Presentation on theme: "PROJECT MANAGEMENT Outline What is project mean? Examples of projects…"— Presentation transcript:
1PROJECT MANAGEMENT Outline What is project mean? Examples of projects… Project Planning and ControlProject Life CycleGantt ChartPERT/CPM
2What is Project? Project What is the different between normal business activities and Project?ProjectUnique, one time operations design to accomplish a specific set of objectives in a limited time frame.
3Examples of project… Building a house Building a factory Add assembly line in the factoryMerging to companiesManaging political campaignDesigning a new productSoft ware development
4In project a lot of problem arise? Why? a lot of activities should be handlesLimited timeRestricted resources
5Project Planning and Control Definition of Project ManagementWork Breakdown StructureProject ControlOrganizational StructuresCritical Path SchedulingCPM with a Single TimeCPM with Three Activity Time Estimates2
6Project Management Project Project Management Lengthy network of activities needed to complete a major output.Project ManagementPlanning, execution, and controlling resources to needed to complete the project.3
7Project Life Cycle Definition Planning Execution Termination Why we need to start new projectFeasibility Analysis (Cost, Benefit , risk of under taking a project)PlanningDetails of the work, estimates time, Human resource and costExecutionDuring which a project itself is doneTerminationDuring which closer is achieved
8Project Planning, Controlling and Scheduling 1. Setting goals.2. Defining the project.3. Tying needs into timed project activities.4. Organizing the team.Before Project
9Project Planning, Controlling and Scheduling Project Scheduling:1. Tying resources to specific activities.2. Relating activities to each other.3. Updating and revising on regular basis.
10Project Planning, Controlling and Scheduling Project Controlling:1. Monitoring resources, costs, quality and budgets.2. Revising and changing plans.3. Shifting resources to meet demands.During Project
12Project Control: Gantt Chart The Gantt chart is a popular tool for planning and scheduling simple project.It enables a manager to initially schedule project activities and then to monitor progress over time by comparing planned progress to actual progress
14PERT and CPM PERT (program evaluation and review technique) U.S. Navy Special Projects Office (1958)Polaris missile projectCPM (critical path method)J. E. Kelly of Remington-Rand and M. R. Walker of Du Pont (1957)Scheduling maintenance shutdowns of chemical processing plants15
15Questions answered by PERT/CPM When will the entire project be completed?What are the critical activities or tasks in the project, that is, the ones that will delay the entire project if they are late?Which are the non-critical activities, that is, the ones that can run late without delaying the entire project’s completion?What is the probability that the project will be completed by a specific date?
16Questions answered by PERT/CPM At any particular date, is the project on schedule, behind schedule, or ahead of schedule?On any given date, is the money spent equal to, less than, or greater than the budgeted amount?Are there enough resources available to finish the project on time?If the project is to be finished in a shorter amount of time, what is the best way to accomplish this at the least cost?
17To Find Critical Path ???To find the critical path, need to determine the following quantities for each activity in the network:1. Earliest start time (ES): the earliest time an activity can begin without violation of immediate predecessor requirements.2. Earliest finish time (EF): the earliest time at which an activity can end.3. Latest start time (LS): the latest time an activity can begin without delaying the entire project.4. Latest finish time (LF): the latest time an activity can end without delaying the entire project.
18CPM with Single Time Estimate Consider the following consulting project:ActivityDesignationImmed. Pred.Time (Weeks)Assess customer's needsANone2Write and submit proposalB1Obtain approvalCDevelop service vision and goalsDTrain employeesE5Quality improvement pilot groupsFD, EWrite assessment reportGDevelop a critical path diagram and determine theduration of the critical path and slack times for allactivities17
26Activity TimesTo find the expected activity time (t), the beta distribution weights the estimates as follows
27Activity Times The time estimates in PERT are Optimistic time (a) = time an activity will take if everything goes as well as possible. There should be only a small probability (say, 1/100) of this occurring.Pessimistic time (b) = time an activity would take assuming very unfavorable conditions. There should also be only a small probability that the activity will really take this long.Most likely time (m) = most realistic time estimate to complete the activity
28Activity Times The time estimates in PERT are Optimistic time (a) = time an activity will take if everything goes as well as possible. There should be only a small probability (say, 1/100) of this occurring.Pessimistic time (b) = time an activity would take assuming very unfavorable conditions. There should also be only a small probability that the activity will really take this long.Most likely time (m) = most realistic time estimate to complete the activity
29Consider the following project: Immed. Optimistic Most Likely PessimisticActivity Predec. Time (Hr.) Time (Hr.) Time (Hr.)ABC AD AE AF B,CG B,CH E,FI E,FJ D,HK G,I
30PERT/ CPM CPM uses two sets of time and cost estimates for activities: A normal time and cost andA crash time and costThe normal cost is an estimate of cost to complete an activity in normal time.The crash time is the shortest possible activity time.Crash cost is the cost of completing the activity on a crash or deadline basis.
31Project Crashing with PERT/CPM: Four Steps Find the normal critical path and identify the critical activities.Compute the crash cost per week (or other time period) for all activities in the network.This process uses the following formula:crash cost/time period =crash cost – normal costnormal time – crash time
32Project Crashing with PERT/CPM: Four Steps 3. Select the activity on the critical path with the smallest crash cost per week.Crash this activity to the maximum extent possible or to the point at which your desired deadline has been reached4. Check to be sure that the critical path you were crashing is still critical.Often, a reduction in activity time along the critical path causes a non-critical path or paths to become critical.If the critical path is still the longest path through the network, return to step 3.If not, find the new critical path and return to step 2.
33SubprojectFor extremely large projects, an activity may be made of several smaller sub-activities.Each activity might be viewed as a smaller project or a subproject of the original project.The person in charge of the activity might wish to create a PERT/CPM chart for managing this subproject.Many software packages have the ability to include several levels of subprojects
34In class assignment Immediate Completion Activity Description Predecessors Time (days)A Initial PaperworkB Build Body AC Build Frame AD Finish Body BE Finish Frame CF Final Paperwork B,CG Mount Body to Frame D,EH Install Skirt on Frame C