EME 05 Activities of planning

Activities of planning

Using Software Packages to Plan a Project

• yes
  • Very large projects
  • Distributed teams
  • Extensive use of vendors and contractors
• no
  • Small projects
  • Short duration project increments
  • Adds too much non-value-added work
  • Frequent scope and requirements change

Project Planning Tools

• Sticky notes (assorted colors)
• Marking pens (assorted colors)
• Plenty of whiteboard space

Kanban(看板)：An agile method of software process
看板法简介

The JPPS Meeting Components

• Attendees

  Facilitator
  Project manager
  Another project manager
  JPP consultant
  Technographer
  Core project team
  Client representative
  Resource managers
  Project champion
  Functional managers
  Process owner

• Facilities
• Equipment
• Agenda

  Session #1: Negotiate the COS, Build the RBS
  Session #2: Write the POS
  Session #3

  • Part 1: Kick-off
  • Part 2: Working session.

• Deliverables
• Project Proposal

Planning Session Activities

• Review the POS for clarity

• Create Work Breakdown Structure (WBS)

• Estimate task duration and resource needs

• Construct project network diagram

• Determine critical path

• Revise and approve project schedule

• Finalize resource schedule

• Gain consensus on the project plan

WBS

Definition of the WBS

The Work Breakdown Structure (WBS) is a hierarchical description of all of the work that must be done to meet the needs of the client.

Generating the WBS

• Converting the RBS to the WBS (RBS is a subset of the WBS)
  
• Top-Down Approach
• Bottom-Up Approach

WBS Completion Criteria

• Status and completion are measurable

• The activity is bounded

• The activity has a deliverable

• Time and cost are easily estimated

• Activity duration is within acceptable limits

• Work assignments are independent

Generating the WBS

Estimate

Estimate Task Duration or Task Labor

• Estimate duration to build the schedule and determine when the project will be completed.
• Estimate labor when you have to contain expenses within a budget

Six Methods for Estimating Task Duration

• Extrapolating based on similarity to other activities
• Studying historical data
• Seeking expert advice
• Applying the Delphi Technique (next two charts)
• Applying the Three-point technique (next two charts) ：

  E = (O + P + 4M)/6
  O: Optimistic P: Pessimistic M: Most Likely

• Applying the Wide-band Delphi technique

Estimating Resource Requirements

Resource Organizational Structure

Network-based Scheduling

• Gantt Charts
• Task on the Arrow
• Task on the node format

critical path calculation

Node Definition

task node

ES(最早开始)	Duration(周期)	EF (最早完成)
ID	Activity	description
LS（最迟开始）	SLACK（缓冲期）	LF (最迟完成)

Dependency Relationships

Paths Through the Network

• The Forward Pass – Early Schedule

  ES + duration – 1 = EF

• Backward Pass – Late Schedule

  LF - duration + 1 = LS

Slack Time

Slack= LF - (ES + duration)

• Total Slack: Time that a task can be delayed without
  impacting the early schedule of the project
• Free Slack: Time a task can be delayed without
  impacting the early schedule of its successor tasks.