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ICT Project
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OF/FTI/ALL /18 Issue No: 1

PPT 1
 Chapter Three
WBS and Scheduling

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 Content
 Introduction
 Work Breakdown Structure
 Scheduling

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 Introduction
 In planning a project, the project manager must structure the work
into small elements that are:
 Manageable, in that specific authority and responsibility can be assigned
 Independent, or with minimum interfacing with and dependence on other
ongoing elements
 Integratable so that the total package can be seen
 Measurable in terms of progress
 A project is composed of a number of related activities that are
directed to the accomplishment of a desired objective.
 The first major step in the planning process after a project charter
development is the development of the work breakdown structure
(WBS)
 Project-task scheduling involves deciding which tasks would be
taken up when.

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The Work Breakdown Structure
 The WBS is a hierarchical decomposition of the total
scope of work to be carried out by the project team to
accomplish the project objectives and create the required
deliverables.
 A work breakdown structure (WBS) is a deliverable-
oriented grouping of the work involved in a project that
defines the total scope of the project.
 It is a foundation document in project management
because it provides the basis for planning and managing
project schedules, costs, and changes

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 Work Breakdown Structure
 Create WBS is the process of subdividing project deliverables
and project work into smaller, more manageable components.
 Each descending level of the WBS represents an increasingly
detailed definition of the project work.
 Does not show dependencies or durations
 It focuses on what needs to be done, not how it will be done.

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WBS(cont’d)

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 WBS(cont’d)
 Should contain activities that are short in duration (between 8 and 80
hours; and no longer than a reporting period).
 WBS contains a list of activities for a project derived from
 Previous experience
 Expert brainstorming
 Why WBS ?
 Because WBS helps to:
 Identify the main activities
 Break each main activity down into sub-activities which can further be
broken down into lower level sub-activities
 An instrument for tracking costs and work performance.
 Provides a coordinating framework for the various parts of a project.
 Defines authority and responsibilities for the details of the project.
 Identifies “work packages”.

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 What is Work Package
 The planned work contained within the lowest level of WBS components.
 A work package can be used to group the activities where work is scheduled
and estimated, monitored, and controlled.
 In the context of the WBS, work refers to work products or deliverables that are
the result of activity and not to the activity itself.
 Work that doesn’t fit into the WBS does not fit within the project.
 This means that anything outside of the WBS components is not part of the
project scope. If someone suggests that the system should include a social
media platform for students or a messaging feature between teachers and
parents as part of the High School Management System, but it wasn’t part of
the original WBS, this work would not fit within the project scope.
 Work package activities can be completed by an individual or a small
team.
 Work packages provide a logical basis for defining the project activities
and assigning resources to those activities so that all the project work is
identified
 Provides input to scheduling and budget development and then later monitor the
project’s progress
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 Identifying Work Packages
 Identify major project work deliverables/systems.
 Then the sub-deliverables necessary to accomplish the larger deliverables
are defined.
 The process is repeated until the sub-deliverable detail is small enough
to be manageable and where one person is responsible.
 This lowest deliverable usually consists of several work packages.
 How to Identifying Work Packages?
1. Define the Project Scope and Objectives: Before identifying work
packages, you need to have a clear understanding of the overall project
scope and objectives. For the High School Management System, the
scope might include:
 Managing student records
 Tracking grades and attendance
 Scheduling classes
 Reporting functionalities
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 Identifying Work Packages
2. Break the Project into Major Deliverables: Identify the major
components or deliverables that the project aims to produce. For
example:
 System Design
 Development of different modules
 Testing
 Deployment

3. Decompose Major Deliverables into Smaller Components: The

next step is to break down each major deliverable into smaller,
manageable components. Each of these components can later
become work packages. For instance:
 System Design might include:
 High-level architecture design
 Database design
 User interface design
 Development might include:
 Developing a user authentication module
 Developing a student records module
 Developing a grades and reporting module
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 Identifying Work Packages
4. Define Work Packages
Once the smaller components are identified, each needs to be further
decomposed into individual work packages. A work package is a specific
task or deliverable that can be assigned to a team or individual for
execution. For example:
 High-level Architecture Design might include work packages such as:
 Researching system architecture options
 Creating initial architecture diagrams
 Review and approval of architecture design
 User Authentication Module might include work packages such as:
 Designing login screens
 Developing login logic
 Testing user authentication functionality

5. Ensure Work Packages Are Manageable and Assignable.

6. Check for Dependencies: When identifying work packages, also look at the
dependencies between tasks. Some work packages may need to be completed before others
can begin. For example: You can't develop the student records module until you have the
database design in place.

