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Project Management

OBJECTIVES
Definition

of Project Management Work Breakdown Structure Project Control Charts Structuring Projects Critical Path Scheduling

Project Management

Defined

Project is a series of related jobs usually directed towards some major output and requiring a significant period of time to perform Project Management are the management activities of planning, directing, and controlling resources (people, equipment, material) to meet the technical, cost, and time constraints of a project

Introduction to Project Management

Definition of Project Management

A project can be defined as a group of tasks which helps in achieving an objective A Project : undertaken to solve a problem. Project Management the process of planning, directing and controlling resources to meet the technical, cost and time considerations of a project.

Project Management as a Conversion Process.

The Definition of a PROJECT

Purpose Usually a one-time activity with a well-defined set of desired end result. Life Cycle- From a slow beginning they progress to a buildup of size, then peak, finally terminate. Interdependencies- Projects always interact with the parent organizations standard, ongoing operations. Uniqueness - Every Project has some elements that are unique. (No two Construction or R & D projects are precisely alike.)

Project Vs. Routine Activities

Project is a one time activity It involves large investments

No revenue till the project is completed

High degree & Wide variety of skills are used. Involves experts from various divisions of the company, consultants & a number of contractors. A systematic approach to problem solving special techniques used. Usage of special purpose equipments in some cases Deals with planning, scheduling, controlling simuttaneously with the objective of timely completion of the project.

Pure Project A pure project is where a self-contained team

works full-time on the project

Structuring Projects / Pure Project:

Advantages
The project manager has full authority over the project Team members report to one boss Shortened communication lines Team pride, motivation, and commitment are high

Structuring Projects / Pure Project:

Disadvantages

Duplication

of resources Organizational goals and policies are ignored Lack of technology transfer Team members have no functional area "home"

Functional Project A functional project is housed within a functional division

President Research and Development
Project Project Project A B C

Engineering

Manufacturing

Project Project Project D E F

Project Project Project G H I

Example, Project B is in the functional area of Research and Development.

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Structuring Projects Functional Project: Advantages

A

team member can work on several projects Technical expertise is maintained within the functional area The functional area is a home after the project is completed Critical mass of specialized knowledge

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Structuring Projects Functional Project: Disadvantages

Aspects

of the project that are not directly related to the functional area get short-changed Motivation of team members is often weak Needs of the client are secondary and are responded to slowly

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Matrix Project / Organisation Structure

President
Research and Engineering Manufacturing Marketing Development
Manager Project A

Manager Project B
Manager Project C

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Structuring Projects / Matrix: Advantages

Enhanced communications between functional areas

Pinpointed responsibility
Duplication of resources is minimized Functional home for team members Policies of the parent organization are followed

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Structuring Projects / Matrix: Disadvantages

Too

many bosses

Depends

on project managers negotiating skills

for sub-optimization

Potential

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Gantt Chart
Vertical Axis: Always Activities or Jobs
Horizontal bars used to denote length of time for each activity or job.

Activity 1 Activity 2 Activity 3 Activity 4 Activity 5 Activity 6

Time Horizontal Axis: Always Time

Work Breakdown Structure

A work breakdown structure defines the hierarchy of project tasks, subtasks, and work packages Level Program

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1
2 3

Project 1 Task 1.1

Project 2 Task 1.2 Subtask 1.1.2 Work Package 1.1.1.2

Subtask 1.1.1 Work Package 1.1.1.1

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Network Diagrams

1/2/3/4/5 are Events A/B/C/D/E are Activities.

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Network Diagrams

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Network-Planning Models

A project is made up of a sequence of activities that form a network representing a project The path taking longest time through this network of activities is called the critical path

The critical path provides a wide range of scheduling information useful in managing a project
Critical Path Method (CPM) helps to identify the critical path(s) in the project networks

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Prerequisites for Critical Path Methodology

A project must have: well-defined jobs or tasks whose completion marks the end of the project; independent jobs or tasks; and tasks that follow a given sequence.

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Types of Critical Path Methods

CPM with a Single Time Estimate Used when activity times are known with certainty Used to determine timing estimates for the project, each activity in the project, and slack time for activities CPM with Three Activity Time Estimates Used when activity times are uncertain Used to obtain the same information as the Single Time Estimate model and probability information Time-Cost Models Used when cost trade-off information is a major consideration in planning Used to determine the least cost in reducing total project time

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Steps in the CPM with Single Time Estimate

1.

