IP-CIS : CIS Project Management

Transcription

1 Meltem Özturan 1 Project Management Tools and Techniques (PMTT) Feasibility Analysis Organizational Breakdown Structure Work Breakdown Structure Scheduling Earned Value Analysis 2 1

2 PMTT Feasibility Analysis Feasibility analysis is used to assess the strengths and weaknesses of a proposed project and present directions of activities which will improve a project and achieve desired results. The nature and components of feasibility studies depend primarily on the areas in which analyzed projects are implemented. The categories for project feasibility analysis are: Economic Technical Technological Organizational and Cultural Operational Schedule Legal and Contractual Political 3 PMTT Feasibility Analysis Economic feasibility analysis is a process of identifying the financial benefits and costs associated with a development project. Steps are as follows. Estimate the financial benefits (tangible intangible, one time recurring)) Estimate the development and operational costs (tangible intangible, one time recurring) Make the cost/benefit analysis (time value of money, net present value (NPV) - return on investment (ROI) break even analysis (BEA)) 4 2

3 PMTT Feasibility Analysis Technical feasibility analysis is an assessment of the organization s ability to run this project. Project risk can be assessed based upon the followings. Project size Project structure Project team s experience with the application Stakeholders experience with the project and/or the application area 5 PMTT Feasibility Analysis Technological feasibility analysis is an identification of the risks by the assessment of the proposed technological requirements and available expertise. The solution to technological risks includes; the followings. Additional training Hiring consultants Hiring more experienced employees Changing the scope and approach of the project 6 3

4 PMTT Feasibility Analysis Organizational and cultural feasibility analysis is the evaluation of the organizational and cultural issues like the followings. A perceived loss of control by staff or management Potential shifting of political and organizational power due to the new system Fear of change of job responsibilities Fear of loss of employment 7 PMTT Feasibility Analysis Operational feasibility is an assessment of how a proposed project solves business problems or takes advantage of opportunities. Schedule feasibility is an assessment of time frame and project completion dates with respect to organization constraints for affecting change. Legal and contractual feasibility is an assessment of legal and contractual ramifications of the project. Political feasibility is the process of evaluating how key stakeholders within the organization view the proposed project. 8 4

5 CourseWork-a A Car Rental company is considering a project to replace its current information system. The benefits and costs of the new system are summarized in the next slide. Discount rate for the company is 15 percent and estimated life of this project is 3 years. What is the Net Present Value of these benefits and costs and what are the overall Return on Investment & the Pay-Back Period of this project? 9 CourseWork-b Amount (TL) Benefits (annual) Increased Efficiency in Reporting Increased Efficiency in Human Resources Other Savings One-Time Cost Development of the Software Training of the Personnel Purchasing of the Hardware Recurring Costs (annual) Maintenance of Hardware Maintenance of Software Annual Training 500 Other Recurring Costs

6 PMTT Organizational Breakdown Structure The organizational breakdown structure (OBS) is a project organization framework for identification of responsibility, accountability, management, and approvals of all authorized work scope. Main types of organizational breakdown structures are as follows. Functional Matrix Pure Project 11 PMTT Organizational Breakdown Structure This traditional organization, functional structure is based on the subdivision of product lines or disciplines into separate departments, together with their vertical hierarchy. 12 6

7 PMTT Organizational Breakdown Structure The topology of the matrix structure has the same format as a mathematical matrix, in this case the vertical lines represent the functional departments responsibility and authority, while the horizontal lines represent the project s responsibility and authority. 13 PMTT Organizational Breakdown Structure The pure project organization structure is similar in shape to the functional organizational structure except now all the departments are dedicated to the project. 14 7

8 PMTT Work Breakdown Structure A project work breakdown structure (WBS) is a deliverable or product-oriented grouping of project work elements to organize and subdivide the total work scope of a project. The WBS is generally a multi-level framework that organizes and displays elements representing work to be accomplished in logical relationships. Work packages of WBS should be: Definable Manageable Estimateable Independent Integratable Measurable Adaptable 15 PMTT Work Breakdown Structure Graphically in Boxes 16 8

9 PMTT Work Breakdown Structure Text Indents House Project Civil Foundations Walls and roof Plumbing Piping Sewerage Electrical Writing Appliances 17 PMTT Scheduling A schedule is time management tool consisting of a list of times at which possible tasks or actions must take place, or an order in which those actions must take place. A CPM/PERT chart is a graphical network model that depicts a project s tasks and the relationships between those tasks. A Gantt chart is a simple horizontal bar chart that depicts project tasks against a calendar. Each bar represents a named project task. The tasks are listed vertically in the left-hand column. The horizontal axis is a calendar timeline. 18 9

