IT Project Management and

Project Scheduling
MODULE-06
TECSE(Sem-V) Revised 2019 ‘C’ Scheme
SOFTWARE PROJECT SCHEDULING
• Causes of Software Delay(Issue in project management):
• An unrealistic deadline established by someone outside the software development
group and forced on managers and practitioners within the group.
• Changing customer requirements that are not reflected in schedule changes.
• Essential hardware and software may be delivered late.
• Predictable and/or unpredictable risks that were not considered when the project
commenced.
• Technical difficulties that could not have been foreseen in advance.
• Human difficulties that could not have been foreseen in advance.
• Miscommunication among project staff that results in delays.
• Risk is not considered at beginning of project.
• A failure by project management to recognize that the project is falling behind
schedule and a lack of action to correct the problem.
SOFTWARE PROJECT SCHEDULING
• Software Project Scheduling is responsible activity of project manager.
• Project schedule is a mechanism that is used to communicate and know
about what tasks are required and how to perform them.
• Project manager separate total work task in project into different activities.
• Project manager estimate time and resources required to complete tasks
and organize them into sequence.
• Schedule revolves around time.
• Early stages of planning – macroscopic schedule - identifies all major software
engineering activities and the product functions to which they are applied.
• Project under way – detailed schedule - each entry on the macroscopic schedule is
refined. Here, specific software tasks are identified and scheduled.
SOFTWARE PROJECT SCHEDULING
• Principles of Software Project Scheduling:
• Compartmentalization : The project must be divided into a number of manageable
activities and tasks.
• Interdependency : The interdependency of each compartmentalized activity or task
must be determined. Some tasks must occur in sequence while others can occur in
parallel.
• Time allocation :
Each task assigned a start date and a completion date that are a function of the interdependencies
and whether work will be conducted on a full-time or part-time basis.
• Effort validation :
• Every project has a defined number of staff members.
• As time allocation occurs, the project manager ensures that no more than the allocated number
of people has been scheduled at any given time.
• PM allocates number of people for each task.
SOFTWARE PROJECT SCHEDULING
• Principles of Software Project Scheduling:
• Defined responsibilities : Every task that is scheduled should be assigned to a
specific team member.
• Defined outcomes : Every task that is scheduled should have a defined outcome. For
software projects, the outcome is normally a work product or a part of a work
product.
• Defined milestones : Every task or group of tasks should be associated with a project
milestone. A milestone is accomplished when one or more work products has been
reviewed for quality and has been approved.
SOFTWARE PROJECT SCHEDULING
• Timeline Charts (Gantt Charts)
• Generalized Activity Normalization Time Table (GANTT) chart is type of chart in which
series of horizontal lines are present that show the amount of work done or
production completed in given period of time in relation to amount planned for
those projects.
• It is horizontal bar chart developed by Henry L. Gantt (American engineer and social
scientist) in 1917 as production control tool.
• It is simply used for graphical representation of schedule that helps to plan in an
efficient way, coordinate, and track some particular tasks in project.
• Gantt chart is also known as timeline chart.
• It can be developed for entire project or it can be developed for individual functions.
• In most of projects, after generation of timeline chart, project tables are prepared.
• In project tables, all tasks are listed in proper manner along with start date and end
date, dependencies and milestones.
SOFTWARE PROJECT SCHEDULING
• Key Components of a Gantt Chart
[Link] – Individual activities that make up the project.
[Link] – A horizontal axis representing project duration (days, weeks,
months).
[Link] – Represent the length of time each task takes.
[Link] – Relationships between tasks (e.g., one task must be
completed before another starts).
[Link] – Key events or significant points in the project.
[Link] – Team members or departments assigned to task
SOFTWARE PROJECT SCHEDULING
• Timeline Charts (Gantt Charts)
• Gantt Chart represents
following things:
• All the tasks are listed at leftmost
column.
• The horizontal bars indicate or
represent required time by
corresponding particular task.
• When occurring of multiple
horizontal bars takes place at
same time on calendar, then that
means concurrency can be
applied for performing particular
tasks.
• The diamonds indicate
milestones.
SOFTWARE PROJECT SCHEDULING
• Timeline Charts (Gantt Charts)
• Advantages:
• Simplify Project –
• Gantt charts are generally used for simplifying complex projects.
• Establish Schedule –
• It simply establishes initial project schedule in which it mentions who is going to do what, when,
and how much time it will take to complete it.
• Provide Efficiency –
• It brings efficiency in planning and allows team to better coordinate project activities.
• Emphasize on scope –
• It helps in emphasizing i.e., gives importance to scope of individual tasks.
SOFTWARE PROJECT SCHEDULING
• Timeline Charts (Gantt Charts)
• Advantages:
• Ease at understanding –
• It makes it for easy stakeholders to understand timeline and brings clarity of dates.
• Visualize project –
• It helps in clearly visualizing project management, project tasks involved.
• Organize thoughts and Highly visible –
• It organizes your thoughts and can be highly visible so that everyone in enterprises can have
basic level of understanding and have knowledge about what’s happening in project even if they
are not involved in working.
• Make Practical and Realistic planning –
• It makes the project planning practical and realistic as realistic planning generally helps to avoid
any kind of delays and losses of many that can arise.
SOFTWARE PROJECT SCHEDULING
• Timeline Charts (Gantt Charts)
• Disadvantages:
• Sometimes, using Gantt chart makes project more complex.
• Gantt charts and projects are needed to be updated on regular basis.
• It is not possible or difficult to view this chart on one sheet of paper. The software
products that produce Gantt chart needed to be viewed on computer screen so that
whole project can be seen easily.
Work Breakdown Structure
• A Work Breakdown Structure (WBS) is a hierarchical decomposition of the total
scope of work required to complete a project.
• It divides the project into smaller, manageable components to help project teams
plan, execute, and control project activities efficiently.
• Key Characteristics of WBS
[Link] – The structure follows a top-down approach, where the main
project goal is broken down into smaller deliverables.
[Link]-Oriented – Each level represents tangible deliverables or work
packages rather than tasks.
[Link] Structure – Organizes the work into manageable sections, improving
planning and execution.
4.100% Rule – Ensures that all project work is included within the WBS with no
overlapping or missing elements.
 Work Breakdown Structure
• Components of a WBS
• A WBS consists of multiple levels, which typically include:
Level 1: Project Goal – The overall objective or final deliverable of the project.
Level 2: Major Deliverables – Key components or phases of the project.
Level 3: Sub-deliverables – More detailed elements within each major deliverable.
Level 4 and Beyond: Work Packages – The smallest unit of work that can be assigned
and managed.

