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Project Management
- 2. Discuss the behavioral aspects of projects in terms of project personnel and the project manager. Discuss the nature and importance of a work breakdown structure in project management. Give a general description of PERT/CPM techniques. Construct simple network diagrams.
- 3. List the kinds of information that a PERT or CPM analysis can provide. Analyze networks with deterministic times. Analyze networks with probabilistic times. Describe activity “crashing” and solve typical problems.
- 4. Unique, one-time operations designed toUnique, one-time operations designed to accomplish a specific set of objectives in aaccomplish a specific set of objectives in a limited time frame.limited time frame. Build A A Done Build B B Done Build C C Done Build D Ship JAN FEB MAR APR MAY JUN On time!
- 5. What are the Key Metrics Time Cost Performance objectives What are the Key Success Factors? Top-down commitment Having a capable project manager Having time to plan Careful tracking and control Good communications
- 6. What are the Major Administrative Issues? Executive responsibilities Project selection Project manager selection Organizational structure Organizational alternatives Manage within functional unit Assign a coordinator Use a matrix organization with a project leader
- 7. What are the tools? Work breakdown structure Network diagram Gantt charts Risk management
- 8. MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Locate new facilities Interview staff Hire and train staff Select and order machine Installation / Remodel Move in/startup Gantt Chart
- 9. Deciding which projects to implement Selecting a project manager Selecting a project team Planning and designing the project Managing and controlling project resources Deciding if and when a project should be terminated
- 10. Responsible for: Work Quality Human Resources Time Communications Costs
- 11. Temptation to understate costs Withhold information Misleading status reports Falsifying records Comprising workers’ safety Approving substandard work
- 12. Concept FeasibilityFeasibility PlanningPlanning ExecutionExecution TerminationTermination Management
- 13. Project XProject X Level 1 Level 2 Level 3 Level 4
- 14. PERT: Program Evaluation and Review Technique Program (Project) Evaluation and Review Technique PERT is a project management tool used to schedule, organize, and coordinate tasks within a project. It is basically a method to analyze the tasks involved in completing a given project, especially the time needed to complete each task, and to identify the minimum time needed to complete the total project. Graphically displays project activities Estimates how long the project will take Indicates most critical activities Show where delays will not affect project
- 15. Prediction of deliverables Planning resource requirements Controlling resource allocation Internal program review External program review Performance evaluation Uniform wide acceptance
- 16. In construction activities Transportation activities In oil refineries Computer system- For manufacturing electric generator machines Medical and surgical sector Library activities
- 17. Saving of time Determination of activities Elimination of risk in complex activities – Flexibility Evaluation of alternatives- Useful in effective control- Useful in decision making Useful is research work
- 18. Network (precedence) diagram – diagram of project activities that shows sequential relationships by the use of arrows and nodes. Activity-on-arrow (AOA) – a network diagram convention in which arrows designate activities. Activity-on-node (AON) – a network diagram convention in which nodes designate activities. Activities – steps in the project that consume resources and/or time. Events – the starting and finishing of activities, designated by nodes in the AOA convention.
- 19. Path Sequence of activities that leads from the starting node to the finishing node Critical path The longest path; determines expected project duration Critical activities Activities on the critical path Slack Allowable slippage for path; the difference the length of path and the length of critical path
- 20. Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) A comes before B, which comes before C (a) A B C BA C A and B must both be completed before C can start (b) A C C B A B B and C cannot begin until A is completed (c) B A C A B C
- 21. Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) C and D cannot begin until A and B have both been completed (d) A B C D B A C D C cannot begin until both A and B are completed; D cannot begin until B is completed. A dummy activity is introduced in AOA (e) CA B D Dummy activity A B C D
- 22. Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) B and C cannot begin until A is completed. D cannot begin until both B and C are completed. A dummy activity is again introduced in AOA. (f) A C DB A B C D Dummy activity
- 25. Deterministic Time estimates that are fairly certain Probabilistic Estimates of times that allow for variation
- 26. Network activities ES: earliest start EF: earliest finish LS: latest start LF: latest finish Used to determine Expected project duration Slack time Critical path
- 27. Perform a Critical Path AnalysisPerform a Critical Path Analysis Table 3.2Table 3.2 Activity Description Time (weeks) A Build internal components 2 B Modify roof and floor 3 C Construct collection stack 2 D Pour concrete and install frame 4 E Build high-temperature burner 4 F Install pollution control system 3 G Install air pollution device 5 H Inspect and test 2 Total Time (weeks) 25 Earliest start (ES) = earliest time at which an activity can start, assuming all predecessors have been completed Earliest finish (EF) = earliest time at which an activity can be finished Latest start (LS) = latest time at which an activity can start so as to not delay the completion time of the entire project Latest finish (LF) = latest time by which an activity has to be finished so as to not delay the completion time of the entire project
- 28. Activity Description Immediate Predecessors A Build internal components — B Modify roof and floor — C Construct collection stack A D Pour concrete and install frame A, B E Build high-temperature burner C F Install pollution control system C G Install air pollution device D, E H Inspect and test F, G Milwaukee Paper Manufacturing'sMilwaukee Paper Manufacturing's Activities and PredecessorsActivities and Predecessors
- 29. A Start BStart Activity Activity A (Build Internal Components) Activity B (Modify Roof and Floor)
- 30. C D A Start B Activity A Precedes Activity C Activities A and B Precede Activity D
- 33. Optimistic time Time required under optimal conditions Pessimistic time Time required under worst conditions Most likely time Most probable length of time that will be required
- 34. PERT makes two more assumptions:PERT makes two more assumptions: Total project completion times follow aTotal project completion times follow a normal probability distributionnormal probability distribution Activity times are statisticallyActivity times are statistically independentindependent
- 35. Crash – shortening activity duration Procedure for crashing Crash the project one period at a time Only an activity on the critical path Crash the least expensive activity Multiple critical paths: find the sum of crashing the least expensive activity on each critical path
- 36. Projects are a unique set of activities Projects go through life cycles PERT and CPM are two common techniques Network diagrams Project management software available