1. PROJECT SCOPE, SCHEDULE, AND RESOURCE MANAGEMENT

2. TRIPLE CONSTRAINTS
Project Management Triple Constraints or “Iron Triangle” is a model of constraints of project management

3. PROJECT SCOPE MANAGEMET

4. SCOPE MANAGEMENT PROCESSES
Collect Requirements: Determining and documenting stakeholder needs
Define Scope: Developing of detailed description of project and product
Create WBS: Subdividing project deliverables and project work into smaller, more manageable parts

5. WORK BREAKDOWN STRUCTURE (WBS)

6. WHAT IS WBS? Project Management Inctitute (PMI) defines WBS as:
“A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables”

7. WHAT IS WBS? Wikipedia defines WBS as:
“A work breakdown structure (WBS), in project management and systems engineering, is a deliverable oriented decomposition of a project into smaller components. It defines and groups a project's discrete work elements in a way that helps organize and define the total work scope of the project.”
“A work breakdown structure element may be a product, data, service, or any combination.”

8. WBS TYPES Approaches to break activities into detail by:
Product component approach
Examples: Design documents, manuals, the running system, GUI, database, algorithms, etc.
Functional approach
Analysis, design, implementation, integration, testing, delivery, reviews, etc.
Geographical area
Examples: TUM team, CMU team, off-shore team, etc.
Organizational approach
Research, product development, marketing, sales, etc.

9. WBS LEVELS
Each level of WBS represents an increasingly detailed definition of project or product
WBS lays out the individual elements that will construct the project
Each element must be numbered
Lowest level elements are called “Work Packages”

10. WBS LEVELS AND NUMBERING
Major project deliverables or activities are identified
Codes assigned to each WBS component
Level 0 - project
Level 1 - major deliverables or major activities or hybrid (mixture of deliverables & activities)
Level 2 – Breakdown (details) of Level 1
Lebel n – Breakdown (details) of Level n-1
Final level – work packages

11. WBS NUMBERING SYSTEM
1.0
1.2
1.3
1.4
1.2.1
1.2.2
1.2.3
1.3.1
1.3.2
The project is the overall project under development
Deliverables are major project components
Sub-deliverables are supporting deliverables
Work Packages are individual project activities

12. PRODUCT WBS

13. PROCESS WBS

14. WBS PURPOSE
Project Scope: Shows all project activities and/or product sub-systems that will be necessary to do
Project Chart: Shows structural hierarchy of project work to be done
Project Time & Cost Estimation: Work packages are used to estimate time & cost, and they are rolled-up (aggregated) upwards
Project Measurement & Control: Each work package is assigned a cost account, and its status is tracked

15. WBS DESIGN Top-Down Bottom-Up Both Top-Down & Bottom-Up
Rolling Wave – greater decomposition occurs as project components becomes more defined over time
Each level should contain around +/- 7 elements

16. WORK PACKAGE
Work packages should contain activities that are short in duration (1 or 2 weeks)
Work package activities can be completed by an individual or a small team
All work packages should be similar in size or effort needed unless work package is being outsourced to another company

17. WBS REPRESENTATION
Organization Chart (Tree-Structued like in previous examples)
Indented List

18. PROJECT TIME MANAGEMENT

19. TIME MANAGEMENT PROCESSES
Define Activities: Identify specific actions to be performed in each work package
Sequence Activities: Identifying relationships among activities
Estimate Activity Resources: Estimate type of quantities of material, human resources, equipment, or supplies for each activity
Estimate Activity Durations: Estimate number of hours to complete each activity
Develop Schedule: Analyze activity sequences, durations, resource requirements, and schedule constraints to create schedule model

20. DEFINE ACTIVITIES
Break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling
Activity definitions include description, name, identifier, Work Package ID, predessor & successor activities, leads & lags, resource requirements, imposed dates, constraints, and assumptions, person responsible, etc.

21. ACTIVITIES IN MS PROJECT

22. NETWORK DIAGRAM
Provide a basis for planning and how to use the resources
Identify the critical path and project completion time
Identify where slacks (float) are
Reveal interdependencies of activities
Aid in risk analysis (what-if analysis)

23. NETWORK DIAGRAM
Identify relationships among activities to obtain greatest efficiency given all constraints
Project network diagram is a schematic display that illustrates the various activities (or tasks) in a project as well as their sequential relationships
Activity sequences can be sequential or parallel

24. NETWORK DIAGRAM
Precedence Diagramming Method (PDM) activities are represented by nodes and graphically linked by one or more logical relationships to show their sequences
Activity-on-node (AON) is one method of representing PDM
AON is used by most project management software tools

