1. Managing Projects
Chapter 14

2. Chapter Objectives Be able to:
Explain the difference between routine business activities and projects.
Describe the five major phases of a project.
Construct a Gantt chart and interpret the results.
Construct a project network diagram and calculate the earliest and latest start and finish times for all activities.
Identify the critical activities and paths in a network.
Crash a project.

3. Project
Project – A temporary endeavor undertaken to create a unique product, service, or result.
Projects have clear starting and ending points after which the people and resources dedicated to the project are reassigned.
Projects are non-routine, can be large or small, and may be difficult to manage.
Projects typically require significant levels of cross-functional and interorganizational coordination.
© 2008 Project Management Institute

4. Project Management
Project Management – The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
© 2008 Project Management Institute

5. Project Management Trends
The faster pace of strategic change
New product lines are introduced more often to fight off competitors.
Information technology solutions become quickly out-of-date.
Customer and supplier networks quickly change.
The changing role of middle management
The role has decreased due to more advanced information systems handling many of the tasks.
Responsibilities given to middle managers have been pushed down to supervisors and employees.

6. Project Phases Concept phase Project definition phase Planning phase
Performance phase
Postcompletion phase
Figure 14.1

7. Project Phases Concept Phase Project definition Phase
Broad definition and scope
Budget estimates within  30%
Project definition Phase
Tentative schedules and budgets, organization, key personnel and resource requirements
Budget estimates refined within  5% to 10%

8. Project Phases Planning phase Performance phase Postcompletion phase
Detailed plans, timing, budgets and resources
Milestones
Project management tools and techniques
Performance phase
Execution and control
Postcompletion phase
“Wrap-up”
Reassignment of project resources

9. Project Management Tools
Gantt charts – Graphical tools used to show expected start and end times for project activities and to track actual progress against these time targets.
Network diagrams – Graphical tools that show the logical linkages between activities in a project.

10. Gantt Charts
Table 14.2
Activities can occur simultaneously and some have predecessors that must be completed beforehand.

11. Gantt Charts
Figure 14.2
Shows that the project should be completed by the end of Week 18 and when specific activities should
start and finish.

12. Network Diagrams
Critical-path method – A network-based technique in which there is a single time estimate for each activity.
Program evaluation and review technique (PERT) – A network-based technique in which there are multiple time estimates for each activity.

13. Constructing a Network Diagram
Identify each unique activity in a project by a capital letter that corresponds only to that activity.
Represent each activity in the project by a node that shows the estimate length. (Activity on node (AON) diagram.)
If an activity has an immediate predecessor(s), show the relationship by connecting the two activities with an arrow.
Determine the earliest start time (ES) and earliest finish time (EF) for each activity by performing a forward pass.
Determine the latest finish time (LF) and latest starting time (LS) for each activity by doing a backward pass.
Determine the critical activities and path(s) in the project.

14. Network Diagrams
Critical path – A network path that has the longest, or is tied for the longest, linked sequence of activities.
Project duration – The duration of a project is equal to the duration of the critical path.
Network path – A logically linked sequence of activities in a network diagram.
Critical activities – Project activities for which the earliest start time and latest start time are equal.

15. AON Example – Gina3000
Use the following data to develop a network diagram:

16. AON Example – Gina3000
Network Diagram
Figure 14.4

17. AON Example – Gina3000 Identify the Paths: ACFGJ ACDEGJ ACDEHJ ACDEIJ
BCFGJ
BCDEGJ
BCDEHJ
BCDEIJ

18. AON Times and Slack Earliest Start Time (ES) Earliest Finish Time (EF)
= Latest EF for all immediate predecessors
Earliest Finish Time (EF)
= ES + activity’s duration
Latest Start Time (LS)
= LF – activity’s duration
Latest Finish Time (LF)
= Earliest LS for all immediate successors
Slack = amount of allowable delay in an activity
= Equal to LS – ES or LF – EF for an activity

19. AON Example – Gina 3000
Table 14.3
Calculate Earliest Start and Earliest Finish Times

20. AON Example – Gina 3000 Calculate Latest Start and Latest Finish Times
Table 14.4
Calculate Latest Start and Latest Finish Times

21. AON Example – Gina 3000 Identify the Critical Path(s) ACFGJ = 13 weeks
ACDEGJ = 17 weeks
ACDEHJ = 17 weeks
ACDEIJ = 17 weeks
BCFGJ = 14 weeks
BCDEGJ = 18 weeks
BCDEHJ = 18 weeks
BCDEIJ = 18 weeks
The activities in these critical paths have no slack.
The project should be completed in 18 weeks.

22. Crashing a Project
Crashing a Project – Shortening the overall duration of a project by reducing the time it takes to perform certain activities.
List all network paths and their current lengths and mark all activities that can be crashed.
Focus on the critical path or paths. Working one period at a time, choose the activity or activities that will shorten all critical paths at the least cost. The one rule is this: Never shorten an activity that is not on a critical path, regardless of the cost. Doing so will not shorten the project; it will only add costs.
Recalculate the lengths of all paths and repeat step 2 until the target project completion is reached or until all options have been exhausted.

23. Crashing Example 14.3 Courter Corporation
Use the following data to develop a schedule to complete the project within 23 weeks:
Table 14.5

24. Crashing Example 14.3 Courter Corporation
Network Diagram:
Figure 14.6

25. Crashing Example 14.3 Courter Corporation
Calculate ES, EF, LS, and LF for each activity
Note: Critical Activities have a Slack = 0
* Critical Activity
Table 14.6

26. Crashing Example 14.3 Courter Corporation
Network Paths for the Project
ABEFGK – 25 weeks
ACDFGK – 24 weeks
AHIJ – 19 weeks

27. Crashing Example 14.3 Courter Corporation
Choose the activity(s) that will shorten all critical path(s) at the least cost:
ABEFGK – 25 weeks
Activity B - shorten 1 week at a cost of $500

28. Crashing Example 14.3 Courter Corporation
Updated Network Paths for the Project
ABEFGK – 24 weeks
ACDFGK – 24 weeks
AHIJ – 19 weeks
Crashing cost: $500

29. Crashing Example 14.3 Courter Corporation
Choose the activity(s) that will shorten all critical path(s) at the least cost:
ABEFGK – 24 weeks
ACDFGK – 24 weeks
Activity G - shorten 1 week at a cost of $700

30. Crashing Example 14.3 Courter Corporation
Updated Network Paths for the Project
ABEFGK – 23 weeks
ACDFGK – 23 weeks
AHIJ – 19 weeks
Crashing Cost = $500 + $700 = $1200

31. Project Management Resources
Project Management Software
Microsoft Project
PMI (Project Management Institute)
Sponsors education and certification
Sponsors conferences, research, user groups
Publishes Guide to the Project Management Body of Knowledge (PMBOK®)
PMBOK®
Part I: Various business processes for projects
Part II: Nine project management knowledge areas

32. Managing Projects Case Study
Viva Roma!

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