Software project

Scheduling
 Project scheduling
• Project scheduling is concerned with the techniques
that can be employed to manage the activities that
need to be undertaken during the development of a
project.
• Scheduling can be viewed from two perspectives:
1. An end date for release of a computer-based
system has already been established. The
organization is constrained to distribute effort
within the prescribed time frame.
2. An end date is set by the organization. Effort is
distributed to make best use of resources, and an
end date is defined after careful analysis of the
2
Project scheduling- Basic
principles
1. Compartmentalization
2. Interdependency
3. Time allocation
4. Effort validation
5. Defined responsibilities
6. Defined outcomes
7. Defined milestones

3
 Project scheduling- Define task set
for project
• A task set is a collection of software engineering
work tasks, milestones, work products, and
quality assurance filters that must be
accomplished to complete a particular project.
• The task set must provide enough discipline to
achieve high software quality. But, at the same
time, it must not burden the project team with
unnecessary work.
• In order to develop a project schedule, a task set
must be distributed on the project time line. The
task set will vary depending upon the project type
4
Project scheduling- Define task set
for project
For each project, task set will vary depending
on project type:
1. Concept development projects
2. New application development projects
3. Application enhancement projects
4. Application maintenance projects
5. Reengineering projects
Many factors influence the task set. These
include size of the project, number of users,
stability requirements, performance,
technology used and ease of communication
between developer and user. 5
 Project scheduling- scheduling
Scheduling of engineering activities can use different
tools and techniques:
• Program evaluation and review technique
(PERT) : PERT is a method to analyze the involved
tasks in completing a given project, especially the
time needed to complete each task, and to identify
the minimum time needed to complete the total
project.
• The critical path method (CPM): A critical path is
the chain of important activities that would help in
determining the duration of the project. CPM helpful
for scheduling, monitoring, and controlling projects
6
 Project scheduling- scheduling
⮚Both of these project scheduling methods that
can be applied to software development.
⮚The objective of project scheduling tools is to
enable a project manager to define work tasks;
establish their dependencies; assign human
resources to tasks; and develop a variety of
graphs, charts, and tables that aid in tracking and
control of the software project.

7
 Project scheduling- scheduling
Both PERT and CPM provide quantitative tools
that allow you to :
1. Determine the critical path—the chain of tasks
that determines the duration of the project,
2. Establish “most likely” time estimates for
individual tasks by applying statistical models
3. Calculate “boundary times” that define a time
“window” for a particular task.

8
 Project scheduling- Time line chart
(Gantt chart)
• A time-line chart
enables you to
determine what
tasks will be
conducted at a
given point in time.
• A time-line chart,
also called a Gantt
chart can be
developed for the
entire project.
9
Time line chart (Gantt chart):
Example

10
 Time line chart (Gantt chart): Steps
1. Make a task list with all the tasks that are
needed to complete your project
2. Define the start and end dates for each task
3. Create a project timeline based on the duration
of tasks
4. Identify task dependencies
5. Fill out the bar chart timeline with your tasks
6. Assign tasks to your team members
7. Set milestones
11
 Software Scheduling
❖ Scheduling the project tasks is an important project planning activity.
❖ The scheduling problem, in essence, consists of deciding which tasks
would be taken up when and by whom.
❖ Steps
❖ The first step in scheduling a software project involves identifying all
the activities necessary to complete the project
❖ Next, the activities are broken down into a logical set of smaller
activities (subactivities). The smallest sub-activities are called tasks

12
 Work Breakdown Structure
❖ Dividing complex projects to simpler and manageable tasks is the process
identified as Work Breakdown Structure (WBS).
❖ Once project activities have been decomposed into a set of tasks using WBS,
the time frame when each activity is to be performed is to be determined.

❖ The end of each important activity is called a milestone

❖ Project manager tracks the progress of a project by monitoring the timely
completion of the milestones.