25. NETWORK DIAGRAM

26. MS PROJECT NETWORK DIAGRAM

27. Project SchedulIng Terms
Successors
Predecessors
Network diagram
Serial activities
Concurrent activities
Merge activities
Burst activities
Node
Path
Critical Path E D C B A F
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28. SEQUENCE ACTIVITIES All activities must be linked to each other
Network diagrams flow from left to right
An activity cannot begin until all preceding activities have been completed
Each activity should have a unique identifier (number, letter, code, etc.)
Looping is not permitted
It is common to start from a single beginning and finish on a single ending node

29. ActIvIty TYPES Serial activities flow from one to the next
Concurrent activities are accomplished at the same time
Merge activities have two or more immediate predecessor
Burst activities have two or more successor activities
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30. SERIal ActIvItIes
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31. Parallel ActIvItIES
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32. Merge ActIvItIES Activity A Activity B Activity D Activity C
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33. Burst ActIvItIES Activity B Activity A Activity C Activity D
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34. ACTIVITY SEQUENCING
Define project and all of its significant activities
Develop relationship among activities
Decide which activities must precede others
Draw network connecting all of the activities
Compute longest path which is the critical path
Calculate activity slacks (float)
Use network to help plan, schedule, and control

35. CRITICAL PATH Path through network with longest duration
Shortest time a project can be completed
Path may change from time to time as activities are completed ahead or behind schedule
Path activities have zero total slack and least amount of scheduling flexibility
Any delay on critical activities will delay project
Project manager should watch critical path activities very carefully

36. Forward Pass
Forward pass determines Earliest Start (ES) an activity can begin and Earliest Finish (EF) it can complete
There are 3 steps:
Add all activity times along each path as we move through the network (ES + Duration = EF)
Carry the EF time to the activity nodes immediately succeeding recently completed node. That EF becomes ES of next node, unless succeeding node is a merge point
At a merge point, largest preceding EF becomes ES for that node (because earliest successor can begin is when all preceding activities have been completed)
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37. Backward Pass
The goal of backward pass is to determine each activity's Late Start (LS) and Late Finish (LF) times.
There are 3 steps:
Subtract activity times along each path LS = LF – Duration
Carry back LS time to activity nodes immediately preceding successor node. That LS becomes LF of next node, unless preceding node is a burst node
In case of a burst point, smallest succeeding LS becomes LF for that node (because latest a predecessor can finish is when any one of the successor activities should start)
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38. Slack TIme (Float)
Since there exists only one path through network that is longest, other paths must either be equal or shorter
Therefore, there are activities that can be completed before time when they are actually needed
The time between scheduled completion date and required date to meet critical path is referred as the slack time
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39. Slack TIme (Float)
Use of slack time provides better resource scheduling
Provides warning signs i.e. if available slack begins to decrease, then activity is taking longer than anticipated.
Slack time is equal to:
LS – ES Or
LF – EF
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40. CRITICAL PATH EXAMPLE ACTIVITY DESCRIPTION IMMEDIATE PREDECESSORS A
Build internal components — B
Modify roof and floor C
Construct collection stack D
Pour concrete and install frame E
Build high-temperature burner F
Install control system G
Install air pollution device
D, E H
Inspect and test
F, G

41. EXPECTED TIME, t = [(a + 4m + b)/6]
CRITICAL PATH EXAMPLE
ACTIVITY
OPTIMISTIC, a
MOST PROBABLE, m
PESSIMISTIC, b
EXPECTED TIME, t = [(a + 4m + b)/6]
VARIANCE, [(b – a)/6]2 A 1 2 3
4/36 B 4 C D 6
16/36 E 7
36/36 F 9
64/36 G 11 5 H 25

42. CRITICAL PATH EXAMPLE

43. CRITICAL PATH EXAMPLE
To find the critical path, we need to determine the following quantities for each activity in the network.
Earliest start time (ES): the earliest time an activity can begin without violation of immediate predecessor requirements.
Earliest finish time (EF): the earliest time at which an activity can end.
Latest start time (LS): the latest time an activity can begin without delaying the entire project.
Latest finish time (LF): the latest time an activity can end without delaying the entire project.

