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Visit the Berlin Consulting Forum at http://consultingforum.becota.org
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International Project Management
Prof. Dr. Frank Habermann
Lecture 5 –
Project Planning and Scheduling
© Becota GmbH | www.becota.com | 2010
What is a project break down structure?
– How do identify and set appropriate milestones?
– How to drill-down work packages?
The principles of project scheduling
– Critical path analysis
– Understanding time, effort and duration
– Calculating project times
Assigning resources
– Understanding roles and responsibilities
– The advantages of a role-based project model
How to compress a project schedule?
Content
© Becota | www.becota.com | 2010
for detailed activity planning, you have to
break downthe
work!
© Becota | www.becota.com | 2010
Imagine your project would be the „Tour de France“
The project
© Becota | www.becota.com | 2010
Imagine your project would be the „Tour de France“
The project
The project stages(milestones)
© Becota | www.becota.com | 2010
Imagine your project would be the „Tour de France“
The project
The project stages(milestones)
The tasks to reach a milestone(work packages)
…
© Becota | www.becota.com | 2010
Imagine your project would be the „Tour de France“
The project
The project stages(milestones)
The tasks to reach a milestone(work packages)
…
top-down
© Becota | www.becota.com | 2010
Another exmaple: producing a 3-tier wedding cake
The project
© Becota | www.becota.com | 2010
Another exmaple: producing a 3-tier wedding cake
The project
The project stages(milestones)
The tasks to reach a milestone(work packages)
top-down
© Becota | www.becota.com | 2010
For creating a work breakdown structure we start with ourresults from scoping, contracting and risk management
ProjectContract(s)
ProjectContract(s)
ProjectContract(s)
ProjectCharter
S W
OBusiness
CaseStudy
Project Risk Analysis
© Becota | www.becota.com | 2010
For creating a work breakdown structure we start with ourresults from scoping, contracting and risk management
ProjectContract(s)
ProjectContract(s)
ProjectContract(s)
ProjectCharter
S W
OBusiness
CaseStudy
Project Risk Analysis
project
WBSwork breakdown structure
Level 0
Level 1
Level 2
Level n
. . .
milestones
workpackages
tasks
© Becota | www.becota.com | 2010
Firstly, we need to define the project‘s milestones!
© Becota GmbH | www.becota.com | 2009
What is a project milestone?
A milestone is equal to a major deliverable of the project
A milestone marks an event, i.e. a crucial pointwithin the project life cycle (with zero duration!)
A milestone defines the end of a mainproject phase (or sub-project)
Milestones are thus an important aspectof project monitoring and controlling
Having reached a milestone meanssignificant and visible progress
© Becota | www.becota.com | 2010
If you‘ve reached a milestone: celebrate your success!
© Becota | www.becota.com | 2010
There are two main approaches of defining milestones1- the object-oriented approach
Focusing the core components of your product
© Becota | www.becota.com | 2010
There are two main approaches of defining milestones1- the object-oriented approach
Focusing the core components of your product
The flanbase
The creamfilling
The icing
The chocolates
The final cake
© Becota | www.becota.com | 2010
There are two main approaches of defining milestones1- the object-oriented approach
Focusing the core components of your product
The flanbase
The creamfilling
The icing
The chocolates
Engineering-driven:Milestones aredisplaying areasof engineerialexpertise
The final cake
© Becota | www.becota.com | 2010
There are two main approaches of defining milestones2- the function-oriented approach
Focusing the core phases of your project
© Becota | www.becota.com | 2010
There are two main approaches of defining milestones2- the function-oriented approach
Focusing the core phases of your project
Prepare Build ReleaseTest
© Becota | www.becota.com | 2010
There are two main approaches of defining milestones2- the function-oriented approach
Focusing the core phases of your project
Prepare Build ReleaseTest
Plan/Model
Management-driven:Milestones aredisplaying areasof managementresponsibilities
© Becota | www.becota.com | 2010
In practice, both approaches are often mixed
Prepare ReleaseThe flan
baseThe cream
fillingThe icing
The chocolates
Here: management responsibility is of highest importancefor starting and closing the project
focus on engineeringand production
© Becota | www.becota.com | 2010
A common way of visualizing milestones and phases
preparationcompleted
flan baseready
cream fillingready
chocolatesready
icingready
final cakeready
TIME
Prepare
The flanbase
The creamfilling
The chocolates
The icing
Release
Milestones(points in time!)
