Project Management Systems

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Project Management Systems Scheduling MT 246 -
Module 9
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Topics Covered Previously

• Work Definition
• After System is defined, all development items
  are known, and work packages can be defined
• Work Package (Summary Task) Development
• Smallest managed unit of a project
• Broken into tasks
• Assigned to Work Package (Subproject) manager
• Formal Project Reporting Requirement
• Relates directly to system deliverables

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Topics Covered Previously (contd)

• Task Definition
• Tasks are the fundamental component of Work
  Packages
• Explicit inputs and outputs
• Explicit Start and Stop Date
• Work Breakdown Structure
• Organizes Work Packages in a logical fashion
• Encompasses all Work Packages
• Allows assignment of Work Packages to the project
  organization via the Responsibility Matrix

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Topics Covered Previously (contd)

• Estimating
• Methodology for definition of cost of each task
• Establish Labor Rates for each type of labor
• Determine man-hours for each task by type of
  labor
• Determine Material Cost for each task
• Determine ODC for each task
• Demonstrated examples from Construction Estimator

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Responsibility Matrix

• Documents the intersection of the WBS and the
  functional organization
• Assigns all work packages to organizational units
• Key feature is accountability
• Single point of contact for each work package
• Subproject manager is responsible for
  Cost/Schedule/Technical
• All work packages must be assigned to someone!!

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Responsibility Matrix

• Fig 6-8

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Project Management System

• Collection of tools which captures and controls
  all aspects of project management
• Project Org Charts and Responsibility Matrix
• Defines all work via WBS and task descriptions
• Documents Budgets for all Work Packages
• Captures Cost and Schedule information
• Captures technical info via System Engineering
• Provides analysis and reporting (cost/schedule)
• Formal Revision Control

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Revision Control Process

• Project Management System imposes formal revision
  control
• Changes to budgets require written PM and
  Customer approval
• Changes to schedules require written PM and
  Customer approval
• Changes to specifications require written PM and
  Customer approval

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Revision Control Process (Continued)

• All changes are formally documented and
  configuration managed
• Transmitted via Contracts Letters between Buyer
  and Seller
• Change control boards
• Forms with revision letters and signatures of
  approval

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Scheduling

• Parallel task to WBS development
• Captures time phasing of project tasks
• Essentially a project road map
• Composed of Tasks and Milestones
• Updated regularly (at least monthly) during
  project life
• All Work Packages have a standalone schedule
• Developed, controlled, and updated by WP Manager
• Tiers up to Total Project Schedule

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Scheduling (Continued)

• Work Packages are the work planned
• Road to project goals
• Time, money, manpower, equipment
• Events and Milestones do not consume resources
• Signpost along the road (time)
• Event is start or end of WP
• Milestone is Point in time of significance to a
  project
• Contract Award
• Delivery of Hardware, Software, etc.

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Types of Schedules

• Purpose is to display project schedule in a 2D
  graph or network
• Developed from analysis of WBS and Work Package
  tasks
• Simplest is Gantt, or Bar Chart
• Most complex is Schedule Network
• Precedence (logic) diagram with task duration and
  interrelationships

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Scheduling Historical Context

• Gantt Charts were invented during World War I as
  a means of controlling Cost/Schedule
• Henry Gantt, Management Consultant
• Means of visually portraying the status of
  Programs
• Shows tasks planned vs. task percent complete and
  tasks completed
• Refined during the 1950s and 1960s as a result of
  cost overruns on large development projects
• Provide a means of relating Cost/Schedule via
  Manpower and Cost Curves

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Gantt Chart Features

• Display events (or milestones) and activities
  (tasks) as a function of time
• Tasks and Milestones are described on left
  margin, with bars in graph area (Y-Axis)
• Length of bar is equal to task duration
• Placement of left side of bar equals task start
  date
• Time is displayed on X-Axis
• Task/Milestone sequence
• Early Tasks/Milestones at top of chart
• Later Tasks/Milestones progress down the page

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Gantt Chart Features (Continued)

• Gantt Charts vary in detail
• Roll Up into Summary Tasks
• Appropriate for different management levels
• Task relationships are implicit, sometimes
  indicated by dotted lines
• Progress indicated by shading of task bars in
  proportion to Percent Complete

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Gantt Chart

• Figure 6-10

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Setting up a Gantt Chart

• H must be completed before
• I and J can be started
• J must be completed before
• K,L and M can be started
• I must be completed before
• N, O and P can be started

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Task Relationships

• To be useful, schedule must show task
  relationships
• Earlier tasks that must be finished prior to
  starting follow-on tasks
• Precedence Relationships
• Common Task Relationships
• Start/Start
• Finish/Start
• Finish/Finish

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Setting up a Gantt Chart (Continued)
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Schedule Baseline

• After Contract Award, all Sub Project Managers
  change their Work Packages to reflect the latest
  knowledge
• Design Changes
• Schedule Changes
• Project manager Reviews/Approves all schedules
• Schedules are placed under formal revision
  control
• Any changes made to schedule must be approved by
  PM and Customer
• Schedule is Updated from that point forward

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Updating of Gantt Charts

• Review date is indicated by a vertical line on
  chart
• Tasks are blackened to a bar length that is
  equal to the Percent Complete of the task
• Update procedure allows a manager to visualize
  task status
• Tasks completed early
• Tasks scheduled to be complete, but are now late
• Tasks that have not started, but should have been
  initiated
• Tasks that are on schedule

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Gantt Chart for Work Progress
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Percent Complete

• All tasks must be Measurable
• Measurable means that the Work Package Manager
  must be able to assess how far along a given
  task is at the time of the Project Review
• Generally based on engineering judgment
• Must be objective, not subjective
• How Far Along is essentially Percent Complete
• Be careful about Thermometer Charts

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Gantt Chart for Weekly and Cumulative Expenses
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Schedule Hierarchy

• In order to avoid confusion, schedules are
  provided to varying levels of detail
• Rolling Up tasks into Summary Tasks for each
  Work Project
• Level of detail depends on the reviewer
• Must establish a formal relationship between
  schedules
• Similar to WBS Indenturing
• Formally controlled via the PMS Procedures

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Schedule Hierarchy Example
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Multilevel Schedule
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Gantt Chart Showing Work Progress (Computer
Generated)

• Fig 6-16

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Gantt Chart Showing Multilevel Schedule (Computer
Generated)
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Disadvantages of Gantt Charts

• Task relationships are not easily displayed
• Effect of task delay is not easily seen
• Problem gets worse with project complexity
• These problems resulted in the development of
  schedule networks
• Covered in the next two lectures
• This deficiency has been largely overcome by the
  use of micro-computers
• Gantt vs. Network view of data

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Homework Assignment Preview

• Construction Project
• Garage with workroom
• 30 feet X 40 feet
• Develop Cost Estimate
• Use subset of information provided in Module 8
• Develop Schedule
• Provide logical relationship of tasks
• Assign Task Duration
• Assign manpower by labor grade

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Homework Assignment Preview (Continued)

• Develop Manpower Curve
• Use Microsoft Project
• Due 22 February (Thursday)
• Homework value 50 Points

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Next Lecture

• Read Nicholas Chapter7
• Install Microsoft Project
• Save Files of following Questions for future use
• Work Review Questions 6.17, 6.20, 6.22, 6.23,
  6.25,6.26, 6.28, 6.29