❖ If he observes that some milestones start getting delayed, he carefully monitors

and controls the progress of the tasks, so that the overall deadline can still be
13

met
 Key Terms
■ Critical Path: The longest time path through the task network.
The series of tasks (or even a single task) that dictates the
calculated finish date of the project (That is, when the last task in
the critical path is completed, the project is completed) The
"longest" path (in terms of time) to the completion of a project. If
shortened, it would shorten the time it takes to complete the
project. Activities off the critical path would not affect
completion time even if they were done more quickly.

Chapter 8 14
 NETWORK TECHNIQUES

PERT CPM
-Program Evaluation and Critical Path Method
Review Technique Developed by El
- developed by the US Dupont for Chemical
Navy with Booz Plant Shutdown Project-
Hamilton Lockheed about
- on the Polaris same time as PERT
Missile/Submarine
program 1958

✔ Both use same calculations, almost similar

✔ Main difference is probabilistic and deterministic in time estimation
✔ Gantt Chart also used in scheduling
Chapter 8 15
 NETWORK
■ Graphical portrayal of activities and event
■ Shows dependency relationships between tasks/activities
in a project
■ Clearly shows tasks that must precede (precedence) or
follow (succeeding) other tasks in a logical manner
■ Clear representation of plan – a powerful tool for planning
and controlling project

Chapter 8 16
 DEFINITION OF TERMS IN A NETWORK

■ Activity:any portions of project (tasks) which required

by project, uses up resource and consumes
time – may involve labor, paper work, contractual negotiations,
machinery operations Activity on
Arrow (AOA) showed as arrow, AON – Activity on Node
■ Event : beginning or ending points of one or more
activities, instantaneous point in
time, alsocalled ‘nodes’

■ Network:Combination of all project activities and the events

PRECEEDING SUCCESSOR
ACTIVITY

EVENT

Chapter 8 17
Example 1- A simple network

Consider the list of four activities for making a simple product:

Activity Description Immediate

predecessors
A Buy Plastic Body -
B Design Component -
C Make Component B
D Assemble product A,C

Immediate predecessors for a particular activity are the activities

that, when completed, enable the start of the activity in question.

Chapter 8 18
 Sequence of activities

■ Can start work on activities A and B anytime, since neither of

these activities depends upon the completion of prior activities.
■ Activity C cannot be started until activity B has been completed
■ Activity D cannot be started until both activities A and C have
been completed.
■ The graphical representation (next slide) is referred to as the
PERT/CPM network

Chapter 8 19
 Network of Four Activities
Arcs indicate project activities

A D
1 3 4

B C

Nodes correspond to the beginning

and ending of activities

Chapter 8 20
Example 2
Develop the network for a project with following activities and
immediate predecessors:
Activity Immediate
predecessors
A -
B -
C B
D A,
C
E C
F C

Try to do forGthe first five (A,B,C,D,E)

D,E,F
activities
Chapter 8 21
 Network of first five activities

A D
1 3 4

E
B

C 5
2
We need to introduce
a dummy activity

Chapter 8 22
 Network of Seven Activities
1 A 3 D 4 G
7
dummy E
B
C 5 F
2 6
• Note how the network correctly identifies D, E, and F as the immediate
predecessors for activity G.
• Dummy activities is used to identify precedence relationships correctly and
to eliminate possible confusion of two or more activities having the same
starting and ending nodes
• Dummy activities have no resources (time, labor, machinery, etc) – purpose
is to PRESERVE LOGIC of the network

Chapter 8 23
 EXAMPLES OF THE USE OF DUMMY ACTIVITY
Network concurrent activities
a
a 2

1 2 1 Dummy

b 3
b
WRONG!!! RIGHT ✔

Activity c not WRONG !

required for e
a
a e
d
1
b 1 b
e
d
c
2
c
WRONG
RIGHT
!!!
✔
RIGHT ✔

Chapter 8 24
 WRONG!!! RIGHT!!!

a d a d
1 1

b e b
2 2 4
e

c f c f
3 3

a precedes d.
a and b precede e,
b and c precede f (a does not precede f)

Chapter 8 25
Scheduling with activity time
Activity Immediate
Completion
predecessors
Time (week)
A -
5
B -
6
C A
4
D A
3
E information indicates that the total time
This A required to complete
1
activities is 51 weeks. However, we can see from the network that
F E
several of the4 activities can be conducted simultaneously (A and B, for
G D,F
example).
Chapter 8 14 26

H B,C
12
I G,H
 Earliest start & earliest finish time
■ We are interested in the longest path through the network,
i.e., the critical path.