Milestonephases(lead usto work
packages)
© Becota GmbH | www.becota.com | 2010
All milestones should be touchable andvisible (verifyable deliverables)
All milestones should be named asprecisely as possible (what does „ready“ in the previous slide actually mean: available, draft, final, approved, etc.?)
All milestones should be intuitive tounderstand by all project members unlesstheir professional backgrounds (obviousand coherent)
All milestones should be of similarimportance for the project progress(comparable weight)
Milestones should have only few and veryclear relationships to each other (simple structure)
Golden rules for milestone definition
Picture source: http://kreative-impressionen.de
© Becota | www.becota.com | 2010
Secondly, we need to define the work packages
Picture source: www.hotel-platzer.at/uploads/pics
© Becota GmbH | www.becota.com | 2009
What is a work package?
A work package is a bundle of detailed tasks
In contrast to milestones, work packagesare time consuming
A work package must be executed in order to reach a certain milestone
For reaching one particular milestonemultiple work packages could be defined
One particular work package can servemore than one milestone, too
© Becota | www.becota.com | 2010
Defining the work packages per milestone
Prepare ReleaseThe flan
baseThe cream
fillingThe icing
The chocolates
© Becota | www.becota.com | 2010
Defining the work packages per milestone
Prepare ReleaseThe flan
baseThe cream
fillingThe icing
The chocolates
Build
Test
Build
Test
Build
Test
Build
Test
workpackages
AnalyzeCase
ProducePlan
© Becota | www.becota.com | 2010
Whenever we split a thing in partswe need some glue to bringing it together again
Picture source: www.simmipage.de REVELL
© Becota GmbH | www.becota.com | 2009
The glue in managementis called coordination
Whenever we distribute work and delegate tasks,we produce a need for coordination!
If original task = 100% => distributed task > 100%(with X% extra effort for coordination involved)
Coordination keeps the bird‘s eye perspective(supervision), solves conflicts between the specializedwork packages and guerantees a joint result
A project schedule (plan) is an instrument forcoordinating the project
© Becota | www.becota.com | 2010
Coordinative tasks must be consideredwhen creating the project task list
Prepare ReleaseThe flan
baseThe cream
fillingThe icing
The chocolates
Build
Test
Build
Test
Build
Test
Build
Test
AnalyzeCase
ProducePlan
AssembleCake
ApproveFinal Result
© Becota | www.becota.com | 2010 Source: Schwalbe, 2006, p. 176
Example hierarchical WBS organized by phase…
© Becota | www.becota.com | 2010
1.0 Concept1.1 Evaluate current systems1.2 Define requirements
1.2.1 Define user requirements1.2.2 Define content requirements1.2.3 Define system requirements1.2.4 Define server owner requirements
1.3 Define specific functionality1.4 Define risks and risk management approach1.5 Develop project plan1.6 Brief Web development team
2.0 Web Site Design3.0 Web Site Development4.0 Roll Out5.0 Support
Source: Schwalbe, 2006, p. 176
… and how to translate it into a tabular WBS
© Becota | www.becota.com | 2010
Now let‘s go into detail …
Picture Source: Thomas Tatzel, 2005
Great job!But shouldn‘t we be
a bit more explicit in this phase?
then a
miracle
occurs
install
© Becota | www.becota.com | 2010
after we know the WBS:
let‘s create the
schedule!
© Becota | www.becota.com | 2010
Remember last lectures?
Picture source: http://4.bp.blogspot.com
“The way to project success is never clean and easy. Wrong expectations based on a lack of understanding and unrealistic estimates are the most important reason for project failure!”
© Becota | www.becota.com | 2010
Three major steps in project scheduling
LOGICALFLOW OF WORK
Identify the „natural“ relationshipsbetween project activities(regardless of resources)A
B
D
C
E
© Becota | www.becota.com | 2010
Three major steps in project scheduling
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
Identify the „natural“ relationshipsbetween project activities(regardless of resources)
Estimate the amount of work foreach single activity as well asfor the entire project
A
B
D
C
E
EFES
LFLS
© Becota | www.becota.com | 2010
Three major steps in project scheduling
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
Identify the „natural“ relationshipsbetween project activities(regardless of resources)
Estimate the amount of work foreach single activity as well asfor the entire project
Assign roles and resources anddefine the final project schedule
A
B
D
C
E
EFES
LFLS
task
© Becota GmbH | www.becota.com | 2010
Business logicdomain-specific (natural) set of rules andresulting order between tasks
Effortamount of work to complete a task(measured in FED = full employee days, working months or working hours; net time!)
