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Lecture 9 Project Planning and Scheduling

Lecture 9 Project Planning and Scheduling. Time. Events. Resources. What is the difference between Project Planning and the Project Schedule?. Project Planning is the process of evaluating the project tasks

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Lecture 9 Project Planning and Scheduling

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  1. Lecture 9 Project Planning and Scheduling Time Events Resources Winter 2014

  2. What is the difference between Project Planning and the Project Schedule? Project Planning is the process of evaluating the project tasks and resources to determine how the resources will be applied to the tasks in a manner that will insure a successful result of the project. The Project Schedule is the result of detailed Project Planning Winter 2014

  3. Resource Availability Features Preliminary Linking Working Schedule • Task Description • Resource needs No No Time Final Schedule Yes Project Planning and Scheduling Once the project is defined, the schedule becomes the most visible project document. Developing a schedule is an iterative process. Remember the triangle. Winter 2014

  4. PFSD FSD Schedule CG&S Final Project Reports Control Documents support key factors Product Features-F The FSD answers the What? The CG&S answers the How? And the Schedule answers the When? C=F/T Development time-T Development cost-C Winter 2014

  5. The key parameters of Development Trade offs between the key product development factors. Product Features-F C=F/T Development time-T Development cost-C Winter 2014

  6. Murphy’s Law of Development • A project can be done; • quickly, • inexpensively, • or well. • One can pick any two of the three variables at the same time, but not all three. • (informally it’s fast, cheap, or good) • Inherent trade-off between: Speed Cost Quality Winter 2014

  7. Project Scheduling When does a team develop a Project Schedule? It doesn’t make too much sense to do a detailed schedule before the project definition is complete. However, a rough schedule with approximate milestones is generally created early in the concept development phase. This preliminary schedule is used for project justification and project pipeline planning. Once the project passes through the system level design checkpoint, and project level feasibility is proven, then the detailed plan for the completion of the project is completed. This coincides with the addition of project resources from other functional areas, and the authorization of large project funds to complete the project. The detailed plan and schedule becomes a contract between the development team and the company. Contracts and schedules can be modified over time, but both require the explicit consent of both parties. Winter 2014

  8. Project Scheduling • 8 Steps to complete a schedule • Step 1 • The first step is to develop a task description list. This is list of all the tasks that you can think of that will be necessary to complete the project. • It is very important not to skip over some of the more common tasks, such as system integration or testing time. Winter 2014

  9. Project Scheduling Practice assignment. Develop a Gantt Chart for the following project; Fixing dinner The dinner will include a tossed salad, mushroom and rice casserole, baked salmon, and rolls. • Step 1. Major activities • wash and cut vegetables for the salad • toss the salad • set the table • prepare the mushrooms • cook the mushrooms • mix rice with casserole ingredients • bake the casserole 350 degrees • prepare the salmon • bake the salmon • prepare the rolls • serve the dinner Winter 2014

  10. Project Scheduling • Step 2 • Next you make a first pass at the resource requirements to complete each task. • The resource requirements need to consider both time and the number of people available. • This will be hard for some of your projects, because most of you don’t have any prior experience to give you a baseline. • Don’t estimate too tightly: allow for the unexpected. • You will also have to make some fundamental assumptions about the project. Winter 2014

  11. Project Scheduling • Fixing dinner The dinner will include a tossed salad, mushroom and rice casserole, baked salmon, and rolls. • Assumptions: casserole requires the mushrooms to be precooked. We can cook both the casserole and the salmon in the same oven. We have only two people to complete the assignment • Step 2. Assign resource requirements • Major activities and times • wash and cut vegetables for the salad--15 minutes • toss the salad--5 minutes • set the table -- 8 minutes • prepare the mushrooms– 5 minutes • Precook the mushrooms– 10 minutes • mix casserole ingredients— 10 minutes • bake the casserole 350 degrees--25 minutes • prepare the salmon -- 10 minutes • bake the salmon -- 20 minutes • prepare the rolls -- 5 minutes • serve the dinner -- 5 minutes Winter 2014

  12. Project Scheduling • Step 3 • The third step is to identify linkages between the various tasks. • Certain tasks are independent and can be started at any time. • Most tasks require the completion of other activities before they can be started. • Some tasks will have multiple linkages. • You may want to use a “task structure matrix” to determine linkages. Winter 2014

  13. Three Fundamental Activity Relationships Example: Kodak Cheetah Microfilm Cartridge Winter 2014

  14. Step 3. Identify the dependencies between activities. Dependencies none none none 3 4 5,12 none 7, 12 none 6,11,2,8,9 1 none • # Task Time • wash and cut vegies 15m • set the table 10m • Prepare the mushrooms 5m • precook the mushrooms 10m • mix casserole ingredients 10m • bake the casserole 25m • prepare the salmon 10m • bake the salmon 20m • prepare the rolls 5m • serve the dinner 5m • toss the salad 5m • heat the oven 10m What assumptions are you making about available resources? Winter 2014