44. CRITICAL PATH EXAMPLE A t = 2 ES = 0 EF = 0 + 2 = 2 Start B t = 3

45. CRITICAL PATH EXAMPLE

46. CRITICAL PATH EXAMPLE

47. CRITICAL PATH EXAMPLE A 2 Yes B 3 1 4 No C D 7 8 E F 10 13 6 G H 15
ACTIVITY
EARLIEST START, ES
EARLIEST FINISH, EF
LATEST START, LS
LATEST FINISH, LF
SLACK, LS – ES
ON CRITICAL PATH? A 2
Yes B 3 1 4 No C D 7 8 E F 10 13 6 G H 15

48. CRITICAL PATH EXAMPLE

49. CRITICAL PATH EXAMPLE
The critical path analysis helped to determine the expected project completion time of 15 weeks
But variation in activities on the critical path can affect overall project completion, and this is a major concern
PERT uses the variance of critical path activities to help determine the variance of the overall project

50. CRITICAL PATH EXAMPLE
Optimistic Time: time an activity will take if everything goes well. There should be only a small probability, say 1/100 of this happening
Pessimistic Time: time an activity will take if nothing goes well. There should be only a small probability, say 1/100 of this happening
Most Likely: Most realistic time estimate to complete an activity

51. PERT TIME ESTIMATES ∑ variances of activities on the critical path
Project variance = ∑
variances of activities on the critical path

52. EXPECTED TIME, t = [(a + 4m + b)/6]
PERT TIME ESTIMATES
ACTIVITY
OPTIMISTIC, a
MOST PROBABLE, m
PESSIMISTIC, b
EXPECTED TIME, t = [(a + 4m + b)/6]
VARIANCE, [(b – a)/6]2 A 1 2 3
4/36 B 4 C D 6
16/36 E 7
36/36 F 9
64/36 G 11 5 H 25

53. PROJECT VARIANCE
ACTIVITY
VARIANCE A
4/36 C E
36/36 G
64/36 H
Project variance = 4/36 + 4/ / /36 + 4/36 = 112/36 = 3.111

54. PROJECT VARIANCE
We know the standard deviation is just the square root of the variance, so:

55. STANDARD DEVIATION

56. PROJECT COMPLETION PROBABILITY
From Areas Under the Standard Curve, we find the probability of associated with this Z value.
That means the probability this project can be completed in 16 weeks or less is

57. PROJECT COMPLETION PROBABILITY

58. PROJECT COMPLETION PROBABILITY
The project’s expected completion date is 15 weeks.
There is a 71.6% chance that the equipment will be in place within the 16-week deadline.
Five activities (A, C, E, G, H) are on the critical path.
Three activities (B, D, F) are not critical but have some slack time built in.

59. TASK(ACTIVITY) LINK RELATIONSHIPS
Precedence Diagramming Method (PDM) : includes four types of dependencies or logical relationships
Finish-to-Start(FS): Successor activity cannot start until predecessor activity has finished
Finish-to-Finish(FF): Successor activity cannot finish until predcessor activity has finished
Start-to-Start(SS): Successor activity cannot start until predcessor activity has started
Start-to-Finish(SF): Successor activity cannot finish until predcessor activity has started

60. TASK(ACTIVITY) LINK RELATIONSHIPS

61. Lag BETWEEN ACTIVITIES
Lag is the time between Early Start or Early Finish of one activity and Early Start and Early Finish on another activity.
For example, in a Finish-to-Start dependency with a 10-day lag, the successor activity cannot start until 10 days after the predecessor activity has finished.
Lags are not the same as slacks. Lags are between activities whereas slacks are within activities.
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62. This lag is not the same as activity slack
FInISH to Start Lag
Most common type of sequencing
Shown on the line joining the modes
Added during forward pass
Subtracted during backward pass
This lag is not the same as activity slack A
Spec Design 6 B
Design Check 5 C
Blueprinting 7
Lag 4
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63. Lead BETWEEN ACTIVITIES
Lead allows an acceleration of the successor activity. We can expedite the schedule by not waiting a preceding activity to be completely finished before starting its successor.
For example, in a Finish-to-Start dependency with a 10-day lead, the successor activity can start 10 days before the predecessor activity has finished.
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64. LadderIng ActIvItIES ABC=18 days Laddered ABC=12 days
Project ABC can be completed more efficiently if subtasks are used (Fast Tracking)
ABC=18 days
A(3)
B(6)
C(9)
A1(1)
A2(1)
A3(1)
B1(2)
B2(2)
B3(2)
C1(3)
C2(3)
C3(3)
Laddered ABC=12 days
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65. Useful with a complex project or one that has a shared budget
Hammock ActIvItIES
Used as summaries for subsets of activities
0 A 5
B 15
15 C 18
0 Hammock 18
Useful with a complex project or one that has a shared budget
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66. GANTT CHARTS Establish a time-phased network
Can be used as a tracking tool
Benefits of Gantt charts
Easy to create and comprehend
Identify the schedule baseline network
Allow for updating and control
Identify resource needs