7. Review with Stakeholders 12

 WBS Formats
 The different formats are usually used
 Organization-chart format: Effectively portrays an overview of your
project
 Hierarchical relationships of participants, different activities and tasks

 Outline format: Sub-activities and tasks are indented

 Free format
 The bubble in the center represents the project
 Lines from the center bubble lead to activities
 Lines from activities lead to tasks.
 Chart Format (Gantt or Bar Chart)
 The Chart Format represents the WBS in a visual format, often using a Gantt
chart or bar chart. This is helpful when planning tasks in terms of their duration
and dependencies, though it's typically a part of project scheduling rather than
just the WBS.
 Tabular format

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Organization-chart format

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Organization-chart format

• Often good for a “bird view” (executive summaries,...)

• Less effective for displaying large numbers of activities

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 Outline Format
 Outline Format
 High School Management System Project - Work Breakdown Structure (WBS) in Outline
Format
 1. Project Management
 1.1. Planning
1.2. Monitoring and Control
1.3. Reporting
 2. Requirements Gathering
 2.1. Meet with Stakeholders
2.2. Define Functional Requirements
2.3. Define Non-Functional Requirements
 3. System Design
 3.1. High-Level Architecture Design
3.2. Database Design
3.3. User Interface Design
 4. Development
 4.1. User Authentication Module
4.1.1. Design Login Screens
4.1.2. Implement Authentication Logic
4.1.3. Test Authentication Functionality
4.2. Student Records Module
4.2.1. Design Data Entry Form
4.2.2. Develop Student Data Management Logic
4.2.3. Test Student Data Entry and Management
4.3. Grades and Reporting Module
4.3.1. Develop Grade Calculation Logic
4.3.2. Design Report Templates
4.3.3. Test Reporting Features
 5. Testing
 5.1. Unit Testing
5.1.1. Test User Authentication Module 16
Intranet WBS in Tabular Form
1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support

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 Outline and Free Format
 Outline Format  Free Format

 Effective for supporting brainstorming

 Easier to understand, if WBS  Not so good for displaying work breakdown structures
contains many activities to audiences who are not familiar with the project.
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 WBS Techniques
 Decomposition participation includes:
 Project team
 Customers
 Subject matter experts
 Major project deliverables identified
 Codes assigned to each WBS component
 Level 0 - project itself
 Level 1 - major deliverables
 Level 2 - individual components of each deliverable
 etc.
 Final level – work package

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WBS Techniques(cont’d)

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 Approaches to Develop WBS
 Using guidelines: Some organizations, like the DoD,
provide guidelines for preparing WBSs
 The analogy approach: Review WBSs of similar projects
and tailor to your project
 Phase based approach: Develops the WBS by breaking
the project into sequential phases, focusing on the project's
lifecycle (e.g., planning, development, testing).
 Product based approach: Structures the WBS around the
project's deliverables or products, focusing on the outputs
to be produced (e.g., system components, features).
 Hybrid approach: Combines both phase-based and
product-based approaches, organizing work around both
the project phases and the deliverables
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 Phase based approach
 Advantage
 Activity list likely complete and non-overlapping
 WBS gives a structure that can be refined as the project proceeds
 Disadvantage
 May miss some activities related to final product

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Sample Intranet WBS Organized by Phase

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 Product based approach
 Product Breakdown Structure (PBS)
 Shows how a system can be broken down into different
products for development

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Sample Intranet WBS Organized by Product

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 Hybrid Approach
 A mix of the phase-based and product based
approaches (most commonly used)
 The WBS consists of
 a list of the products of the project; and
 a list of phases for each product

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Hybrid Approach(cont’d)

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Intranet WBS and Gantt Chart in Project

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 Deliverables versus Milestones(cont’d)

 Deliverables
 Tangible, verifiable work products
 Reports, presentations, prototypes, etc.