Durationthe time span of the task (measured in calendar time, i.e. incl. weekends, holidays, etc.)
Resourcesthe persons (human resources) orother resources working on the task
Scheduling tasks involves …
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
© Becota GmbH | www.becota.com | 2010
here we concentrate on describing thebusiness logic
How to do it
– Start with the milestones (duration = zero)
– Find an appropriate level of detail andstick to it (connect only tasks of the same level)
– Identify precedences (logical constraints -> remember the „what happens next“ machine)
– Identify concurrencies (degrees of freedom ->parallelize tasks as much as possible)
– Minimze dependencies between tasks in order to avoid later bottlenecks
– Introduce tasks for project management andquality assurance (e.g. reporting, approval, etc.)in order to complete the logical flow
Identifying logical relationships between tasks
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
© Becota | www.becota.com | 2010
Three logical relationship types between tasks
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
• finish-to-start
– B cannot start until A has been finished
– A: Produce flan base -> B: Cut flan base
• start-to-start
– B cannot start until A has been started
– A: Let the dough prove -> B: prepare cream
• finish-to-finish
– B cannot finish until A is completed
– A: Add icing -> B: Approve final cake
© Becota | www.becota.com | 2010
Example predecessor table and diagrams
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
© Becota | www.becota.com | 2010
Critical path analysis
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
here we concentrate on describing thecritical process paths („longest full path“)
• How to do it
– Start with estimating the duration per task
– Assign the figures to the logical flow
– Identify the most critical path
– Determine it‘s entire duration
© Becota | www.becota.com | 2010
Critical path analysis
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
here we concentrate on describing thecritical process paths („longest full path“)
• How to do it
– Start with estimating the duration per task
– Assign the figures to the logical flow
– Identify the most critical path
– Determine it‘s entire duration
B
C
D
H
K
A
E G J
F
L
2 3
2 6
4
3
4
22
2 1
© Becota | www.becota.com | 2010
Critical path analysis
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
here we concentrate on describing thecritical process paths („longest full path“)
• How to do it
– Start with estimating the duration per task
– Assign the figures to the logical flow
– Identify the most critical path
– Determine it‘s entire duration
B
C
D
H
K
A
E G J
F
L
2 3
2 6
4
3
4
22
2 1
© Becota | www.becota.com | 2010
Understand effort and duration
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
effort = actual use of resources(productive time, net working time)
duration = reserved maximum time span (includesproductive as well as unproductive time)
© Becota | www.becota.com | 2010
Understand effort and duration
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
effort = actual use of resources(productive time, net working time)
duration = reserved maximum time span (includesproductive as well as unproductive time)
StartCalendarDate
EndCalendar
Date
Work Work
DURATION
EFFORT
Task/Activity
© Becota | www.becota.com | 2010
Components of the detailed schedule data
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
Earliest start (ES) = Latest Earlest Finish (EF) of the predecessors
Earliest finish (EF) = ES + Duration
Latest finish (LF) = Earliest Latest Start (LS) of the sucessorsLatest start (LS) = LF – Duration
© Becota | www.becota.com | 2010
Components of the detailed schedule data
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
