1 / 28

Project Management

Project Management. Ross L. Fink. Definition of Project. A project is a specific, finite task to be accomplished. Brief History. Modern Project Management can be traced to the “Manhattan” project. Early project management dealt with large complex projects or R&D (weapons systems)

yamka
Download Presentation

Project Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Project Management Ross L. Fink

  2. Definition of Project • A project is a specific, finite task to be accomplished.

  3. Brief History • Modern Project Management can be traced to the “Manhattan” project. • Early project management dealt with large complex projects or R&D (weapons systems) • Today -- Project management is more important than ever.

  4. Importance of Project Management Today • More customization in manufacturing • Shorter product life cycles • Use in service organizations • Nonprofit sector

  5. Why Project Management? • Better control • Better customer relations • Shorter development time • Lower costs • Higher quality and reliability • Higher profits • Better interdepartmental coordination • Better worker morale

  6. Characteristics of a Project • One-time focus • Specific purpose and desired results • Identifiable start and finish • Time fence (or due-date) for completion • Involvement of cross-functional work team • Limited set of resources • Logical sequence of events • A clear client (user, customer) of results

  7. Project Management Tools • Major tools developed in the 1950s • PERT - Program Evaluation and Review Technique - Polaris Missile (NAVY) • CPM - Critical Path Method (CPM) - DuPont and Remington Rand - Maintenance of Chemical Plant

  8. Project Performance Objectives • PCT Objectives • “Good, Fast, Cheap” Performance Time Cost

  9. Reason for Project Failures • Unrealistic expectations • Poor project leadership • Poor project planning

  10. The Project Manager is Responsible to • Superiors • Team • Customer or Sponsor of project

  11. A Project Manager Needs to: • Communicate - • Importance of project • Role others play in project • Importance of their contribution • With customers • Understand project dimensions - • Technical • Cultural • Political

  12. Work Breakdown Structure (WBS) • Breaks the Program (or Project) into smaller and smaller units of work. The following are common levels of work: • Program • Project • Task • Subtask • Work Package

  13. Why Use WBS • Provides a logical means of identifying the activities of a project • Provides structure to the project plan • Different levels of WBS can be used for control by different individuals

  14. Types of WBS • Outcome (things) • Task • Task-outcome

  15. WBS Procedure • Simply ask “What will have to be done in order to _________ “ • Don’t worry about sequencing at this point

  16. Stopping Rules For WBS • Level of detail is too great to be useful • Control to smallest time unit used for control • Typically, no more than 5 to 6 levels is appropriate • For large project, no more than 20

  17. PERT Diagrams • PERT (or Network) diagrams showing the relationship between activities • There are more than one way of constructing these networks, we will use what is called activities-on-the-node (AON) or activities-in-the-box. This is the same as MS Project

  18. PERT Diagram Notation • Box or circle (node) represents the activity • Arrow (arc) represents the relationship between activities

  19. Example

  20. PERT Diagram

  21. Modeling Time • Simple model assumes times are deterministic (constant) • More elaborate models allow stochastic representation (most common being one that uses 3 time estimates)

  22. Example

  23. Example - Maximum Time • Sequential • Sum of all task times • In our example: 21 periods

  24. Finding time • ES and EF go forward through PERT diagram (ES + Time= EF) • LS and LF go backwards through PERT diagram (LF - Time = LS) • Slack is LS - ES or LF - EF

  25. PERT Diagram

  26. PERT Diagram with Times

  27. Critical Path • A-C-E • Significance--critical path determines project completion time

  28. Example in MS Project

More Related