■ Starting at the network’s origin (node 1) and using a

starting time of 0, we compute an earliest start (ES) and
earliest finish (EF) time for each activity in the network.

■ The expression EF = ES + t can be used to find the earliest

finish time for a given activity.
For example, for activity A, ES = 0 and t = 5; thus the
earliest finish time for activity A is
EF = 0 + 5 = 5

Chapter 8 27
Arc with ES & EF time
EF = earliest finish time

ES = earliest start time

Activity

2
A [ 0, 5]
5
1
t = expected activity
time

Chapter 8 28
Network with ES & EF time
D[5,8] 5
2 3 ]
E[ ,10

G[1 4
5 6
1 ,6] F[
5 ,5]

0,2
1
7
0
A[

,26]

4]
C[5,9]
4 I[24
4

2
1 6
B[0
,6 ,21]
6 ] H[9
12
3

Earliest start time rule:

The earliest start time for an activity leaving a particular node is equal to
the largest of the earliest finish times for all activities entering the node.

Chapter 8 29
 Activity, duration, ES, EF, LS, LF
EF = earliest finish time

ES = earliest start time

Activity

3
9]
C [ 5, ]
2
4 [ 8, 1
2
LF = latest finish time
LS = latest start time

Chapter 8 30
 Latest start & latest finish time

■ To find the critical path we need a backward pass calculation.

■ Starting at the completion point (node 7) and using a latest

finish time (LF) of 26 for activity I, we trace back through the
network computing a latest start (LS) and latest finish time
for each activity

■ The expression LS = LF – t can be used to calculate latest start

time for each activity. For example, for activity I, LF = 26 and t
= 2, thus the latest start time for activity I is
LS = 26 – 2 = 24

Chapter 8 31
 Network with LS & LF time

D[5,8] 5
2 3[7,10] ]

G[1 10,24
E[ 10 ]

14[
,
6 0
1[5 5,6] F[ 6,1

0,2 ]
5[ 0,5]

,6 ]
4[ 7
]

4]
0,5
A[

4 ,26]
I[24 26]
C[5,9]
4[8,12]

,
2[24
1 6
B[0
6[6 ,6] ,21]
H[9 ,24]
,12 2
] 12[1
3

Latest finish time rule:

The latest finish time for an activity entering a particular node is equal to
the smallest of the latest start times for all activities leaving the node.
Chapter 8 32
Slack or Free Time or Float
Slack is the length of time an activity can be delayed without affecting the
completion date for the entire project.
For example, slack for C = 3 weeks, i.e Activity C can be delayed up to 3
weeks
(start anywhere between weeks 5 and 8). [5,9]
3
C
2 [ 8 , 1 2]
4
ES LS EF EF
5 8 9 12

LF-EF = 12 –9 =3

LS-ES = 8 – 5 = 3

LF-ES-t = 12-5-4 = 3

Chapter 8 33
Activity schedule for our example
Activity Earliest Latest Earliest Latest Slack Critical
start (ES) start (LS) finish (EF) finish (LF) (LS-ES) path

A 0 0 5 5 0 Yes
B 0 6 6 12 6
C 5 8 9 12 3
D 5 7 8 10 2
E 5 5 6 6 0 Yes
F 6 6 10 10 0 Yes
G 10 10 24 24 0 Yes
H 9 12 21 24 3
I 24 24 26 26 0 Yes
Chapter 8 34
 IMPORTANT QUESTIONS
■ What is the total time to complete the project?
■ 26 weeks if the individual activities are completed on schedule.