 Deliverables are tangible outputs or products of the project, like the

Student Records Module or Grade Reporting System in the High School
Management System.
 Milestones are key points or events marking progress, such as completion
of system design or successful user acceptance testing.
 Milestones
 Significant events or achievements
 Acceptance of deliverables or phase completion
 Cruxes (proof of concepts)
 Quality control
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Deliverables versus Milestones

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Example: Work Package and WBS

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 How do you develop a good WBS?
 Top down approach: Start at the highest, top level activities and
systematically develop increasing levels of detail for all activities.
 To develop a Work Breakdown Structure (WBS) for the High School Management
System using the Top-Down Approach, we start by identifying the overall project goal
(the final product) and then break it down into major deliverables, further decomposing
them into smaller tasks and sub-tasks.

 Bottom up approach (“Brainstorming”): Generate all activities you can

think of that will have to be done and then group them into categories.
 In the Bottom-Up Approach (also known as the Brainstorming Approach) for creating
a Work Breakdown Structure (WBS), we begin by identifying all the small, detailed
tasks or components involved in the project and then group them into larger deliverables.
This approach often helps to identify hidden or overlooked work and allows team
members to actively contribute ideas.

 Analogy Approach: Use a similar project’s WBS as a starting point.

 Which one you use depends on
 how familiar you and your team are with the project,
 whether similar projects have successfully been performed in the past,
and
 how many new methods and technologies will be used. 32
 Top Down WBS Development
 Specify all activities for the entire project to be
finished.
 Determine all tasks to complete each activity.
 If necessary, specify sub-activities required to
complete each task.
 Continue in this way until you have adequately
detailed your project.
 Approach is good if
 You (or your team) are familiar with the problem.
 You have successfully managed a similar project in the past.
 You are not introducing new methodologies or tools.

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 Brainstorming WBS Development
 Brainstorming means you
 Don’t worry about overlap or level of detail
 Don’t discuss activity wordings or other details
 Don’t make any judgments
 Write everything down
 On a single list, write any activities you think will have to be
performed.
 Then study the list and group activities into a few major
categories with common characteristics.
 Try to group activities into higher level activities
 Consider each category you have created
 Use top-down WBS development to determine any additional activities
you may have overlooked.

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 WBS Dictionary
 A WBS dictionary is a document that provides detailed
information about each WBS item.
 E.g. What exactly does “Update database” mean

 Format of the WBS dictionary can vary based on project

needs
 Use a short paragraph describing each work package.
 For a more complex project, an entire page or more might be
needed for each of the work package descriptions

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Sample WBS Dictionary Entry

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 Sample WBS Dictionary Entry
Requirements Gathering
•WBS Code: 2
•Description: Collects requirements from all stakeholders, defines functional
and non-functional requirements for the system.
•Deliverables: Functional requirement documents, non-functional
requirement documents, meeting minutes.
•Responsibilities: System/ Business Analyst, Project Manager

Define Functional Requirements

•WBS Code: 2.1
•Description: Document the system’s required features such as
student records, grade reporting, and attendance management.
•Deliverables: Functional requirements document (FRD)
•Responsibilities: System/ Business Analyst

