SCSD2613: Project Planning Process
SCSD2613: Project Planning Process
SCSD2613: Project Planning Process
PART II
Project Planning Process
Lecturer: Kanar Tahir Hama-Salih
1
update: August 2019 (sharinhh)
OBJECTIVES
• Plan a project by identifying activities and scheduling
them.
• Manage team members and analysis and design
activities so the project objectives are met while the
project remains on schedule.
2
PROJECT MANAGEMENT OVERVIEW
MANAGING
TIMES AND •Work Breakdown Structure (WBS)
ACTIVITIES
3
PROJECT PLANNING AND CONTROL
▪Planning includes:
▪Selecting a systems analysis team, assign members.
▪Estimating time required to complete each task.
▪Scheduling the project.
5
MANAGING TIME AND ACTIVITIES
PRODUCT-ORIENTED WBS
https://www.adroitprojectconsultants.com/tag/process-oriented-wbs/
6
MANAGING TIME AND ACTIVITIES
PROCESS-ORIENTED WBS
https://www.adroitprojectconsultants.com/tag/process-oriented-wbs/
7
MANAGING TIME AND ACTIVITIES
8
MANAGING TIME AND ACTIVITIES
Figure 3.17 Refining the planning and scheduling of analysis activities by adding detailed
tasks and establishing the time required to complete the tasks
9
PROJECT MANAGEMENT OVERVIEW
10
PROJECT SCHEDULING TOOLS –
GANTT CHART
▪ Chart in which bars represent tasks or
activities
▪ Advantages:
▪ Simple.
▪ Worthwhile communication with end
user.
▪ Representing activities/tasks are drawn
to scale. Kendall & Kendall
Figure 3.18 Using a two-dimensional Gantt chart for planning activities that can be
accomplished in parallel
11
GANTT CHART EXAMPLE
12
PROJECT SCHEDULING TOOLS –
PERT DIAGRAM
▪ Also known as NETWORK DIAGRAM
▪ Useful when activities can be done in parallel
rather than sequence.
▪ Represented by a network of nodes and
arrows
▪ Nodes A,3 - means Activity A has a duration of 3 days/weeks/months
16
PERT DIAGRAM – Example
2. Draw the diagram
17
PROJECT SCHEDULING: CRITICAL
PATH METHOD (CPM)
• CPM is a project network analysis technique used to predict
total project duration.
• The critical path is the longest path through the network
diagram and has the least amount of slack or float.
• A critical path for a project is the series of activities that
determines the earliest time by which the project can be
completed.
18
FINDING THE CRITICAL PATH
1. First develop a good project PERT diagram.
2. Add the durations for all activities on each path through the
project network diagram.
3. The longest path is the critical path.
Note: If one or more activities on the critical path takes longer than planned,
the whole project schedule will slip unless corrective action is taken.
• There can be more than one critical path if the lengths of two or more paths are the
same.
• The critical path can change as the project progresses.
19
CRITICAL PATH METHOD (CPM)
Determining the Critical Path for Project X:
20
CPM Example
C=2 4 E=1
A=2 B=5
start 1 2 3 6 finish
D=7 5 F=2
Consider the following project network diagram. Assume all times are in
days:
a) How many paths are on this network diagram?
b) How long is each path?
c) Which is the critical path?
d) What is the shortest amount of time needed to complete this project?
21
LET’S TRY
Checkpoint 2: Pert Chart & CPM
22
GANTT CHART vs PERT DIAGRAM
Figure 3.19: A Gantt Chart compared with PERT Diagram for scheduling activities
23
CONTROLLING CHANGES TO THE
PROJECT SCHEDULE
• Perform reality checks on schedules.
• Allow for contingencies.
• Don’t plan for everyone to work at 100% capacity all the
time.
• Hold progress meetings with stakeholders and be clear and
honest in communicating schedule issues.
24
CONTROLLING CHANGES TO THE
PROJECT SCHEDULE
STAFFING REQUIREMENT
• Choice of software can influence the amount of
effort that goes into system development.
• It is not true that the more people assigned to a
TIMEBOXING task, the faster it will get done.
• Timeboxing sets an absolute due date for
MANAGING RISKS
project delivery. • 30 percent of all projects succeed.
• The most critical features are developed • 20 percent fail.
first and implemented by the due date.
• 50 percent finish, but are either late, over
• Other features are added later.
budget, or offer fewer features than
originally promised.
THINGS
TO
CONSIDER
25
PROJECT MANAGEMENT OVERVIEW
MANAGING
•Project charter
THE PROJECT •Avoiding project failure
TEAM
26
MANAGING THE PROJECT TEAM
Assembling a team. Team communication
• Shared value of team work
• Good work ethic
strategies.
• Honesty •Teams often have two leaders – (1) one who leads
• Competency members to accomplish tasks AND (2) one that concerned
• Readiness to take on leadership based on expertise with social relationships.
• Motivation •The systems analyst must manage the team members,
• Enthusiasm for the project their activities, and their time and resources.
• Trust of teammates
TEAM
MANAGEMENT
Team member motivation.
Project productivity goals.
• Goal-setting helps to motivate team members
• Successful projects require that reasonable productivity
goals for tangible outputs and process activities be set
27
PROJECT CHARTER
▪Describes in a written document what the expected
results of the systems project are and the time frame for
delivery.
▪Written narrative that clarifies several questions such as:
1. What does the user expect of the project?
2. What is the scope?
3. What analysis methods will be used?
4. Who are the key participants?
5. What are the project deliverable?
28
AVOIDING PROJECT FAILURES
• Project failures may be
prevented by:
• Training.
• Experience.
• Learning why other
projects have failed.
29
SUMMARY
1 PROJECT INITIATION
• Problems or opportunities?
4 PROJECT SCHEDULING
•Gantt Chart, Pert Diagram, CPM
31
update: August 2019 (sharinhh)
32