CIPRIANI COLLEGE OF LABOUR & CO-OPERATIVE STUDIES BSC IN PROJECT MANAGEMENT PRM 135: PROPOSAL DEVELOPMENT & COSTING WEEK 8

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1 CIPRIANI COLLEGE OF LABOUR & CO-OPERATIVE STUDIES BSC IN PROJECT MANAGEMENT PRM 135: PROPOSAL DEVELOPMENT & COSTING WEEK 8

2 Project Scope -Definition A documented description of the project in terms of its output, approach, and content (PMI) Scope is fully described by naming all activities performed, the resources consumed, and the end products [and] result, including quality standards." (PMBOK)

3 Tool #1: Project Scope Checklist Tool to help frame the project 3 main areas for attention In Scope What will the project do? What must the project deliver? (implicit vs. explicit deliverables) How will you know when the project s done? Out of Scope What won t the project do? What are the project boundaries? What constraints impact upon project scope (budgetary constraint) Undecided Scope What are the optionals? (wish list items) Must resolve early to minimize scope creep

4 Tool #1: Project Scope Checklist Role: Get agreement on the what is and what is not part of the project, Identify the known assumptions, Get sign-off that can form basis for project boundaries, Get input and sign-off from project sponsor

5 Tool #2: Work Breakdown Structure (WBS) A results-oriented family tree that captures all the work of a project in an organized way Often portrayed graphically as a hierarchical tree with several levels of detail Also a tabular list of "element" categories and tasks or Also Indented task list that appears in your Gantt chart schedule.

6 WBS Example WBS Format for Systems Development Projects Source:

7 Tool #2: Work Breakdown Structure (WBS) Role: Categorize the major project deliverables into smaller components Improve the accuracy of cost estimates Provide the basis for project scheduling, budgeting, reporting and control Provide a mechanism for collecting and organizing actual costs Provide a mechanism for performance measurement and control

8 Developing a WBS Start broad to do list and cluster items in a logical way Functional areas Major End-Products/Deliverables Phases Identify WBS levels Milestones, Activities, Tasks, Subtasks Focus on drilling out work packages, not sequencing them Identify related resources, costs and timeframes Maintain consistent WBS numbering system

9 Developing a WBS Example: Post Secondary Training Institute (Sangre Grande) Scope Checklist Results Training in agricultural sciences, construction services and selfemployment related skills Technical Institute Level of qualifications Level 1 (Milestones) Level 2 (Activities) WBS Levels 1.0 Staffing 1.1 Finalise Organisation Structure 1.2 Recruit Staff 2.0 Facility 2.1 Acquire site 2.2 Construct Building 2.3 Equip Building Level 3 (Tasks) Determine required staff skills and competencies Complete Designs 3.0 Marketing 3.0 Advertise programmes 3.1 Host Educational Fair Finalise date Invite participation from other institutions 4.0 Accreditation 4.1 Apply to ACTT 4.2 Conduct Self-Evaluation 4.2 Inform staff about Self- Evaluation procedures

10 What is the Project Schedule? Layman s Definition The project schedule represents the sequence of all activities and tasks from the project start to its end. The Project Schedule is drawn directly from the Project WBS: represents all the activities and tasks listed in the WBS connects them using Predecessor-Successor relationships usually takes at least one of the following formats PERT Network Diagram Software-based Project Schedule (MS Projects, Primavera)

11 How is the Project Schedule created? 1 st step: Estimate how long each activity, task and sub-task will take 2 nd step: Determine the work flow of each project activity, task and sub-task Identify which activity, task or sub-task best reflects the beginning of project work Identify which activity, task or sub-task best reflects the project s completion Determine the Predecessor-Successor Relationships for all activities, tasks and sub-tasks between the project s beginning and ending. i.e. which activity comes before (proceeds) or comes after (succeeds) the next.

12 How is the Project Schedule created? Different types of Predecessor-Successor Relationships, e.g. Finish-to-Start (FS) A predecessor activity must finish before its successor can start Start-to-Start (SS) A predecessor activity must start simultaneously with its successor Finish-to-Finish (FF) A predecessor activity must finish at the same time as its successor A Predecessor-Successor Table helps to pinpoint the flow between project activities, tasks and sub-tasks

13 Predecessor Successor Table Activity/Task WBS Number Predecessor Successor Nature of Relationship A B, C Finish-to-Start Finish-to-Start B 1100 A D Finish-to-Start C A E Finish-to-Start

14 PERT Network Diagram PERT = Program Evaluation and Review Technique Created by the US Navy in the 1950s Involves diagrammatically representing the sequence of project activities, tasks and sub-tasks in the form of a network consisting of arrows and nodes Network Diagram can presented as either Task on Node A B C Task on Arrow A B C

15 Critical Path Method An important feature of PERT is the Critical Path Method (CPM) A project s Critical Path is a particular sequence of project activities between project start and finish which takes the greatest amount of time The Critical Path generates the duration for the entire project Controlling project execution involves tight management of the project s Critical Path Activities along the Critical Path must be shortened in order to speed-up the project. Likewise, any delay in Critical Path activities extend the time taken to complete the project

16 Critical Path Method Finding the project s Critical Path involves calculating the Earliest Time and Latest Time for each activity, task and sub-task the project schedule, as follows: the Earliest Start Time (ES): the earliest time an activity can start the Earliest Finish Time (EF): the earliest time an activity can finish the Latest Start Time (LS): the latest time an activity can start the Latest Finish Time (LF): the latest time as activity can finish

17 Critical Path Method The ES, LS, EF and LF values are estimated using 2 steps known as the Forward and Backward passes Forward Pass: Begins at the Project Start Estimates ES and EF values Formula: ES + Duration = EF Backward Pass: Begins at the Project End Estimates LS and LF values Formula: LF Duration = LS

18 Critical Path Method The difference between ES and LS (or between EF and LF) represent the activity s Slack Time Slack Time represents the amount of leeway available in completing the particular activity without delaying the project. Critical Path activities have zero Slack Time.

19 Network Diagram D E B F A M C I J L G H K

20 Network Diagram Activity/Task Duration (Days) Activity/Task Duration (Days) A 1 B 4 C 5 D 3 E 5 F 2 H 4 I 3 J 3 K 8 L 3 M 2 G 7

21 Gantt Charts The Project Schedule can also be represented as a Gantt Chart A type of bar chart developed by Henry Gant in 1910 A way of representing the phases and activities of a project s WBS reflects the start and end of each task, the larger WBS components (called Summary Tasks in the Gantt Chart) and the dependency relationships (predecessor successor links) between tasks From 1980s, computer technology facilitated the development of larger and more complex Gantt Charts software such as Oracle Primavera and Microsoft Projects encouraged the widespread use of Gantt Charts across professions, industries and sectors

22 Gantt Charts (cont d) A Gantt chart created using Microsoft Project(MSP). Note (1) the critical pathis in red, (2) the slackis the black lines connected to non-critical activities, (3) since Saturday and Sunday are not work days and are thus excluded from the schedule, some bars on the Gantt chart are longer if they cut through a weekend. Source:

23 Any Questions?

Planning & Scheduling

Planning & Scheduling Dr. Nabil I. El Sawalhi Assistant Professor of Construction Management Chapter 3 1 Planning Successful Project Management depends on continues planning. The activities of Designers,