PMGT3623 Scheduling Lecture Notes PDF

PMGT3623 Scheduling Week 02: Define and Sequence Project Tasks Dr Shahadat Uddin The University of Sydney Page 1 Acknowledgement of Country I would like to acknowledge the Traditional Owners of Australia and recognise their continuing connection to land, water and culture. I am...

PMGT3623 Scheduling Week 02: Define and Sequence Project Tasks Dr Shahadat Uddin The University of Sydney Page 1 Acknowledgement of Country I would like to acknowledge the Traditional Owners of Australia and recognise their continuing connection to land, water and culture. I am currently on the land of the Gadigal people of the Eora Nation and pay my respects to their Elders, past, present and emerging. PMGT3623 Scheduling 2 PMGT3623 Overview Week Topic Week 01 Introduction to Scheduling, Course Resources and Assessment Components Week 02 Define and Sequence Project Tasks Week 03 Project Network Diagram (Discrete Approach) Week 04 Probabilistic Approach to Project Network Diagram – Part I Week 05 Probabilistic Approach to Project Network Diagram – Part II Week 06 Confidence Analysis of Project Network Diagram Week 07 Knowledge Test Week 08 Implementation of Project Network Diagram using Microsoft Project Week 09 Simple Task Allocation Approach Mid-Semester Break Week 10 Complex Task Allocation Approach Week 11 Progress Reporting and Earned Value Analysis Week 12 Group Assignment Presentation Week 13 Review PMGT3623: Scheduling 3 PMGT3623 Assessments No Assessment Name Weight Due date Comment 1 Weekly Participation 10% W2-W6; W9-W10 Best 6 (out of 7) 2 Knowledge Test 20% W7 3 Group Assignment Presentation (Part A) 10% W12 and W13 4 Group Assignment Report Submission (Part B) 20% Friday of W13 By 11:59 pm 5 Final Exam 40% Exam Week PMGT3623 Scheduling 4 Week 02: Define and Sequence Project Tasks Topics Covered - Define tasks and milestones (Part A) - Sequence tasks (Part B) o Finish-to-start o Start-to-start o Start-to-finish o Finish-to-finish o External vs Internal dependency o Mandatory vs Discretionary dependency o Lead and Lag time - Estimate task durations (Discrete Approach) – Part C 5 Define Tasks and Milestones (Part A) From Google search A milestone is a specific moment with one definitive deliverable; tasks are the endeavours needed to reach that moment. ❖ PM considers ‘define tasks and milestones’ as an activity that involves identifying and detailing all tasks and milestones necessary to complete the underlying project. Task Identification ❖ Breakdown of Work o Decompose the overall project into small and manageable tasks or work packages o Often involved in developing WBS (Work Breakdown Structure) ❖ Task Description o Clearly describe each task, including its objectives, deliverables and the resources required 6 Define Tasks and Milestones (cont.…) Work Breakdown Structure (WBS) A deliverable-oriented grouping of project elements that organises and defines the total scope of the project. Each descending level represents an increasingly detailed definition of the project work. ❖ Decomposition of a project into smaller components. ❖ Defines the total scope of the project ❖ Fundamental to much of the project planning and tracking 7 Define Tasks and Milestones (cont.…) Work Breakdown Structure (WBS) – cont.… An example of WBS (Project life cycle-based) New System Concept Develop Implement Finalise Define Design Build system Train users needs system Conduct Evaluate Test system research project Analyse Install requirements system 8 Define Tasks and Milestones (cont.…) Work Breakdown Structure (WBS) – cont.… An example of WBS in Text Format Building a Garage – Medium Level WBS 5000 -5010 Walls 5011 measure and cut 5012 frame 5013 erect Roof Structure -5020 5021 measure and cut 5022 frame 5023 installation -5030 Roofing 5031 lay tiles 5032 ridge capping 5033 gutters 9 Define Tasks and Milestones (cont.…) Define Milestone ❖ Key Deliverables o Identify critical points in the project timeline that signify the completion of major deliverables or phases. These are the milestones. ❖ Milestone Criteria o Define the criteria for each milestone, specifying what must be achieved for the milestone to be considered complete. This helps in monitoring progress and ensuring alignment with project goals. 10  Define Tasks and Milestones (cont.…) An example of ‘define task and milestone’ Klone Computers is a small manufacturer (i.e., buying small parts and then assembling them later based on market demand) of personal computers that are about to design, manufacture, and market the Klone palm book computer. What are the possible activities? (There is no specific answer to this question – each answer will be considered okay as long it makes logical sense) Some tasks could be o Model design o Material purchase o Use the materials to manufacture per the design o Activities related to training o Same for the advertising https://www.chegg.com/homework-help/questions-and-answers/klone-computers-small-manufacturer-personal-computers-design-manufacture-market-klonepalm--q42811544 11  Define Tasks and Milestones (cont.…) An example of ‘define task and milestone’ (cont.