PROJECT TIME MANAGEMENT

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
MAIN PROCESS OF PTM

• 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

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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

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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
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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
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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)

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LOC-BASED ESTIMATION
FUNCTION EST. LOC
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) 2,300 5,300 6,800 3,350 4,950 2,100 8,400
TOTAL 33,200
ESTIMATED LOC (S optimistic 4S moderate S
pessimistic) / 6 TOTAL PROJECT COST 431,000
(54 person-month) Productivity620 LOC/pm
Salary8,000 Cost/LOC13
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FP-BASED ESTIMATION I
Information domain Opt. Likely Pess. Est. Count Weight FP Count
Number of inputs Number of outputs Number of inquiries Number of files Number of external interfaces 20 12 16 4 2 24 15 22 4 2 30 22 28 5 3 24 16 22 4 2 4 5 4 10 7 97 78 88 42 15
Count Total 320
FP Count Weight (FP optimistic WeightFP
likely FP pessimistic) / (Weight 2) FP
estimated Count Total 0.65 0.01 S(Fi)
375 TOTAL PROJECT COST 461,000 (58
person-month) Productivity6.5 FP/pm
Salary8,000 Cost/FP1,230
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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 Informa
tion 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
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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

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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)

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ADMActivity-On-Arrow (AOA)
Merge
D4
2
5
A1
H6
E5
Burst
Merge
Burst
F4
J3
B2
1
3
6
8
C3
I2
G6
4
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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)
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Activity-On-Arrow (AOA)
TASK SLACK
A 2
B 0
C 2
D 2
E 0
F 7
G 2
H 0
I 2
J O
D4
2
5
A1
H6
E5
B2
J3
F4
1
3
6
8
I2
C3
G6
4
7
5 A-D5 B-E7 6 A-D-H11 B-E-H13 B-F6
C-G-I11
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DUMMY ACTIVITY
D4
2
5
A1
H6
E5
F4
J3
B2
1
3
6
10
C3
I2
G6
4
7
K11
Dummy activity
L1
8
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Critical Path Method (CPM)
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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
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C
Start
Finish
ID 3
A
Start
Finish
ID 1
E
Start
Finish
ID 5
D
Start
Finish
ID 4
B
Start
Finish
ID 2
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Gantt Chart
S M T W T F S S M T W T F S S M T W T F S S M
A
B
C
D
E
F
G
H
I
J
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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.

A5
B9
1
2
3
3a
B14
B11
A5
B23
1
4
3b
2
3c
B32
B32
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Techniques for shortening schedule

• Fast tracking doing activities in parallel that
  you would normally do in sequence.

A5
B9
C6
1
2
3
4
2
B9
A5
1
4
3
A0
C6
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CRITICAL CHAIN SCHEDULING

• Avoid multitasking
• Multitasking when a resource works on more than
  one task/project at a time.

Task 2 completed
Task 3 completed
Task 1 completed
TASK 1
TASK 3
TASK 2
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
?
?
?
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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
FB
Proj. buffer
FB
Add project buffer and feeding buffer (FB)
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CRITICAL CHAIN SCHEDULING

• Probabilistic time estimates

Optimistic time 4xmost likely time
pessimistic time 6
Weighted average