel cost + per dine • Requirement collection + analysis = implementation • Product size estimation: brainstorm and bi-weekly estimation • Type of projects: Cost + profit, Fixed price • Difficult to estimate scope during bid process, to get the project, cut price and under estimate • Application domain knowledge expertise

  14. ACTIVITY SEQUENCING • PROJECT NETWORK DIAGRAM: a schematic display of the logical relationships among, or sequencing of, activities. • Arrow diagramming method (ADM) • Precedence diagramming method (PDM)

  15. ADMActivity-On-Arrow (AOA) Merge D=4 2 5 A=1 H=6 E=5 Burst Merge Burst F=4 J=3 B=2 1 3 6 8 C=3 I=2 G=6 4 7 Critical Path (B-E-H-J) Is the series of activities that determine the earliest time by which the project can be completed. It is the longest path through the network diagram and has the least amount of slack (not the shortest path in the domain of transportation)

  16. Activity-On-Arrow (AOA) D=4 2 5 A=1 H=6 E=5 B=2 J=3 F=4 1 3 6 8 I=2 C=3 G=6 4 7 5: A-D=5; B-E=7 6: A-D-H=11; B-E-H=13; B-F=6; C-G-I=11

  17. DUMMY ACTIVITY D=4 2 5 A=1 H=6 E=5 F=4 J=3 B=2 1 3 6 10 C=3 I=2 G=6 4 7 K=11 Dummy activity L=1 8 9 Critical Path Method (CPM)

  18. PDM A Finish-to-start (FS) Task B cannot start until task A finishes B A Start-to-start (SS) Task B cannot start until task A starts B A Finish-to-finish (FF) Task B cannot finish until task A finishes B A Start-to-finish (SF) Task B cannot finish until task A starts B

  19. Gantt Chart

  20. Techniques for shortening schedule In preparing critical path diagram for a project, usually resource is not considered. You may have to consider resources when shortening schedule. • Crashing: making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost. A=5 B=9 1 2 3 3a B1=4 B1’=1 A=5 B2=3 1 2 3b 4 3c B3=2 B3’=2

  21. Techniques for shortening schedule • Fast tracking: doing activities in parallel that you would normally do in sequence. A=5 B=9 C=6 1 2 3 4 A=5 2 B=9 1 4 3 A’=0 C=6

  22. CRITICAL CHAIN SCHEDULING • Avoid multitasking • Multitasking: when a resource works on more than one task/project at a time. Task 1 completed Task 2 completed Task 3 completed TASK 2 TASK 1 TASK 3 10 days 10 days 10 days Task 1 completed Task 2 completed Task 3 completed Task 1 Task 2 Task 3 Task 1 Task 2 Task 3 5 days 5 days 5 days 5 days 5 days 5 days +△ +△ +△

  23. CRITICAL CHAIN SCHEDULING • Avoid individual buffer • Individual buffers: when activity duration estimations are done by individuals, safety (buffer) is usually included for each estimation. FB Proj. buffer FB FB Add project buffer and feeding buffer (FB)

  24. CRITICAL CHAIN SCHEDULING • Probabilistic time estimates Optimistic time + 4xmost likely time + pessimistic time = 6 Weighted average

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