■ What are the scheduled start and completion times for each activity?
■ ES, EF, LS, LF are given for each activity.

■ What activities are critical and must be completed as scheduled in order to

keep the project on time?
■ Critical path activities: A, E, F, G, and I.

■ How long can non-critical activities be delayed before they cause a delay
in the project’s completion time
■ Slack time available for all activities are given.

Chapter 8 35
 Importance of Float (Slack) and Critical Path
1. Slack or Float shows how much allowance each activity has, i.e how
long it can be delayed without affecting completion date of project

2. Critical path is a sequence of activities from start to finish with zero

slack. Critical activities are activities on the critical path.

3. Critical path identifies the minimum time to complete project

4. If any activity on the critical path is shortened or extended, project

time will be shortened or extended accordingly

Chapter 8 36
 Importance of Float (Slack) and Critical Path (cont)
5. So, a lot of effort should be put in trying to control activities along
this path, so that project can meet due date. If any activity is
lengthened, be aware that project will not meet deadline and some
action needs to be taken.

6. If can spend resources to speed up some activity, do so only for

critical activities.

7. Don’t waste resources on non-critical activity, it will not shorten the

project time.

8. If resources can be saved by lengthening some activities, do so for

non-critical activities, up to limit of float.

9. Total Float belongs to the path

Chapter 8 37
 PERT For Dealing With Uncertainty
■ So far, times can be estimated with relative certainty, confidence

■ For many situations this is not possible, e.g Research, development,

new products and projects etc.

■ Use 3 time estimates

m= most likely time estimate, mode.
a = optimistic time estimate,
b = pessimistic time estimate, and

Expected Value (TE) = (a + 4m + b) /6

Variance (V) = ( ( b – a) / 6 ) 2
Std Deviation (δ) = SQRT (V)

Chapter 8 Scheduling, PERT, Critical Path Analysis 38

 Precedences And Project Activity Times
Immediate Optimistic Most Likely Pessimistic EXP Var S.Dev
Activity Predecessor Time Time Time TE
V σ

a - 10 22 22
20 4 2
b - 20 20 20
20 0 0
c - 4 10 16
10 4 2
d a 2 14 32
15 25 5
e b,c 8 8 20
10 4 2
f b,c 8 14 20
Chapter 8 Scheduling, PERT, Critical Path Analysis 39
14 4 2
g b,c 4 4 4
4 0 0
 The complete network

d 6
2
(15,25)
j
a (8,4)
(20,4) e
(10,4)
1 f 7
3
b (14,4)
(20,0)
g
c
(4,0)
(10,4) i
(18,28.4)
h 5
4
(11,5.4)

Chapter 8 Scheduling, PERT, Critical Path Analysis 40

 Figure 8-13 The complete Network

EF=20 35
d 6
2
a (15,25) j
(20,4) (8,4)
b e
20 43
(20,0) (10,4)
f CRIT. TIME = 43
1 3 7
(14,4)
g
c (4,0)
(10,4) i
(18,28.4)
h 5
4
(11,5.4)
10 24

Chapter 8 Scheduling, PERT, Critical Path Analysis 41

 Critical Path Analysis (PERT)
Activity LS ES Slacks Critical ?
a 0 0 0 Yes

b 1 0 1

c 4 0 4

d 20 20 0 Yes

e 25 20 5

f 29 20 9

g 21 20 1

h 14 10 4

i 25 24 1

j 35 35 0 Yes

Chapter 8 Scheduling, PERT, Critical Path Analysis 42

Assume, PM promised to complete the project in the fifty days.
What are the chances of meeting that deadline?
Calculate Z, where

Z = (D-S) / √V
Example,
D = 50; S(Scheduled date) = 20+15+8 =43; V = (4+25+4) =33
Z = (50 – 43) / 5.745
= 1.22 standard deviations.

