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UNIT 2:
2
PROJECT ORGANIZATION, SCHEDULING
AND M ANAGEMENT I SSUES

Includes…
1. Project Life Cycle
2. Product Life Cycle
3. Project Planning
4. Project Scheduling
5. Resource Allocation
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Er. Rajan Karmacharya

What is a Project??
• A project is a unique endeavor to produce a set of deliverables within clearly specified constraints of
time, cost and quality.
• Projects
P j t are different
diff t from
f b i
business operations,
ti i terms
in t off uniqueness,
i ti
timescale,
l budget,
b d t resources,
risk and change.

▫ Uniqueness: Every project is different from the last, whereas operational activities typically
involve repetitive (if not identical) processes.

▫ Timescale: A project has clearly specified start and end dates within which deliverables are
produced to meet the customer’s requirements.

▫ Budget: A project has a maximum limit to the expenditure within the deliverables must be
produced, to meet the customer’s requirement.

▫ Resources: A project is allocated a specified amount of labor, equipment and materials at the
start.

▫ Risk: A project entails uncertainty and therefore carries business risk.

▫ Change: The purpose of a project is typically to improve an organization through the

implementation of business change.
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What is Project Management??

• Project Management is the utilization of skills, tools and management processes to undertake a project
successfully.
f ll

• A project management methodology includes:

▫ A Set off Skills:

k ll Specialized knowledge, skills and experience help reduce
d a project’s level
l l off risk
k and thereby increase
its likelihood of success.

▫ A Suite of Tools: Project Mangers use various types of tools to improve a project’s success rate.
x Examples
p include;; templates,
p , fforms,, registers,
g , software
f and checklists

▫ A Series of Processes: A suite of management processes are needed to monitor and control the project, such as time
management, cost management, quality management, change management, risk management and issue management.
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Project Management success factors

The capacity to marshal resources,

resources lay out plans,
plans program work and spur effort for a temporary endeavor
which is finite in that it has a defined beginning and ending, and which is undertaken to create a unique
product or service.

• On time delivery ‐‐‐‐‐‐‐‐ TIME ?????

• Within budget delivery ‐‐‐‐‐‐‐‐ ECONOMY ?????
• High quality delivery ‐‐‐‐‐‐‐‐ QUALITY ?????
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Er. Rajan Karmacharya

Define: Project Life Cycle

Project Project Project Project

Initiation Planning Execution Closure
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Project Life Cycle : Project Initiation Phase

• The Project Initiation Phase is the 1st phase in the Project Life Cycle, as it involves starting up a new
project.
• One can start a new project by defining its objectives, scope, purpose and deliverables to be produced.
• One will also hire project team, setup the Project Office and review the project, to gain approval to
begin the next phase.
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Project Life Cycle : Project Initiation Phase

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Project Life Cycle :Project Planning Phase

• The Project Planning Phase is the second phase in the project life cycle.
• It iinvolves
l creating
ti off a sett off plans
l tto h
help
l guide
id the
th tteam th
through
h th
the execution
ti and
d closure
l phases
h off
the project.
• The plans created during this phase will help to manage time, cost, quality, change, risk and issues.
They will also help manage staff and external suppliers, to ensure that you deliver the project on time
and within budget
budget.
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Project Life Cycle: Project Planning Phase

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Er. Rajan Karmacharya

Project Life Cycle : Project Execution Phase

• The Project Execution Phase is the third phase in the project life cycle.
• One
O will ill build
b ild the
th physical
h i l project
j t deliverables
d li bl and d presentt them
th to
t the
th customer
t f signoff.
for i ff
• This is usually the longest phase in the project life cycle and it typically consumes the most energy and
the most resources.
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Er. Rajan Karmacharya

Project Life Cycle : Project Execution Phase

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Er. Rajan Karmacharya

Project Life Cycle : Project Closure Phase

• The Project Closure Phase is the fourth and last phase in the project life cycle.
• In this phase, one will formally close the project and then report its overall level of
success to the sponsor.
• Project Closure involves handing over the deliverables to the customer, passing the
documentation to the business,
business cancelling supplier contracts,
contracts releasing staff and
equipment, and informing stakeholders of the closure of the project.
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Er. Rajan Karmacharya

Project Life Cycle : An Overview

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Project Life Cycle : An Overview

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Project Life Cycle Phases Er. Rajan Karmacharya