Activity Identification 2. Activity Sequencing and Network Construction 3. Determine the critical path
From the critical path all of the project and activity timing information can be obtained

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CPM with Single Time Estimate

Consider the following consulting project:
Activity Assess customer's needs Write and submit proposal Obtain approval Develop service vision and goals Train employees Quality improvement pilot groups Write assessment report Designation Immed. Pred. Time (Weeks) A None 2 B A 1 C B 1 D C 2 E C 5 F D, E 5 G F 1

Develop a critical path diagram and determine the duration of the critical path and slack times for all activities.

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First draw the network

Act. A B C D E Imed. Pred. Time None A B C C 2 1 1 2 5

F
G

D,E
F

5
1

D(2)

A(2)

B(1)

C(1)

F(5)

G(1)

E(5)

Determine early starts and early finish times

ES=4 EF=6 ES=0 EF=2 A(2) ES=2 EF=3 B(1) ES=3 EF=4 C(1) ES=4 EF=9
Hint: Start with ES=0 and go forward in the network from A to G.

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D(2)

ES=9 EF=14 F(5)

ES=14 EF=15 G(1)

E(5)

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Determine late starts and late finish times

ES=0 EF=2 A(2) LS=0 LF=2 ES=2 EF=3 B(1) LS=2 LF=3 ES=3 EF=4 C(1) LS=3 LF=4

ES=4 EF=6 D(2) LS=7 LF=9 ES=4 EF=9 E(5) LS=4 LF=9

Hint: Start with LF=15 or the total time of the project and go backward in the network from G to A. ES=9 EF=14 F(5) LS=9 LF=14 ES=14 EF=15 G(1) LS=14 LF=15

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Critical Path & Slack

ES=4 EF=6
Slack=(7-4)=(9-6)= 3 Wks

ES=0 EF=2
A(2) LS=0 LF=2

ES=2 EF=3
B(1) LS=2 LF=3

ES=3 EF=4
C(1) LS=3 LF=4

D(2)

LS=7 LF=9 ES=4 EF=9

E(5) LS=4 LF=9

ES=9 EF=14 F(5) LS=9 LF=14

ES=14 EF=15 G(1) LS=14 LF=15

Duration=15 weeks

Program Evaluation & Review Technique (PERT)

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PERT is Event oriented & CPM is Activity oriented. PERT is used to deal unit uncertainty. PERT has 3 time estimates Optimistic time Most likely time. Pessimistic time. PERT has one or more activities follow a probability distribution taking into account the uncertainty of the situation. PERT network provides a measure of the probability of project completion by the scheduled date. The probability concept Only associated with PERT and not CPM. (time estimates in CPM are deterministic & not probabilistic)

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Example 2. CPM with Three Activity Time Estimates

Immediate Task Predecesors Optimistic Most Likely Pessimistic A None 3 6 15 B None 2 4 14 C A 6 12 30 D A 2 5 8 E C 5 11 17 F D 3 6 15 G B 3 9 27 H E,F 1 4 7 I G,H 4 19 28

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Example 2. Expected Time Calculations

ET(A)= 3+4(6)+15
Task A B C D E F G H I Immediate Expected Predecesors Time None 7 None 5.333 A 14 A 5 C 11 D 7 B 11 E,F 4 G,H 18

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ET(A)=42/6=7
Immediate Task Predecesors Optimistic Most Likely Pessimistic A None 3 6 15 B None 2 4 14 C A 6 12 30 D A 2 5 8 E C 5 11 17 F D 3 6 15 G B 3 9 27 H E,F 1 4 7 I G,H 4 19 28

Expected Time =

Opt. Time + 4(M ost Likely Time) + Pess. Time 6

Ex. 2. Expected Time Calculations

Immediate Expected Predecesors Time None 7 None 5.333 A 14 A 5 C 11 D 7 B 11 E,F 4 G,H 18

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ET(B)= 2+4(4)+14 6 ET(B)=32/6=5.333

Immediate Task Predecesors Optimistic Most Likely Pessimistic A None 3 6 15 B None 2 4 14 C A 6 12 30 D A 2 5 8 E C 5 11 17 F D 3 6 15 G B 3 9 27 H E,F 1 4 7 I G,H 4 19 28

Task A B C D E F G H I

Expected Time =

Opt. Time + 4(M ost Likely Time) + Pess. Time 6

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Ex 2. Expected Time Calculations

Immediate Expected Predecesors Time None 7 None 5.333 A 14 A 5 C 11 D 7 B 11 E,F 4 G,H 18

