Best for traditional management

1. Traditional Management System

2. Definition of Traditional Project
Management
• The traditional project management as 'a set of
techniques and tools that can be applied to an activity
that seeks an end product, outcomes or a service'.
• Traditional project management has everything
required for managing and successfully executing a
project

3. • Traditional project management is a project
management approach that will work for most domains
and environments.
• This approach uses orthodox tools and techniques for
management and solving problems
• These tools and techniques have been proven for
decades, so the outcome of such tools and techniques
can be accurately predicted.
• When it comes to special environments and conditions,
one should move away from traditional project
management approach and should look into modern
methods that have been specifically developed for
such environments and conditions.

4. • Traditional project management is a universal practice
that includes a set of developed techniques used for
planning, estimating, and controlling activities.
• The aim of those techniques is to reach the desired
result on time, within budget, and in accordance with
specifications

5. • Traditional project management is mainly used on
projects where activities are completed in a sequence
and there are rarely any changes.
• The concept of traditional project management is
based on predictable experience and predictable tools.
• Each project follows the same lifecycle, which includes
five stages: initiating, planning, executing, controlling,
and closing.

7. Gantt’s approach load chart
Henry Gantt
Project Control Schedule is a time-scaled bar chart.
It uses the logic developed in the Network Diagram,
considers the length of time it takes to execute individual
activities, factors in resource availability, and places
everything into calendar time.
It’s the document of choice for helping the team focus on
what needs to be done and when.

8. A Project Control Schedule is used primarily as an
internal control document for the project team and
some stakeholders.
Progress evaluation, variance calculation, and
continuous forecasting are all done using the Project
Control Schedule.
Gantt was influenced in his view through involvement in
Navy ship construction during World War I.
“He broke down all the tasks in the ship construction
process and diagrammed them using the now familiar
grid, bars and milestones.”

9. This familiar time grid is now called the Gantt chart. It
remains today the most used planning and control
document in industry after more than 100 years
Sample Gantt chart.

10. Progress chart
Milestones :
Clear, concrete, binary events
implying progress.
For example: Review (with approval),
Sign off of a deliverable, Funds
approved Shown as 0 length task in
Gantt chart.

11. Project Control – Progress chart
Step 1 - Take a baseline.
• Baseline plan: a copy of the plan (WBS with all
dates, assignments, costs).
• Used to report progress against the baseline.
• Taken at a mutually agreed upon planning point:
• Proposal or Analysis completion
• +25% to -10% stage
• Baseline is (theoretically) not alterable
• Unless major scope change occurs.

12. Project Control
Double Gantt: Shows Project Schedule Progress vs baseline

13. Project Monitoring
• Typical Monitoring Activities
– regular reviews of progress against schedule using
WBS as basis (Plan against Baseline)
– regular review of actual costs (O/P from SAP) against
budgeted costs and Earned Value at WBS level
– regular review of resource loading
– regular progress meetings with project team
– regular meetings with contractors
– production of periodic progress reports
– risk reviews
– inspections/ audits

14. Implementation Model
Step 1
Perform Tasks
Step 3
Manage Change
Step 4
Update the Plan
Step 2
Track Progress
Resolve
Issues

15. Bar chart merits and limitations:
Merits:
They are simple to construct and read and remain the
best tool to use for communicating to team members
what they need to do within given time frames.
It is much easier to read a bar chart than a network
diagram.
The best working tool is the bar chart.

16. Merits:
The people doing the work will find it much easier to see
when they are supposed to start and finish their jobs
if you give them a bar chart.
Scheduling software always allows you to print a bar
chart, even though a CPM network is used to find the
critical path and to calculate floats.

17. Bar charts serious drawback
It is very difficult to determine the impact of a slip
on one task on the rest of the project.
It is hard to tell how this will affect the rest of the
work.
The reason is that the bar chart did not show the
interdependencies of the work.
(Contemporary software does show links between bars,
making them easier to read. The actual name for these bar
charts is “time-line critical path schedules.”)
Limitations:

18. Schedule e
Creating the project schedule consists of several steps.
First, a network or logic diagram is prepared to display
the optimum sequencing of the tasks.
Next, the length of time required to complete each task
(its duration) is estimated.
By combining information on the preferred sequence of
tasks, the estimated task durations, and an assumed
project start date, the team can place tasks in “real
time,” much like scheduling appointments on a
calendar.

19. Schedule :e
This reveals the total project duration and the
expected project completion date.
The final part of this step consists of creating a
logic-based, time-scaled bar chart that will be used
during the project execution to track progress.

20. Time estimates units

21. Determining the Project Schedule
Table 3.2 Time Estimates for Milwaukee Paper Manufacturing
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

22. Determining the Project Time Estimates
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

23. Forward Pass
Begin at starting event and work forward
Earliest Start Time Rule:
► If an activity has only a single immediate
predecessor, its ES equals the EF of the
predecessor
► If an activity has multiple immediate
predecessors, its ES is the maximum of all the EF
values of its predecessors
ES = Max {EF of all immediate predecessors}

24. Forward Pass
Earliest Finish Time Rule:
► The earliest finish time (EF) of an activity is
the sum of its earliest start time (ES) and
its activity time
EF = ES + Activity time
Begin at starting event and work forward

25. 4-25
Task Splitting and Task Delaying
Time estimates units
Slack time:
• The amount of delay that can be tolerated between the
starting time and completion time of a task without
causing a delay in the completion date of the entire
project.
• Tasks that have slack time can be delayed to achieve
resource leveling