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Project management

Project management. Inna Vasiljeva Ryan Chase Konstantin Lizunov. Project Management. Traditionally has been associated with POM. New way of managing activities that has a particular relevance for operations.

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Project management

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  1. Project management • Inna Vasiljeva • Ryan Chase • Konstantin Lizunov

  2. Project Management • Traditionally has been associated with POM. • New way of managing activities that has a particular relevance for operations. • Project- A temporary endeavor undertaken to create a “unique” product or service. • Definite beginning and ending. • Results in unique product or service.

  3. Examples of Projects • Building the Ataturk Bridge of Istanbul • Computer system design • Movie making • Planning a military invasion • Installation of equipment

  4. Types of Projects • Individual-writing a paper, taking a exam • Group- Preparing a presentation with 2-3 people • Organization- Launching of a new product • Multi organization- Government agreements • Global Projects- Space exploration

  5. Definition • Project management can be defined as planning, organizing, coordinating, leading, and controlling resources to accomplish the project objectives. • Plan the work • Work the plan

  6. Aspects of Projects • Project manager- Coordinates the efforts of people coming from a variety of functional areas. • Project Management System- The organizational structure used by the project manager to get things done. • Project team- Group of people working independently with required skills to accomplish the project. • Teamwork- Cooperative effort by members of a team to accomplish the project objectives.

  7. Managers

  8. Critical Success Factors • Are defined as elements that have to be done well in order for the activity to succeed. • Goal definition- defined goals, scope, and requirements. • Top management support- Continued involvement, support from top. • User involvement- client consultation • Project manager- competence, on site • Project team, manpower, accurate estimates, control consultants, problem recognition

  9. Life Cycle of a Project • 1) Project Identification • 2) Project Appraisal • 3) Project Selection • 4) Project Implementation • Project Completeion • Form leader • Define scope and reference • Work breakdown structure • Scheduling • Time Cost tradeoffs

  10. The Town Commission of Bornova Municipality has decided to build a botanical garden and picnic area in the heart of the town for the recreation of its citizens. The precedence table for all the activities required to construct this area successfully is given at the bottom of this question. Example

  11. 1.Find Critical Path and Project Time.2.What is the probability The Town Commission will finish the project in 20 days or less?3.What date results in a 99% probability completion?

  12. Due Date! Stay within Meet the the budget deadline Meet the specifications Objectives and Tradeoffs

  13. Use of Project Management Concepts • Scheduling is only part of a complete approach to project management • Tradeoffs between sophistication and cost of methods • Choice between PERT and CPM • Project management software

  14. Main benefits from Using Project management • Helps focusing on outcomes (the benefits) of a project rather than products or outputs •  Keeping a project on track • Can help to reduce the risk of a completing project not on time • Controlling budget

  15. Benefits of CPM/PERT • Useful at many stages of project management • Mathematically simple • Give critical path and slack time • Provide project documentation • Useful in monitoring costs CPM/PERT can answer the following important questions: • How long will the entire project take to be completed? What are the risks involved? • Which are the critical activities or tasks in the project which could delay the entire project if they were not completed on time? • Is the project on schedule, behind schedule or ahead of schedule? • If the project has to be finished earlier than planned, what is the best way to do this at the least cost?

  16. Limitations to CPM/PERT • Clearly defined, independent and stable activities • Specified precedence relationships • Over emphasis on critical paths • Deterministic CPM model • Activity time estimates are subjective and depend on judgment • PERT assumes a beta distribution for these time estimates, but the actual distribution may be different • PERT consistently underestimates the expected project completion time due to alternate paths becoming critical

  17. Computer Software for Project Management • Microsoft Project (Microsoft Corp.) • MacProject (Claris Corp.) • PowerProject (ASTA Development Inc.) • Primavera Project Planner (Primavera) • Project Scheduler (Scitor Corp.) • Project Workbench (ABT Corp.)

  18. Thank you for your attention

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