Week 2project Planning

SYSTEM
ANALYSIS AND
DESIGN
ICS 2206/BIT2112
R6
by Mr MICHAEL KAGIRI
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Page 1
PROJECT
SCHEDULING
AND
MANAGEMENT
Page 2
Project Manager Role:
• All Projects need a project manager{senior system

analyst if project is large}
• Roles
• Project planning includes identifying all project tasks and
estimating the completion time and cost of each
• Project scheduling involves the creation of a specific
timetable, usually in the form of charts that show tasks, task
dependencies, and critical tasks
• Project monitoring requires guiding, supervising, and
coordinating the project team's workload
• Project reporting includes regular progress reports to
management, users, and the project team itself
Page 3
Project Triangle:
a representation of the constraints of project management.
The time constraint refers to the amount of time available to complete a

project.
The cost constraint refers to the budgeted amount available for the project.
The scope constraint refers to what must be done to produce the project's
end result
Page 4
Project Selection:
Ways to classify projects
Page 5
Introduction:
• Regardless of whether time is a critical issue on a project

or not, the project manager will have to develop a
preliminary estimate of the amount of time the project will
take.
• Estimation is the process of assigning projected values
for time and effort.
Page 6
Developing Workplan:
• R
Page 7
Developing Workplan:
• A dynamic schedule that records and keeps track of all of

the tasks that need to be accomplished over the course
of the project.
• Steps
• The PM identifies the tasks that need to be
accomplished
• Determines how long each one will take.
• Organize the within a work breakdown structure
Page 8
Project Workplan:
• It is the mechanism used to manage the tasks that are

listed in the work breakdown structure.
• Its the PMS primary tool for managing the project.
• Done through
• Gantt chart and
• PERT/CPM charts
Page 9
CREATE A WORK BREAKDOWN
STRUCTURE:
Page 10
Introduction:
• WBS-A list of tasks hierarchically numbered.

• Process of dividing complex projects into simpler and
manageable tasks
Page 11
WBS EXAMPLE:
Page 12
Reasons/Objecive:
•Achieve accurate and readable project organization.

•Accurate assignment of responsibilities to the project team.
•Indicates the project milestones and control points.
•Helps to estimate the cost, time and risk.
•Illustrate the project scope, so the stakeholders can have a
better understanding of the same.
Page 13
Gantt Chart?:
• It is a horizontal bar chart that represents a set of tasks
Page 14
Gantt Chart?:
• Consider the following activities, scheduled as a project that
starts on Friday 24 May 2002
Page 15
PERT/CPM Chart?:
• Program Evaluation Review Technique (PERT)/Critical

Path Method (CPM)
• It is a technique that uses optimistic, pessimistic and
realistic time estimates to calculate the expected time for a
particular task
• is a bottom-up technique because it analyzes a large,
complex project as a series of individual tasks
• Steps
• you first identify all the project tasks and estimate how much
time each task will take to perform
• determine the logical order in which the tasks must be
performed.
• you can now calculate the time that it will take to complete
the project
Page 16
Identifying Tasks in a WBS:
• It must clearly identify each task and include an

estimated duration
• A task, or activity, is any work that has a beginning and
an end and requires the use of company resources such
as people, time, or money
• Steps
1. List the steps
2. Estimate the task duration
Page 17
List Tasks:
• Identify tasks, durations and predecessor tasks
Page 18
Estimate Duration:
• Task duration can be hours, days, or weeks