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 Basic Principles for Creating WBSs
 A unit of work should appear at only one place in the WBS.
 The work content of a WBS item is the sum of the WBS items below it.
 A WBS item is the responsibility of only one person, even though
many people might be working on it.
 The level of detail should support planning and control
 Project team members should be involved in developing the WBS to
ensure consistency and buy-in.
 Each WBS item must be documented in a WBS dictionary to ensure
accurate understanding of the scope of work included and not
included in that item.
 The WBS must be a flexible tool to accommodate inevitable changes
while properly maintaining control of the work content in the project
according to the scope statement.
*Cleland, David I. Project Management: Strategic Design and Implementation, 38
 This Page Is Left
Intentionally
It is time to take a breath
 Project Estimation
 Estimating each activity’s duration is important to develop project
schedule and budget.
 Techniques:
 A) Guesstimating
 guess at the estimates, estimation by guessing or just picking
numbers out of the air. Unfortunately, many inexperienced project
managers tend to guesstimate because it is quick and easy.
 For example, we might guesstimate that testing will take two weeks. Why
two weeks? Why not three weeks? Or ten weeks?
 It is based on feelings rather than hard evidence
 B) Delphi Technique
 Involves multiple, anonymous experts
 Each expert makes an estimate
 Estimates compared
 If close, can be averaged
 If not, do another iteration until consensus is reached

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 Project Estimation(cont’d)
 C) Time Boxing
 A “box”of time is allocated for a specific activity, task, or deliverable
 E.g. A project team may have two (and only two) weeks to build a
prototype. At the end of the two weeks, work on the prototype stops,
regardless of whether the prototype is 100 percent complete.
 Can focus a team if used effectively
 D) Top-Down
 Estimating the schedule and/or cost of the entire project in terms of how
long it should take or how much it should cost.
 Top & middle managers determine overall project schedule &/or cost
 E) Bottom-Up – mostly used approach
 Schedules & budgets are constructed from WBS
 Starts with people who will be doing the work
 Schedules & budgets are the aggregate of detailed activities & costs
 May use analogous estimation–developing estimates based on one’s
opinion that there is a significant similarity between the current project
and others.

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 Scheduling
 Scheduling is created based on the WBS by identifying the sequence
of activities as well as the interdependencies and relationships.
 The project schedule shows two things:
 The sequence in which the work will be carried out.
 The dates at which we plan activities to start and finish.
 Project network support the development of the project schedule by
identifying dependencies and the sequencing of the activities defined
in the WBS.
 Several tools and techniques assist in project network development:
 Project network Diagrams
 activity on the Arrow(AOA)/Activity on the Node(AON),
 Critical path method/Critical path analysis , and
 PERT(Program Evaluation and Review Technique)
 Gantt charts

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 AOA (Activity on the Arrow)
 Is a tool that graphically represents:
 all of the project activities and tasks,
 their logical sequence and
 Dependencies
 Activities are represented by arrows and connected at points called nodes
 node is simply the starting and ending point of an activity
 The first node signifies the start of a project, and the last node represents the end

 Rules:
 Construction begins with the activities and tasks(should have an associated time
estimate) that were defined in the WBS
 Then, determine which activities are predecessors, successors, or parallel
 Predecessor activities are those activities that must be completed before
another activity can be started
 AOA flows from left to right
 An activity cannot begin until all of its predecessor activities have been
completed

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 Process for Creating AOA Diagrams
1. Find all of the activities that start at node 1. Draw their finish
nodes and draw arrows between node 1 and those finish nodes.
Put the activity letter or name and duration estimate on the
associated arrow The events and activities should be given
unique identifiers or labels
2. Continuing drawing the network diagram, working from left to
right. Look for bursts and merges. Bursts occur when a single
node is followed by two or more activities. A merge occurs when
two or more nodes precede a single node
3. Continue drawing the project network diagram until all activities
are included on the diagram that have dependencies
4. As a rule of thumb, all arrowheads should face toward the right,
and no arrows should cross on an AOA network diagram

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 AOA: Example
 The table below shows the tasks involved in a project, with their
durations and immediate predecessors:
Tasks Duration(days) Predecessors

A 1 ---
B 2 ---

C 3 ---

D 4 A

E 5 B

F 4 B

G 6 C

H 6 D,E

I 2 G

J 3 F,H,I
 Draw an activity network for the project.

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AOA: Example
 Drawing the Activity Network:
 Start with tasks A, B, and C since they have no predecessors. These will be the starting points.
 Connect task A to D because D depends on A.
 Connect task B to E and F since E and F depend on B.
 Connect task C to G since G depends on C.
 Connect D and E to H because H depends on both D and E.
 Connect G to I since I depends on G.
 Connect F, H, and I to J since J depends on all three of them.