…) Klone Computers is a small manufacturer (i.e., buying small parts and then assembling them later based on market demand) of personal computers that are about to design, manufacture, and market the Klone palm book computer. Can we group these Activity Description tasks? A Prototype model design B Purchase of materials C Manufacture of prototype models D Revision of design E Initial production run F Staff training G Staff input on prototype models H Sales training I Preproduction advertising campaign J Post-redesign advertising campaign https://www.chegg.com/homework-help/questions-and-answers/klone-computers-small-manufacturer-personal-computers-design-manufacture-market-klonepalm--q42811544 12  Define Tasks and Milestones (cont.…) An example of ‘define task and milestone’ (cont.…) Klone Computers is a small manufacturer (i.e., buying small parts and then assembling them later based on market demand) of personal computers that are about to design, manufacture, and market the Klone palm book computer. Can we group these tasks? Activity Description A Prototype model design B Purchase of materials Manufacturing C Manufacture of prototype models Milestone D Revision of design E Initial production run F Staff training Training G Staff input on prototype models H Sales training I Preproduction advertising campaign Advertising J Post-redesign advertising campaign Milestones are manufacturing (A to E), training (F, G and H) and advertising (I and J) https://www.chegg.com/homework-help/questions-and-answers/klone-computers-small-manufacturer-personal-computers-design-manufacture-market-klonepalm--q42811544 13 1. Exercise on ‘Define Task and Milestone’ - eTendering Morris Lemma Indoor Sports Centre (MIISC) - Upgrade Three Areas - T42-24 https://www.tenders.nsw.gov.au/?event=public.rft.show&RFTUUID=AB886358-F484-4E47-3AFD4E896DB6D6A4 eTender Brief Council is seeking tenders from suitably qualified and experienced Tenderers for upgrading three areas (Indoor Playground & Parent sitting, Kiosk and Multi-Purpose Room) at Morris Lemma Indoor Sports Centre (MIISC), 150 Belmore Rd North, Riverwood NSW 2210. Discuss with whoever is sitting close to you about this tender. Also, please explore the link for further details. Based on this, please identify various tasks and milestones for this tender. Solution: Indoor Playground & Parent Sitting Area Multi-purpose room - Design and planning - Floor - Demolition and removal - Acoustics - Construction and installation - Lighting - Lighting and plumbing - Furniture - Safety check - Safety preparation Kiosk Common for all these three - Design and refurbishment - Project management - Equipment upgrade - Quality assurance - Utility upgrade - Final check and handover - Storage solution 14 Sequence Tasks (Part B) ❖ Sequencing tasks in project management is the process by which project professionals arrange project tasks in a specific order. ❖ This process involves organising and prioritising tasks logically to ensure smooth execution and successful completion of a project. ❖ It is crucial to ensure that project activities are performed in the correct sequence to meet deadlines and achieve project goals efficiently. ❖ Sequencing is typically visualised using tools like network diagrams, which show the order of operations and dependencies between tasks. 15 Sequence Tasks (cont.…) How can you represent the following relations? You can start task B, only if you You can start task C, only if you finished task A finished tasks A and B Task A Task B Task A Task C Task B You can start task C, only if you finished tasks A and B. If task A will take 5 days time and task B will take 7 days time, then on what day can you start task C? A (0-5) Task C B (0-7) ? Day 7 16 Sequence Tasks (cont.…) Dependency or Logical Relationship between Tasks 1. Finish to Start (FS) Task A Task B ❖ A logical dependency between two project tasks where the start of the successor depends on the 1. Finish to Start (FS) completion of the predecessor tasks. ❖ It is also known as ‘finish-start’ and ‘finish-begin’. An example of ‘finish-start’ is ❖ A significant limitation is that the Pour concrete → Build house finish of the predecessor activity controls when the successor activity begins. More examples Finish lecture → Tutorial time 17 Sequence Tasks (cont.…) Dependency or Logical Relationship between Tasks (cont.…) 2. Start to Start (SS) Proceed in parallel Task A ❖ A logical dependency Task A between two project tasks No overlap where the successor Task B Task B activity cannot be started unless the predecessor 2. Start to Start (SS) 2. Start to Start (SS) activity has been initiated. ❖ However, the two activities can proceed in parallel after this initial constraint. An example of ‘start-start’ is Pour concrete → Level concrete ❖ A significant limitation is that the start of the predecessor activity More examples controls when the successor activity begins. Construction of a building → Installation of electrical system Project work started → PM activities started 18 Sequence Tasks (cont.…) Dependency or Logical Relationship between Tasks (cont.…) 3. Finish to Finish (FF) Proceed in parallel ❖ A successor activity Task C Task C can only be finished No overlap after its predecessor Task D Task D has been completed. 