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Intro : Project Management

Intro : Project Management. Project Management. 1. Project : series of related jobs usually directed toward some major output and requiring a significant period of time to perform

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Intro : Project Management

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  1. Intro : Project Management

  2. Project Management 1.Project : series of related jobs usually directed toward some major output and requiring a significant period of time to perform 2.PM : management activities of planning, directing, and controlling resources (people, equipment, material) to meet the technical, cost, and time constraints of a project

  3. Gantt Chart Activity 1 Activity 2 Activity 3 Activity 4 Activity 5 Activity 6 Time

  4. Pure Project Advantages Pure Project A pure project is where a self-contained team works full-time on the project 1. The project manager has full authority over the project 2. Team members report to one boss 3. Shortened communication lines 4. Team pride, motivation, and commitment are high

  5. Pure Project Disadvantages 1. Duplication of resources 2. Organizational goals and policies are ignored 3. Lack of technology transfer 4. Team members have no functional area "home"

  6. President Research and Development Engineering Manufacturing Project A Project B Project C Project D Project E Project F Project G Project H Project I Functional Project Example, Project “B” is in the functional area of Research and Development.

  7. Functional Project: Advantages 1. A team member can work on several projects 2. Technical expertise is maintained within the functio-nal area 3. The functional area is a “home” after the project is completed 4. Critical mass of specialized knowledge

  8. Functional Project: Disadvantages 1. Aspects of the project that are not directly related to the functional area get short-changed 2. Motivation of team often weak 3. Responded to slowly

  9. President R & D Engineering Manufacturing Marketing Manager Project A Manager Project B Manager Project C Matrix Project Organization Structure

  10. Projects Matrix: Advantages 1. Enhanced communications between functional areas 2. Pinpointed responsibility 3. Duplication of resources is minimized 4. Functional “home” for team members 5. Policies of the parent organization are followed

  11. Projects Matrix: Disadvantages 1. Too many bosses 2. Depends on project manager’s negotiating skills 3. Potential for sub-optimization

  12. Level Program 1 Project 1 Project 2 2 Task 1.1 Task 1.2 3 Subtask 1.1.1 Subtask 1.1.2 4 Work Package 1.1.1.1 Work Package 1.1.1.2 Work Breakdown Structure

  13. Network-Planning Models 1. A project is made up of a sequence of activities that form a network representing a project 2. The path taking longest time through this network of activities is called the “critical path” 3. The critical path provides a wide range of scheduling information useful in managing a project 4. Critical Path Method (CPM) helps to identify the critical path(s) in the project networks

  14. Prerequisites for Critical Path Methodology A project must have: 1. well-defined jobs or tasks whose completion marks the end of the project; 2. independent jobs or tasks; 3. and tasks that follow a given sequence.

  15. Types of Critical Path Methods 1. CPM with a Single Time Estimate a. Used when activity times are known with certainty b. Used to determine timing estimates for the project, each activity in the project, and slack time for activities 2. CPM with Three Activity Time Estimates a. Used when activity times are uncertain b. Used to obtain the same information as the Single Time Estimate model and probability information 3. Time-Cost Models a. Used when cost trade-off information is a major consideration in planning b. Used to determine the least cost in reducing total project time

  16. Steps in the CPM with Single Time Estimate 1. Activity Identification 2. Activity Sequencing and Network Construction 3. Determine the critical path From the critical path all of the project and activity timing information can be obtained

  17. Activity Designation Immed. Pred. Time (Weeks) Assess customer's needs A None 2 Write and submit proposal B A 1 Obtain approval C B 1 Develop service vision and goals D C 2 Train employees E C 5 Quality improvement pilot groups F D, E 5 Write assessment report G F 1 CPM with Single Time Estimate Consider the following consulting project: Develop a critical path diagram and determine the duration of the critical path and slack times for all activities.

  18. D(2) G(1) A(2) B(1) F(5) C(1) E(5) First draw the network Act. Imed. Pred. Time A None 2 B A 1 C B 1 D C 2 E C 5 F D,E 5 G F 1

  19. Early starts and early finish times ES=4 EF=6 D(2) ES=0 EF=2 ES=2 EF=3 ES=3 EF=4 ES=9 EF=14 ES=14 EF=15 G(1) A(2) B(1) C(1) F(5) ES=4 EF=9 E(5)

  20. D(2) ES=9 EF=14 ES=14 EF=15 G(1) A(2) B(1) F(5) LS=0 LF=2 LS=2 LF=3 LS=3 LF=4 E(5) Determine late starts and late finish times ES=4 EF=6 ES=0 EF=2 ES=2 EF=3 ES=3 EF=4 LS=7 LF=9 C(1) ES=4 EF=9 LS=9 LF=14 LS=14 LF=15 LS=4 LF=9 Hint: Start with LF=15 or the total time of the project and go backward in the network from G to A.

  21. Slack=(7-4)=(9-6)= 3 Wks ES=9 EF=14 ES=14 EF=15 G(1) A(2) B(1) F(5) LS=0 LF=2 LS=2 LF=3 LS=3 LF=4 Critical Path & Slack ES=4 EF=6 D(2) ES=0 EF=2 ES=2 EF=3 ES=3 EF=4 LS=7 LF=9 C(1) ES=4 EF=9 LS=9 LF=14 LS=14 LF=15 E(5) LS=4 LF=9 Duration=15 weeks

  22. Duration = 54 Days C(14) E(11) H(4) A(7) D(5) F(7) I(18) B (5.333) G(11) Example

  23. Question • A project starts with a written description of the objectives to be achieved, with a brief statement of the work to be done and a proposed schedule all contained in which of the following? • SOW • WBS • Early Start Schedule • Late Start Schedule • None of the above Answer: a. SOW (or Statement of Work)

  24. Question Some activities in a project there may be some leeway from when an activity can start and when it must finish. What is this period of time called when using the Critical Path Method? • Early start time • Late start time • Slack time • All of the above • None of the above Answer: c. Slack time

  25. Question How much “slack time” is permitted in the “critical path” activity times? • Only one unit of time / activity • No slack time is permitted • As much as the maximum activity time in the network • As much as is necessary to add up to the total time of the project • None of the above Answer: b. No slack time is permitted (All critical path activities must have zero slack time, otherwise they would not be critical to the project completion time.)

  26. Question When looking at the Time-Cost Trade Offs in the Minimum-Cost Scheduling time-cost model, we seek to reduce the total time of a project by doing what to the least-cost activity choices? • Crashing them • Adding slack time • Subtracting slack time • Adding project time • None of the above Answer: a. Crashing them (We “crash” the least-cost activity times to seek a reduced total time for the entire project and we do it step-wise as inexpensively as possible.)

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