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Software Project Management

by: Miss Terry Reichel

Software Project Management CSSE 372

Miss Terry Reichel
GPA 3.52


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This 15 page Class Notes was uploaded by Miss Terry Reichel on Monday October 19, 2015. The Class Notes belongs to CSSE 372 at Rose-Hulman Institute of Technology taught by Staff in Fall. Since its upload, it has received 28 views. For similar materials see /class/225106/csse-372-rose-hulman-institute-of-technology in Computer Science and Engineering at Rose-Hulman Institute of Technology.

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Date Created: 10/19/15
Critical Chain Project Management Chapter 12 CSSE 372 11Feb1 u1 a1 y2008 Outline 0 Theory of Constraints Variation in duration 0 Contingency Steps to scheduling Buffers Theory of Constraints 0 Developed by Elihu Goldratt in 1986 Based on observations of problems with traditional scheduling O Parkinson s Law 0 Student Syndrome Murphy39s Law 0 Multi tasking TOC quotto change the behavior of a system you must identify and change the limiting factorquot Parkinson s law quotWork expands to fill and often exceed the time allowedquot Student syndrome quotWhy start now if it isn t due until Fridayquot Staff often delay starting tasks until there is no safety left in the schedule Murphy s law quotWhatever can go wrong willquot Unexpected events will prevent you from completing tasks in the time allotted Multi tasking Dividing your time between tasks reduces your efficiency Multi tasking delays delivery of all results until almost all are done Multi tasking increases the lead time required for tasks Multi tasking example Task 1 completed Task 2 completed a er 0 d ys after 20 days ft 1 a without A i L multitasking 10 days 10 days 10 days lt gt Figure 59a Three Tasks Without Multitasking Task 1 completed Task 2 completed after 20 days after 25 days Task 3 With Task 2 multitasking Task 2 Task 3 Task 1 gt 5 days 5 days 5 days 5 days 5 days 5 da 5 lt gt lt gt lt gt gt Task 1 Figure 59b Three Tasks with Multitasking 1St COtD IN A PERFECT menu 3 BUT BASED ON PAST E AND THEN I APPLIED THE PROJECT onLo PROJECTS IN THIS N LwF OF 63 TAKE EIGHT MONTHS 5 COMPANY x APPLIED g g A 15 INCOMPETENCE c a MULTIPLIER M E 5 SCHEDULE 8 E V d 2 3 a a 3 TV E opgrughk a nu Uni ted Feature Sgndscake Inc Variation in duration 0 Common cause Special cause Common cause variation quotfluctuation in task duration that results from the capacity of that system affecting the taskquot Natural variations of the system Nothing can be done about this type of variation Special cause variation fluctuation is caused by a special cause external to the system Variations can be mitigated planned for or avoided 2nd CotD IT wAs THEORETICALLY EVERYTHXNG I NEEDED XMPOSSIBLE To worm TO DO EOUIRED E To nus uEEK D SOMETHING ELSE UNTIL IT ALL LOOPED BACK ON ITSELF LIKE A MOBIUS STRIP a nmIScun A lm mun a up Inc Contingency o Calculate the 50 duration ofa task Calculate the 90 duration ofa task 0 The difference between the two is the contingency I CONTINGENCY 4 The contingency has been made visible and therefore it is manageable Scheduhng A1 A2 Slack 6 4 B 32 Slack lune days Step One Create an Early Schedule Project Network Diagram This is the same PDM you use in TPM Scheduhng A2 Ernie 2 Bl Ernie 2 52 rnie 2 0 Fran BICZ Fran 3 C3 Fran 2 l l l l l l l l 1 2 3 4 5 6 7 8 9 Time days Step Two Convert the Early Schedule to the Late Schedule and Add Resources Note that this removes all of the free slack and the total slack associated with any task or task sequence in the project Note also that the 50 percent estimates have replaced the original estimates 10 Scheduhng Time days A Duffy 3 Bl Ernie 2 32 Ernie 2 l0 Fran 3 l C2 Fran Time days Step Three Resolve Resource Conflicts Begin with the task sequence that has the least slack 11 Buffers 0 Project Feeding 0 Resource Others Capacity constrained 0 Cost 0 Drum Segments of time that are placed at the end of a sequence of tasks for the purpose of protecting the schedule of those tasks 1 Project Placed at the end of the critical chain to protect the overall project schedule 2 Feeding Placed at the end ofa sequence of tasks that lead into the critical chain 3 Resource A flag that is placed to alert a resource when it is needed It has no time length 4 Capacity constrained a buffer paced between projects to ensure a specific sequence of project in a multiproject environment 5 Cost a contingency added to a project sequence of tasks to protect overall cost 6 Drum the capacity of a single resource that is scheduled across several projects 12 Using buffers IAI Duffy 3 1mm 2 l ceding buller PmiPrI huIIer I Iran 3 Z Han 3 Iran 2 I I I I I I I I I I I I I 9 mm days l Iquot S P Managing buffers Bulier Penetration Firsl Third Second Third Final Third Serious problem 399 NO prublememsls FIrSl Third ACTION Immediatgachon aggrmm am mac ed Delineihe 5 TM 3 dTh39 l Nquot th39F39 3quot Sillrl 2 quot439 7 quot ATION lormulalta P 39 Penetration OluliOH solution I Monitor the I Tasksequuine NO mam I Final Third will bedhsad HON an m r olsclledule Y penetration Penetration into the first third of the buffer unlike TPM here there s no reason why you d want to take any action Penetration into the middle third of the buffer investigate the cause of the slippage and put a get well plan in place Penetration into the final third of the buffer this is serious regardless of when in the sequence it occurs The diagonal is statistically where you should expect to be However the further you move into task sequence penetration down the diagonal the more you should be paying attention to the team s performance 1 Essentially the nearer you are to the ending tasks in the sequence the less likely it is that you can formulate and execute a get well plan should things go poorly Below the diagonal is good you re ahead of schedule Above the diagonal is probably what you re used to 14 Questions 15


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