tailieunhanh - Lecture Software engineering II: Chapter 6 - Dr. Muzafar Khan
Chapter 6 - Project time management. In this chapter, the following content will be discussed: Defining activities, sequencing activities, estimating activity resources, estimating activity durations, developing the schedule. | Project Time Management SEII-Lecture 6 Dr. Muzafar Khan Assistant Professor Department of Computer Science CIIT, Islamabad. 1 Recap Defining activities Activity list containing activity name, identifier, attributes, and brief description Sequencing activities determining the dependencies Mandatory, discretionary, external evaluating the reasons for dependencies Estimating activity resources list of activity resource requirements, resource breakdown structure, project document updates Estimating activity durations Duration VS effort, activity duration estimates Three point estimates Developing the schedule Project schedule, Gantt charts 2 Tracking Gantt Charts Comparison of planned and actual dates To evaluate the project progress Planned schedule dates: baseline dates Entire approved planned schedule: baseline schedule Easy to create and understand 3 Example – Tracking Gantt Chart 4 Figure source: IT Project Management, K. Schwalbe, 6th ed., p. 227 Critical Path Method [1/2] Also called critical path analysis Network diagramming technique Predict total project duration Critical path is the earliest time to complete the project It is the longest path through the network diagram It has least amount of slack or float The amount of time an activity may be delayed without delaying a succeeding activity or the project finish date 5 Critical Path Method [2/2] Several tasks done in parallel Multiple paths through a network diagram Longest path or path containing critical tasks derive the completion date How to calculate critical path Develop a good network diagram Estimate activities durations Add durations of all activities on each path The longest path is the critical path 6 Example – CPM 7 Figure source: IT Project Management, K. Schwalbe, 6th ed., p. 229 Issues related to CPM Creativity to manage critical path Stuffed gorilla and Apple computer project Confusions about critical path Critical does not mean critical activities It is concerned with time dimension Critical | Project Time Management SEII-Lecture 6 Dr. Muzafar Khan Assistant Professor Department of Computer Science CIIT, Islamabad. 1 Recap Defining activities Activity list containing activity name, identifier, attributes, and brief description Sequencing activities determining the dependencies Mandatory, discretionary, external evaluating the reasons for dependencies Estimating activity resources list of activity resource requirements, resource breakdown structure, project document updates Estimating activity durations Duration VS effort, activity duration estimates Three point estimates Developing the schedule Project schedule, Gantt charts 2 Tracking Gantt Charts Comparison of planned and actual dates To evaluate the project progress Planned schedule dates: baseline dates Entire approved planned schedule: baseline schedule Easy to create and understand 3 Example – Tracking Gantt Chart 4 Figure source: IT Project Management, K. Schwalbe, 6th ed., p. 227 Critical Path Method [1/2] Also .
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