Project management involves planning, executing, monitoring, and closing a project to achieve objectives on schedule and within budget. It utilizes techniques like work breakdown structure, critical path method, Gantt charts, and PERT charts to define tasks, durations, dependencies, and calculate schedules. The triple constraints of scope, time, and cost must be balanced throughout the project phases of initiation, planning, execution, monitoring and control, and closing.

1. Project Management
Schedule

2. Project
• A project is a temporary
endeavor undertaken to create
a unique product, service or
result.
• Characteristics of a project
Temporary.
Unique.

3. Project Management
• Project Management is the process of
achieving project objectives (schedule,
budget and performance) through a set
of activities that start and end at certain
points in time and produce quantifiable
and qualifiable deliverables.
• Project Management is the application
of knowledge, skills, tools and
techniques to protect activities to meet
the project requirements.
• Project Management is accomplished
through the appropriate project
management processes comprising the 5
phases.

4. Triple Constraints
• The triple constraints is a framework
for evaluating competing demands.
• The triple constraints is often depicted
as a triangle where each leg represents
one of the constraints being managed
by the project team.
• The Triple Constraints are the
functional elements(scope), cost
(resources) and schedule (time).
 Scope
 Cost
 Time

6. Phases of a project
• Initiation.
• Planning.
• Execution.
• Monitoring and Control
• Closing.

7. Initiation
• It is the first phase of Project Management
process in which activities are performed
to asses the Size, Scope, and Complexity
of the Project and to establish procedures
to support later Project activities.
• Initiation phase includes the process of
 Collect Project Information (like
project statement of work)
 Define workflow templates for
project initiation request
 Initiate project request
 Develop the project team
• Initiation phase defines and authorizes the
project or a project phase.

8. Planning
• Planning phase defines and refines the
objectives, and plan the course of
action required to attain the objectives
and scope that the project was
undertaken to address.
• Planning phase includes
 Establish project objectives and
scope of work
 Define the work
 Determine the timing
 Establish resource requirements
/availability
 Establish a cost budget
 Evaluate , optimize and create a
baseline plan

9. Execution
• Execution phase integrates
people and other resources to
carry out the project
management plan for the
project.
• Execution phase comprises of
Distribute information
Track work in progress and
actual costs

10. Monitoring and Control
• Monitoring and control phase
regularly measures and monitors
progress to identify variances from the
project management plan so that
correct action can be taken, when
necessary, to meet project objectives.
• Monitoring and control phase
comprises of following activities
 Analyze and evaluate the project.
 Recommend necessary action.
 Modify the current project with
realistic data
 Re-forecast the schedule
 Communicate project performance
to the project team

11. Closing
• Closing phase formalizes acceptance
of the product, service or result and
brings the project or a project phase
to an orderly end.
• The Closing phase is the last but not
one.
• Closing phase focuses on the later
actives.
 Document lessons learned.
 Determine if project can be used
as a methodology.
 Deliver product to client or
stakeholders.
 Back-up or archive project files.

12. Work Break Down Structure
• The Work Breakdown Structure is a
deliverable-oriented hierarchical
decomposition of the work to be
executed by the project team, to
accomplish the project objectives and
create the required deliverables.
• The advantages of WBS are as follows
 Work Organization
 Costs
 Schedule
 Functionality

13. Work Break Down Structure
Level 3 - Work
Packages
Level 2 - Deliverables
Level 1 - WBS Root Project
Design
Specification
of
Equipment
Drawing of
the
Equipment
Procurement
Delivery of
the
Equipment
Installation

14. Calendar
• A calendar is to define the time duration
of the project. i.e the working hours,
days of the week and any holidays
available for the project tasks, activities
and resources.
• A calendar can be classified in three
categories. They are
 Global Calendar :-
• It is the common calendars that
apply to all projects.
 Project Calendar :-
• It is a separate calendar for each
project.
 Resource Calendar :-
• It is a separate calendar for each
resource.

15. Relationships
• Relationships is the method of
identifying and documenting
relationships among the project
activities.
• Activities are sequenced using logical
relationships.
• Each activity are connected to each
other, they are known as predecessors
and successors.
• A B
 A- predecessor
 B- successor

16. Types of Relationships
• FINISH TO START
• FINISH TO FINISH
• START TO START
• START TO FINISH

17. Activities
• The technique of decomposition, as
applied to defining activities, involves
subdividing the project work packages
into smaller, more manageable
components called activities.
• Activities represent the effort needed
to complete a work package.
• The Activity definition includes the
identifier and a scope of work
description in sufficient detail to
ensure that project team members
understand what work is required to
be completed.

