Project planning and execution

1

Step by step

Mindmap

WBS

Network

Resource worksheet

Gantt

Resource diagram

2

What to consider when planning your project

Hard issues:

• Deadlines and duration

• Well-defined goals (e.g. a prototype – a spec for a contract) &

approvals of milestones/product deliverables

• Resources

• Risks

Soft issues:

• Interfaces (both technical, organizational & human oriented)

• Conflicts

• Communication

• Commitment versus involvement

3

A Mindmap – a good place to startCreate all issues that may be relevant

Work Breakdown Structure I

Stepwise or gradually planning process.

Structuring according to:

• Physical/geographical location

• Type of work

• Functions

• Systems

• Organisational belonging

Work Breakdown Structure IIUse e.g. your function tree or mind –map to split your project tasks into even smaller tasks.

Determine in which order you will solve the different tasks.

Example of a WBS

Network Diagrams – What and Why?

• Shows the sequences and relationship among tasks• Time and work-oriented• Reveals the workflow of a project as opposed to a WBS but says nothing

about hierarchical relationships• Good for scheduling and optimising the process (crash analysis)

8

Network diagrams – Rules

There can only be one start- and one stop activity If there is more than one start or stop – a “empty start or stop” activity is

developed All activities must have a previous and future activity An activity cannot be started until the previous one is finished If the two activities overlap, they should be divided Activities must not be connected in a circle All activities are named or numbered Earliest start date or a latest end date this is stated Calculation is made forwards as well as backwards in the network.

9

Earliest start date Earliest finishing date

Latest finishing dateLatest start date

Es Ef

Ls LfTc

B

Tc = Duration of the activity B = Name of the activity

Network diagramsSemantics of the network

Usually plans are made backwards- usually you have a fixed time of delivery

10Project planning and control

Network diagramsEstimation of duration

• Estimation can be based upon:– Experience -> Analogy– Calculations -> Break down– Process dependant and crash time (it takes the time it takes)– Different special estimation techniques dependant upon industry– Good argumentation and use of several estimation techniques normally

gives a more valid estimate

11

Activity survey and conditions

Code Activity name predecessor

A Order receipt None

B Constr. mach A

C Constr. pipes A

D Prod pipes C

E Prod. Stand B & D

F Weld pipes B & D

G Mount motor E

H Mount pipes F

I Start up G & H

Estimation of duration

To + 4Tm + Tp

6Tc =

Estimation of duration

Code Tm To Tp Tc

A 1 1 1 1

B 10 8 14 10,3

C 5 4 9 5,5

D 3 2 5 3,2

E 4 3 8 4,5

F 5 3 10 5,5

G 6 4 9 6,2

H 9 7 12 9,2

I 5 3 9 5,3

Earliest start date Earliest finishing date

Latest finishing dateLatest start date

Es Ef

Ls LfTc

B

Tc = Duration of the activity B = Name of the activity

Semantics of the network

Usually plans are made backwards- usually you have a fixed time of delivery

Network diagram

A – Order receipt

C – Constr Pipes

B – Const match

D – Prod Pipes H – Mount pipes

G – Mount motor

I – Start up

F – Weld Pipes

E – Prod Stand

1 11,3

1 11,3

1 6,5

2,6 8,1

10,3

5,5

6,5 9,7

8,1 11,33,2

11,3 16,8

11,3 16,85,5

11,3 15,8

15,3 19,84,5

16,8 26

16,8 269,2

15,8 22

19,8 266,226 31,3

26 31,35,3

0 1

0 11

The critical path

• Earliest finishing date is found by adding duration to start The chain of activities that determine the duration of the project is

called: critical path Some activities can be shifted or prolonged without influencing the

duration of the project – BUT not the critical path

Network diagram

A –

C –

B –

D – H –

G –

I –

F –

E –

1 11

1 11

1 6

3 8

10

5

6 9

8 113

11 16

11 165

11 15

15 194

16 25

16 259

15 21

19 25625 30

25 305

0 1

0 11

Reduce duration of the network diagram - Preparation

• Determine extra costs when speeding up activities• Determine crash time of each activity (minimum time needed)• Determine critical activities

Guidelines for reducing time

• Reduce the duration of critical activities according to the following guidelines– First Speed up the activity with the lowest extra costs, then the activity

with the second lowest costs etc.. Until one of the below criteria is met:• The desired duration is obtained• The amount allocated for speeding up purposes has been spent

Watch OUT!! The critical path changes!!!

