1. SE503 Advanced Project Management
Dr. Ahmed Sameh, Ph.D.
Professor, CS & IS
Traditional Project Management

2. Traditional Approach Plan the work Work the plan Scope of work Budget
Schedule
Work the plan
Manage the project team
Deal with resources, contractors, consultants
Deal with uncertainty
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3. Project Plan - Contents
Objectives (present vs. proposed situation)
Benefits
Project Team Organization
Scope of Work
Budget (detail, controls)
Schedule (Network, Milestones)
Resources (equipment, labor, contractors)
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4. Project Plan - Purpose Identify objectives and key deliverables
Baseline for evaluating progress
Coordinate with external parties
Communicate to affected parties
Highlight critical issues
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5. Why Organize the Work? Formal definition of scope
Work Breakdown Structure
Provides a basis for organizing the project
Budget and estimates
Schedule and tracking
Documentation
Personnel assignments
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6. Work Breakdown Process
Inputs
Project objectives
Constraints
Assumptions
Methods
Identify deliverables
Define how they will be produced
Outcomes
Hierarchical organization
Numbering system
Verify
Are objectives met?
Any missing tasks?
Any non-value tasks?
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7. Work Breakdown Strategies
Divide and conquer
Divide by…
Geography
Specialty
Process flow
Time (phase)
Deliverables
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8. Some WBS Issues Numbering system Hierarchy span
Related to systems in use
Equipment numbers
Account numbers
Drawing numbers
Project filing system
Provides a coherent numbering system for budget, schedule
Hierarchy span
Number of subdivisions at each level
How many is too many?
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9. WBS Checklist Research Design Material/Equipment Specification
Purchasing
Delivery/Move to job site
Installation
Startup/checkout
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10. Remember…
Permits/licenses
Meetings
Reports
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11. WBS Format Project A Part 1 Part 2 Part 3 Task A101 Task A102
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12. Project Budget Total Cost Estimate Spending Plan
Target Accuracy (5-15%)
Follow the WBS and Schedule
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13. Elements of an Estimate
Material Cost
remember tax and freight (11%)
Labor Cost
Remember overtime, holiday pay, etc.
Other Costs
Permits, fees
Equipment rental, leases
Secretarial, administration, document reproduction, phone calls, fax, overhead, profit, etc.
Contingency and escalation
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14. Presenting the Budget Report in Dollars Follow Work Breakdown Breakout
Direct costs/Indirect costs
Labor/Non-labor
Overhead/Burden/G&A
Labor hours, breakout by craft
Indicate Uncertainty
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15. Spending Plan Combination of budget and schedule
Period-by-period spending
Cumulative spending curve
Distribute indirect/other costs
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16. Project Scheduling Time dimension of project plan
Shows logical relationships between tasks
Determines completion date and milestone dates
Identifies critical items
Core of project management
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17. Schedule Elements Tasks (have duration)
Milestones (no duration, important events)
Relationships (between tasks/milestones)
Time line (hours, days, weeks, months)
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18. Network Techniques PERT/CPM Precedence Diagramming
Logical relationships
Immediate predecessors only
Critical Path - longest path from project start to project finish.
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19. Precedence Relationships
Immediate Predecessors
Finish-to-Start (standard)
Start-to-Start (start dependency)
Finish-to-Finish (finish dependency)
Start-to-Finish (overlap)
Lag
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20. Time Estimating Single estimate Three-point estimate (PERT)
Optimistic (To)
Most Likely (Tm)
Pessimistic (Tp)
Expected = (To + 4Tm + Tp) / 6
Beta distribution, triangle distribution
Inaccuracies
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21. Estimating Exercise
24-piece puzzle
Three-point estimate
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22. Presenting the Schedule
Gantt Chart
Activities vs. Time
No logic
Precedence Diagram (PERT chart)
Shows logic
No time scale
Time scaled logic diagram (both)
Indicate activities on Critical Path
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23. Project Network START node END node Tasks have Critical Path
No predecessors
One or more successors
END node
One or more predecessors
No successors
Tasks have
Duration
Critical Path
Longest path from START to END
Network is
Directed
Acyclic
Compact
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24. Project Network Structure
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25. Example Time-scaled Logic
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26. Network Calculations Forward pass Backward pass
Use early start and early finish dates
Series (add) and parallel (max) combinations
Calculate critical path (latest early finish)
Backward pass
Calculate late finish and late start
Calculate slack (or criticality)
Identify critical tasks
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27. Schedule Terminology Float/Slack Early Start Date Late Start Date
Early Finish Date
Late Finish Date
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28. Resource Allocation
Standard PERT/CPM methods assume project is time constrained
Resource constrained projects are common
Resources
People
Equipment
Space
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29. Why Bother? Avoid Under-Allocation Avoid Over-Allocation
Idle time
Layoffs
Avoid Over-Allocation
Exceeding available pool
Early warning of delays
Allocate Resources Across Multiple Projects
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30. Resource Procedures Identify Resources for each Task
Blend Resource Needs with Schedule to Identify Demands on each Resource
Identify Options to Improve Resource Allocation
Identify Effects on Schedule/Critical Path
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31. Resource Considerations
Tasks that Exceed the Planned Duration often Consume More Resources
Adding Resources to a Task does not always Reduce Duration Linearly
There is usually a Cost Involved with Changing Resource Allocations
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32. Resource Leveling Level the Demand on each Resource Approaches
Change task durations (shorter/longer)
Shift task start times
Split tasks
Resource Leveling Becomes Complicated Very Quickly and can Involve Multiple Strategies
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33. Summary Plan the work, work the plan Scope of work (WBS) Budget
Schedule
Time estimates
Network techniques
Resource management
Homework
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