The probability value of Z = 1.22, is 0.888

1.22

Chapter 8 Scheduling, PERT, Critical Path Analysis 43

Chapter 8 Scheduling, PERT, Critical Path Analysis 44
What deadline are you 95% sure of meeting

Z value associated with 0.95 is 1.645

D = S + 5.745 (1.645)
= 43 + 9.45
= 52.45 days

Thus, there is a 95 percent chance of finishing the project by 52.45

days.

Chapter 8 Scheduling, PERT, Critical Path Analysis 45

 Comparison Between CPM and PERT
CPM PERT

1 Uses network, calculate float or slack,

identify critical path and activities, Same as CPM
guides to monitor and controlling
project
2 Uses one value of activity time Requires 3 estimates of activity time
Calculates mean and variance of time

3 Used where times can be estimated Used where times cannot be estimated
with confidence, familiar activities with confidence.
Unfamiliar or new activities

4 Minimizing cost is more important Meeting time target or estimating

percent completion is more important

5 Example: construction projects, Example: Involving new activities or

building one off machines, ships, etc product`

Chapter 8 46
 BENEFITS OF CPM / PERT NETWORK

Consistent framework for planning, scheduling,

monitoring, and controlling project.

• Shows interdependence of all tasks, work packages, and

work units.

• Helps proper communications between departments and

functions.

• Determines expected project completion date.

• Identifies so-called critical activities, which can delay the

project completion time.

Chapter 8 47
 BENEFITS OF CPM / PERT NETWORK (cont.)

• Identified activities with slacks that can be delayed for

specified periods without penalty, or from which
resources may be temporarily borrowed

• Determines the dates on which tasks may be started or

must be started if the project is to stay in schedule.

• Shows which tasks must be coordinated to avoid resource

or timing conflicts.

• Shows which tasks may run in parallel to meet project

completion date

Chapter 8 48
PERT
■ Project Evaluation and Review Technique (PERT)
is a procedure through which activities of a project
are represented in its appropriate sequence and
timing.
■ It is a scheduling technique used to schedule,
organize and integrate tasks within a project.
■ PERT is basically a mechanism for management
planning and control which provides blueprint for a
particular project.
■ All of the primary elements or events of a project
have been finally identified by the PERT.

49
PERT
■ It is an important aspect in decision activity
■ It forms the basis for planning activity
■ helps in deciding the best possible resource
utilization strategy
■ it uses the time network utilization and analysi
technique
■ it helps in identifying the essential elements for the
completing the project

50
PERT Example
EXAMPLE

51
 Comparison Between CPM and PERT
CPM PERT
1 Uses network, calculate float or slack,
identify critical path and activities, Same as CPM
guides to monitor and controlling
project
2 Uses one value of activity time Requires 3 estimates of activity time
Calculates mean and variance of time

3 Used where times can be estimated Used where times cannot be estimated
with confidence, familiar activities with confidence.
Unfamiliar or new activities

4 Minimizing cost is more important Meeting time target or estimating

percent completion is more important

5 Example: construction projects, Example: Involving new activities or

building one off machines, ships, etc product`

Chapter 8 52
 BENEFITS OF CPM / PERT NETWORK

Consistent framework for planning, scheduling,

monitoring, and controlling project.

• Shows interdependence of all tasks, work packages, and

work units.

• Helps proper communications between departments and

functions.

• Determines expected project completion date.

• Identifies so-called critical activities, which can delay the

project completion time.

Chapter 8 53
 BENEFITS OF CPM / PERT NETWORK (cont.)

• Identified activities with slacks that can be delayed for

specified periods without penalty, or from which resources
may be temporarily borrowed

• Determines the dates on which tasks may be started or

must be started if the project is to stay in schedule.

• Shows which tasks must be coordinated to avoid resource

or timing conflicts.

• Shows which tasks may run in parallel to meet project

completion date

Chapter 8 54