• Types of Work Breakdown Structures

[Link]-Based WBS – Focuses on project deliverables and outcomes.
[Link]-Based WBS – Organized by project phases (e.g., Initiation, Planning, Execution,
Monitoring, and Closure).
[Link] WBS – Categorized based on project functions or departments (e.g.,
Engineering, Procurement, Construction).
Work Breakdown Structure
• How to Create a WBS?
[Link] the Project Scope – Identify project goals, objectives, and deliverables.
[Link] Major Deliverables – Break the project into high-level deliverables or
phases.
[Link] Down Deliverables into Work Packages – Divide each deliverable into
smaller, manageable components.
[Link] Codes to Each Component – Use a numbering system for easy
identification and tracking.
[Link] Completeness Using the 100% Rule – Ensure all necessary work is included
without overlaps.
[Link] a WBS Dictionary – Document definitions, scope, and responsibilities for
each component.
Work Breakdown Structure
Network Diagram
• A project network is a graph that shows the activities, duration, and
interdependencies of tasks within your project.
• A network diagram allows a project manager to track each element of
a project and quickly share its status with others. Its other benefits
include:
• Visual representation of progress for stakeholders
• Establishing project workflows
• Tracking dependencies and potential bottlenecks
Types of Network diagram:
• AOA: Activity on Arrow:
• Key Components of AOA Diagram
[Link] (Arrows): Represent project tasks, labeled with activity names or
codes.
[Link] (Circles): Represent the start or end of activities (also called events).
[Link]: Define the sequence in which activities must be performed.
[Link] Activities: Represent dependencies without consuming time or
resources, shown as dashed arrows.
[Link] Path: The longest path through the network, determining the
shortest time to complete the project.
Types of Network diagram:
• AOA
Types of Network diagram:
• AON(Activity on node)
• It is a project management tool that visually represents project
activities as nodes and their dependencies using arrows, allowing for
a clear and efficient visualization of task dependencies and
scheduling.
• It is commonly used in the Critical Path Method (CPM) to determine
the longest path of dependent activities and calculate the project
duration.
Types of Network diagram:
• Key Features of AON Network Diagram:

• Nodes Represent Activities – Each activity is shown as a node (rectangle or circle)

in the diagram.
• Arrows Represent Dependencies – Arrows connect the nodes and show the
logical sequence of tasks.
• Precedence Relationships – Dependencies between activities can be:
• Finish-to-Start (FS) – Task B starts only after Task A finishes (most common).
• Start-to-Start (SS) – Task B starts when Task A starts.
• Finish-to-Finish (FF) – Task B finishes when Task A finishes.
• Start-to-Finish (SF) – Task B finishes when Task A starts (least common).
Types of Network diagram:
• AON
Critical Path Method(CPM):
• The Critical Path Method (CPM) is a project management technique used to plan,
schedule, and control project activities. It helps determine the longest sequence
of dependent tasks (critical path) and identifies the shortest possible project
duration.
• Key Concepts of CPM
[Link] & Tasks – Individual work elements required to complete the project.
[Link] – Relationships between tasks (e.g., one task must finish before
another starts).
[Link] Path – The longest sequence of dependent tasks that determines the
total project duration.
4. Early Start (ES) & Early Finish (EF) – The earliest time an activity can start and
finish.
[Link] Start (LS) & Late Finish (LF) – The latest time an activity can start and finish
without delaying the project.
Critical Path Method(CPM):
[Link] (Slack) – The amount of time a task can be delayed without affecting the
project deadline.
1. Zero Float → Task is on the critical path and cannot be delayed.
2. Positive Float → Task can be delayed without impacting the project deadline.
3. Negative Float → Task must be accelerated to meet the project deadline.