Network diagram

A –

C –

B –

D – H –

G –

I –

F –

E –

1 11

1 11

1 6

3 8

10

5

6 9

8 113

11 16

11 165

11 15

15 194

16 25

16 259

15 21

19 25625 30

25 305

0 1

0 11

CT=1EC pr day=1000

CT=7EC pr day=1500

CT=5EC pr day=700

CT=2EC pr day=4000

CT=3EC pr day=1500

CT=2EC pr day=1400

CT=2EC pr day=1100

CT=5EC pr day=700

CT=4EC pr day=1300

1. Reduce the network with 6 days – how does the network look then?2. Reduce the network for 10000 – how does it look then?3. What’s the minimum time the project can be done at? And what does it cost?

Network diagram Q1

A –

C –

B –

D – H –

G –

I –

F –

E –

1 11

1 11

1 6

3 8

10

5

6 9

8 113

11 16

11 165

11 15

15 194

16 25

16 259

15 21

19 25625 30

25 305

0 1

0 11

CT=1EC pr day=1000

CT=7EC pr day=1500

CT=5EC pr day=700

CT=2EC pr day=4000

CT=3EC pr day=1500

CT=2EC pr day=1400

CT=2EC pr day=1100

CT=5EC pr day=700

CT=4EC pr day=1300

Reduce the network with 6 days – how does the network look then?1. Reduce H with 4 days -> 1100 x 4 = 44002. Reduce I with 1 day -> 1300 x 1 = 13003. Reduce B with 1 day -> 1500 x 1 = 1500

Network diagram S1

A –

C –

B –

D – H –

G –

I –

F –

E –

1 10

1 10

1 6

2 7

10

5

6 9

7 103

10 15

10 155

10 14

10 144

15 20

15 205

14 20

14 20620 24

20 244

0 1

0 11

CT=1EC pr day=1000

CT=7EC pr day=1500

CT=5EC pr day=700

CT=2EC pr day=4000

CT=3EC pr day=1500

CT=2EC pr day=1400

CT=2EC pr day=1100

CT=5EC pr day=700

CT=4EC pr day=1300

Reduce the network with 6 days – how does the network look then?1. Reduce H with 4 days -> 1100 x 4 = 44002. Reduce I with 1 day -> 1300 x 1 = 13003. Reduce B with 1 day -> 1500 x 1 = 1500

Network diagram Q2

A –

C –

B –

D – H –

G –

I –

F –

E –

1 11

1 11

1 6

3 8

10

5

6 9

8 113

11 16

11 165

11 15

15 194

16 25

16 259

15 21

19 25625 30

25 305

0 1

0 11

CT=1EC pr day=1000

CT=7EC pr day=1500

CT=5EC pr day=700

CT=2EC pr day=4000

CT=3EC pr day=1500

CT=2EC pr day=1400

CT=2EC pr day=1100

CT=5EC pr day=700

CT=4EC pr day=1300

Reduce the network for 10000 – how does it look then?• Reduce H with 4 days -> 1100 x 4 = 4400• Reduce I with 1 day -> 1300 x 1 = 1300• Reduce B with 2 days -> 1500 x 2 = 3000• SUM: 8700 – and 7 days ealier

Network diagram S2

CT=5EC pr day=700

CT=2EC pr day=4000

CT=3EC pr day=1500

CT=2EC pr day=1100

Reduce the network with 6 days – how does the network look then?1. Reduce H with 4 days -> 1100 x 4 = 44002. Reduce I with 1 day -> 1300 x 1 = 13003. Reduce B with 2 days -> 1500 x 2 = 30004. SUM: 8700 – and 7 days earlier

A –

C –

B –

D – H –

G –

I –

F –

E –

1 9

1 9

1 6

1 6

9

5

6 9

6 93

9 14

9 145

9 13

9 134

14 19

14 195

13 19

13 19619 23

19 234

0 1

0 11

CT=1EC pr day=1000

CT=7EC pr day=1500

CT=2EC pr day=1400

CT=5EC pr day=700

CT=4EC pr day=1300

Network diagram Q3

A –

C –

B –

D – H –

G –

I –

F –

E –

1 11

1 11

1 6

3 8

10

5

6 9

8 113

11 16

11 165

11 15

15 194

16 25

16 259

15 21

19 25625 30

25 305

0 1

0 11

CT=1EC pr day=1000

CT=7EC pr day=1500

CT=5EC pr day=700

CT=2EC pr day=4000

CT=3EC pr day=1500

CT=2EC pr day=1400

CT=2EC pr day=1100

CT=5EC pr day=700

CT=4EC pr day=1300

What’s the minimum time the project can be done at? And what does it cost?1. The network can be divided into 2 (with two ways each) + 2 (start-stop)2. Reduce B with 3 days (3 x 1500) = 45003. Reduce D with 1 day (1 x 4000) = 40004. Reduce H with 7 days (7 x 1100) = 77005. Reduce E with 2 days (2 x 1400) = 28006. Reduce G with 1 day (1 x 700) = 7007. Reduce I with 1 day (1 x 1300) = 1300