ET(C)= 6+4(12)+30

Task A B C D E F G H I

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ET(C)=84/6=14
Immediate Task Predecesors Optimistic Most Likely Pessimistic A None 3 6 15 B None 2 4 14 C A 6 12 30 D A 2 5 8 E C 5 11 17 F D 3 6 15 G B 3 9 27 H E,F 1 4 7 I G,H 4 19 28

Expected Time =

Opt. Time + 4(M ost Likely Time) + Pess. Time 6

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Example 2. Network
Duration = 54 Days

C(14)
A(7)

E(11)
H(4)

D(5)

F(7)
I(18)

B
(5.333)

G(11)

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Example 2. Probability Exercise

What is the probability of finishing this project in less than 53 days?

p(t < D) D=53 TE = 54

Z = D - TE

2 cp

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A ctiv ity v arian ce,

P essim . - O p tim . 2 = ( ) 6

Task A B C D E F G H I

Optimistic Most Likely Pessimistic Variance 3 6 15 4 2 4 14 6 12 30 16 2 5 8 5 11 17 4 3 6 15 3 9 27 1 4 7 1 4 19 28 16

(Sum the variance along the critical path.)

= 41

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p(t < D)

t
D=53 TE = 54

Z =

D - TE

cp 2

53 - 54 = = -.156 41

p(Z < -.156) = .438, or 43.8 % (NORMSDIST(-.156) There is a 43.8% probability that this project will be completed in less than 53 weeks.

Ex 2. Additional Probability Exercise

What

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is the probability that the project duration will exceed 56 weeks?

Example 2. Additional Exercise Solution

p(t < D) t

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TE = 54

D=56

Z =

D - TE

cp 2

56 - 54 = = .312 41

p(Z > .312) = .378, or 37.8 % (1-NORMSDIST(.312))

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Time-Cost Models
Basic

Assumption: Relationship between activity completion time and project cost Cost Models: Determine the optimum point in time-cost tradeoffs

Time

Activity direct costs Project indirect costs Activity completion times

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Network Crashing (Project Crashing)

Determine the time cost ratio for each activity in the network this ratio represents the increase in cost for a unit decrease in time.

Time Cost Ratio = crash cost normal cost

normal time crash time

Identify the activities on critical path & select that activity which has smallest time cost ratio crash that activity to the extent possible. Observe any change in the critical path any other path becomes critical calculate time cost ratio in the new critical path. Repeat above steps till the activities are crashed to reduce the present duration to the desired time period.

CPM Assumptions / Limitations

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Project activities can be identified as entities (There is a clear beginning and ending point for each activity.) Project activity sequence relationships can be specified and networked

Project control should focus on the critical path The activity times follow the beta distribution, with the variance of the project assumed to equal the sum of the variances along the critical path

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Question Bowl
Which of the following are examples of Graphic Project Charts? a. Gantt b. Bar c. Milestone d. All of the above e. None of the above

Answer: d. All of the above

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Question Bowl
Which of the following are one of the three organizational structures of projects? a. Pure b. Functional c. Matrix d. All of the above e. None of the above

Answer: d. All of the above

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Question Bowl
A project starts with a written description of the objectives to be achieved, with a brief statement of the work to be done and a proposed schedule all contained in which of the following? a. SOW b. WBS c. Early Start Schedule d. Late Start Schedule e. None of the above

Answer: a. SOW (or Statement of Work)

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Question Bowl
For some activities in a project there may be some leeway from when an activity can start and when it must finish. What is this period of time called when using the Critical Path Method? Early start time Late start time Slack time All of the above None of the above

a. b.

c.
d. e.

Answer: c. Slack time

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Question Bowl
How much slack time is permitted in the critical path activity times? a. Only one unit of time per activity b. No slack time is permitted c. As much as the maximum activity time in the network d. As much as is necessary to add up to the total time of the project e. None of the above

Answer: b. No slack time is permitted (All critical path activities must have zero slack time, otherwise they would not be critical to the project completion time.)

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Question Bowl
When looking at the Time-Cost Trade Offs in the Minimum-Cost Scheduling time-cost model, we seek to reduce the total time of a project by doing what to the least-cost activity choices? Answer: a. Crashing a. Crashing them them (We crash the b. Adding slack time least-cost activity times c. Subtracting slack time to seek a reduced total d. Adding project time time for the entire e. None of the above project and we do it step-wise as inexpensively as possible.)