cc5001 planning tools part 1 2012

7/30/2019 CC5001 Planning Tools Part 1 2012

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Planning Stage

&

Planning Tools and Techniques

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Planning StageEstimating

Scheduling

Resources Dependencies

Milestones

Outputs

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Scheduling Setting out all project activities & tasks logically so

dependencies & resource constraints are satisfied

The project schedule is constrained by:

Resource availability

Logical dependencies

Milestone constraints

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Resources Resource availability affects task schedule

Ensure the right resources are used

Ensure resources are used efficiently

Affects cost, quality and time

Relationship between these is not linear

(see Brooks, 1995)

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Resources Human

Other

Equipment

Tools

Office space

Information

Raw materials

and so on ...

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ResourcesEnsure the person allocated to the task:

Understandstheir role

Has the correct skills

Has the necessary authority

Has access to other necessary resources

Understands the role of others in the task

(QA, management, etc.)

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Responsibility matrix

Person A B C D E F

Activity

Content I I I R I SDesign S P I R

Print I R S

Distribution R P I

I - input S - sign off

R - review P - participant


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DependenciesLogical relationships between tasks

start-to-start

start-to-finish finish-to-start

finish-to-finish

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DependenciesFinish-to-start is common

task A must finish before task B can start

may include lag (delay) and lead (overlap) timesin finish-to-start dependencies

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Dependencies Other constraints on tasks:

task cannot start before a specific date

task must finish by a specific date

task must start on a specific date

task must start as soon as possible

task must start as late as possible

task must run in parallel with another task

task must wait X days after another task ends caution: these may be consecutive working days

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Milestones Milestones

significant events in the project plan

normally correspond to key deliverables

milestones and dates are agreed with key stakeholders at

the baseline plan stage

milestones often become fixed

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Scheduling

Tasks must be scheduled to satisfy all constraints, logicaldependencies and milestone dates

There are tools to help achieve this

Project schedule must also be stable

Small disruptionsto tasks must not have significantimpact on the whole schedule


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Outputs Baseline plan

descriptions supporting the schedule

(more than diagrams or lists of tasks )

activities

resources

cost

quality

risk

configuration

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Outputs Baseline plan highlights project milestones

Plan sign-off

could be limited number of milestones at a time

Phased approach

Reduces risk

Allows further decision points

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Any Questions?

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Planning Tools and Techniques

Planning tools

Network diagrams

Critical path method

PERT analysis

Gantt charts

Resource histogram

Containment of risk


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Network diagrams

Powerful tools to represent and optimise

complex schedules

Not as intuitive as Gantt charts (see later)

Planning rather management reporting tool Two main formats:

Activity on Arrow (A-o-A)

Activity on Node (A-o-N)


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Activity on Arrow

The network consists of nodes and arrows

Each node represents an event

Each arrow startsand endsat an event

Each arrow represents an activity Arrows and nodes are uniquely labelled

Arrows point from left to right (indicating time)


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10 20A

2

Activity A runs from event 10 to

event 20 and has a duration of 2time units.

Activity on Arrow


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Activity on Arrow

10 20 50 70 80

30 40

60

A

2

B

4

D

3

C

5

E

2 F

3G

3

H

7

I

3


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Activity on Node

The network consists of nodes and arrows

Each node represents an activity

Each arrow represents a logical dependency

between activities

Can represent different dependencies

Different conventions are used

Arrows can include a time lag


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Activity on Node

Task 1

10 days

Task 2

5 days

3 Finish-to-start

dependency

3 days lag

Task 1

10 days

Task 25 days

Start-to-start

dependency

4 days lag4


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Activity on Node

task 3

3 8 days

Tue 21/0 Thu 30/0

task 1

1 4 days

Fri 10/03 Wed 15/

task 2

2 3 days

Thu 16/0 Mon 20/

MS Projects convention for A-o-N


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Either A-o-N or A-o-A networks can be

used to calculate the critical path

We will use A-o-A terminology

A-o-N method looks slightly different, but

the result is the same!