 A, B, C are the starting points.

 D depends on A, E and F depend on B, G depends on C.
 H depends on D and E, I depends on G.
 J depends on F, H, and I.

 Draw an activity network for the project.

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Example(cont’d)

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 AON: Example
 The table below shows the tasks involved in a project, with their
durations and immediate predecessors:
Tasks Duration(days) Predecessors

A 2 ---
B 5 A

C 4 B

D 3 B

E 1 B

F 4 C, D

G 3 D, E

H 2 F,G

I 5 G

J 1 H,I
 Draw an Activity on the Node(AON) network for the project.

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AON Network Diagram

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Exercise: Draw AOA Network Diagram

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Differences Between Activity on the Arrow (AOA) and
Activity on the Node (AON)
 AOA (Activity on the Arrow):
 In AOA, the arrows represent the activities (tasks), and the nodes represent events or
milestones (the start or finish of activities).
 The arrows show the actual work or task, while the nodes indicate the start or finish of
those tasks.
 The flow of the project is represented by the direction of the arrows.
 AOA diagrams require the use of dummy activities (represented by dashed arrows) to
indicate dependencies that don't involve actual work but show logical relationships.

 AON (Activity on the Node):

 In AON, the nodes represent the activities (tasks), and the arrows represent the
dependencies between the tasks.
 The nodes show the actual work or task, and the arrows show the relationships
(dependencies) between those tasks.
 AON is simpler than AOA because it doesn't require dummy activities.
 It is generally considered the more commonly used and simpler method for project
management.

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 CPM - Critical Path Method
 Is a network diagramming technique used to predict total
project duration
 CPM is a very important tool for developing and controlling
project schedules.
 Critical path - it is the longest path through the network
diagram and has the least amount of slack or float
 Float (slack) - amount of time that a task can be delayed
without causing a delay to:
 the early start date of subsequent tasks (free float)
 project completion date (total float)

 Critical event - an event that has zero slack

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 CPM(cont’d)
 Developed by Du Pont Chemical Company and published in 1958
 Can we decrease the completion time by spending more money?
 Critical path concerned only with the time dimension of a project, does
not includes the most critical activities
 A project can have multiple critical paths.
 Primary objectives:
 Plan for the fastest completion of the project
 Identify activities whose delays is likely to affect the completion date for the
whole project
 Benefit of Critical Path Analysis:
 During planning stage
 Shortening the critical path will reduce the overall project duration
 During management stage
 Pay more attention to those activities which fall in the critical path

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 CPM Calculation

 Which task(s) in this project is/are not on the critical path?

 What is the shortest possible time it will take to complete the project?
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 Excercise
Given the ff, find the critical path and critical duration

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 Two-pass Method
 Used to determine the amount of slack each activity has
 Make two logical passes through the constructed network: The
forward pass and the backward pass
 The forward pass
 Determines the early start (ES) and early finish(EF) dates for each activity
 Early start:
 For the first network diagram activity, the project start date is
equal to the early start
 For others: ES = Maximum (or Highest) EF value from immediate
Predecessor(s)
 early finish date is the earliest possible time an activity can finish
 Early Finish = ES + Duration

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 CPM Calculation(cont’d)
 The backward pass
 determines the late start(LS) and late finish(LF) dates for each activity
 late start date is the latest possible time an activity might begin
without delaying the project finish date.
 LS= LF - Duration
 The late finish date is the latest possible time an activity can be
completed without delaying the project finish date.
 To start the backward pass calculation, the EF value in the last
activity is “dropped” down to the LF value
 For others: LF = Minimum (or Lowest) LS value from immediate
Successor(s)
 calculation step starts at the last activity in the schedule and proceeds
backward through the schedule until the Late Start value is computed for
the schedule's beginning activity.

