PROJECT MONITORING & CONTROL SYSTEMS

PROJECT MONITORING Project Monitoring - Tracking Progress -Comparing actual to predicted -Analyzing impact - Making Adjustments

Project Monitoring

- Tracking Progress

-Comparing actual to predicted

-Analyzing impact

- Making Adjustments

REQUIREMENTS Forecast problems early enough to take corrective actions. Stimulate alternate plans Integrate time, cost & performance considerations. Accurate Cost effective

Forecast problems early enough to take corrective actions.

Stimulate alternate plans

Integrate time, cost & performance considerations.

Accurate

Cost effective

GANTT CHART

GANTT CHART

NETWORK ANALYSIS Shows the interdependence of tasks Estimates the project duration Determine the critical path Determine slack in the paths

Shows the interdependence of tasks

Estimates the project duration

Determine the critical path

Determine slack in the paths

PERT Basis for planning & predicting : Resource utilization Handle uncertainties : Impact of delay in project completion Basis for estimating resource requirements Basis for reporting information

Basis for planning & predicting : Resource utilization

Handle uncertainties : Impact of delay in project completion

Basis for estimating resource requirements

Basis for reporting information

STEPS TO DEVELOP NETWORK WBS Establish interdependence of all tasks Precedence table

WBS

Establish interdependence of all tasks

Precedence table

NETWORK COMPONENTS

NETWORK COMPONENTS EVENT : Point in time of start or end of an activity .An event is achieved when all activities leading to the event are completed. ACTIVITY : Design, procurement, production , decision making etc. Indicates use of time, manpower ,utilities, space etc. Activities represent work & waiting time .

EVENT : Point in time of start or end of an activity .An event is achieved when all activities leading to the event are completed.

ACTIVITY : Design, procurement, production , decision making etc. Indicates use of time, manpower ,utilities, space etc. Activities represent work & waiting time .

DEPENDENCIES Mandatory dependency : roof & wall Discretionary dependency : Bill of material before purchase External dependency : Beyond the control of the project manager

Mandatory dependency : roof & wall

Discretionary dependency : Bill of material before purchase

External dependency : Beyond the control of the project manager

DUMMY ACTIVITY

ELAPSED TIME Optimistic time – a Most likely time – m Pessimistic time – b te = (a+4m+b)/6

Optimistic time – a

Most likely time – m

Pessimistic time – b

te = (a+4m+b)/6

ACTIVITY

EXAMPLE 1

EXAMPLE 1

EXAMPLE 1

EXAMPLE 1

EXAMPLE 1

NEGATIVE SLACK

NEGATIVE SLACK Original plan was optimistic Customer’s end date was unrealistic One or more activities slipped during project implementation The assigned resources did not possess the required skill The required resources will not be available until a later date

Original plan was optimistic

Customer’s end date was unrealistic

One or more activities slipped during project implementation

The assigned resources did not possess the required skill

The required resources will not be available until a later date

CRITICAL PATH METHOD Arrow diagram Activities as nodes. For each activity normal time, crash time & related costs are estimated.

Arrow diagram

Activities as nodes.

For each activity normal time, crash time & related costs are estimated.

TIME COST RELATIONSHIP

DEFINITIONS Normal time Normal cost Crash time Crash Cost

Normal time

Normal cost

Crash time

Crash Cost

ASSUMPTIONS Time-cost trade-off points are on a linear curve Buying time on one activity is independent of the same in any other activity

Time-cost trade-off points are on a linear curve

Buying time on one activity is independent of the same in any other activity

CPM Emphasis is on activities Activities as nodes Both time & cost are considered Start with the minimum crashing cost

Emphasis is on activities

Activities as nodes

Both time & cost are considered

Start with the minimum crashing cost

ENVIRONMENT Well defined projects Easy to measure % completion Relatively less uncertainties One geographical location of the project

Well defined projects

Easy to measure % completion

Relatively less uncertainties

One geographical location of the project

OPTIMAL ACCELERATION PLAN Critical path Examine slope of each activity in critical path Attain minimum time If another path becomes critical, revaluate the new critical path.

Critical path

Examine slope of each activity in critical path

Attain minimum time

If another path becomes critical, revaluate the new critical path.

CPM

CPM