The document discusses project management techniques for planning and scheduling complex projects. It defines a project as a temporary endeavor to create a unique product or service. It describes how project management focuses on planning, scheduling, monitoring and controlling interdependent tasks. It also introduces several tools for project management, including work breakdown structures to break projects into subtasks, network diagrams to show task dependencies and durations, and Gantt charts to visualize tasks and schedules graphically. It notes limitations of these tools in accounting for real-world constraints like limited resources.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
PMBOK® Guide 5th edition Processes Flow in English - Simplified VersionRicardo Viana Vargas
THERE'S A NEW VERSION AVAILABLE: https://www.slideshare.net/ricardo.vargas/pmbok-guide-processes-flow-6th-edition-simplified-version
In this simplified version of the PMBOK® Guide 5th edition Processes Flow only the 47 processes names are show, without their inputs, tools and techniques and outputs.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
PMBOK® Guide 5th edition Processes Flow in English - Simplified VersionRicardo Viana Vargas
THERE'S A NEW VERSION AVAILABLE: https://www.slideshare.net/ricardo.vargas/pmbok-guide-processes-flow-6th-edition-simplified-version
In this simplified version of the PMBOK® Guide 5th edition Processes Flow only the 47 processes names are show, without their inputs, tools and techniques and outputs.
PMBoK 6 - Chapter 9 for Project Resource Management.
This presentation material is presented for CAPM students of Telkom University Bandung, Indonesia on 16 December 2018.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
A Strategic Approach: GenAI in EducationPeter Windle
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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Pride Month Slides 2024 David Douglas School District
Wbs Building Use This
1. Project Management
Dr. James A. Bednar
jbednar@inf.ed.ac.uk
http://homepages.inf.ed.ac.uk/jbednar
SAPM Spring 2006: Project Management 1
2. Project Management
A project is ‘a temporary endeavour to produce a unique
product, service, or result’ (PMI 2004). Project
management (PM) techniques were originally developed
for waterfall-type projects like building construction.
PM focuses on planning, scheduling, monitoring, and
controlling the complex interdependencies among subtasks.
PM techniques are particularly relevant when considering
the entire project in which software development is
embedded, which includes other activities such as
documentation, training, hardware, etc.
SAPM Spring 2006: Project Management 2
3. Example project
Consider building a garden
Roof
shed, which involves
Framing
designing the shed,
figuring out what materials
Siding
are needed, ordering or
purchasing the materials,
and putting together the
Foundation various parts.
Some of these tasks depend on the others, some must be
scheduled, some take labor, etc.
SAPM Spring 2006: Project Management 3
4. Project management tasks
Need to figure out:
• What needs to be done
• What order they can be done
• How long each will take
• How long the whole project must take in principle
• How long the whole project is expected to take, given
finite resources
SAPM Spring 2006: Project Management 4
5. Work Breakdown Structure
A WBS is a diagram showing the major subtasks of the
project:
Build Shed
Planning Obtaining Materials Constructing
Pour foundation
Build frame
Install siding
Install roof
Finish (door, etc.)
Rule of thumb: break things down as far as necessary to
estimate and schedule them, and no further.
SAPM Spring 2006: Project Management 5
6. Network diagram
Build Shed Materials list Order materials Deliver materials
1 day 1 day 1 day 7 days
Install siding
1 day
Pour foundation Build frame Finish
1 day 2 days Install roof 1 day
2 days
Network diagrams can be constructed from the WBS,
adding dependencies and estimated durations. See slides
on estimation for caveats. (Dates are optional.)
SAPM Spring 2006: Project Management 6
7. Critical path
Build Shed Materials list Order materials Deliver materials
1 day 1 day 1 day 7 days
Install siding
1 day
Pour foundation Build frame Finish
1 day 2 days Install roof 1 day
2 days
The critical path is the longest path through the network
diagram – it is the minimum duration of the project if there
are infinite resources (so that tasks can occur in parallel)
and accurate estimates.
Here, everything but putting up the siding is on the critical
path, and must happen in the order specified.
SAPM Spring 2006: Project Management 7
8. Slack
Build Shed Materials list Order materials Deliver materials
1 day 1 day 1 day 7 days
Install siding
1 day
Pour foundation Build frame Finish
1 day 2 days Install roof 1 day
2 days
Tasks not on the critical path have slack – the duration by
which they can be late without making the project later
than the critical path duration.
Here, putting up the siding has one day of slack: one day
longer than estimated is ok, but if it takes longer it will be
the new critical path, and delay the project.
SAPM Spring 2006: Project Management 8
9. PERT/CPM Charts
Network diagrams come in a variety of flavors with
different names:
A Program Evaluation and Review Technique (PERT)
chart shows dependencies and time estimates, using
3-point estimates.
The Critical Path Method (CPM) chart is a related
alternative, using single estimates.
Both show similar information, but use different methods
for calculating the critical path and slack.
SAPM Spring 2006: Project Management 9
10. Gantt Chart
A Gantt chart shows the tasks and their durations
graphically, in calendar form, with one bar per activity. The
bar shows the earliest start date and duration.
SAPM Spring 2006: Project Management 10
11. Gantt Chart extras
Gantt charts can also show summary activities (see
‘Planning’ entry), dependencies (arrows), and milestones
(diamonds).
The dependencies make slack clear (see “Siding” entry).
SAPM Spring 2006: Project Management 11
12. Resources
All these charts assume infinite resources – things that
can logically happen in parallel, are assumed to happen in
parallel.
In reality, there are limited resources, so there are
dependencies not shown in the charts.
E.g. if only one person is available to work on the shed
project, the siding and roofing tasks must be done in
serial, due to the resource constraint.
SAPM Spring 2006: Project Management 12
13. Crashing/Fast tracking
If the critical path is still not fast enough, it’s possible to
shorten the duration by changing some assumptions. E.g.:
Crashing: Change the duration of some critical task, e.g.,
if it is possible to parallelize it by assigning more
people to it.
Fast tracking: Allow tasks to be done in parallel by
changing the logic in the network diagram.
If tasks can be parallelized (as in building construction)
these allow total duration to be greatly reduced.
SAPM Spring 2006: Project Management 13
14. For more info
Project Management Institute (PMI): Largest
international PM organization; US-based (pmi.org)
International Project Management Association (IPMA):
Oldest international PM organization
(www.ipma.ch)
Association for Project Management (APM): UK-based
national organization (www.apm.org.uk)
PM Glossary:
www.maxwideman.com/pmglossary/
SAPM Spring 2006: Project Management 14
15. Summary
• Project management charts and techniques are useful
for scheduling tasks with complex dependencies
• WBS: main tasks
• Network diagram: dependencies, durations
• Gantt: calendar
• Be careful not to trust the charts just because they
look fancy; e.g., many constraints are not shown
SAPM Spring 2006: Project Management 15
16. References
PMI (2004). A Guide to the Project Management Body of Knowledge
(3rd Ed.). Project Management Institute.
SAPM Spring 2006: Project Management 15