3. Finish to Finish (FF) 3. Finish to Finish (FF) ❖ However, the two activities can be carried out simultaneously until this final constraint is An example of ‘finish-finish’ is reached. Install new equipment → Training ❖ A significant limitation is that the finish of the predecessor activity More examples controls when the successor activity Last chapter written → Entire book written ends. Put in drywall → Put in the electrical installation 19 Sequence Tasks (cont.…) Dependency or Logical Relationship between Tasks (cont.…) 4. Start to Finish (SF) Task F ❖ The predecessor activity can only be Task E completed once the successor task has 4. Start to Finish (SF) started. ❖ A significant limitation is that the start of the successor activity An example of ‘start-finish’ is controls when the Shut down the old system → Get the predecessor activity new system up and running ends. More examples The arrival of doctors for new shift → End of the shift in Emergency Ward Connect hospital to grid → Disable generators 20 Sequence Tasks (cont.…) External versus Internal Dependency Internal Dependency External Dependency ❖ A task relationship ❖ A task relationship between between two tasks two tasks within different within the same projects. project. ❖ Many projects require ❖ The four dependencies approval from regulatory discussed in the agencies or external parties previous slides belong (e.g., for Environmental to this category review). ❖ Such a dependency makes the project dependent on a third party, barely interested in the completion time. ❖ Hence, external dependency should be avoided if possible. 21 Sequence Tasks (cont.…) External versus Internal Dependency (cont.…) External Dependency (cont.…) ❖ However, encountering an external dependency is common in many External Dependency 1 projects. ❖ Project managers often allocate a Given task conservative time for such External Dependency 2 dependency (based on expert advice). ❖ During the project, the third-party External Dependency 3 task must be monitored. When they miss the deadline, the schedule must be changed immediately (multiple times if necessary), not when they finally come around to performing the task. https://asana.com/resources/project-dependencies 22 Sequence Tasks (cont.…) Mandatory versus Discretionary Dependency Mandatory Dependency Discretionary Dependency ❖ They are required as part ❖ Not a hardcore dependency. of the contract, by law, or ❖ Such dependency could often by best practices. lead to financial benefit or ❖ An example is that if you competitive advantage. are building a house, the ❖ As a team, we could agree that task of excavating the dirt buying the paint (i.e., a different has a mandatory colour for each room) is a single dependency on getting a task and discretionary proper ‘building permit’ dependency on all the selected from the local council. room colours. Nothing prevents us from buying paint for each room as we pick a colour. However, if we as a team decide that getting a volume discount is essential, we could make buying all the paint at once, leading to a discretionary dependency. 23 Sequence Tasks (cont.…) Mandatory versus Discretionary Dependency (cont.…) Discretionary Dependency (More examples) Electrical and plumbing work Construction Plumbing and electrical work are independent Construction project plans often include tasks, and the dependency may be discretionary. many dependencies to create buildings, A project manager may decide to follow best roads, bridges, and other large and complex safety practices and complete plumbing before projects. For example, when constructing a installing the electrical systems. In this case, facility, a project manager minimises damage safety affects the sequencing of activities even to the walls by putting them up before the though neither task depends on the other. floor installation. This dependency is discretionary and relies on the project manager's decision and experience Marketing activities regarding the order of implementation. Complex marketing projects or campaigns often require a project plan and project manager. When a campaign is ready to launch, the project manager may decide the timing to schedule social media content and e-mail automation. The project outcome may remain the same if either activity happens before the other, and the manager can use their knowledge of testing times to decide. https://ca.indeed.com/career-advice/career-development/discretionary-dependency 24 Task Dependency and Project Risk https://www.pointprox.com/featured/project-scheduling-and-dependency-attributes/ 25  2. Exercise on Sequencing tasks Considering the five tasks below and their dependency information, draw the underlying dependency graph. Task name Dependency information A ……. B Parallel to tasks C and D C Parallel to tasks B and D D Parallel to tasks B and C E After tasks B, C and D Solution: Task A Task B Task C Task D Task E Source: https://help.cutover.com/en/articles/8469132-session-2-task-dependency-activity 26 Overlapping Dependencies: Lead time and Lag time Scenario Take the scenario of building two identical walls for the same house using the same material (duration is 10 days for each wall). Building the first wall is task A, and building the second one is task B. The engineer wants to delay task B for two days. This is because the materials used for both A and B are new, so the engineer wants to learn from A and then apply if there is anything to B. Case One (Lag Time) The two tasks, A and B, have an SS relationship (i.e., the duration should be 10 days). But it will be 12 days (because of 2 days waiting time). The time between the start dates of the two tasks can be defined as a lag (2 days in this case). Lag time 2 days 27 Overlapping Dependencies: Lead time and Lag time (cont.