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 Project Example: Software Development
List of Activities: Here’s a simplified breakdown of the activities involved in the
software development project:

Activity Duration (days) Description Predecessor

Requirements
A 4 None
Gathering
B 3 System Design A

C 5 Coding (Module 1) B

D 6 Coding (Module 2) B

E 2 Integration Testing C, D
User Acceptance
F 3 E
Testing
G 2 Deployment F

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 Project Example: Software Development
Step 1: Draw the Network Diagram
We can represent the activities and their dependencies using a network
diagram. The arrows show dependencies (i.e., which activity must come before
another).
[A] ---> [B] ---> [C] ---> [E] ---> [F] ---> [G]
|
V
[D]
Step 2: Calculate ES) and EF Activity D (depends on B):
Activity A: ES = EF of B = 7
ES = 0 (It has no predecessor, EF = ES + Duration = 7 + 6 = 13
so it can start at day 0) Activity E (depends on C and D):
EF = ES + Duration = 0 + 4 = 4 ES = max(EF of C, EF of D) =
Activity B (depends on A): max(12, 13) = 13
ES = EF of A = 4 (B starts after EF = ES + Duration = 13 + 2 = 15
A finishes) Activity F (depends on E):
EF = ES + Duration = 4 + 3 = 7 ES = EF of E = 15
Activity C (depends on B): EF = ES + Duration = 15 + 3 = 18
ES = EF of B = 7 Activity G (depends on F):
EF = ES + Duration = 7 + 5 = 12 ES = EF of F = 18
EF = ES + Duration = 18 + 2 = 20
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 Project Example: Software Development
Step 3: Calculate Latest Finish (LF) and Latest Start (LS)
Now, we calculate the Latest Finish (LF) and Latest Start (LS) times by
working backward from the project’s finish date (20 days in this case). The LF
is the latest time the activity can finish, and LS is the latest time it can start
without affecting the project timeline.

Activity G:
LF = Project finish = 20 Activity C (depends on E):
LS = LF - Duration = 20 - 2 = 18 LF = LS of E = 13
Activity F (depends on G): LS = LF - Duration = 13 - 5 = 8
LF = LS of G = 18 Activity B (depends on C and D):
LS = LF - Duration = 18 - 3 = 15 LF = min(LS of C, LS of D) = min(8,
Activity E (depends on F): 7) = 7
LF = LS of F = 15 LS = LF - Duration = 7 - 3 = 4
LS = LF - Duration = 15 - 2 = 13 Activity A (no predecessor):
Activity D (no dependent activities after it): LF = LS of B = 4
LF = LS of E = 13 LS = LF - Duration = 4 - 4 = 0
LS = LF - Duration = 13 - 6 = 7

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 Project Example: Software Development
Step 4: Calculate Slack (Float)
Slack (or float) for each activity is the difference
between its Earliest Start (ES) and Latest
Start (LS) (or Earliest Finish (EF) and Latest
Finish (LF)).
Slack = LS - ES or Slack = LF - EF
Activity A:
Slack = LS - ES = 0 - 0 = 0 This means Activity Activity E:
A has zero slack and is on the Critical Path. Slack = LS - ES = 13 - 13 = 0
Activity B: Activity E has zero slack and is
Slack = LS - ES = 4 - 4 = 0 This means Activity on the Critical Path.
B has zero slack and is on the Critical Path. Activity F:
Activity C: Slack = LS - ES = 15 - 15 = 0
Slack = LS - ES = 8 - 7 = 1 Activity C has 1 day Activity F has zero slack and is
of slack, so it is not on the critical path. on the Critical Path.
Activity D: Activity G:
Slack = LS - ES = 7 - 7 = 0 Activity D has zero Slack = LS - ES = 18 - 18 = 0
slack and is on the Critical Path. Activity G has zero slack and is
on the Critical Path.

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 Project Example: Software Development
Step 5: Identify the Critical Path
The Critical Path is the sequence of activities that have zero slack and determine
the total project duration. Based on the slack calculations, the critical path activities
are:
Critical Path: A → B → D → E → F → G
Project Duration: 20 days (since the latest finish for the final activity is 20)

Final Summary
Critical Path: A → B → D → E → F → G
Project Duration: 20 days
Slack:
Activities A, B, D, E, F, and G have zero slack (critical path).
Activity C has 1 day of slack (non-critical path).

