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Project Management

Project Management. Chapter 13 OPS 370. Projects. Project Management. Five Phases Initiation Planning Execution Control Closure. Project Initiation. Project Planning. A. Creation of a Number of Planning Documents: Project Plan Activities, Interdependencies, Time Estimates

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Project Management

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  1. Project Management Chapter 13 OPS 370

  2. Projects

  3. Project Management • Five Phases • Initiation • Planning • Execution • Control • Closure

  4. Project Initiation

  5. Project Planning A. Creation of a Number of Planning Documents: Project Plan Activities, Interdependencies, Time Estimates Resource Plan What Resources Are Required Financial Plan Estimated Costs Quality Plans Quality Targets, Control and Improvement Techniques Communications Plan Updates to Stakeholders Risk Plan Assessment of Risks and Uncertainties

  6. Project Execution

  7. Project Control

  8. Project Closure

  9. Project Management Tools and Techniques Project Management has a Number of Tools Available: Precedence Relationship and Time Estimates Network Diagram Critical Path Method (CPM) Cost and Time Tradeoff Analysis Program Evaluation and Review Technique (PERT)

  10. Precedence Relationships and Time Estimates A. Precedence Relationship Analysis: a. Identification of Relationships and Sequences of Activities Within a Project B. Take Great Care to Estimate the Completion Time for Each Activity. C. Project Schedule, Cost, and Resource Requirements  Depend on the Precedence Relationships and Time Estimates

  11. Network Diagrams

  12. Cables By Us is bringing a new product on line to be manufactured in their current facility in some existing space. The owners have identified 11 activities and their precedence relationships. Develop an AON for the project.

  13. Diagram the Network for Cables By Us

  14. Construct a Network • Project Information (Different project) • Activity Immediate Predecessor A -- B -- C A D A E B F C, D, E G C, D, E H F, G I F, G J H, I

  15. Construct a Network

  16. Critical Path Method

  17. Identifying the Critical Path

  18. Calculate the Path Completion Times

  19. Some Network Definitions

  20. Project Network

  21. ES, EF Network

  22. LS, LF Network LF = 10LS = 4 LF = 16LS = 10 LF = 30LS = 16 LF = 35LS = 33 LF = 4LS = 0 LF = 32LS = 30 LF = 41LS = 39 LF = 39LS = 35 LF = 25LS = 22 LF = 30LS = 25 LF = 35LS = 32

  23. Completed Network Diagram

  24. Activity Late Early Finish FinishA 4 4 B 10 10 C 25 7 D 16 16 E 30 30 F 30 12 G 32 32 H 35 34 I 35 35 J 39 39 K 41 41 Slack[weeks]0 0 18 0 0 18 0 1 0 0 0 Calculating Slack

  25. Reducing the Time of a Project (Crashing)

  26. Reducing the Time of a Project (crashing) Crash costs are assumed to be linear …

  27. Crashing Example: Suppose the Cables By Us project manager wants to reduce the new product project from 41 to 36 weeks.

  28. Crashed Network Diagram

  29. PERT • A. Program Evaluation and Review Technique: Addresses the Impact of Uncertainties in Activity Time Estimates on the Duration of the Entire Project • B. Different Estimates for Activity Times are Developed:

  30. PERT

  31. PERT

  32. Example

  33. Example

  34. Example • 1. Longest Path (Using Expected Activity Times) • A. BCDFGK  Length of 36.3 (Variance of 6.67) • B. Standard Deviation = Sqrt(6.67) = 2.58 • 2. Can Now Answer Questions

  35. Example • 1. Continued • A. With 95% Probability, What Is the Date the Project Can Be Expected to Be Completed?

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