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Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.1
Critical Path Method(CPM)
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Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.2
Critical Path Method (CPM)
• A project planning and scheduling technique
• CPM is part of group of techniques called Network
Models
• CPM is broken into:
–
–
–
–
–
–
Creating Work Breakdown Structure
Creating a Network Diagram of the Project
Computing Activity Times and Activity Total Float
Computing the Project Duration and Critical Path
Creating an Activity Schedule Table
Creating a GANTT Chart Schedule
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.3
Work breakdown structure (WBS)
Project
Top level
Second level
Interview
Managing
Director
Interview
Finance
Director
Conduct
investigation
Conduct
interviews
Investigate
other systems
Analyse
requirements
Interview
Stores
Manager
Interview
Sales
Manager
etc.
Prepare report
Investigate
packages
Investigate
hardware
Third level
Figures 8.1 - 8.3 Work breakdown structures
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.4
Product breakdown structure (PBS)
Project
products
Top level
Second level
Interview
notes
Specialist
products
Analysis
products
Requirements
catalogue
Data flow
diagrams
Management
products
Feasibility
report
Package
reports
Third level
Figures 8.5 – 8.8 Product breakdown structures
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.5
Product flow diagram
Draft
requirements
catalogue
Review requirements
catalogue
Create requirements
catalogue
Interview notes
Add extra
requirements
Reviewed
requirements
catalogue
Create data flow
diagrams
Draft data flow
diagrams
Review data flow
diagrams
Agreed data flow
diagrams
Figure 8.9 PRINCE2® product flow diagram
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.6
Product description
•
•
•
•
•
Purpose
Composition
Derivation
Quality/completion criteria
Can add:
– Format
– Related products
– Review methods
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.7
Work packages
Training course
Trainer's
materials
Notes for
session 1
Exercises
Exercise
1A
Handouts
Visual aids
Handout on
Planning
Slides for
session 1
Handout on
Scheduling
Slides for
session 2
Work
package 1
Exercise
1B
Work
package 2
Notes for
session 2
Exercise
2A
Figure 8.10 Work packages for a training course
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.8
Linear responsibility chart
Organisation breakdown
Chief designer
A
R
I
C
Requirements
catalogue
I
A
R
I
C
Use case diagram
I
A
R
I
I
Package review
I
A
R
I
I
Report text
I
A
R
I
Report illustrations
I
A
R
Report appendices
I
A
R
Product / work package
breakdown
OR, could use
Senior user
I = Information
Project support
assistant
Analysis team
leader
I
C = Consultation
Test manager
Project Manager
Interview notes
A = Accountable
Development
manager
Project Sponsor
R = Responsible
C
I
I
I = Initiation
E = Execution
A = Approval
C = Consultation
S = Supervision
I
I
I
I
Figure 8.11 Linear responsibility chart
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.9
Establishing Activity Precedence
Code
Activity
A
B
C
D
E
Draft Req. Catalogue
Review Req Catalogue
Draft data flow diagram
Interview Notes
Agreed data flow diagram
Immediate
Predecessors
Some activities must be down before others
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.10
Network diagram (activity-on-arrow)
Conduct
interviews
Analyse
requirements
Start
Investigate
other
systems
Investigate
packages
Produce
report
Finish
Investigate
hardware
Figure 8.12 Network diagram (activity-on-arrow format)
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.11
Network with durations & critical path
Conduct
interviews
Start
8
3
Analyse
requirements
4
Investigate
other
systems
Investigate
packages
Produce
report
8
Investigate
hardware
5
Finish
5
Activities if delayed
will delay the whole
project (the
activities with the
longest path)
Figure 8.13 Network diagram with durations & critical path added
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.12
Activity Times
•
•
•
•
Activity Earliest Start Time (EST)
Activity Earliest Finish Time (EFT)
Activity Latest Start Time (LST)
Activity Latest Finish Time (LFT)
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.13
Network diagram (activity-on-node)
EFT
EST
8
11
Activity Name
Analyse
requirements (3)
0
8
13
16
8
16
Activity
Duration
Conduct
interviews (8)
0
8
Investigate
packages (8)
Start
0
4
8
16
8
13
16
21
Produce report (5)
16
Finish
21
Investigate other
systems (4)
4
8
Investigate
hardware (5)
LST
LFT
11
16
Figure 8.15 Network diagram (activity-on-node format)
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.14
Effort and elapsed time
• Effort = total volume of work
• Elapsed time depends on effort and also:
– How many resources are available
– What proportion of their time is available to the
project
– Delays outside the team’s control (eg lead
times for hardware)
– Dependencies on others
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.15
Activity Total Float
• Is the amount of time that an activity can be
delayed without affecting overall project
duration
• Formula: Activity Total Float = Activity LST –Activity EST
• Activities with total float 0 cannot be delayed without delaying the
whole project
• Activities with some total float give some leeway in rescheduling them
without delaying the whole project
• However, when we use up the total float on an activity, it may cause
later activities to be delayed and this will reduce their total floats
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.16
Components of Total Float
• 2 components of Total Float
– Free float:
• Part of total float whose usage will not cause
subsequent activites to be delayed and thus will not
affect total float
– Interfering float:
• Part of total float whose usage will cause
subsequent activities to be delayed and thus will
affect their total floats
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.17
Free Float
• The delay activity without affecting the total
float of subsequent activities
• Formula:
Free Float = min. EST of Activity’s successors – Activity EFT
24
TF=3
19
J,4
FF=3
20
28
26
30
Free Float= min(23 and 24) -20
G,1
22
23
23
29
G,1
23
29
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.18
Use of Activity Float
• I ffor certain reasons you were force to delay some
activities in a project, you would first choose to delay
activities with free float. Once you have run out of
such activities, you would then delay activities with
interfering float.