• The units of measurement are called person-days.
• A person-day represents the work that one person can
complete in one day.
Calculating time estimates
1. An optimistic, or best-case estimate (B),
2. A probable-case estimate (P),
3. A pessimistic, or worst-case estimate (W)
• Weights assigned to each are: B = 1, P = 4, and W = 1.
• The expected task duration is calculated as
Page 19
Example:
1. A project manager might estimate that a file-conversion task

could be completed in as few as 20 days or could take as many
as 34 days, but most likely will require 24 days.
The expected task duration is 25 days,
Page 20
Health Information Systems
Page 21
21
Factors Affecting Project Duration:
Include
• Project size
• Human resources
• Experience with similar projects
• Constraints
Page 22
Displaying the Work Breakdown Structure:
Partially complete
Page 23
IDENTIFY TASK PATTERNS:
• Tasks in a work breakdown structure must be arranged in a

logical sequence called a task pattern
• In any project, large or small, tasks depend on each other and
must be performed in a sequence
• Task patterns can involve dependent tasks, multiple successor
tasks, and multiple predecessor tasks
• Represented as
Page 24
Representing Tak Model:
• TASK NAME
• The task name should be brief and descriptive, but it does
not have to be unique in the project
• TASK ID
• The task ID can be a number or code that provides unique
identification
• TASK DURATION
• The duration is the amount of time it will take to
complete a task.
• START DAY/DATE
• The start day/date is the time that a task is scheduled to
begin
• FINISH DAY/DATE
• The finish day/date is the time that a task is scheduled to
be
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Page 25
Main Types of Task
Patterns: DEPENDENT TASKS When tasks must be completed one after another
MULTIPLE SUCCESSOR TASKS When several tasks can start at the same
time, each is called a concurrent task.
Page 26
Cont:
MULTIPLE PREDECESSOR TASKS- When a task requires

two or more prior tasks to be completed before it can start.
Page 27
Drawing PERT/CPM:
Task ID Task Name Duration Predecessor Task

ID
1 Obtain authorization 10 -
2 Hire Analyst 30 1
3 Plan Training 5 2
4 Arrange Logistics 25 2
5 Announce Training 30 3,4
Page 28
CALCULATE THE CRITICAL PATH:
• Task patterns determine the order in which the tasks are

performed.
• Once the task sequence has been defined, a project manager
can schedule the tasks and calculate the critical path
• A critical path
• is a series of tasks which, if delayed, would affect the
completion date of the overall project
Page 29
Critical Paths:
Tasks 1, 2, 4, and 5 represent the critical path, which is

highlighted with red arrows
Slack time is the amount of time that the task could be late
without pushing back the completion date of the entire project
Task 3 has slack time, and could be delayed up to 20 days without
affecting Task 5.
Page 30
PROJECT MANAGEMENT EXAMPLES:
Consider the following
construct a PERT/CPM chart

Identify the critical Path
Identify the slack activity and its time
Page 31
Pert/CPM:
Page 32
COMPLETE CPM/PERT:
Page 33
EXERCISE :
A project has been defined to contain the following

list of activities along with their required times for
completion

Identify the slack activity and its time Page 34
EXERCISE :
A project has been defined to contain the following

list of activities along with their required times for
completion

Identify the slack activity and its time Page 35
END OF SESSION:
Page 36

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SYSTEM

• All Projects need a project manager{senior system

The time constraint refers to the amount of time available to complete a

Ways to classify projects

• Regardless of whether time is a critical issue on a project

• A dynamic schedule that records and keeps track of all of

• It is the mechanism used to manage the tasks that are

• WBS-A list of tasks hierarchically numbered.

•Achieve accurate and readable project organization.

• It is a horizontal bar chart that represents a set of tasks

• Program Evaluation Review Technique (PERT)/Critical

• It must clearly identify each task and include an

• Identify tasks, durations and predecessor tasks

• Task duration can be hours, days, or weeks

1. A project manager might estimate that a file-conversion task

The expected task duration is 25 days,

• Tasks in a work breakdown structure must be arranged in a

MULTIPLE PREDECESSOR TASKS- When a task requires

Task ID Task Name Duration Predecessor Task

5 Announce Training 30 3,4

• Task patterns determine the order in which the tasks are

Tasks 1, 2, 4, and 5 represent the critical path, which is

Consider the following

construct a PERT/CPM chart

A project has been defined to contain the following

construct a PERT/CPM chart

A project has been defined to contain the following

construct a PERT/CPM chart

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