• Steps To implement CPM:

1. List All Activities – Identify all project tasks.
2. Define Dependencies – Determine which tasks depend on others.
3. Estimate Durations – Assign estimated time for each activity.
4. Construct a Network Diagram – Use AON (Activity on Node) or AOA
(Activity on Arrow) diagrams.
Critical Path Method(CPM):
5. Perform Forward Pass Calculation – Determine Early Start (ES) and Early Finish
(EF).
6. Perform Backward Pass Calculation – Determine Late Start (LS) and Late Finish
(LF).
7. Identify the Critical Path – The sequence of tasks with zero float.
8. Optimize the Schedule – Adjust tasks, resources, or dependencies to meet
deadlines.
Critical Path Method(CPM):
• Example of CPM:
Task Duration (Days) Dependency
A 3 -
B 4 A
C 2 A
D 5 B
E 3 B, C

• Critical Path Calculation

• Path 1: A → B → D = 3 + 4 + 5 = 12 days
• Path 2: A → C → E = 3 + 2 + 3 = 8 days
Critical Path: A → B → D (12 days) (Longest path with zero float)
Critical Path Method(CPM):
Program Evaluation and Review Technique (PERT)
• PERT (Program Evaluation and Review Technique) is a project management tool
used to plan, schedule, and control complex projects. It helps project managers
analyze the tasks involved, estimate timeframes, and identify potential
bottlenecks.
• Key Features of PERT:
[Link] on Time Estimation:
PERT is primarily used for estimating the time required to complete each task and
the entire project.
[Link] a Network Diagram:
It represents project activities as nodes (or arrows) and dependencies between
tasks.
Program Evaluation and Review Technique (PERT)
3. Accounts for Uncertainty:
Unlike traditional project scheduling methods, PERT allows for variability in task
durations by using three time estimates:
• Optimistic Time (O): Minimum possible time
• Pessimistic Time (P): Maximum possible time
• Most Likely Time (M): Best guess of time required
• The expected time (TE) is then calculated using the formula:
• TE=O+4M+P
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4. Critical Path Identification:
PERT helps identify the Critical Path, which is the longest path of dependent tasks
that determines the shortest project duration. Any delay in critical path activities
will delay the project.
Program Evaluation and Review Technique (PERT)
5. Slack/Float Calculation:
• Slack (or Float) is the amount of time a task can be delayed without affecting the
overall project timeline.
• Tasks with zero slack are on the critical path.
• Steps to Implement PERT:
1. Identify Project Tasks – List all activities required to complete the project.
2. Determine Task Dependencies – Define the sequence of activities and their
relationships.
3. Draw the PERT Network – Represent tasks as nodes and dependencies as
arrows.
4. Estimate Time for Each Task – Use the three-time estimation method (O, M, P).
5. Calculate Expected Time for Each Task – Apply the weighted average formula.
6. Determine the Critical Path – Identify the longest sequence of dependent
tasks.
7. Monitor and Adjust – Track progress and update the PERT chart as necessary.
Program Evaluation and Review Technique (PERT)

• Draw PERT network diagram.

• Determine Critical Path
W5HH Principle
• The W5HH Principle is a strategic tool often used in problem-solving
and decision-making, particularly in business, research, and
management contexts.
• It helps guide individuals or teams in gathering comprehensive
information and ensuring that all relevant aspects of an issue are
considered.
• The principle is structured around five key questions that begin with
"W" and two that begin with "H."
W5HH Principle
1. Why the system is being developed?
→Need of the system
→Role of the software in the business
→Ex. Amazon website, BSNL website

2. What will be done?

→ Task set required for the project.
→Process models, architectural models etc.

3. When it will be done?

→Project schedule
→In between milestones
W5HH Principle
4. Who is responsible for the function?
→Role & responsibility
→Of each member of the software team
→Is identified & described.

5. Where they are organizationally located?

→ Location of – customers, users and other stakeholders
W5HH Principle
1. How will the job be done, technically and managerially?
→ Management strategy &
→ Technical strategy
→ For the project, is decided.

2. How much of each resource is needed?

→ estimates are developed
→ For the required resources – like –
→ cost, duration and manpower