Define Plan Implement Close

Key Purpose
Propose a project to senior management Propose a project in more detail, and outline Do the work described in the Project Plan, Shut down the project in a controlled
with a brief written document to establish a clear approach
pp for executing
g the p
project
j in a aligned
g with the Schedule and Budget
g manner
a shared understanding of the proposal Plan, Schedule, and Budget
before writing a Plan, Schedule,
and Budget

Key Questions
ƒ Is this the right project? ƒ How will the project achieve its objectives? ƒ How is project work progressing? ƒ Is the work of the project complete?
ƒ What results should it achieve? ƒ When will the pproject
j finish? ƒ What issues and risks does the p
project
j ƒ Did the p
project
j achieve its
ƒ How will success be measured? ƒ Who will do what? face, and how should these be managed? results/outcomes?
ƒ What will it cost? ƒ How much is the project actually costing? ƒ What did the team learn that could
ƒ How will risks/issues be managed? help other projects?
ƒ Where do project staff go next?

Key Activities
ƒ U
Understand
d t d stakeholder
t k h ld interests
i t t andd ƒ Th
Thoroughly
hl plan
l the
th project
j t activities,
ti iti ƒ M
Mobilize
bili the
th tteam tto execute
t th
the P
Project
j t ƒ Demonstrate
D t t ththatt th
the project
j t iis complete
l t
expectations schedule, and resource requirements Plan ƒ Assess the success of the project
ƒ Establish a shared high-level ƒ Provide more detailed information to ƒ Control the execution of the Project Plan ƒ Undertake administrative close-out
understanding of the proposed project senior management for discussion and ƒ Communicate with stakeholders ƒ Transfer knowledge to the permanent
and its intended results approval ƒ Report project status organization
ƒ Update the Project Plan, Schedule, Budget, ƒ Support departing staff
and Business Case as needed
Key Deliverables
ƒ Project Definition Document and/or ƒ Project Plan ƒ Project Manual ƒ Final Acceptance Document
Business Case ƒ Project Schedule ƒ Status Reports ƒ Lessons Learned Document
ƒ Project Budget ƒ Risk, Issue, and Change Logs ƒ Project Archives
ƒ Updated Plans, Schedules, Budgets
Moving to the Next Phase
When your Project Definition Document When your Project Plan, Schedule, and As project deliverables near completion, When this phase is complete, the project
and/or Business Case are approved by Budget are approved by senior management, move to the Close Phase is finished
senior management, move to the Plan move to the Implement Phase
Phase
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Er. Rajan Karmacharya

Product Life Cycle

• The product life cycle starts with the idea of a new product in an organization that
gets
t evaluated
l t d during
d i the th innovation
i ti phase
h which
hi h iis ffollowed
ll dbby th
the product
d t
development phase.
• After the initial market introduction the product is adapted and then sustained and
finally reaches its end of life.
life

• Phases off p
product life
f cycle
y

Product Product
Innovation Development Adaptation Sustaining

End of Life
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Product Life Cycle
Review Milestone Milestone Questions

End Of Innovation Does a product idea exist that is ready for production?
Is the available product idea good for the company and its target market?

End of Product Is the implementation done correctly?

Development Is the product functionality meeting customer needs?
Is the software product ready for delivery?
Is marketing ready to launch the product?
End of p
product Do existing
gpproduct modifications meet customer demands?
Adaptation
End of Sustaining How big is the existing customer base that is actively using this product?
Is this customer base ready to transfer to a new product?
C resources supporting
Can ti thi
this product
d tb be shifted
hift d tto other
th product
d t
developments?

End of life Have all customers been transferred to the new product?
Has the
h infrastructure,
f the
h product
d andd its d
documentation b
been archived?
h d
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Er. Rajan Karmacharya

Stepwise Project Planning Process

• Step 0: S
S Select
l project
• Step 1: Identify project scope and objectives
• Step 2: Identify project infrastructure
• Step 3: Analyze project characteristics
• Step 4: Identify project products and activities
• Step 5: Estimate effort for each activity
• Step 6: Identify activity risks
• Step 7: Allocate resources
• Step 8: Review/publicize plan
• Step 9: Execute plan
• Step 10: Execute lower levels of planning
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Project Planning 0 Select project