18. Types of Activities
 Start Milestone - To mark the
beginning of major stage in the
project
 Finish Milestone - To mark the
end of a major stage in the project
 Level of Effort - For ongoing tasks
that depend on its predecessor or
successor activities .
 Task Dependent - To use when
multiple resources assigned to the
same activity need to work
together
 Resource Dependent - To use
when multiple resources assigned
to the same activity can work
independently
 WBS Summary - To summarize a
WBS level

19. Schedule
• A schedule is to determine the amount
of duration flexibility (the amount of
float) on various logical network paths
in the project schedule network, and to
determine the minimum total project
duration.
• Forward Pass - Early Start and Early
Finish dates
• Backward Pass - Late Start and Late
Finish dates
• Milestones are frequently used to
monitor progress, but there are
limitations to their effectiveness. They
usually show progress only on the
critical path, and ignore non-critical
activities.

20. Schedule Techniques
• Gantt chart
• CPM
• Network diagram
(PERT)

21. Gantt Charts
• A graphical representation of a
Project that shows each task as a
horizontal bar whose length is
proportional to its time for
completion.
• In the GANTT Chart Time is
displayed on the horizontal axis
and the Tasks/ Activities are
arranged vertically from top to
bottom, in order of their start
dates.
• A detailed GANTT Chart for a
large project might be quite
complex and hard to understand.
To simplify the chart Project
manager can combine related
activities into one Task.

22. Critical Path Management
• The Critical Path Method (CPM)
scheduling technique is utilized to
calculate project schedules.
• CPM uses activity durations and
relationships between activities to
calculate schedule dates.
• This calculation is done in two passes
through the activities in a project.

23. Activity Time (days) Immediate
predecessors
A 4 -
B 3 -
C 5 A,B
D 1 -
E 5 C
F 2 D
G 5 E,F
H 6 G

27. Terms
•Project Duration: Minimum time
required to complete the project.
•Total Float: Total amount of time that a
scheduled activity may be delayed from its
early start date without delaying project
finish date or violating a schedule
constraint.
Total Float = LS – ES or LF – EF.
•Critical Activities: Zero Total Float
Activities .
•Critical Path: Activities on the Longest
Path in the network.

28. TERMS
•Free Float: The amount of time that a
scheduled activity can be delayed without
delaying the early start date of an
immediately following schedule.
(Successors ES of next activity -
EF)-1
•Lag: Lag specifies an offset or delay
between an activity and its successor.
•Lead: The negative value of lag is known
as Lead.

29. CALCULATIONS
 Project Duration:
 A-C-E-G-H
• A=>0+4 =4
• C=>5+5 =10
• E=>11+5 =16
• G=>17+5 =22
• H=>23+6 =29
 B-C-E-G-H
• B=>0+3 =3
• C=>4+5 =9
• E=>10+5 =15
• G=>16+5 =21
• H=>22+6 =28
 D-F-G-H
• D=>0+1 =1
• F=2+2 =4
• G=>5+5 =10
• H=>11+6 =21
 Total Float:
• A=>4-4 =0
• B=>4-3 =1
• C=>10-10=0
• D=>13-1 =12
• E=>16-16 =0
• F=>16-4 =12
• G=>22-22=0
• H=>29-29=0

30. CALCULATIONS
 Critical Activities:
 A
 C
 E
 G
 H
 Critical Path:
 A-C-E-G-H
 Free float:
 B-C:
 (5-3)-1 =1
 F-G:
 (17-4)-1=12

31. Network diagram (PERT)
• Program Evaluation Review
Technique.
• PERT chart consists of tasks
and events.
• An event is called a
milestone, representing a
point in time, such as the
start or completion of a task.
• A task is also called an
activity.

32. Program Evaluation Review Technique
• PERT uses
 Optimistic time (o) : It
reflects minimum possible
periods of time for an
activity to be completed.
 Pessimistic time (p) : It
reflects maximum possible
periods of time for an
activity to be completed.
 Realistic time (r) or the
Most likely time , reflects
the Project manager’s
“Best Guess” of the
amount of time required for
a task completion.
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