Week-4 GDPPD-project planning ad design pattern.pptx

program

1. Week-4 Graphical Project Scheduling Jesalkumari Varolia Course: Graphically-Driven Project Planning and Design 

2. Objectives Introduction 2 2.4 Accept responsibility for the oversight of the project tasks to which you have been assigned . 2.5 Adjust project plans to accommodate team challenges and successes .

3. Topics to be covered Overview of project scheduling methodologies (e.g., Critical Path Method - CPM). Creating network diagrams (PERT charts) and Gantt charts for project scheduling . Understanding and managing project dependencies through graphical representations 3

4. Project Scheduling Scheduling in project management is the listing of activities, deliverables, and milestones within a project. A schedule usually includes a planned start and finish date, duration, and  resources  assigned to each activity. Effective project scheduling is a critical component of successful  time management , especially for  professional service businesses . How to do scheduling in project management There are three main types of project schedules: Master project schedule:  A master schedule tends to be a simplified list of tasks with a timeline or project calendar. Milestone schedule or summary schedule:  This type of project schedule tracks major milestones and key deliverables, but not every task is required to complete the project. A detailed project schedule:  This is the most thorough project schedule, as it identifies and tracks every project activity. If you have a complex, large, or lengthy project, it’s important to have a detailed project schedule to help track everything. 4

5. Benefits of project scheduling in project management Project scheduling provides the following benefits: Assists with  tracking , reporting, and communicating progress Ensures everyone is on the same page with tasks, dependencies, and deadlines Highlights issues and concerns, such as a lack of resources Identifies task relationships Monitors progress and identify issues early 5

6. Tips for creating a solid project schedule Get input from stakeholders:  Don’t create your schedule in isolation. It’s important to use your team and other stakeholders to identify tasks, resources, dependencies, and durations . Reference past projects:  Looking at previous projects with similar scope and requirements can help create realistic estimates and ensure you haven’t forgotten any tasks. Keep risk in mind:  Identify and document any factors that pose a risk to staying on schedule. This will help  your risk management efforts . Consider any non-work time:  For example, make sure vacations and holidays are reflected in your schedule so that you’re not assuming people will be working when they’re not. Define the critical path on your project:  Identifying your project’s  critical path  allows you to prioritize and allocate resources to the most important tasks in the project. Record scheduling assumptions:  Write down the logic behind your scheduling predictions. For example, if you assume it will only take 10 hours to complete a task because you have a senior   engineer. Then, if you end up with a junior engineer, you can understand and explain why it took twice as long as planned. Include project milestones:  Milestones are events or markers that stand for an important point in your project. They’re useful for creating a summary schedule, reporting to executives, and identifying problems early.  6

7. What Is Critical Path in Project Management? Critical path is a method for modeling projects where you input all necessary factors involved in your project and output the optimal timeline for completing it. Factors to input in your model include time estimates, task  dependencies , milestones or  deliverables , and any hard deadlines set by clients or stakeholders. The foundation of both critical path analysis and critical path method is that you cannot start a task until you finish the previous one. When you string these dependent tasks together from start to finish, you get your critical path. Reviewing this critical path of events allows project managers to prioritize and allocate resources to get the most important tasks done and reschedule any lower priority jobs clogging up the team's bandwidth. This way, changes can be made to optimize work without delaying the results.  7

8. Example: Planning a party 1. Define the project scope First, we need to define all of the tasks that must be finished to complete the project. For our party example, it might look like this: Choose a date and venue Make the  ultimate playlist Set up the sound system Invite your friends Buy the food and drinks Cook your famous casserole Host the party When we look at these tasks individually, we realize that some of them cannot be started before the others are completed. That is, some tasks are dependent on others. 8

9. Example: Planning a party 9

10. Example: Planning a party 10 2. Critical path analysis and identification The essential concept behind  critical path analysis  is that you can’t start certain tasks until others are finished. These tasks must be done in a sequence, with each stage completed before the next stage can begin. We’ve used Wrike’s  Gantt chart  to show what a sample schedule can look like: Link

11. PERT—PROGRAM EVALUATION AND REVIEW TECHNIQUE 11 PERT is almost identical to the critical path method (CPM) technique except it assumes each activity duration has a range that follows a statistical distribution. PERT uses three time estimates for each activity. Basically this means each activity duration can range from an optimistic time to a pessimistic time, and a weighted average can be computed for each activity. Because project activities usually represent work, and because work tends to stay behind once it gets behind, the PERT developers chose an approximation of the beta distribution to represent activity durations. This distribution is known to be flexible and can accommodate empirical data that do not follow a normal distribution. The activity durations can be skewed more toward the high or low end of the data range.

12. How to make a PERT chart Identify activities and milestones or your project List out all the tasks required to complete your project, as well as all-important dates involved. These individual tasks are your activities, and the due dates you have listed are called milestones. Draw out the sequence of the activities based on your milestones Start adding nodes for each of your milestones within your PERT chart. From there, use arrows to represent the activities necessary to be completed before the next milestone. Estimate the time required for each activity With all your activities connected between their designated milestones, revisit each activity (arrow) and specify the time it should take to complete the activity, usually by the number of days. Interpret timelines and determine the critical path With milestones and activity arrows in place, determine the earliest, latest, and most realistic completion dates for each milestone, highlighting the critical path that results in the overall project completion date. Make any updates and share with stakeholders With timelines and completion dates finalized in your PERT chart, share project expectations with teammates and project stakeholders, tracking progress to project completion. 12

13. Estimate project time frame Now it’s time to estimate your overall project time frame using the  critical path method (CPM)  and the PERT formula. The critical path is the longest sequence of tasks that must be completed to successfully finish an entire project.  The objective is to find the longest path that will take the most time to complete in order to estimate the shortest overall project duration. Time estimates can be calculated based on the following: Optimistic time: The minimum amount of time needed to accomplish a task. Pessimistic time: The maximum amount of time needed to accomplish a task.  Most likely time: The best estimate of how long it will likely take to accomplish a task.  You can use the PERT formula to calculate the expected duration of a task and completion time using: (O + (4 × M) + P) ÷ 6. This can be measured by minutes, hours, days, or even weeks.  For example, if the optimistic time is 30 minutes, the pessimistic time is 60 minutes, and the most likely time is 45 minutes, the PERT formula would be: (30min + (4 × 45min) + 60min) ÷ 6 = 45 minutes.  Once you’ve calculated the expected time per task, you can then add each of the estimates of your critical path together to get an average  project timeline . 13

14. Common Terminology Nodes: Nodes represent project events. These events are the large components that make up your project. For example, when launching a website design, a node might represent a new logo design.   Tasks: Your tasks are what need to be completed in order for your nodes to be implemented. For example, a task might represent designing three logo mockups.  Dependencies: A dependency is when a task is connected to another task. These tasks rely on one another and one cannot be completed without the other.  Dependencies without resources: A dependency without resources is one that, while connected to another, doesn’t have tangible tasks that need to be completed. For example, while a product launch and landing page might be correlated, no one task is connected to each.  14

15. Example 15

16. THANK YOU 16