Er. Rajan Karmacharya

1 Identify project scope 2 Identify project

and objectives infrastructure

3 Analyse project
characteristics

4 Identify the
products and activities
Review

5 Estimate efforts
for activity For each
Lower activity
level detail
6 identify
activity risks

10 Lower level 7 Allocate

planning resources

9 Execute 8 Review/
plan publicize plan
Fig :Step Wise Planning Activity
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Er. Rajan Karmacharya

Step 1: Identify project scope and objectives

• Step
S 1.1 Identify
Id f objectives
b and
d practicall measures off the
h effectiveness
ff in
meeting those objectives
• Step 1.2 Establish a project authority
▫ To ensure the unity of purpose among all persons concerned
• Step 1.3 Identify all stakeholders in the project and their interests
• Step
p 1.4 Modifyy objectives
j in the light
g of stakeholder analysis
y
• Step 1.5 Establish methods of communication between all parties
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Er. Rajan Karmacharya

Step 2: Identify Project Infrastructure

• Step
S 2.1 Identify
Id f relationship
l h b between the
h project and
d strategic planning
l
▫ To determine the order of related projects (in the organization) being
carried out
▫ To
T establish
t bli h a framework
f k within
ithi which
hi h the
th system
t fits
fit
▫ To ensure the hardware and software standards are followed
• Step 2.2 Identify installation standards and procedures
▫ more appropriate
i t name: “Identify
“Id tif standards
t d d and
d procedures
d related
l t d to
t the
th
software project”
• Step 2.3 Identify project team organization
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Er. Rajan Karmacharya

Step 3: Analyze Project Characteristics

• Step
S 3.1 Distinguishh the
h project as either
h objective‐driven
b d or product‐
d
driven
• Step 3.2 Analyze other project characteristics (including quality‐based
ones)
• Step 3.3 Identify high level project risks
• Step
p 3.4 Take into account user requirements
q concerning g implementation
p
• Step 3.5 Select general lifecycle approach in the light of the above
• Step 3.6 Review overall resource estimates
Up to this stage,
▫ the major risks of the project are identified
▫ the overall approach of the project is decided
So, it is a g
good p
place to re‐estimate the required
q effort and other resources
for the project
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Er. Rajan Karmacharya

Step 4: Identify Project Products and Activities

• Step
S 4.1 Identify
Id f and
d describe
d b project products
d
▫ Identify all the products related to the project
▫ Account for the required activities
• Step 4.2 Document generic product
d fl
flows
▫ To document the relative order of the products
• Step 4.3 Recognize product instances
• Step 4.4 Produce an ideal activity network
▫ Activity network shows the tasks that have to be carried out as well as their
sequence of execution for the creation of a product from another
• Step 4.5 Modify the ideal to take into account need for stages and
checkpoints
▫ To check compatibility of products of previous activities
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Er. Rajan Karmacharya

The Product Breakdown Structure (PBS)

• The products will form a hierarchy. The main products will have sets of component
products which in turn may have sub‐component products and so on.
• These relationships can be documented in a Product Breakdown Structure (PBS)
(PBS).

Selection
Products

List
st o
of
Volume
V l Office
Offi User
U IInvitation
it ti
potential
figures Layouts Requirements to tender
suppliers

Existing User’s
Test
System Modified
Examples
Description Requirements

Fig X: A fragment of product break down structure for the Brightmouth college payroll project
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Er. Rajan Karmacharya

Product Flow Diagram (PFD)

• Some products will need one or more products to exist first before they can be created .
• Eg.
g A program
p g design
g must be created before the pprogram
g can be written and the
program specification must exist before the design can be commenced.
• These relationships can be portrayed in a Product Flow Diagram (PFD).

Overall Module
System Specification
specification

Module
Design
Module
Test Cases
Coded
Module

Tested
Module
Fig: A fragment of a Product Flow Diagram
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Er. Rajan Karmacharya

Lets Try This!!

• Draw up a possible PFD based on the PBS shown in the figure X above . This represents
the p
products g generated when ggathering
g information to be p presented to p potential
suppliers of the hardware. The volume figures are for such things as the number of
employees for whom records will have to be maintained.

