Project Management, Planning And Analysis Tools

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Project Management, Planning And Analysis Tools - Presentation Transcript

  1. Systems Management project management, planning and analysis tools BY ENG. AHMAD BASSIOUNY AIR CRAFT FACTORY
  2. What we will cover today
    • Project management
      • What is it
      • What does it involve
      • Methodology
    • Planning and Analysis tools
      • Especially Network Analysis
    • Practical session - Network Analysis!
  3. Project Management
    • What is Project Management?
    • Why is it important?
    • What does it involve:
      • What practical techniques can we learn and apply?
  4. Project Management
    • “ A whole framework of logical and progressive management planning and decisions, perceptiveness, the liberal application of common sense, proper organisation, effective commercial and financial management, painstaking attention to documentation, and a clear grasp of proven and long-established principles of management and leadership”. (Lock)
  5. What is Project Management?
    • A way of exercising control
    • A way of preventing mistakes
    • A way of maximizing efficiency
    • Why is it important?
      • Project success and failure...
  6. Types of project
    • “ Practical” projects
      • Classic “industrial” subjects e.g. construction
      • Projects with tangible “production” outcomes
    • “ Management” projects
      • Organisational projects e.g. Relocations
      • May not have such a tangible outcome
    • “ Research” projects
      • More difficult to fit in the mould
      • Outcomes may be undefined!
  7. Types of management
    • Cost
    • Time
    • Performance
    • Quality
    • The relationship between cost, time and performance
      • Balance of objectives
    • The importance of good communication
  8. Project management in our contexts
    • Large vs small scale projects
    • Relevance of “proper” techniques
    • Formal considerations
      • Functional and line management
      • Matrix organization
      • Authority and responsibility
    • What’s the best approach?
  9. PRINCE2
    • Projects in Controlled Environments
    • Complete project management philosophy
    • Useful framework regardless of scale
    • Not suggesting direct use (in most cases) but approach can remind us of important considerations
  10. PRINCE2 environment
    • Key elements:
      • Organization
      • Plans
      • Controls
    • Project Board
      • Manages project overall
      • Responsibilities/Interests:
        • Executive, User, Technical
  11. PRINCE2 environment
    • Project manager
      • “ executive” manager - plans, monitors, co-ordinates overall project
    • Stage manager
      • manages parts of projects, focus on schedule/quality/cost targets
    • Project assurance team
      • Business, Technical & User coordinators
  12. Project definition
    • Need for clear scope
    • User specification
      • User needs analysis
    • Feasibility studies
    • Operational requirements
    • Whats and Hows
  13. Cost estimation
    • Estimating - an art on its own!
      • Confidence
      • Price and profit
      • Optimism and pessimism
    • Coding costs
      • Purpose
      • Rigidity
      • Elements
        • Material
        • Labour/time
        • Equipment
  14. Contracting
    • Contracting out
      • Buying turnkey systems
      • Work packaging
    • Making things clear
      • Contract terms and conditions
    • Keep everything
      • Explicit
      • In writing
  15. Planning & scheduling
    • What’s the difference?
    • Planning
      • Comes first
      • Estimating, sequencing, time analysis
      • Importance of network analysis
    • Scheduling
      • Follows on, and extends, the plan
      • Allocates resources
      • The working details to implement the plan
  16. Approaches to planning
    • Free planning
      • Planning with minimum constraint
      • A certain solution?
      • Idealistic?
    • Target planning
      • Practically focused
      • Unduly constrained?
      • Dangers of undue compromise
    • Whichever, must be realistic and honest
  17. Monitoring the plan
    • The key questions:
      • Where should we be?
      • Where are we?
    • And thus
      • What do we need to do?
    • What can go wrong?
      • Estimating errors
      • Execution errors
      • Importance of honesty (again)
      • Key danger - the “knock-on”effect
  18. Planning (& scheduling) tools
    • Timetabling
    • Bar charting (Gannt charts)
      • Simple bar charts
      • Linked bar charts
    • Problems
      • Complexity
      • Rescheduling
  19. Network analysis
    • Not as intuitive …
    • Inappropriate for resource scheduling BUT
    • Much more powerful notation
    • Prevent constraints being missed
    • Allow prioritisation
      • Criticality quantified by task duration and interdependence
  20. Network analysis
    • Notation systems
    • Arrow systems (activity-on-arrow)
      • ADM, CPM/CPA, PERT
      • Good for initial freehand planning
    • Node systems (activity-on-node)
      • PDM (Precedence Diagram Method)
      • Good for checking
    • Quite acceptable to use either – or both!
  21. Example of ADM
  22. Example of PDM
  23. ADM
    • Logic diagram – not to “scale”
    • Activities (arrows)
    • Events (nodes)
    • ID numbers
    • Dependencies
    • Durations
    • Dummy activities
  24. PDM
    • Again, logic diagram
    • Activities are nodes
    • Other data in boxes within the node
    • Extra data explicit
    • Concepts otherwise as for ADM
  25. ADM in practice
    • Brainstorm & rough out plan
    • Check logic (precedence)
    • Estimate durations
    • Perform analysis
      • Forward pass
      • Backward pass
      • Establish CPA and float
      • Review
  26. Resource scheduling
    • Views of resource scheduling
      • Utilisation of actual resource
        • Identifying what’s available
        • How to deploy it as efficiently as possible
        • Identifying what’s needed and what’s surplus?
      • Establishment of requirement for bought-in resource
        • Subcontracting
        • Purchasing
  27. Resource scheduling in practice
    • What can be scheduled?
      • People
      • Equipment
      • Materials
      • Money
    • Preferred vs constrained (target) scheduling
    • Relation to the CPA
    • Gannt charting
  28. Gannt (linked bar) chart example
  29. The seven steps of scheduling (after Lock)
    • Define the objectives
    • Divide into manageable parts
    • Decide in detail what has to be done and in what sequence
    • Estimate durations
    • Calculate project lengths and assess significance
    • Reconcile programme with resources
    • Assign jobs
  30. Software for analysis and scheduling
    • Why use a computer?
      • Speed and flexibility…
      • … for large projects!
    • Ease of review and distribution
    • Multiproject scheduling
    • Off-the-shelf products
      • “ Serious” software
      • MS Project
  31. Managing progress
    • The need for review and updating
    • Collecting data
    • Role of good communications
    • Dealing with real-world crises
      • The importance of accuracy and honesty
      • Corrective actions
    • What-ifs and risk analysis
  32. Managing costs
    • Cost reporting vs cost control
    • Cost management factors
      • … many and varied!
    • The Total Cost approach
      • Holistic, cooperative…
      • … Difficult?
    • Budget milestone monitoring
    • Achievement analysis
      • Requires quantification of work done
    • Importance of work breakdown in cost management
  33. Managing quality
    • What is quality?
      • On time on budget?
      • Fitness for purpose?
      • Customer satisfaction?
    • Contractual quality definitions
    • Quality systems
      • Quality plans
    • The importance of commitment
  34. Closure
    • When does a project end?
      • “ The end of a continuous process”
      • Lifecycles
      • Handover
      • Signoff
    • Records
      • Archives
      • Retrievability
    • Post mortem?

+ ahmad bassiounyahmad bassiouny, 7 months ago

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Project Management, Planning And Analysis Tools

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