WHAT THIS MEANS FOR YOU in Software

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A Solid Schedule
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Project management software programs are dangerous. You can create a full-color schedule that looks beautiful and convinces everyone, but will not work at all. Or you can create a schedule that works, but, as soon as one thing changes, you have to re-do the whole thing. However, if you follow the steps listed here, and address the issues we raise, you can create realistic schedules that can be adjusted as the project moves forward. At that point, the schedule in your project management software program becomes a real tool that helps the project.
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Here are the issues we address in building a schedule, in order.  Assigning tasks to workers. As soon as possible, we should name the worker or team responsible for each task. Our best estimates come from the person who is going to do the work. If we are estimating without knowing the worker, we will have to make guesses about the skill and speed of that worker. Estimating e ort for each task. We start at the lowest level of the WBS, the task. For each task, we ask: How long will it take one person to do this job That is the per-task e ort. We should ask the person who is doing the work to make his or her own estimates. Using history for estimates. If we have accurate actual results from past projects, we can refer to them in making current estimates. But we must work at a low level of detail, ask intelligent questions, and adjust for changes in the task de nition and the abilities of the worker or team. Estimating accurately using PERT weighted averages. It is not enough just to ask: How long will it take We should actually ask four questions: How long will it usually take What is the least amount of time it might take If things do not go well, how long will it take Then we show those answers to the worker, and ask them, given these, for their input. We record all these numbers. Then we create a weighted average: (minimum plus maximum plus (likely times four)) 6. That is the PERT estimate. Then we make an intelligent guess between the PERT estimate and the instinctive feeling, and use that gure as our per-task e ort. We calculate this for each task. Calculating task duration. If more than one person is working on a task, then we divide e ort by number of people to get duration. If one person can dig a hole in an hour, then two people can dig the same hole in half an hour. But could sixty people dig the hole in one minute Probably not. We have to gure out if the job can really be divided, and what the ideal team size is. We also need to allow time for the team to communicate and coordinate work. With that done, we can calculate or estimate per-task duration, the length of time between the beginning of a task and when the results will be done and delivered with quality. Entering dependencies or links. Often, the output or deliverable of one task is the input for another task. If so, the second task can only start after the rst task nishes. We say that these two tasks are linked by a nish-to-start dependency. Most links on a project schedule are nishto-start. We can also use other links, such as start-to-start, nish-to nish, and, rarely, start-to- nish.
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CHAPTER 10 Planning and Estimation
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 Considering lag or lead time. If I am baking cookies, I have a task called start oven, and another one called put cookies in hot oven. There is a nish-to-start dependency between them, but it is not immediate. I need to allow the oven to warm up after I turn it on and before the cookies go in. That is the lag time between the end of one task, and the beginning of another; the time we just have to wait while ovens warm up and paint dries. What is lead time The opposite. Suppose we are baking together, but you are mixing the ingredients at your house, and you live 20 minutes away. We are on a tight schedule, so we want the oven to be just ready when you walk in the door. When you call to say you are leaving your house, I have 20 minutes to get the oven ready. That is 20 minutes of lead time on that task. If the oven takes 12 minutes to warm up, I can calculate that I need to turn on the oven 8 minutes after you call.  Putting together a theoretical schedule. At this point, we have all the ingredients of a theoretical schedule. We link all of the tasks, and we can see when we can do each task, and how long the project will take. The theoretical schedule is not a real-world calendar yet, but it is close. We can use it to calculate the total project e ort, and get a sense of the total length of time the project will take. By adding more information, such as individual work calendars, we can nish building our real-world schedule. One calculation we can perform both on the theoretical calendar and the real-world calendar is the CPM. This looks at all of the linked tasks, and nds the chain of tasks that must be done in order, start to nish, that will take the longest. Tasks on this chain are on the critical path, and a delay in any one task pushes the next task, which pushes the delivery date back later. Tasks on the critical path have no oat; that is, they must start and end on time. Other tasks have oat; that is, we can start them early (as soon as deliverables are available) and so nish early, or we can wait and start them later, and still nish them in time to start other tasks that depend on them.
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