This example shows how the CPM method is applied to a software project, helping
to determine the critical activities that must be completed on time to avoid delays in
the overall project.

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 Mode of Configuration (Activity Identity Box)

A)

ES Duration EF
B)
Task Name

LS Slack LF
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Example 1 - Network for House
Building Project

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Earliest Activity Start and Finish Times

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Latest Activity Start and Finish Times

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 Activity Slack

 Slack: amount of time an activity can be delayed without delaying the project
 activity slack = LS - ES = LF – EF
 Critical activities: have zero slack and lie on a critical path.
 Activities with no slack or very little slack need to be scheduled very carefully 67
Example 2
Earliest Activity Start and Finish Times?
Latest Activity Start and Finish Times?
Activity slack?

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Example 2(cont’d)

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Exercise

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 PERT
 Developed by the US Navy for the planning and control of the
Polaris missile program
 Developed for projects where activity times are generally uncertain
 PERT applies the critical path method (CPM) to a weighted
average duration estimate.
 Create 3 estimates of time to complete each activity, instead of
one specific estimate, as CPM does
 Most likely - is based on the duration of the activity, given the resources
likely to be assigned, their productivity, realistic expectations of
availability for the activity, dependencies on other participants, and
interruptions
 Optimistic - minimum time in which an activity or task can be
completed, where everything goes well
 Pessimistic - worst-case scenario and is viewed as the maximum time
in which an activity can or should be completed

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 PERT(cont’d)
 PERT estimate:

 Example: To design an input screen for online registration system

project, someone might estimate that it would take about 10 days.
Suppose an optimistic estimate is that the design can be
completed in 8 days and a pessimistic time estimate is 24
workdays

 Instead of using the most likely duration estimate of 10 workdays, the project
team would use 12 workdays when doing critical path analysis. These additional
two days could help the project team get the work completed on time.

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 Gantt Charts
 A Gantt chart is a visual project management tool used to represent the
timeline of a project.
 Named after Henry Gantt (1861 - 1919) an American mathematical
engineer.
 Graph or bar chart with a bar for each project activity that shows
passage of time
 Gantt charts illustrate the start and finish dates of the work elements
(tasks) of a project.
 Elements of a Gantt chart:
 Task names
 Start and finish dates of each tasks (graphically)
 Dependency relationships
 Task duration in an additional column
 Lag relationships (start-to-start, finish-to-start etc.)
 Name of the project worker responsible for the task or
 Resource specifications
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Here's a step-by-step guide on how to make one:
 1. Identify the Tasks and Milestones
 List all tasks: Start by identifying all the tasks that need to be completed for your
project.
 Set milestones: These are important deadlines or checkpoints that mark the
completion of key tasks or phases in the project.
 2. Determine the Timeline
 Define the start and end date: Set a timeframe for your project. Break this down into
smaller units (e.g., weeks, days, or months).
 Estimate task durations: Determine how long each task will take to complete.
 3. Choose a Tool to Create the Gantt Chart
 Excel/Google Sheets: You can create a basic Gantt chart using a spreadsheet.
 Project Management Software: Tools like Microsoft Project, Asana, Trello, and
Monday.com have built-in Gantt chart features.
 Online Gantt Chart Tools: Websites like GanttPRO or TeamGantt allow you to create
Gantt charts easily. Assignment create a Trello account,
 4. Create the Chart
 5. Add Dependencies (if applicable)
 6. Track Progress: As the project progresses, you can update the Gantt chart to reflect
completed tasks or adjust timelines based on delays or changes in scope.
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Gantt chart example 1

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 Gantt chart example 2

ID Activities Who is Time intervals

respo 1. 2. 3. 4. 5. 6. 7. 8.
nsible
?

1.

2.

3.
4.

5.
6.
7.

10.

11.

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Gantt Chart Reporting Project’s Progress

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 Budget
 The project budget is determined by:
 the project schedule,
 the cost of the resources assigned to each of the tasks, and
 by any other direct or indirect costs and reserves

 [Read]

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