List off potential

Li i l Existing
E i i S System
suppliers Description

User s Modified
User’s
Requirement

Office Test
layouts Volume
examples
l
Figures

Invitation to
tender

Fig: Product flow Diagram for “Invitation to Tender”

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Er. Rajan Karmacharya

Step 5: Estimate Effort for Each Activity

• Step
S 5.1 Carry
C out bottom‐up
b estimates
▫ need to estimate staff effort, time for each activity, and other resources
• Step 5.2 Revise plan to create controllable activities
▫ need to break a task into a series of manageable sub‐tasks
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Er. Rajan Karmacharya

Step 6: Identify Activity Risks

• S
Step 6.1 Identify
Id f and d quantify
f the
h risks
k off each
h activity
• Step 6.2 Plan risk reduction and contingency measures where
appropriate
• Step 6.3 Adjust overall plans and estimates to take account of risks
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Er. Rajan Karmacharya

Step 7: Allocate Resources (Staffing)

• Step
St 7.1
7 1 Identify
Id tif and
d allocate
ll t resources
▫ type of staff needed for each activity
▫ staff availabilities are identified
▫ staff are provisionally allocated to task
• Step 7.2 Revise plans and estimates to take into account resource
constraints
▫ staffing
g constraints
▫ staffing issues
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Step 8: Review/publicize Plan

• Step
S 8.1 Review quality
l aspects off the
h project plan
l
▫ To ensure each activity is completed with a quality product
▫ Each activity should have ‘exit requirements’.
▫ This
Thi ensures theh quality
li off the
h product
d on eachh activity.
i i
• Step 8.2 Document plans and obtain agreement
▫ all parties understand and agree to the commitments in the plan
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Er. Rajan Karmacharya

Step 8: Review/publicize Plan

• Step
S 8.1 Review quality
l aspects off the
h project plan
l
▫ To ensure each activity is completed with a quality product
▫ Each activity should have ‘exit requirements’.
▫ This
Thi ensures theh quality
li off the
h product
d on eachh activity.
i i
• Step 8.2 Document plans and obtain agreement
▫ all parties understand and agree to the commitments in the plan
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Er. Rajan Karmacharya

Step 9: Execute Plan

• Step
S 9.1 Build
ld the
h physical
h l project d
deliverables
l bl and
d present them
h to the
h
customer for signoff.
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Scheduling

• “II love
l d dl
deadlines. I love
l the
h whooshing
h h sound
d they
h make
k as they
h
fly by.” – Douglas Adams
• The Schedule connects the scope, work estimates and deadline
into a network of software development tasks
• Must Manage:
▫ P
Parallelism
ll li ((tasks
k can be
b undertaken
d k simultaneously)
i l l )
▫ Dependency (task has an effect on subsequent tasks)
• Bad Scheduling g is a very
y destructive influence
• 90‐90 Rule: First 90% of a project is complete in 90% of the
scheduled time. The other 10% is also completed in 90% of the
time
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Why are Projects late?

• An unrealistic
A l d
deadline
dl established
bl h d by
b outsiders
d
• Changing customer requirements that are not reflected in the schedule
• An honest underestimate of effort and/or resources required
• Risks that were not considered when the project started
• Technical difficulties that could not have been foreseen
• Human difficulties that could not have been foreseen
• Miscommunication among project staff
• Project management failing to recognize schedule slippage and not taking
corrective action
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Dealing with Unrealistic Deadlines

“Any
A commander d in chief
h f whoh undertakes
d k to carry out a plan
l
which he considers defective is at fault; he must put forth his
reasons,, insist on the p
plan being
g changed,
g , and finally
y tender his
resignation rather than be the instrument of his army’s downfall.” –
Napoleon
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Er. Rajan Karmacharya

Tools and Techniques for the planner

• Scheduling
S h d li
▫ PERT – Program Evaluation and Review Technique
▫ Work Breakdown Structure (WBS)
▫ Gantt
G tt Ch
Chartt – Named
N d after
ft H Henry G
Grantt

• ETVX – How do you track tasks

x Entry
E t Criteria
C it i
x Before starting
x Tasking
x Validation
x Exit Criteria
x After finished
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Er. Rajan Karmacharya

Tracking the Schedule

• Use llist off Critical

U C l dates
d
• When do you need the resources
• When can you release the resources
• Actuals vs. Estimates
▫ Do you have to re‐plan
▫ Are resources over committed
• Mythical Man‐month
▫ Wall clock time vs. project time
▫ Trade
ade $ for
o eeffort
ot
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Resource Allocation

• “front end” activities

40 ‐ 50% ▫ customer communication
▫ analysis
▫ design
▫ review and modification
15 ‐ 20% • construction activities
▫ coding or code generation
• testing and installation
30 ‐ 40% ▫ unit,
it iintegration
t ti
▫ white‐box, black box
▫ regression