4.3 Project Planning Part 3

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Time
6 hours 23 minutes
Difficulty
Intermediate
CEU/CPE
6
Video Transcription
00:00
then we'll go to the game core team
00:04
and we'll sort of repeat the same
00:06
basic process here. So you can start timers build.
00:11
Then we have to do
00:15
the recast build,
00:18
and then I have to do the read mouse build. These are just different again functionalities that were specified during the business process analysis
00:28
and
00:30
same same scenario here. I got to go to and say, OK, I can't do any of this until the Windows piece is complete
00:37
and this is gonna take me four days.
00:39
I couldn't do the ray cast at the same time,
00:43
but I can't do the read mouse until after the raid. CASS is done, and that's gonna take me three days.
00:49
Okay, so I can go connect that one to that one. I can connect this one to the end of this one
00:55
and this one to the end of this one and so on. So on and again in systems like Microsoft Project,
01:00
Uh, this
01:03
type of lot of dysfunctionalities for moving things around is done automatically.
01:08
So then I meet with the graphics team and I look at what their tasks are and they've got to
01:17
looks like they're just building the u I.
01:19
And okay, so really, they just gotta build a maze. You I
01:26
and then build the control. You I
01:29
or I should say, design, build,
01:30
dying to control you. And that's the gonna be the text and what colors they're gonna use and all that kind of stuff.
01:38
Um,
01:38
so they tell me
01:41
that's all they need to do.
01:42
Okay, Great.
01:45
When can you start? And they say, Well, actually, I don't really need anything from programmers to
01:51
start this build, but it's gonna take me 10 days. So I go to
01:57
see here
01:59
12
02:01
take 10 days to do that, and I can design the control. You I as soon as I have the basic structure of the maze
02:09
so I can start that in the 19
02:12
and that's gonna take me approximately 10 days, too.
02:15
And then we can either set
02:16
a dependency here which will yell at us, but we could ignore it or just leave it overlapping. And you'll just know that this dependence this is not necessary dependent on this start, but is dependent upon it to finish.
02:28
And this particular software won't let you do those types of dependencies in some of the more advanced software, you actually have the ability to
02:37
do a start to start dependency or finished finished dependency so on. So you can sort of make all this magic happen.
02:45
And then if you go into the list for you, So let's say we've done all our dependencies, got everything figured out.
02:50
Then we need to look at what the duration is. So the create window functionality.
02:55
We started it yesterday. We're gonna have it do on win Tuesday. That's fine.
03:00
So I can't load graphics until Wednesday,
03:02
which will put that being done by the 26 thing with the build tables.
03:07
Play games. Take me till the second
03:10
start timers is gonna run till the third. And let's say that I actually won't get it done till the 12 of April,
03:16
and this will be done on the ninth and so on. And so on and again. We're doing this in a collaborative environment,
03:23
with the developers
03:25
asking them for their assumptions and where they develop those assumptions from
03:30
because sometimes experience. Sometimes
03:34
it's just a
03:36
what they call a swag, a scientific guests that has no real basis in reality. But you got to give him an estimate.
03:43
So then going back to the gang chart, I'm gonna look through as I've developed more, more. I'll have
03:49
dozens, if not more, of these individual tasks. And I look and see that Make sure that there's no red connectors, which there's one here, but we know why that's there.
03:58
And then I'll actually go in and assign Resource is of some of these. Oh, and then under project management, of course, you've got your status reporting.
04:06
Um, you might have,
04:10
uh, getting sign off
04:14
and so on. And you want to schedule those in the tasks in the schedule as well. But those are just product management tasks. Those aren't necessarily huge deal.
04:23
So then I go ahead and I'm gonna sign this task to me. Of course, there's only one person on my team. So what'll end up happening here is if I assigned myself to this task as well,
04:33
you should start to see, and this may not be advanced enough to do it,
04:36
but basically I've been assigned to two tasks.
04:41
The design may, as you I as well as the create window
04:46
function,
04:46
and they're both on the same
04:49
are occurring around the same time. So what that means is that you'll either have to
04:56
build additional resources
04:59
or
05:01
delay one, because you're now what they call resource constrained, which means that you can't
05:06
have one person working 16 hours a day. It doesn't work out in the long run. That's what's called resource leveling, and this particular software doesn't have it really good
05:17
automatic way to do it. Which is fine because it's free can complain about price.
05:21
But what you would look too on a resource leveling standpoint is see where certain resource is our assigned to various tasks and say, OK,
05:30
you can't build the maze you I while you're also building or creating the window module,
05:38
unless you're telling me that you only need to do half and half reach.
05:42
So that's sort of part of the give and take
05:45
in the schedule development process and again kind of going back to the science and art of
05:50
building a project schedule, and this again is a water fallen based schedule. So we're doing very deliberative. We know what the order of things needs to be. We're really just trying to maximize our resource is utilization. So, for example, let's say that under this Ray cast,
06:08
I had a very busy resource.
06:10
But he had some free time.
06:13
Uh, during a certain window, I might go ahead and just slide this to the right
06:18
even though it creates that that slack that we talked about in the last lesson.
06:24
But because I'm resource constrained, that's just gonna have to happen. And that might affect my critical path. And it might affect when I can bring the project in for completion. It really does does depend. But
06:34
the couple of main things take away from this. This video is
06:39
you have to build your business process, know what you're gonna do. You know who you have on your team, what their skill set is.
06:46
Put together your tasks in your sub task. Start high level. Don't be afraid to start high level and continually refine because you may have another layer of sub task below this and so on. Continually refine those tax and processes until you've got a pretty good idea of a workable schedule.
07:09
Now, from that workable schedule standpoint, you know, then you have to write it for approval and and actually the course, monitor the schedule and things of that nature.
07:16
But remember,
07:18
this is all a very quote unquote scientific guess
07:25
of what we think is actually going to happen. So you need to be prepared during project execution, which is the next video to adjust accordingly when things aren't working the way that you plan. And you also need to make sure that your sponsors are aware that we did our very, very best
07:41
to guess what we think needs to happen. But we won't really know until we actually start the project and start developing.
07:49
So in summary, we did a practical exercise on project planning and scheduling. And we're going to begin project execution on the next video.
07:59
Thank you very much.
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