– In delaying such activites you would have to
recompute the total float of all subsequent activities as
they may have disappeared
• Choose to delay activities without any total float only
as a last resort as doing so would cause the project
to be delayed
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.19
Project Duration and Critical Path
• The shortest possible project duration is equal to the EST of the
END activity
• The critical path is the path comprising all activities with zero total
float. Delays in any of the activities in the critical path will result in
delaying the entire project. We can identify the critical path by
looking for all activities with zero total float
• The critical path is also always the longest continuous path
activities in a network diagram from the beginning to the end of a
project. The duration of the critical path is always equal to the
shortest possible project duration
• It is usual to label the critical path by coloring, highlighting it or by
drawing two small strokes across all activities in the critical path
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.20
Timing Convention
• “End of Date”: Day 0 means “End of Day 0”
• “Start of Date”: Day 1 means “Start of Day 1”
– If use “Start of Date” for start dates and “End of
Date” for finish dates, and activity starting on
Day 1 and ending on Day 2 has a duration of 2
(and not 1) days
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.21
Activity Scheduling
Activity Duration EST
EFT
LST
LFT
Total
Float
Free
Float
A
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.22
Network diagram
8
11
Analyse
requirements (3)
0
8
13
16
8
16
Conduct
interviews (8)
0
8
Investigate
packages (8)
Start
0
4
8
16
8
13
16
21
Produce report (5)
16
Finish
21
Investigate other
systems (4)
4
8
Investigate
hardware (5)
11
16
Figure 10.1 Dependency network with activity durations
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.23
Gantt Chart Schedule (Bar chart)
EST
Activities
Conduct interviews
Investigate other
systems
Duration
Analyse requirements
Investigate packages
Investigate hardware
Produce report
Days
5
10
15
20
25
30
35
Figure 10.3 Schedule for two-person team showing parallel activities
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.24
Bar chart with milestones added
Activities
Conduct interviews
Milestone
Investigate other
systems
Analyse requirements
Investigate packages
Investigate hardware
Produce report
Days
5
10
15
20
25
30
35
Figure 10.6 Bar chart showing project milestones
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.25
Bar chart with ‘overhead’ task added
Activities
Conduct interviews
Milestone
Investigate other
systems
Analyse requirements
Investigate packages
Investigate hardware
Produce report
Project management
35
Days
5
10
15
20
25
30
Figure 10.7 Bar chart showing project management as continuous activity over
project
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.26
Bar chart and resource histogram
Activities
Milestone
Conduct interviews
Investigate other
systems
Analyse requirements
Investigate packages
Investigate hardware
Produce report
Days
5
10
15
20
25
30
35
3
Staff
2
1
Figure 10.8 Bar chart with resource histogram
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.27
The project and other plans
One document or
PROJECT PLAN
two?
Why? What? When?
Where? Who?
QUALITY PLAN
QUALITY PLAN
How?
How
RISK MANAGEMENT
PLAN
Why not?
One plan or
three?
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.28
PRINCE2® plans
Programme Plan
Project Plan
Stage Plan
Exception Plan
Team Plan
Figure 10.10 PRINCE2® plans
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.29
Contents of PRINCE2® project/stage plan
Product breakdown
structure
Product flow diagram
Activity network
Financial budget
Resource requirements
Risk assessment
Quality plan
Gantt charts
Product descriptions for
major products
Figure 10.11 Contents of PRINCE2® project and stage plans
© Pearson Education Limited 2004
Cadle and Yeates: Project Management for Information Systems, 4th edition
OHT 8.30
Project budget
BUDGET FOR: NEW CUSTOMER CONTACT SYSTEM
Expenditure code and heading
Monthly figures
May
Jun
Jul
Mar
Apr
50
50
70
90
30
30
60
Totals
Aug
Sep
120
70
30
60
30
A
Direct labour
B
Sub-contract work
C
Hardware
100
200
300
D
Software
30
60
90
E
Telecommunications
10
60
70
F
Travel
3
3
1
1
3
2
1
14
G
Accommodation and subsistence
2
2
1
1
2
2
1
11
H
Project-specific training
10
I
Support services
J
Consultancy support
480
210
10
2
6
5
13
2
2
2
2
6
2
1
17
Contingency (10%) - items B-J only
16
4
3
6
39
4
1
74
Monthly totals:
207
87
104
154
513
112
38
1289
Figure 10.13 Example budget for an IT project
© Pearson Education Limited 2004