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Earliest Event Time (EET): Earliest time an event can occur

Equal to the earliest time all activities leading into the eventcan be completed

Determines the earliest time any activity leading from the

event can start

Latest Event Time (LET): Latest time an event can occur (and still complete the project

in the shortest possible time)

Greater than or equal to the earliest event time


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Critical path method Notes:

two passes through network diagram

first pass to calculate EETs, left to right

second pass to calculate LETs, right to left

cannot have LET earlier than EET - by definition

cannot have negative times for EETs and LETs

start time of project will be zero (EET=LET=0)

finish time of project will have EET=LET

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Some definitions Floatis the difference between LET and EET: Float = LET - EET

Slack is slightly different from float, but the terms are often used in

the same way

Float is always greater than or equal to zero

The critical path is the sequence of activities with zero float

The critical path is the longest paththrough the network, but the

shortest time in which the project can be completed

The critical path must go all the way through the network diagram


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10

020

250

70 80

30 40

60

A

2

B4

D

3

C

5

E

2F3

G

3

H7

I

3

EET

EET 0 plus duration 2

gives EET 2 for the

next activities B, C & D


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10

020

250

770 80

30

6

40

60

5

A

2

B4

D

3

C

5

E

2F3

G

3

H7

I

3

EET


gives EET 5 for the

next activity H


gives EET 7 for the

next activity G


gives EET 6 for the

next activity E


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10

020

250

770

1280

30

6

40

8

60

5

A

2

B4

D

3

C

5

E

2F3

G

3

H7

I

3

EET

From H, EET 5 plus

duration 7 gives EET 12

for the next activity I

From G, EET 7 plus



From F, EET 8 plus




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10

020

250

770

1280

15

30

6

40

8

60

5

A

2

B4

D

3

C

5

E

2F3

G

3

H7

I

3

EET

Choose the latestEET;need to wait until longest

activity has finished

EET 12 plus

duration 3 gives

15 for the end

of the project


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Critical path method: table

Activity Duration EET LET Float/Slack

A 2 0

B 4 2

C 5 2

D 3 2E 2 6

F 3 8

G 3 7

H 7 5

I 3 12

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10

020

250

770

12,1280

15,15

30

6

40

8

60

5

A

2

B4

D

3

C

5

E

2

F3G

3

H

7

I

3

EETLET

LET 15 minus duration 3

gives LET 12 for activity I

LET = EET

for the end of the project


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10

020

250

7,970

12,1280

15,15

30

6

40

8,9

60

5,5

A

2

B4

D

3

C

5

E

2

F3G

3

H

7

I

3

EETLET


gives LET 9 for activity F


gives LET 9 for activity GLET 12 minus duration 7

gives LET 5 for activity H


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10

020

2,250

7,970

12,1280

15,15

30

6,7

40

8,9

60

5,5

A

2

B4

D

3

C

5

E

2

F3G

3

H

7

I

3

EETLET


gives LET 3 for activity B


gives LET 4 for activity C


gives LET 2 for activity D


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10

020

2,250

7,970

12,1280

15,15

30

6,7

40

8,9

60

5,5

A

2

B4

D

3

C

5

E

2

F3G

3

H

7

I

3

EETLET

Choose the earliestLETso that the longest activity will

have enough time to finish


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10

0,020

2,250

7,970

12,1280

15,15

30

6,7

40

8,9

60

5,5

A

2

B4

D

3

C

5

E

2

F3G

3

H

7

I

3

EETLET


gives LET 0 for the

start of the project


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A 2 0 0

B 4 2 2 or 3

C 5 2 2 or 4

D 3 2 2E 2 6 7

F 3 8 9

G 3 7 9

H 7 5 5

I 3 12 12


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10

0,020

2,250

7,970

12,1280

15,15

30

6,7

40

8,9

60

5,5

A

2

B4

D

3

C

5

E

2F3

G

3

H7

I

3

EETLET

Critical path

The longest paththrough the network is

the shortest timethe project can take

The critical path is the path with

zero float; anydelay will meanthe whole projectwill be late


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A 2 0 0 00

B 4 2 2 or 3 1

C 5 2 2 or 4 2

D 3 2 2 00E 2 6 7 1

F 3 8 9 1

G 3 7 9 2

H 7 5 5 00

I 3 12 12 00


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Network diagrams & CPM

check out the suggestions for further reading

try out the tasks (including past exam papers)


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References & further reading

Bentley C (1997) PRINCE 2: A Practical Handbook

Oxford: Butterworth-Heinemann

Brooks F. (1995) The Mythical Man-Month (Anniversary

Edition), Harlow: Addison-Wesley Burke R (1999). Project Management: Planning and

Control Techniques, Chichester: Wiley

Central Computer & Telecommunications Agency (1997)

PRINCE 2: An Outline, London: The Stationery Office

Field M & Keller L (1998) Project Management, Oxford:International Thomson Business Press

cc5001 planning tools part 1 2012

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