Earliest start (ES) = Latest Earlest Finish (EF) of the predecessors
Earliest finish (EF) = ES + Duration
Latest finish (LF) = Earliest Latest Start (LS) of the sucessorsLatest start (LS) = LF – Duration
Slack = degree of freedom before delaying eitherthe next task or the entire project(also: float or buffer time)
= LF – ES – Duration
EarliestStart
LatestStart
EarliestFinish
LatestFinish
Duration
Slack
© Becota | www.becota.com | 2010
Calculating the scheduleStep 0: initial situation
B
C
D
H
KA
E G J
F
L
2 3
2 6
4
3
4
22
2 1
ES 2 EF ES 6 EF
Task C Task H
LS S LF LS S LF
0 2 EF ES 3 EF ES 4 EF ES 2 EF ES 1 EF
Task A Task B Task D Task K Task L
LS S LF LS S LF LS S LF LS S LF LS S LF
ES 4 EF
Task F
LS S LF
ES 3 EF ES 2 EF ES 2 EF
Task E Task G Task J
LS S LF LS S LF LS S LF
© Becota | www.becota.com | 2010
Calculating the scheduleStep 0: initial situation
ES Duration EF
Task name
LS Slack LF
Legend:
ES 2 EF ES 6 EF
Task C Task H
LS S LF LS S LF
0 2 EF ES 3 EF ES 4 EF ES 2 EF ES 1 EF
Task A Task B Task D Task K Task L
LS S LF LS S LF LS S LF LS S LF LS S LF
ES 4 EF
Task F
LS S LF
ES 3 EF ES 2 EF ES 2 EF
Task E Task G Task J
LS S LF LS S LF LS S LF
© Becota | www.becota.com | 2010
Calculating the scheduleStep !: forward pass
ES Duration EF
Task name
LS Slack LF
Legend:
5 2 7 7 6 13
Task C Task H
LS S LF LS S LF
0 2 2 2 3 5 5 4 9 14 2 16 16 1 17
Task A Task B Task D Task K Task L
LS S LF LS S LF LS S LF LS S LF LS S LF
8 4 12
Task F
LS S LF
5 3 8 8 2 10 12 2 14
Task E Task G Task J
LS S LF LS S LF LS S LF
forward pass:
- from left to right- determine ES and EF- EF = ES + D- ESsuccessor = EFpredecessor
© Becota | www.becota.com | 2010
Calculating the scheduleStep !: forward pass
ES Duration EF
Task name
LS Slack LF
Legend:
5 2 7 7 6 13
Task C Task H
LS S LF LS S LF
0 2 2 2 3 5 5 4 9 14 2 16 16 1 17
Task A Task B Task D Task K Task L
LS S LF LS S LF LS S LF LS S LF LS S LF
8 4 12
Task F
LS S LF
5 3 8 8 2 10 12 2 14
Task E Task G Task J
LS S LF LS S LF LS S LF
forward pass:
- from left to right- determine ES and EF- EF = ES + D- ESsuccessor = EFpredecessor
- if multiple predecessors,take highest/latest EF
© Becota | www.becota.com | 2010
Calculating the scheduleStep 2: backward pass
ES Duration EF
Task name
LS Slack LF
Legend:
backward pass:
- from right to left- determine LS and LF- LS = LF – D- LFpredecessor = Lssuccessor
5 2 7 7 6 13
Task C Task H
6 S 8 8 S 14
0 2 2 2 3 5 5 4 9 14 2 16 16 1 17
Task A Task B Task D Task K Task L
1 S 3 3 S 6 10 S 14 14 S 16 16 S 17
8 4 12
Task F
8 S 12
5 3 8 8 2 10 12 2 14
Task E Task G Task J
7 S 10 10 S 12 12 S 14
© Becota | www.becota.com | 2010
5 2 7 7 6 13
Task C Task H
6 S 8 8 S 14
0 2 2 2 3 5 5 4 9 14 2 16 16 1 17
Task A Task B Task D Task K Task L
0 S 2 2 S 5 10 S 14 14 S 16 16 S 17
8 4 12
Task F
8 S 12
5 3 8 8 2 10 12 2 14
Task E Task G Task J
5 S 8 10 S 12 12 S 14
Calculating the scheduleStep 2: backward pass
ES Duration EF
Task name
LS Slack LF
Legend:
backward pass:
- from right to left- determine LS and LF- LS = LF – D- LFpredecessor = Lssuccessor
- if multiple successors,take shortest/earliest LS
© Becota | www.becota.com | 2010
5 2 7 7 6 13
Task C Task H
6 1 8 8 1 14
0 2 2 2 3 5 5 4 9 14 2 16 16 1 17
Task A Task B Task D Task K Task L
0 0 2 2 0 5 10 5 14 14 0 16 16 0 17
8 4 12
Task F
8 0 12
5 3 8 8 2 10 12 2 14
Task E Task G Task J
5 0 8 10 2 12 12 0 14
Calculating the scheduleStep 3: calculate slack/float
ES Duration EF
Task name
LS Slack LF
Legend:
slack/float:S = maxtime – durationS = (LF-ES) – duration
If you got a negative slack,you need to review thetask order, compress theflow and/or postponedate(s)
© Becota GmbH | www.becota.com | 2010
Down-scale project (reduce scope)
Reduce quality (shift scope)
> these 2 approaches mean „giving up“
How to compress your schedule?
