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Project Management

Project Management. Project Management. DILBERT’S BOSS. A Balancing Act. Deliverables Cost Quality. Learning How. ME 414W/415W - http://www.me.psu.edu/sommer/me415/ MBA Industrial training programs. Planning. Technical Time Resources Personnel Equipment and Facilities Budget.

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Project Management

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  1. Project Management

  2. Project Management DILBERT’S BOSS

  3. A Balancing Act • Deliverables • Cost • Quality

  4. Learning How • ME 414W/415W - http://www.me.psu.edu/sommer/me415/ • MBA • Industrial training programs

  5. Planning • Technical • Time • Resources • Personnel • Equipment and Facilities • Budget

  6. Benefits of Planning • Framework for communication • Clients and coworkers • Allocate resources • Personnel, equipment and facilities, budget • Benchmark to measure progress

  7. Planning - Fundamentals • Establish Performance Standards at the BEGINNING • Use Decision Trees/Matrices, QFD, Taguchi Methods • Assure Performance Standards as Project Progresses • Verify Final Performance Against Standards • NO SUPRISES!

  8. Time Planning • Identify TASKS • Estimate DURATION of Tasks • Establish PRECEDENCE of Tasks • Record MILESTONES (Performance and Dated) • Plan Start and Finish DATES for Tasks

  9. Models • Gantt Charts - Bar Charts • CPM/PERT - Network • Control Charts - Planned versus Actual • http://www.mne.psu.edu/me415/resources/docs/gantt chart.pdf

  10. Example Gantt Chart

  11. Gantt Chart • Tabulate Project Tasks • Title and ID Number for Each Task • Estimate Duration of Each Task • Estimate Resource Requirements for Each Task (May Need Dummy Tasks for Critical Resources) • Identify Prerequisite Tasks for Each Task • Layout Bar Chart with One Bar per Task based on Time • Add Dated Milestones

  12. Example Gantt Chart

  13. Gantt Chart - Pros and Cons • Strengths • See Status of Each Task at Any Point in Time • See Overlapping and Parallel Tasks • Weaknesses • Unable to Tell if the Entire Project is on Time for Highly Dependent Projects • Difficult to Show Critical Path

  14. CPM/PERT • Critical Path Method • Program Evaluation and Review Technique

  15. Example PERT Chart

  16. CPM/PERT • Tabulate Project Tasks • Title and ID Number for Each Task • Estimate Duration for Each Task D=(O+4M+P)/6 • O = Optimistic, M = Most Likely, P = Pessimistic • Estimate Resource Requirements for Each Task (May Need Dummy Tasks for Critical Resources) • Identify Prerequisite Tasks for Each Task • Layout Flowchart of Tasks Based on Dependencies NOT Time • Indicate Performance Milestones on Flowchart

  17. CPM/PERT - continued • Calculate Earliest Completion Time and Latest Completion Time • Beginning at start of project, ECT for task = ECT for preceding node + duration • Beginning at end of project, LCT for task = LCT for following node - duration • Calculate Slack Time for Each Task • Slack for Task= ECT - LCT • Determine Critical Path • Longest Time Path • Zero Slack

  18. Example PERT Chart

  19. CPM/PERT – Pros and Cons • Strengths • Shows Task Dependencies • Predicts Critical Path • Identifies Slack Time for Resources • Weaknesses • Assumes Subsequent Task Starts Immediately After Prerequisite Concludes • Difficult to Visualize Timing

  20. Control Charts • Quality • Statistical Process Control • Schedule • Gantt, Milestone, PERT • Budget • Commitment • Performance • Cash Flow

  21. Budget Control Chart

  22. Resource Planning • LINK TO TIME PLANNING • Personnel • In-House • Vendors and Subcontractors • Circle-dot chart

  23. Circle-dot Chart

  24. Resource Planning - continued • Equipment and Facilities • May Need to Add Dummy Tasks for Critical Resources • Downtime for Expected Maintenance or Failure • Budget • Often Not Under Direct Control of Project Team • Contingency Funds • Variable Value of Money • Inflation • International Currency

  25. Project Management is …

  26. … a Balancing Act

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