67. GANTT CHART EXAMPLE FIGURE 10.8
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

68. GANTT CHART – CRITICAL PATH
FIGURE 10.9  
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

69. GANTT CHART – RESOURCES
FIGURE 10.10  
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

70. GANTT CHART – LAG RELATIONSHIPS
FIGURE 10.11  
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

71. TASK (ACTIVITY) CONSTRAINTS
Constraints determines if/how much a task can be re-sheduled
Flexible constraints
As Soon As Possible (ASAP)
As Late As Possible (ALAP)
Semi-Flexible constraints
Start No Earlier Than (SNET)
Start No Later Than (SNLT)
Finish No Earlier Than (FNET)
Finish No Later Than (FNLT)
Inflexible constraints
Must Start On (MSO)
Must Finish On (MFO)
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72. RESOURCE MANAGEMENT
At any given time, a company may have a fixed level of various resources available for its projects
Relationship between time and resource availability & usage is should be optimized
Effective project scheduling is a multi-step process
Project Activity Network should be created and then available resources for each activity should be considered
Network can change depending on resource availability and skill levels

73. RESOURCE MANAGEMENT
Project durations can be shortened if activities can be done in parallel; of course if there is personnel available to do the job
Physical resources can also be a problem
Challenge of optimally scheduling resources across project’s network activity diagram becomes highly complex

74. RESOURCE LOADING
Resource loading describes amount of individual resources a schedule requires during specific time periods
Loads (requirements) of each resource type listed as a function of time period
They are called Resource Loading Table/Chart or Resource usage calendar
Resource loading gives a general understanding of a project’s demands on a company’s resources
They can also provide warning signs of resource over location problems

75. RESOURCE OVERALLOCATION

76. RESOURCE LOADING CHART

77. RESOURCE LEVELING Resource leveling also called resource smoothing
Has two objectives:
To determine resource requirements so that they will be available at the right time
To allow each activity to be scheduled with the smoothest possible transition across resource usage levels
Large fluctuations in required loads for various resources are a normal occurrence – but they are undesirable

78. RESOURCE LEVELING
If a given resource is nearly constant over its period of use, it is easier to manage
If resource is people it improves morale
Cost of hiring and layoff are expensive
There are 2 techniques to level resources:
Task Shifting
Task Splitting

79. HeurIstIc Methods
Resource allocation problem can be solved by using heuristics:
with the smallest amount of slack
with the smallest duration
that start earliest
with the most successor tasks
requiring the most resources

80. RESOURCE LEVELING STEPS
Create a project activity network diagram
Create a table showing the resources required for each activity, durations, and the total float available
Develop a time-phased resource loading table
Identify any resource conflicts and begin to smooth the loading table using one or more heuristics

81. RESOURCE LEVELING EXAMPLE

82. RESOURCE LEVELING EXAMPLE

83. RESOURCE LEVELING EXAMPLE
Activity
Duration
Predecessors ES EF LS LF
Slack A 5
None B 4 9 6 10 1 C D 11 8 14 3 E 15 16 F G 18 H 7
E,F 23 I 20 J K
H,I,J 28

84. RESOURCE LEVELING EXAMPLE
Activity
Resource Hours/Week
Days
Total Resource Hours A 6 5 30 B 2 4 8 C 20 D 3 18 E F 12 G 16 H 7 21 I J K 25
Total= 194

85. RESOURCE LEVELING EXAMPLE

86. RESOURCE LEVELING EXAMPLE
On day 10 the required resource hours is 10
If project is budgetted for up to 10 resource units per day, then it is acceptable.
C, D, and E are all scheduled on this day and have require 4, 3, and 3 hours respectively
Which activity should be adjusted?
C is on the critical path
E has 1 day slack
D has 3 days of slack (we can split the activity)

87. RESOURCE LEVELING EXAMPLE

88. RESOURCE LOADING CHARTS
Another way to create a visual diagram of resource management problem is to use resource-loading charts.
Resource conflicts can be seen in the resource-loading charts.
They are used to display the amount of resources required as a function of time on a graph.
Each activity’s resource requirements are represented as a block (resource requirement over time).

89. RESOURCE LOADING CHART EXAMPLE
Display the amount of resources required as a function of time. Resource Limit is set at 8 hourly units per day
0 A 4 Res = 6
4 B 5 Res = 2
5 D 9 Res = 7
9 E 11 Res = 3
4 C 7 Res = 2
11 F 12 Res = 6

90. RESOURCE LOADING CHART EXAMPLE
Activity
Resource
Duration ES
Slack LF A 6 4 B 2 1 5 C 3 11 D 7 9 E F 12

91. RESOURCE LOADING CHART EXAMPLE2 4 6 8 12 10 14 C B D E F
Project Days
Resources

92. RESOURCE LOADING CHART EXAMPLE2 4 6 8 12 10 14 C B D E F
Project Days
Resources