UNIT 2:

PROJECT ORGANIZATION, SCHEDULING

AND MANAGEMENT ISSUES

Includes…
1. Project Life Cycle
2. Product Life Cycle
3. Project Planning
4. Project Scheduling
5. Resource Allocation
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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 are different from business operations, in terms of uniqueness, timescale, budget, 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 specifi ed 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 specifi ed 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.

• A project management methodology includes:

▫ A Set of Skills: Specialized knowledge, skills and experience help reduce a project’s level of risk 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.
🞄 Examples include; templates, forms, registers, software 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, lay out 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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Define: Project Life Cycle

Project Project Project Project

Initiation Planning Execution Closure
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Er. Rajan Karmacharya

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 Offi ce and review the project, to gain approval
to begin the next phase.
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Er. Rajan Karmacharya

Project Life Cycle : Project Initiation Phase

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Er. Rajan Karmacharya

Project Life Cycle :Project Planning Phase

• The Project Planning Phase is the second phase in the project life cycle.
• It involves creating of a set of plans to help guide the team through the execution and closure phases of
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.
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Project Life Cycle: Project Planning Phase

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Project Life Cycle : Project Execution Phase

• The Project Execution Phase is the third phase in the project life cycle.
• One will build the physical project deliverables and present them to the customer for signoff.
• 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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Project Life Cycle : Project Execution Phase

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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, cancelling supplier contracts, releasing staff and
equipment, and informing stakeholders of the closure of the project.
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Project Life Cycle : An Overview

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Project Life Cycle : An Overview

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Project Life Cycle Phases

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 for executing the project in a aligned with the Schedule and Budget manner
a shared understanding of the proposal Plan, Schedule, and Budget
before writing a Plan, Schedule,
and Budget

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

Key Activities
 Understand stakeholder interests and  Thoroughly plan the project activities,  Mobilize the team to execute the Project  Demonstrate that the project is complete
expectations schedule, and resource requirements Plan  Assess the success of the project
 Establish a shared high-level  Provide more detailed information to  Control the execution of the Project Plan  Undertake administrative close-out
understanding of the proposed project senior management for discussion and  Communicate with stakeholders  Transfer knowledge to the permanent
and its intended results approval  Report project status organization
 Update the Project Plan, Schedule, Budget,  Support departing staff
and Business Case as needed
Key Deliverables
 Project Definition Document and/or  Project Plan  Project Manual  Final Acceptance Document
Business Case  Project Schedule  Status Reports  Lessons Learned Document
 Project Budget  Risk, Issue, and Change Logs  Project Archives
 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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Product Life Cycle

• The product life cycle starts with the idea of a new product in an organization that
gets evaluated during the innovation phase which is followed by the product
development phase.
• After the initial market introduction the product is adapted and then sustained and
finally reaches its end of life.

• Phases of product life cycle

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 product Do existing product 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?
Can resources supporting this product be shifted to other product
developments?

End of life Have all customers been transferred to the new product?
Has the infrastructure, the product and its documentation been archived?
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Stepwise Project Planning Process

• Step 0: Select 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

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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Step 1: Identify project scope and objectives

• Step 1.1 Identify objectives and practical measures of the effectiveness 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 1.4 Modify objectives in the light of stakeholder analysis
• Step 1.5 Establish methods of communication between all parties
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Step 2: Identify Project Infrastructure

• Step 2.1 Identify relationship between the project and strategic planning
▫ To determine the order of related projects (in the organization) being
carried out
▫ To establish a framework within which the system fits
▫ To ensure the hardware and software standards are followed
• Step 2.2 Identify installation standards and procedures
▫ more appropriate name: “Identify standards and procedures related to the
software project”
• Step 2.3 Identify project team organization
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Step 3: Analyze Project

Characteristics
• Step 3.1 Distinguish the project as either objective‐driven or product‐
driven
• Step 3.2 Analyze other project characteristics (including quality‐based
ones)
• Step 3.3 Identify high level project risks
• Step 3.4 Take into account user requirements concerning
implementation
• 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 good place to re‐estimate the required effort and other resources
for the project
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Step 4: Identify Project Products and Activities

• Step 4.1 Identify and describe project products

▫ Identify all the products related to the project
▫ Account for the required activities
• Step 4.2 Document generic product 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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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).

Selection

Products

List of
Volume Office User Invitation
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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Product Flow Diagram (PFD)

• Some products will need one or more products to exist first before they can be created .
• Eg. A program design must be created before the program 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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Lets Try This!!

• Draw up a possible PFD based on the PBS shown in the figure X above . This represents
the products generated when gathering information to be presented to 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 of potential Existing System

suppliers Description

User’s Modified
Requirement

Office Test
layouts Volume
examples
Figures

Invitation to
tender

Fig: Product flow Diagram for “Invitation to Tender”

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Step 5: Estimate Effort for Each Activity

• Step 5.1 Carry out bottom‐up 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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Step 6: Identify Activity Risks

• Step 6.1 Identify and quantify the risks of each 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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Step 7: Allocate Resources (Staffing)

• Step 7.1 Identify and allocate 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
▫ staffi ng constraints
▫ staffing issues
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Step 8: Review/publicize Plan

• Step 8.1 Review quality aspects of the project plan

▫ To ensure each activity is completed with a quality product
▫ Each activity should have ‘exit requirements’.
▫ This ensures the quality of the product on each activity.
• Step 8.2 Document plans and obtain agreement
▫ all parties understand and agree to the commitments in the plan
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Step 8: Review/publicize Plan

• Step 8.1 Review quality aspects of the project plan

▫ To ensure each activity is completed with a quality product
▫ Each activity should have ‘exit requirements’.
▫ This ensures the quality of the product on each activity.
• Step 8.2 Document plans and obtain agreement
▫ all parties understand and agree to the commitments in the plan
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Step 9: Execute Plan

• Step 9.1 Build the physical project deliverables and present them to the
customer for signoff.
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Scheduling

• “I love deadlines. I love the whooshing sound they make as they

fly by.” – Douglas Adams
• The Schedule connects the scope, work estimates and
deadline into a network of software development tasks
• Must Manage:
▫ Parallelism (tasks can be undertaken simultaneously)
▫ Dependency (task has an effect on subsequent tasks)
• Bad Scheduling is a very 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 deadline established by outsiders

• 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 commander in chief who undertakes to carry out a plan

which he considers defective is at fault; he must put forth his
reasons, insist on the plan being changed, and finally tender his
resignation rather than be the instrument of his army’s downfall.” –
Napoleon
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Tools and Techniques for the planner

• Scheduling
▫ PERT – Program Evaluation and Review
Technique
▫ Work Breakdown Structure (WBS)
▫ Gantt Chart – Named after Henry Grant

• ETVX – How do you track tasks

🞄 Entry Criteria
🞄 Before starting
🞄 Tasking
🞄 Validation
🞄 Exit Criteria
🞄 After finished
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Tracking the Schedule

• Use list of Critical dates

• 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 $ for effort
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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
30 ‐ 40% • ▫testing
unit, and installation
integration
▫ white‐box, black box
▫ regression