porject management

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porject management

  1. 1. PROJECT MANAGEMENT CPM/PERT
  2. 2. Project Meaning “A project is a series of activities directed for the accomplishment of a desired objective.” Plan your work first…..then work your plan
  3. 3. IntroductionNetwork analysisNetwork analysis is the general name given to certain specifictechniques which can be used for the planning, management andcontrol of projects.It comprises a set of exponents connected with each other in a sequentialrelationship with each step till the completion of a project.And it can be defined as a system which plans both large and small projectsby analyzing the project activities.Among network techniques we have CPM and PERT...
  4. 4. Developed in 1950’s CPM by DuPont for chemical plants History PERT by U.S. Navy for Polaris missileCPM(Critical Path Method) was developed by Du Pont andthe emphasis was on the trade-off between the cost of theproject and its overall completion time (e.g. for certainactivities it may be possible to decrease their completion timesby spending more money - how does this affect the overallcompletion time of the project?)PERT(Project Evaluation and Review Technique) was developedby the US Navy for the planning and control of the Polaris missileprogram and the emphasis was on completing the program in theshortest possible time. In addition PERT had the ability to cope withuncertain activity completion times (e.g. for a particular activity themost likely completion time is 4 weeks but it could be anywherebetween 3 weeks and 8 weeks).
  5. 5. CPM - Critical Path Method Definition: In CPM activities are shown as a network of precedence relationships using activity-on-node network construction • Single estimate of activity time • Deterministic activity times USED IN : Production management - for the jobs of repetitive in nature where the activity time estimates can be predicted with considerable certainty due to the existence of past experience.
  6. 6. PERT -Project Evaluation & Review TechniquesDefinition: In PERT activities are shown as a network of precedencerelationships using activity-on-arrow network construction• Multiple time estimates• Probabilistic activity timesUSED IN : Project management - for non-repetitive jobs (research and development work), where the time and cost estimates tend to be quite uncertain. This technique uses probabilistic time estimates.
  7. 7. Gantt chart Originated by H.L.Gantt in 1918Advantages Limitations- Gantt charts are quite commonly used. - Do not clearly indicate details regardingThey provide an easy graphical the progress of activitiesrepresentation of when activities (might)take place. - Do not give a clear indication of interrelationship among the separate activities
  8. 8. CPM/PERT These deficiencies can be eliminated to a large extent by showing the interdependence of various activities by means of connecting arrows called network technique. Overtime CPM and PERT became one technique ADVANTAGES: • Precedence relationships • large projects • more efficient
  9. 9. The Project NetworkUse of nodes and arrows Arrows  An arrow leads from tail to head directionally• Indicate ACTIVITY, a time consuming effort that is required to perform a part of the work.Nodes  A node is represented by a circle- Indicate EVENT, a point in time where one or more activities start and/or finish.
  10. 10. Activity on Node & Activity on Arrow Activity on Node Activity on Arrow - A completion of an activity is - An arrow represents a task, represented by a node while a node is the completion of a task - Arrows represent order of events
  11. 11. Activity SlackEach event has two important times associated with it :-Earliest time , Te , which is a calendar time when a event can occur whenall the predecessor events completed at the earliest possible times-Latest time , TL , which is the latest time the event can occur with outdelaying the subsequent events and completion of project.Difference between the latest time and the earliest time of an event is theslack time for that eventPositive slack : Slack is the amount of time an event can be delayedwithout delaying the project completion
  12. 12. Critical PathIs that the sequence of activities and events where there is no “slack”i.e.. Zero slackLongest path through a networkminimum project completion time
  13. 13. Benefits of CPM/PERTUseful at many stages of project managementMathematically simpleGive critical path and slack timeProvide project documentationUseful in monitoring costs
  14. 14. Questions Answered by CPM & PERTCompletion date?On Schedule?Within Budget?Critical Activities?How can the project be finished early at the least cost?
  15. 15. exampleIllustration of network analysis of a minor redesign of a product andits associated packaging.The key question is: How long will it take to complete this project ?
  16. 16. For clarity, this list is kept to a minimum by specifying onlyimmediate relationships, that is relationships involving activitiesthat "occur near to each other in time".
  17. 17. Before starting any of the above activity, the questions asked would be •"What activities must be finished before this activity can start" •could we complete this project in 30 weeks? •could we complete this project in 2 weeks?One answer could be, if we first do activity 1, then activity 2, then activity 3,...., then activity 10, then activity 11 and the project would then take the sumof the activity completion times, 30 weeks. “What is the minimum possible time in which we can complete this project ? “
  18. 18. We shall see below how the network analysis diagram/picture we constructhelps us to answer this question.
  19. 19. CRITICAL PATH TAKES 24 WEEKS FOR THE COMPLETION OF THE PROJECT
  20. 20. Packages are available to determine the shortest path andother relevant information.
  21. 21. Data entry window
  22. 22. Output of the package
  23. 23. Limitations to CPM/PERT Clearly defined, independent and stable activities Specified precedence relationships Over emphasis on critical paths

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