© Becota GmbH | www.becota.com | 2010
Down-scale project (reduce scope)
Reduce quality (shift scope)
> these 2 approaches mean „giving up“
Allow overlapping and parallel tasks
Outsource tasks to third-party
Eliminate tasks and/or buffer
> these 3 approaches enhance the risk
How to compress your schedule?
© Becota GmbH | www.becota.com | 2010
Down-scale project (reduce scope)
Reduce quality (shift scope)
> these 2 approaches mean „giving up“
Allow overlapping and parallel tasks
Outsource tasks to third-party
Eliminate tasks and/or buffer
> these 3 approaches enhance the risk
Apply better methods and/ tools
Train people and/ or hire experts
Work overtime
> these 3 approaches are expensive
How to compress your schedule?
© Becota GmbH | www.becota.com | 2010
Down-scale project (reduce scope)
Reduce quality (shift scope)
> these 2 approaches mean „giving up“
Allow overlapping and parallel tasks
Outsource tasks to third-party
Eliminate tasks and/or buffer
> these 3 approaches enhance the risk
Apply better methods and/ tools
Train people and/ or hire experts
Work overtime
> these 3 approaches are expensive
Add more resources/ people
> this not always works!
How to compress your schedule?
© Becota | www.becota.com | 2010
When adding resources won‘t enhance productivity
100 guys might be able to dig100 times faster than one guy … but
Picture source: http://derekmcauley.files.wordpress.com
© Becota GmbH | www.becota.com | 2010
When adding resources won‘t enhance productivity
“The bearing of a child takes nine months, no matter how many women are assigned”
Quote: Fred Brooks
Picture source: http://in.theasianparent.com
© Becota GmbH | www.becota.com | 2010
It is in the nature
of some tasks that they
cannot be speeded up
- Tasks which are highly individual(either physically or intellectually)
- Tasks which are inevitablysequential, i.e. activities that needresults of the predecessor(s)
When adding resources won‘t enhance productivity
“The bearing of a child takes nine months, no matter how many women are assigned”
Quote: Fred Brooks
Picture source: http://in.theasianparent.com
© Becota GmbH | www.becota.com | 2010
Another wrong myth is aboutadding last second resources
Picture source: http://img.wallpaperstock.net
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Adding late resources to a delayed projectwon’t necessarily accelerate things … but …
Picture source: http://www.wstahr.de/UntMat
© Becota | www.becota.com | 2010
…it will surely lead to a big waste of money!
Picture source: http://farm5.static.flickr.com
It is in the nature
of a project that adding
late resources will
- cause enormouscoordination effort (PM effort)
- create a significant needof training and knowledgetransfer (team effort)
- significantly drive therisk of failure andmisunderstanding
- probably lead to chaoticsituations and a completedesaster
© Becota | www.becota.com | 2010
After we know all this, let‘s assign human resources to our schedule
Picture source: www.cobaplastics.com/graphics/graphic_project.jpg
© Becota | www.becota.com | 2010
Understand the diference between roles and persons
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
taskrole
profile
skills & competenciesrequired to perform
the task
person
© Becota | www.becota.com | 2010
Understand the diference between roles and persons
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
taskrole
profile
skills & competenciesrequired to perform
the task
Set upDatabase
SQL expertise
person
do we have the skills inhouse?do we need to train people, etc.?split the task among people?how about substitutes?
…
Oracleexpertise
© Becota | www.becota.com | 2010
Understand the diference between roles and persons
LOGICALFLOW OF WORK
EFFORT, TIMESAND DURATION
ROLES ANDRESOURCES
A
B
D
C
E
EFES
LFLS
task
taskrole
profile
skills & competenciesrequired to perform
the task
Set upDatabase
SQL expertise
person
Mr Miller!
…
Oracleexpertise
© Becota | www.becota.com | 2010
Finally, use professional software to draw your plan
Picture source: http://i.zdnet.com/blogs/openproj_ubuntu.png
© Becota | www.becota.com | 2010
mission clear?contracts closed?
charter written?tasks scheduled?
resources in place?
then go …
© Becota | www.becota.com | 2010
… and offcially kick-off your project!
Picture source: http://www.apa.at/cms/pressecorner/attachments/
© Becota GmbH | www.becota.com | 2010
… and life is a big surprise
But always keep in mind that a plan is a plan is a plan …
Thank you very much!
presentation by
Frank Habermann
founder of Becota and Professor of Business
http://de.linkedin.com/in/frankhabermann/en
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