1. © Pearson Education Limited 2004 OHT 8.1 Cadle and Yeates: Project Management for Information Systems, 4th edition Critical Path Method(CPM)

2. © Pearson Education Limited 2004 OHT 8.2 Cadle and Yeates: Project Management for Information Systems, 4th edition Critical Path Method (CPM) A project planning and scheduling technique CPM is part of group of techniques called Network Models CPM is broken into: –Creating Work Breakdown Structure –Creating a Network Diagram of the Project –Computing Activity Times and Activity Total Float –Computing the Project Duration and Critical Path –Creating an Activity Schedule Table –Creating a GANTT Chart Schedule

3. © Pearson Education Limited 2004 OHT 8.3 Cadle and Yeates: Project Management for Information Systems, 4th edition Work breakdown structure (WBS) Figures 8.1 - 8.3 Work breakdown structures

4. © Pearson Education Limited 2004 OHT 8.4 Cadle and Yeates: Project Management for Information Systems, 4th edition Product breakdown structure (PBS) Figures 8.5 – 8.8 Product breakdown structures

5. © Pearson Education Limited 2004 OHT 8.5 Cadle and Yeates: Project Management for Information Systems, 4th edition Product flow diagram Figure 8.9 PRINCE2 ® product flow diagram

6. © Pearson Education Limited 2004 OHT 8.6 Cadle and Yeates: Project Management for Information Systems, 4th edition Product description Purpose Composition Derivation Quality/completion criteria Can add: –Format –Related products –Review methods

7. © Pearson Education Limited 2004 OHT 8.7 Cadle and Yeates: Project Management for Information Systems, 4th edition Work packages Figure 8.10 Work packages for a training course

8. © Pearson Education Limited 2004 OHT 8.8 Cadle and Yeates: Project Management for Information Systems, 4th edition Linear responsibility chart Figure 8.11 Linear responsibility chart

9. © Pearson Education Limited 2004 OHT 8.9 Cadle and Yeates: Project Management for Information Systems, 4th edition Establishing Activity Precedence CodeActivityImmediate Predecessors ADraft Req. Catalogue BReview Req Catalogue CDraft data flow diagram DInterview Notes EAgreed data flow diagram Some activities must be down before others

10. © Pearson Education Limited 2004 OHT 8.10 Cadle and Yeates: Project Management for Information Systems, 4th edition Network diagram (activity-on-arrow) Figure 8.12 Network diagram (activity-on-arrow format)

11. © Pearson Education Limited 2004 OHT 8.11 Cadle and Yeates: Project Management for Information Systems, 4th edition Network with durations & critical path Figure 8.13 Network diagram with durations & critical path added Activities if delayed will delay the whole project (the activities with the longest path)

12. © Pearson Education Limited 2004 OHT 8.12 Cadle and Yeates: Project Management for Information Systems, 4th edition Activity Times Activity Earliest Start Time (EST) Activity Earliest Finish Time (EFT) Activity Latest Start Time (LST) Activity Latest Finish Time (LFT)

13. © Pearson Education Limited 2004 OHT 8.13 Cadle and Yeates: Project Management for Information Systems, 4th edition Network diagram (activity-on-node) Figure 8.15 Network diagram (activity-on-node format) EST EFT LST LFT Activity Name Activity Duration

14. © Pearson Education Limited 2004 OHT 8.14 Cadle and Yeates: Project Management for Information Systems, 4th edition Effort and elapsed time Effort = total volume of work Elapsed time depends on effort and also: –How many resources are available –What proportion of their time is available to the project –Delays outside the team’s control (eg lead times for hardware) –Dependencies on others

15. © Pearson Education Limited 2004 OHT 8.15 Cadle and Yeates: Project Management for Information Systems, 4th edition Activity Total Float Is the amount of time that an activity can be delayed without affecting overall project duration Formula: Activity Total Float = Activity LST –Activity EST Activities with total float 0 cannot be delayed without delaying the whole project Activities with some total float give some leeway in rescheduling them without delaying the whole project However, when we use up the total float on an activity, it may cause later activities to be delayed and this will reduce their total floats