  15. Project Scheduling • Step 4 • Identify the major checkpoint activities that will require the completion and demonstration of project status. • Example • Check if Casserole and Salmon are done. Winter 2014

  16. Many activities may need to come together for the checkpoint meetings. 1 Proceed to next phase 2 Redirect Project 3 Cancel Project Activities Checkpoint Meeting A B C E D Development Phase Winter 2014

  17. Project Scheduling • Step 5 • Develop the preliminary schedule. There are many software programs, such as Microsoft Project, that can be used to actually complete the schedule. Winter 2014

  18. Gantt Chart for Dinner exercise 10 min 20 min 30 min 40 min 50 min 60 min * Wash and cut vegies * Toss the salad * Prepare rolls * Set the table * Serve dinner * Prepare mushrooms * Precook mushrooms * Mix casserole * Cook Casserole * Cook Salmon * Prepare Salmon * Preheat oven Person 1 Person 2 Winter 2014

  19. PERT and CPM Charts 4 2 8 Start Finish 3 4 6 5 days activity and duration • Simple network diagrams are easy to understand. • We cannot represent the coupled/iterative task relationships. activity precedence Winter 2014

  20. Project Scheduling • Step 6 • Analyze the results. Most schedules require many passes to balance the tasks, resources, and requirements. This is just like the project triangle. If the project schedule doesn’t meet the market requirements, then the project team must either modify the number of available resources, or reduce the scope of the project. • In the case of your project, it is important to identify what degrees of freedom are available. The project end point is fixed. Therefore, you can only change the resources, (the amount of time that the team will commit to this project), or the scope of the development effort, (the features that your product will have). Winter 2014

  21. Step 3. What changes if you only have one person? You have to determine a new sequence of task completion. • # Task Time • Heat the oven 10m • Prepare mushrooms 5m • Precook the mushrooms 10m • mix casserole ingredients 10m • bake the casserole 25m • prepare the salmon 10m • bake the salmon 20m • Wash and cut vegies 15m • Toss the Salad 5m • Set the table 10m • Prepare the rolls 5m • Serve the dinner 5m Dependencies none none 2 3 4 4 6 6 8 9 10 5, 7, 9, 10, 11 Now the activity takes 75 minutes!! Winter 2014

  22. Project Scheduling • What can you do to reduce the time to complete the dinner? • Could 3 or more people help? • If you had more time to prepare, how could you shorten the schedule? Winter 2014

  23. Project Scheduling • Step 7 • Identify the Critical Path, the series of tasks that have no slack time associated with their completion. Then look for ways to do more in parallel to shorten the time. The perfect schedule has all paths at their critical points. Winter 2014

  24. Critical Path Critical Path 10 min 20 min 30 min 40 min 50 min 60 min * Wash and cut vegies * Toss the salad * Prepare rolls * Set the table * Serve dinner * Prepare mushrooms * Precook mushrooms * Mix casserole * Cook Casserole * Cook Salmon * Prepare Salmon * Preheat oven Slack time Winter 2014

  25. PERT and CPM (Critical Path Management) Charts 4 2 8 Start Finish 3 4 6 5 days activity and duration activity precedence critical path Winter 2014

  26. Project Scheduling • Step 8 • When the schedule is close to completion, most smart teams insert into the schedule some planned slack time for contingencies. Winter 2014

  27. Project Scheduling DSM - design structure matrix. Shows serial, coupled, and parallel tasks Gantt chart - horizontal time line of the project. Commonly used to show completion status. PERT chart - explicitly shows both timing and task dependencies. The nodes of the chart are the task descriptions, and the lines show the duration. It is easy to add critical path identification to the chart. (In most development projects a person is assigned to develop and manage the schedule. Most projects with over 15 people or multiple teams will require a full time project coordinator.) Winter 2014

  28. Homework Assignment • Prepare the “task list” for your actual project. (Use Microsoft Project or a similar program to complete the Schedule for your project.) • Email a copy of your task list to me following your next team meeting. • Review the material in Chapter 16 of Ulrich and Eppinger Winter 2014

  29. B 8 D L 4 A 2 4 C 8 G H M 2 2 K 10 N 2 F task I E 5 14 2 J 6 duration (weeks) A PERT Chart and Critical Path critical path Winter 2014

  30. Design Structure Matrix TASK A B C D E F G H I J K L M N Receive and Accept Specification A Sequential A Tasks Concept Generation/Selection B B Parallel Design Beta Cartridges C C Tasks Produce Beta Cartridges D D Develop Testing Program E E Coupled Test Beta Cartridges F F Tasks Design Production Cartridge G G Design Mold H H Design Assembly Tooling I I Purchase Assembly Equipment J J K Fabricate Molds K Debug Molds L L Certify Cartridge M M Initial Production Run N N . Example: Kodak Cheetah Microfilm Cartridge Winter 2014

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