10 PMTT Scheduling Steps for scheduling are as follows: 1. Define the activities 2. Specify intertask dependencies 3. Estimate task durations 4. Assign resources For ease of reading, above information is often compiled in a tabular format. 19 PMTT Scheduling Steps for scheduling are as follows (continued): 5. Prepare network diagram Activity on arrow 20 10

11 PMTT Scheduling Steps for scheduling are as follows (continued): 6. Schedule tasks Forward scheduling establishes a project start date and then schedules forward from that date based on the planned duration of required tasks and their interdependencies. Backward scheduling establishes a project deadline and then schedules backward from that date based on the planned duration of required tasks and their interdependencies. 21 PMTT Scheduling Steps for scheduling are as follows (continued): 6. Schedule tasks (continued) Activity float (AF) for an activity is the difference between the time needed to complete an activity and the time available for completing it. It is a measure of the slack time. Critical path for a project is that sequence of dependent tasks that have the largest sum of durations. All the activities on the critical path have 0 (zero) float. The critical path determines the earliest possible completion date of the project

12 PMTT Scheduling Steps for scheduling are as follows (continued): 7. Schedule tasks PM tools can be used for controlling the tasks of a project through some instruments such as Gannt chart. 23 CourseWork Draw the network of the following project and determine its duration, Critical Path(s) and critical activities Activity Preceding Activity(ies) Duration (weeks) A 3 B 4 C A 2 D B 3 E C 2 F E 4 G C, D

13 PMTT Earned Value Analysis Earned value is an integrated planning and control tool and is essential for effective project control that performance is measured while there is still time to take corrective action. Although the earned value technique was essentially set up to track the progress of cost and time, in practice it is often more appropriate to track progress measured as earned manhours and time. The following terminology must be kept in mind: The planned manhours are an estimate of how you intend to perform the work. The earned manhours are a measure of work done. The actual manhours are recorded on the clock cards. 25 PMTT Earned Value Analysis Earned Value Plan Budget at Completion (BAC): This is the original cost estimate, budget or quotation, indicating the funds required to complete the work. Budgeted Cost for Work Scheduled (BCWS): Also called planned value (PV) is the integration of cost and time or more commonly manhours and time to give the characteristic S curve, which forms the baseline plan

14 PMTT Earned Value Analysis Earned Value Status Timenow: indicates up to what date the progress has been recorded. Percentage Complete (PC): The PC is a measure of the activities performance and progress up to timenow and is required for the earned value calculation. Budgeted Cost for Work Performed (BCWP): Also called earned value (EV), is a measure of achievement or value of the work done to timenow. (BCWP = PC x BAC) Actual Cost for Work Performed (ACWP): Also called actual cost (AC) is the amount payable for the work done to timenow. It is the real cost incurred executing the work to achieve the reported progress. 27 PMTT Earned Value Analysis Earned Value Forecast Estimate at Completion (EAC): The EAC is a revised budget for the activity, work package or project, based on current productivity. EAC= ACWP / PC The estimate-to-complete (ETC): The ETC is a useful figure for the project manager to compare the funds available with the cost-to-complete. ETC = EAC - ACWP 28 14

15 PMTT Earned Value Analysis Earned Value Variances Variance is the difference between planned and actual values. Schedule Variance (SV): Is a measure of the time deviation between the planned progress and the earned progress measured in money units. (SV = BCWP BCWS) Negative variance The project is behind the planned progress Positive variance The project is ahead of planned progress Cost Variance (CV): Is a measure of the deviation between the earned value and the actual cost of works done. (CV = BCWP ACWP) Negative variance The cost is higher than the original estimate Positive variance The cost is lower than the original estimate 29 PMTT Earned Value Analysis Performance Indices Performance indices are used to determine the status of the project. Cost Performance Index (CPI = EV/AC) compares the work earned with the actual cost, if the CPI < 1 then the project is spending more than it is earning and will make a loss if corrective action is not taken. Schedule Performance Index (SPI = EV/PV) compares the work earned with the work schedule, if the SPI < 1 then the project is behind schedule and if corrective action is not taken it will finish late

16 PMTT Earned Value Analysis Earned Value Curve 31 CourseWork Fill the following table and discuss the status of each project. Project BAC (1000$) BCWS (1000$) BCWP (1000$) ACWP (1000$) A CV (1000$) SV (1000$) CPI SPI Status of the Project B C D E