1 PLANNING NOMBRE OBTENER LAS APROBACIONES NECESARIAS CONSEGUIR INSTALACIONES CONTRATAR RECURSOS HUMANOS CAPACITAR RECURSOS HUMANOS ADQUIRIR INFRAESTRUCTURA TECNOLÓGICA IMPLEMENTAR INFRAESTRUCTURA TECNOLÓGICA DURACIÓN 60 DÍAS COMIENZO 08/25/2014 FINAL 11/14/2014 DURACIÓN 20 DÍAS COMIENZO 11/17/2014 FINAL 12/12/2014 DURACIÓN 40 DÍAS COMIENZO 12/15/2014 FINAL 02/06/2015 DURACIÓN 60 DÍAS COMIENZO 02/09/2015 FINAL 05/01/2015 DURACIÓN 40 DÍAS COMIENZO 05/04/2015 FINAL 06/26/2015 DURACIÓN 20 DÍAS COMIENZO 06/29/2015 FINAL 07/24/2015 01 02 03 04 05 01 OBTENER LAS APROBACIONES NECESARIAS DURACIÓN COMIENZO FINAL 60 DÍAS 08/25/14 11/14/14 PREDECESORES 02 CONSEGUIR INSTALACIONES 20 DÍAS 11/17/14 12/12/14 01 03 CONTRATAR RECURSOS HUMANOS 40 DÍAS 12/15/14 02/06/15 02 60 DÍAS 02/09/15 05/01/15 v 03 40 DÍAS 05/04/15 06/26/15 04 06 04 DEFINIR POLÍTICAS, PROCESOS Y PROCEDIMIENTOS CAPACITAR RECURSOS HUMANOS 05 DURACIÓN 40 DÍAS COMIENZO 05/04/2015 FINAL 06/26/2015 09 ADQUIRIR INFRAESTRUCTURA TECNOLÓGICA 06 IMPLEMENTAR INFRAESTRUCTURA TECNOLÓGICA 20 DÍAS 06/29/15 07/24/15 05 07 DEFINIR PLAN DE COMUNICACIÓN Y DISPERSIÓN 40 DÍAS 05/05/15 06/26/15 04 08 EJECUTAR PLAN DE COMUNICACIÓN Y DISPERSIÓN 20 DÍAS 11/17/14 12/12/14 01 20 DÍAS 02/09/15 03/06/15 03 0 DÍAS 07/24/15 DEFINIR PLAN DE COMUNICACIÓN Y DISPERSIÓN EJECUTAR PLAN DE COMUNICACIÓN Y DISPERSIÓN 09 DURACIÓN 20 DÍAS COMIENZO 11/17/2014 FINAL 12/12/2014 DURACIÓN 20 DÍAS COMIENZO 02/09/2015 FINAL 03/06/2015 10 07 08 DEFINIR POLÍTICAS, PROCESOS Y PROCEDIMIENTOS COMIENZO DE LA OPERACIÓN AGO- SEP - OCT COMIENZO DE LA OPERACIÓN DURACIÓN 0 DÍAS COMIENZO 07/24/2015 01 NOV DIC 02 03 ENE FEB 04 MAR ABR 06 - 07 - 09 MAY JUN JUL 05 06 07 09 10 07 08 Once a list of activities is completed, they must be organized sequentially, taking into account the dependencies among them. One of the most convenient ways to map out and plan a project, including dependencies, is to construct a diagram using the Precedence Diagramming Method (PDM). • Final to Final: the completion of a successor activity depends on the end of the predecessor activity. • Start to Start: The start of the successor activity depends upon the initiation of the predecessor activity. • Start to Finish: The completion of the successor activity depends upon the initiation of the predecessor activity. The Precedence Diagramming Method (PDM) uses nodes and arrows. Each node represents an activity that is connected with another via arrows representing dependencies. In PDM there are four types of relationships of activities: During this stage of planning, the Project Team should examine parallelizing activities to reduce the time needed for implementation. There are various ways to estimate the duration of activities needed for CSIRT implementation. Three are shown below: perform the estimation based on their experience. This technique is simple and effective. • Estimation by analogy: This technique looks at historical information of other projects that have had similar activities and uses historical values of durations. • Estimation of three values: The aforementioned techniques are used, but in this case three values are taken for estimation: one pessimistic, one optimistic and one most likely. This technique is widely used when it is difficult to find historical information with similar properties.20 An example of a precedence diagram with the activities listed above could be mapped as above. • Expert Judgment: With background information the project team may consult experts in the field, who can Finally, the timeline diagram is set. A sample Gantt chart is shown above. • Final to Start: The start of a successor activity depends on the end of the predecessor. 60 Timeline Finally, once the PDM is ready, the timeline must be established. This requires estimating the duration of each of the activities, which depend on the resources available to execute them. There may be important external factors to consider in determining the timeline, as well, including political deadlines, licensing processes, dates of training courses taught, resource allocation, etc. 61