Network diagram S3

A –

C –

B –

D – H –

G –

I –

F –

E –

1 8

1 8

1 6

1 6

7

5

6 8

6 82

8 13

8 135

8 10

8 102

13 15

13 152

10 15

10 15515 19

15 194

0 1

0 11

CT=1EC pr day=1000

CT=7EC pr day=1500

CT=5EC pr day=700

CT=2EC pr day=4000

CT=3EC pr day=1500

CT=2EC pr day=1400

CT=2EC pr day=1100

CT=5EC pr day=700

CT=4EC pr day=1300

What’s the minimum time the project can be done at? And what does it cost?1. The network can be divided into 2 (with two ways each) + 2 (start-stop)2. Reduce B with 3 days (3 x 1500) = 45003. Reduce D with 1 day (1 x 4000) = 40004. Reduce H with 7 days (7 x 1100) = 77005. Reduce E with 2 days (2 x 1400) = 28006. Reduce G with 1 day (1 x 700) = 7007. Reduce I with 1 day (1 x 1300) = 1300

We save 11 days, which means that minimum time is 19 at the cost at 21000. Note that time ”bought free” do not equal days saved

Resource worksheet

TaskWBS

Resource need

ResourceID

Time Duration

Comments (E.g. quantity/quality)

Design of newsletter

Graphic designer

SvendJensen

Week42

2 days Experienced designerDepending upon that concept design approved

28

Structure of tasks and time

Time

Tasks (assignments)

29

Gantt Chart

• Remember to be true to the purpose of the Gantt chart e.g. visualization or detailed planning

• Where the network diagram gives you a overview over dependencies and flow of the project. Gannt chart provides you with an overview over time and activities

• Analyse & use a network diagram for creation of Gantt Charts• Group activities in relation to work content and type of resources (e.g.

Departments) • Decide upon milestones

30

Gantt Chart

The Gantt chart may indicate the following:• Duration of activity• Time available• Time performed• Slack time• Resource• Milestones• Activity dependencies

31

Gantt chart

2 engineers 4 hours a day

Time Activity nameTime

Time available/slack

Milestone

Critical path

Progress (percent)

32

Gantt chart & resource diagram

4 h/day Activity A

Activity B

Activity C

Activity D

8 h/day6 h/day

4 h/day

4 hours

8 hours

12 hours

AB

C

C

D

14 hours

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Gantt chart & resource diagram

4 h/day Activity A

Activity B

Activity C

Activity D

8 h/day6 h/day

4 h/day

4 hours

8 hours

12 hours

A

BC

D

D

10 hours

34

Risks management

• Identifying risks (risks, constraints)• Prioritising risks (severity and probability)• Developing plans for risk avoiding (proactive plan)• Developing solutions and “work arounds” (response plan)• Following up and managing risks (indicators)

35

Risks managementTypical risks in real-life projects

• Funding -> E.g. get a lower amount of money than promised• Time -> Get a shorter development time• Staffing -> Can’t get the right people• High performance team -> conflicts in team• Customer relations -> customers don’t have the needed time to

work with you• Project size and task complexity• Overall project structure e.g. In a political environment• External factors -> E.g. new technology or new government

36

Risks management

• Risk -> naming the risk and potential impact on project• Probability of risk will occur• Severity if risk occur • Pro-active risk avoiding plan – what can be done to avoid risk• Response plan if risk occur• Indicators – shows if the risk may occur

• Remember to:– Prioritise risks– Follow up upon prioritised risks

37

Risk management matrix

Risk Probability Severity Pro-activeaction

Response plan

Indicators

Lack of time

High Severe – deadline must be kept

Tight control of progress

Work extra hours

Various excuses from group-members

38

Workshop: Identifying risks for your project

• What are the risks for student projects?

Risk Probability Severity Pro-activeaction

ResponsePlan

Indicators

39

To the next time

• Hand in preliminary project description – October 1rst (to your supervisor and upload to fronter) –

– ALL 7 sections must be included ( including a Gantt chart)– For Gantt chart use Excell, MS project or other PM IT based tools– Approximately 10 pages– Everyone from the group must “deliver” and participate in the work