Engineering Project

Management (EPM)
Lecture 6

Dr Yasir Ahmad
1492
‫???‪WHAT IS TO BE DONE‬‬
‫‪Plan‬‬
‫‪Scope‬‬
‫‪Mgmt‬‬ ‫پالن‬
‫دائرہ‬
‫‪Collect‬‬
‫‪Control‬‬ ‫کار کو‬ ‫معلومات‬ ‫‪Requir-‬‬
‫‪Scope‬‬ ‫قابو میں‬ ‫اکٹھا‬ ‫‪ements‬‬
‫رکھنا‬ ‫کرنا‬
‫‪Project‬‬
‫کا دا ئرہ‬
‫کار‬ ‫دائرہ‬
‫دائرہ‬
‫کار‬ ‫‪Define‬‬
‫‪Validate‬‬ ‫کار کی‬
‫‪Scope‬‬ ‫وضع‬ ‫‪Scope‬‬
‫تصدیق‬ ‫کام کو‬ ‫کرنا‬
‫چھوٹے‬
‫حصوں‬
‫میں تقسیم‬ ‫‪Create‬‬
‫کرنا‬ ‫‪WBS‬‬
Considerations for Agile/Adaptive
Environments
In projects with evolving requirements, high
risk, or significant uncertainty, the scope is
often not understood at the beginning of the
project or it evolves during the project.

Agile methods deliberately spend less time

trying to define and agree on scope in the
early stage of the project and spend more
time establishing the process for its ongoing
discovery and refinement.
Collect Requirements
Context Diagram
The context diagram is an example of a scope
model. Context diagrams visually depict the
product scope by showing a business system
(process, equipment, computer system, etc.),
and how people and other systems (actors)
interact with it.
Context diagrams show inputs to the business
system, the actor(s) providing the input, the
outputs from the business system, and the
actor(s) receiving the output.
 WBS

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
 WBS IN A NUTSHELL
WBS is a tree structure, which shows a subdivision of effort
required to achieve an objective. In a project WBS is
developed by starting with:

the end objective

successively subdividing it into manageable components

in terms of size, duration, and responsibility (e.g.,

systems, subsystems, components, tasks, subtasks, and
work packages)

which include all steps necessary to achieve the objective

 WBS IN A NUTSHELL
In WBS structure, the activities must:

Have clearly defined startdates

Have clearly defined end dates

Must be able to be used as a communicative tool

in which you can communicate the expected results
Be estimated on a “total time duration” not when
the individual activities start or end
Be structured so that a minimum of PMO control and
documentation (i.e. forms) are necessary
 WBS IN A NUTSHELL

LEVEL DESCRIPTION
1 Total Program
2 Project(s)
3 Task(s)
4 Subtask(s)
5 Work Package(s)
6 Level of Effort
 DEVELOPING WBS

UTILITY CAR (1.00.00)

PROTOTYPE ADVANCED PRE-PRODUCTION FINAL

DEVELOPMENT DEVELOPMENT QUALIFICATION PRODUCTION
(1.1.0) (1.2.0) (1.3.0) (1.4.0)
 WBS CODING
WBS LEVELS

1 PROGRAM 1.00.00

2 PROJECT 1.1.0 1.2.0 1.3.0 1.4.0

3 TASK 1.2.1 1.2.2 1.2.3

4 SUBTASK 1.2.2.1 1.2.2.2 1.2.2.3

5 WORK 1.2.2.1.1 1.2.2.1.2 1.2.2.1.3 1.2.2.1.4

PACKAGE
WBS EXAMPLE
WBS EXAMPLE
 WBS – 100 % RULE

WBS includes 100% of the work defined by the project scope

and captures all deliverables – internal, external,
interim – in terms of the work to be completed
Sum of the work at the “child” level must equal 100%
of the work represented by the “parent”
Should not include any work that falls outside the
actual scope of the project, that is, it cannot include more
than 100% of the work
Also applies to the activity level
WBS – 100 % RULE
 WHEN TO STOP DIVIDING WORK
INTO SMALLER ELEMENTS?
Several heuristics used:
80 hour rule

Not longer than 1 reporting period

But important point is till the cost and time be best approx

It makes sense
WBS IN MS WORD
 ACTIVITY - WBS

Make a WBS for establishment of Campus

Management System (CMS) or low cost disposable
mobile phone
ACTIVITY - WBS
WBS Dictionary
The WBS dictionary is a document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS. Information in the WBS
dictionary may include but is not limited to:
• Code of account identifier,
• Description of work,
• Assumptions and constraints,
• Responsible organization,
• Schedule milestones,
• Associated schedule activities,
• Resources required,
• Cost estimates,
• Quality requirements,
• Acceptance criteria,
• Technical references, and
• Agreement information.
PROJECT SCHEDULE
MANAGEMENT
 PROJECT SCHEDULE
MANAGEMENT OVERVIEW

