SchedulingFitting it all together into a timelinePM07.2 V2.1Objectivest Identify tools and techniques used to schedule projects t Describe the scheduling process t Use the Precedence Diagram Method to develop network diagrams : PERT t Integrate resources into the scheduling processPM07.3 V2.1Iterative Nature of PlanningGoal StatementResourcesScheduleRisksWorkBudgetProject BaselineEstimatesPM07.4 V2.1Scheduling Stepst Determine Task Dependencies t Draw a Network Diagram t Calculate the Critical Path Schedule t Integrate Milestones into schedule t Integrate Resources into schedule t The first result is probably not the best one: this is an iterative process and needs to be repeated every time the estimates or the development environment changesPM07.5 V2.1Project Scheduling Toolst Network Diagram t Gantt Chart t Histograms / Loading ChartsPM07.6 V2.1Diagramming Techniquest CPM - Critical Path Method t PDM - Precedence Diagramming MethodPM07.7 V2.1Critical Path MethodABCDEFPM07.8 V2.1Precedence DiagramBCJDEIHFGSFSSFFAKPM07.9 V2.1Activity-IdentifierDurationActivity DescriptionResponsible PersonSlack/FloatESEFLSLFLabeling Activity NodesPM07.10 V2.1Example: Precedence Diagram221Code Scheduler1.3.1.120P0 2211323Code Safety Interlock1.3.2.111D112122227Unit Test Scheduler1.3.1.26P0 2227Unit Test Safety Interlock1.3.2.24P1113162427Code Update PS1.3.3.18D15291724Unit Test Update PS1.3.3.23P1510122527Thread Test1.4.110T028372837Phase Transition Rev.1.2.31All01111Activity DescriptionIDDURSKILLSLACKESEFLSLFCritical PathPM07.11 V2.1PDM DiagramB5D1C4E6A3F2PM07.12 V2.1Non-Calendar Forward PassConsecutive Work Days Early start datesBDAFCE5146321 34 89 94 79 1415 16PM07.13 V2.1Backward PassConsecutive Work Days Late start dates9 14E69 14F215 1615 16D19 914 14C44 75 8B54 84 8A31 31 3PM07.14 V2.1Difference is SlackBDAFCE5146321 34 89 94 79 1415 1615 169 1414 145 84 81 3000015PM07.15 V2.1ExerciseCalendar forward and backward pass BDAFCE514632Use this years calendar Project Start Date = May 15PM07.16 V2.1Non-PDM Constraintst Calendars m Project m Personal t Activity Constraints t Resource AvailabilityPM07.17 V2.1Gantt ChartTasksTimePM07.18 V2.1Typical Staff Loading CurveTimePeople2468101214PM07.19 V2.1Alternative Staff Loading Curves2468101214TimePeoplet“Person months and people are not interchangeable.” t“You cannot complete the project in half the time by doubling the people.” Frederick Brooks The Mythical Man-MonthPM07.20 V2.12468101214PeopleBarry Boehm Software Engineering Economics“Impossible Region”Maximum Schedule Acceleration 25% (shorten or extend by 25%)Impossible RegionPM07.21 V2.1Resource Histogram - UnconstrainedResource UsageTimeResource AvailabilityPM07.22 V2.1Resource Histogram - Fixed DeadlineOver LimitResource UsageTimeResource AvailabilityPM07.23 V2.1Resource Histogram - Resource LimitedSchedule DelayResource UsageTimeResource AvailabilityPM07.24 V2.1Allocation of Technical ActivitiesAnalysisDesignCodeTestOtherStaff LoadingTimeFrom Yourdon Survey - DeMarco, 1981PM07.25 V2.1Resources (Unleveled)IDDescriptionDUR1 2 3 4 5 6 7 8Phase Tr. Rev. Code Schd. Unit Test Schd. Code Saf. Int. Unit Test Saf. Int. Code Upd. PS Unit Test Upd. PS Thread Test1 20 6 11 4 8 3 10246810 12 14 16 18 20 22 24 26302832 34 36 38 40 42 44 46 48 50Time (In Days From Program Start)ActivitiesForward Pass - Early Start Schedule with Activity Slack ShownSlack Resource HistogramTime (In Days From Program Start)Number of Resources4321246810 12 14 16 18 20 22 24 26302832 34 36 38 40 42 44 46 4850PM07.26 V2.1Resources (Leveled)IDDescriptionDUR1 2 3 4 5 6 7 8Phase Tr. Rev. Code Schd. Unit Test Schd. Code Saf. Int. Unit Test Saf. Int. Code Upd. PS Unit Test Upd. PS Thread Test1 20 6 11 4 8 3 10246810 12 14 16 18 20 22 24 26302832 34 36 38 40 42 44 46 48 50Time (In Days From Program Start)ActivitiesForward Pass - Early Start Schedule with Activity Slack ShownSlack Resource HistogramTime (In Days From Program Start)Number of Resources4321246810 12 14 16 18 20 22 24 26302832 34 36 38 40 42 44 46 4850PM07.27 V2.1Schedule - Getting to Yest Separate people from the problem: m Understand other sides interest t Focus on interests, not position t Invent option for mutual gain: win-win situations for both parties t Insist on using objective criteriaGetting to Yes: Fisher and Ury, Penguin Books, 1981PM07.28 V2.1Possible Options for Shortening Schedulet Product Characteristics m Move functionality to V2 m Deliver incrementally (0.1, 0.2, .) with the most important features first m Polish some features less t Resources: m Add more developers if it is early enough in the schedule (avoid “mythical man month” syndrom) m Add more administrative support m Improve work conditions (quieter offices, faster computer, .) m Eliminate bureaucracy m Increase level of end-user involvement m Increase level of management involvement (sponsorship)PM07.29 V2.1Work Package from TCSDependenci