…) Scenario Take the scenario of building two identical walls for the same house using the same material (duration is 10 days for each wall). Building the first wall is task A, and building the second one is task B. The engineer wants to delay task B for two days. This is because the materials used for both A and B are new, so the engineer wants to learn from A and then apply if there is anything to B. Case two (Lead time) The relationship between tasks A and B was Finish to Start (i.e., duration is 20 days). But it will take only 12 days since we do not need to wait until Task A is finished. Then the 'lead' can be illustrated as: Lead time 8 days Task B started before task A finished with a 'lead’. 28 Overlapping Dependencies: Lead time and Lag time (cont.…) Lag time ❖ Lag time is a delay between tasks that have a dependency. ❖ Lag time is entered as a positive value as it increases the overall project duration. ❖ Lag can be used in any of the four logical relationships. Lead time ❖ Lead time is an overlap between tasks that have a dependency. ❖ Lead time is entered as a negative value as it reduces the overall project duration. ❖ Lead is used only for the ‘finish-start’ relationship. 29 3. Short questions on Lead and Lag times (a) An idle wait time between two sequential activities is also called: Lag time (b) The time by which a dependent activity is started before the predecessor finishes is also called: Lead time (c) Two activities with a SS relationship could have a lead time (True/False) False 30 Estimate Task Duration (Discrete Approach) – Part C ❖ In Part A, we learned how to identify tasks and milestones for a given project ❖ In Part B, we learned how to identify and define task dependencies Two primary steps need to be followed before estimating task duration using a discrete approach Historical Data Analysis o Review historical data from similar tasks or projects. o Use this data as a baseline to estimate the duration of the current task. o Historical data provides a reference point that can improve the accuracy of your estimates. o You may need to pay an additional cost (a specific per cent) due to the time value of money. Expert Judgement o Some cases, historical data may not be easily accessible. o In that case, consult with experts who have experience working with similar projects to refine and adjust estimates. 31 Estimate Task Duration (Discrete Approach) – Part C (cont.…) There are several approaches commonly followed to estimate task durations: Estimation Techniques 1. Analogous Estimation o This is a very common estimation technique for simple projects. An estimate that is based on other project estimates is analogous. o If a similar project costs a certain amount, then it is reasonable to assume that the current project will cost about the same. o Use the duration of similar tasks from past projects as a reference. Adjust the estimate based on differences in scope, complexity, or other relevant factors. o The selection of similar projects and the amount of adjustment needed is up or down to the judgment of the person who makes the estimate. In most cases, the needed adjustment is of ‘up’ type due to the time value of money. 32 Estimate Task Duration (Discrete Approach) – Part C (cont.…) There are several approaches commonly followed to estimate task durations: Estimation Techniques (cont.…) 2. Parametric Estimation o To estimate the duration, use statistical relationships between historical data and other variables (e.g., the number of units produced per hour). o For example, if it takes 2 hours to produce 10 units, you can estimate that it will take 4 hours to produce 20 units. o Another example, for a software coding project, if you choose $0.50 per line of code (LOC) from historical data, then you can estimate the cost for the project from the total LOCs. 3. Three-Point Estimation o Use three estimates to derive the average duration or cost for an activity 𝑂 + 4𝑀 + 𝑃 Expected value = 6 33 Review Questions a) Define project tasks and milestones. What are their differences? b) What are lead and lag times? How are they related to project scheduling? c) What are the differences between discretionary and mandatory dependencies? d) What are the four different types of logical dependencies between two tasks? Briefly outline their importance in project scheduling. e) What are the steps in estimating the duration of a task? f) What is the impact of having too many external task dependencies on project risk (in terms of completion time and cost)? g) Does the discretionary dependency impact project duration? Explain 34