Project Schedule
Mgmt

1 Plan 3 Sequence 5 Develop

Schedule Mgmt Activities Schedule

2 Define 4 Estimate 6 Control

Activities Activity Durations Schedule
 PERT/CPM

CPM
PERT

• Progm Eval and Review • Critical Path Method

Technique • Dev by Dupont &
• Dev by US Navy for Remington
Polaris Msl Proj • Dev to handle certain
• Dev to handle activity times
uncertain activity times
 ACTIVITY: FRANK’S FINE
FLOATS
Frank’s Fine Floats is in the business of building
elaborate parade floats. Frank and his crew have a
new float to build and want to use PERT/CPM to help
them manage the project .
The table on the next slide shows the activities
that comprise the project. Each activity’s estimated
completion time (in days) and immediate
predecessors are listed as well.
Frank wants to know the total time to complete
the project, which activities are critical, and the
earliest and latest start and finish dates for each
activity.
 ACTIVITY: FRANK’S FINE
FLOATS
Immediate Completion
Activity Description Predecessors Time (days)
A Initial Paperwork --- 3
B Build Body A 3
C Build Frame A 2
D Finish Body B 3
E Finish Frame C 7
F Final Paperwork B,C 3
G Mount Body to Frame D,E 6
H Install Skirt on Frame C 2
AC T I V I T Y O N N O D E
( A S O P P O S E D TO AC T I V I T Y O N A R ROW )

Activity
name
 EXAMPLE: FRANK’S FINE
FLOATS
B D
3 3 G
6
F
3
Start
A
Finish
3 E
7
C H
2 2
 EARLIEST START AND FINISH
TIMES

Step 1: Make a forward pass through the network

as follows: For each activity i beginning at the Start
node, compute:
• Earliest Start Time = the maximum of the earliest finish
times of all activities immediately preceding activity i.
(This is 0 for an activity with no predecessors.)
• Earliest Finish Time = (Earliest Start Time) + (Time to
complete activity i ).
The project completion time is the maximum of the
Earliest Finish Times at the Finish node.
 EXAMPLE: FRANK’S FINE
FLOATS
B 3 6 D 6 9
3 3 G 12 18
6
F 6 9
3
Start
A 0 3
Finish
3 E 5 12

3 5
7
C H 5 7
2 2

Earliest Start and Finish Times

 LATEST START AND FINISH TIMES

• Step 2: Make a backwards pass through the

network as follows: Move sequentially backwards
from the Finish node to the Start node. At a given
node, j, consider all activities ending at node j. For
each of these activities, i, compute:
• Latest Finish Time = the minimum of the latest start
times beginning at node j. (For node N, this is the
project completion time.)
• Latest Start Time = (Latest Finish Time) - (Time to
complete activity i ).
 EXAMPLE: FRANK’S FINE
FLOATS
B 3 6 D 6 9
3 6 9 3 9 12 G 12 18
6 12 18
F 6 9
3 15 18
Start
A 0 3
Finish
3 0 3 E 5 12

3 5
7 5 12
C H 5 7
2 3 5 2 16 18

Latest Start and Finish Times

 DETERMINING THE CRITICAL
PATH

• Step 3: Calculate the slack time for each activity by:

Slack = (Latest Start) - (Earliest Start), or
= (Latest Finish) - (Earliest Finish).
 EXAMPLE: FRANK’S FINE
FLOATS
• Activity Slack Time

Activity ES EF LS LF Slack
A 0 3 0 3 0 (critical)
B 3 6 6 9 3
C 3 5 3 5 0 (critical)
D 6 9 9 12 3
E 5 12 5 12 0 (critical)
F 6 9 15 18 9
G 12 18 12 18 0 (critical)
H 5 7 16 18 11
 EXAMPLE: FRANK’S FINE
FLOATS
• Determining the Critical Path
• A critical path is a path of activities, from the Start node to
the Finish node, with 0 slack times.

• Critical Path: A–C–E–G

• The project completion time equals the maximum of the

activities’ earliest finish times.
• Project Completion Time: 18 days
 EXAMPLE: FRANK’S FINE
FLOATS

B 3 6 D 6 9
3 6 9 3 9 12 G 12 18
6 12 18
F 6 9
3 15 18
Start
A 0 3
Finish
3 0 3 E 5 12

3 5
7 5 12
C H 5 7
2 3 5 2 16 18

Critical Path
 UNCERTAIN ACTIVITY TIMES
• In the three-time estimate approach, the time to
complete an activity is assumed to follow a triangular
distribution.
• An activity’s mean completion time is:

t = (a + m + b)/3

• a = the optimistic completion time estimate

• b = the pessimistic completion time estimate
• m = the most likely completion time estimate