16. © Pearson Education Limited 2004 OHT 8.16 Cadle and Yeates: Project Management for Information Systems, 4th edition Components of Total Float 2 components of Total Float –Free float: Part of total float whose usage will not cause subsequent activites to be delayed and thus will not affect total float –Interfering float: Part of total float whose usage will cause subsequent activities to be delayed and thus will affect their total floats

17. © Pearson Education Limited 2004 OHT 8.17 Cadle and Yeates: Project Management for Information Systems, 4th edition Free Float The delay activity without affecting the total float of subsequent activities Formula: Free Float = min. EST of Activity’s successors – Activity EFT 19 20 G,1 22 23 24 28 J,4 26 30 23 29 G,1 23 29 TF=3 FF=3 Free Float= min(23 and 24) -20

18. © Pearson Education Limited 2004 OHT 8.18 Cadle and Yeates: Project Management for Information Systems, 4th edition Use of Activity Float I ffor certain reasons you were force to delay some activities in a project, you would first choose to delay activities with free float. Once you have run out of such activities, you would then delay activities with interfering float. –In delaying such activites you would have to recompute the total float of all subsequent activities as they may have disappeared Choose to delay activities without any total float only as a last resort as doing so would cause the project to be delayed

19. © Pearson Education Limited 2004 OHT 8.19 Cadle and Yeates: Project Management for Information Systems, 4th edition Project Duration and Critical Path The shortest possible project duration is equal to the EST of the END activity The critical path is the path comprising all activities with zero total float. Delays in any of the activities in the critical path will result in delaying the entire project. We can identify the critical path by looking for all activities with zero total float The critical path is also always the longest continuous path activities in a network diagram from the beginning to the end of a project. The duration of the critical path is always equal to the shortest possible project duration It is usual to label the critical path by coloring, highlighting it or by drawing two small strokes across all activities in the critical path

20. © Pearson Education Limited 2004 OHT 8.20 Cadle and Yeates: Project Management for Information Systems, 4th edition Timing Convention “End of Date”: Day 0 means “End of Day 0” “Start of Date”: Day 1 means “Start of Day 1” –If use “Start of Date” for start dates and “End of Date” for finish dates, and activity starting on Day 1 and ending on Day 2 has a duration of 2 (and not 1) days

21. © Pearson Education Limited 2004 OHT 8.21 Cadle and Yeates: Project Management for Information Systems, 4th edition Activity Scheduling ActivityDurationESTEFTLSTLFTTotal Float Free Float A

22. © Pearson Education Limited 2004 OHT 8.22 Cadle and Yeates: Project Management for Information Systems, 4th edition Network diagram Figure 10.1 Dependency network with activity durations

23. © Pearson Education Limited 2004 OHT 8.23 Cadle and Yeates: Project Management for Information Systems, 4th edition Gantt Chart Schedule (Bar chart) Figure 10.3 Schedule for two-person team showing parallel activities EST Duration

24. © Pearson Education Limited 2004 OHT 8.24 Cadle and Yeates: Project Management for Information Systems, 4th edition Bar chart with milestones added Figure 10.6 Bar chart showing project milestones

25. © Pearson Education Limited 2004 OHT 8.25 Cadle and Yeates: Project Management for Information Systems, 4th edition Bar chart with ‘overhead’ task added Figure 10.7 Bar chart showing project management as continuous activity over project

26. © Pearson Education Limited 2004 OHT 8.26 Cadle and Yeates: Project Management for Information Systems, 4th edition Bar chart and resource histogram Figure 10.8 Bar chart with resource histogram

27. © Pearson Education Limited 2004 OHT 8.27 Cadle and Yeates: Project Management for Information Systems, 4th edition The project and other plans

28. © Pearson Education Limited 2004 OHT 8.28 Cadle and Yeates: Project Management for Information Systems, 4th edition PRINCE2® plans Figure 10.10 PRINCE2 ® plans

29. © Pearson Education Limited 2004 OHT 8.29 Cadle and Yeates: Project Management for Information Systems, 4th edition Contents of PRINCE2® project/stage plan Figure 10.11 Contents of PRINCE2 ® project and stage plans

30. © Pearson Education Limited 2004 OHT 8.30 Cadle and Yeates: Project Management for Information Systems, 4th edition Project budget Figure 10.13 Example budget for an IT project