1. Project Management Project management is a systemized approach to: ◦ defining, ◦ organizing ◦ planning ◦ monitoring ◦ controlling projects.

2. Projects A project is an interrelated set of activities with a definite starting and ending point, which results in a unique outcome for a specific allocation of resources.

3. What are the characteristics of a successful project?

4. What are some questions that need to be addressed by any Project Management technique?

5. In order to answer these questions what information do I need?

6. Use this information to create a Network Diagram A Network Diagram visually displays the interrelated activities (processes) using nodes (circles) and arcs (arrows) that depict the relationships between activities. Two network planning methods (PERT & CPM) were originally distinctive, but today the differences are minor and will be jointly referred to as PERT/CPM. ◦ PERT (Program Evaluation and Review Technique) was utilized when activity times involved risk. ◦ CPM (Critical Path Method) was used when activity times were certain.

7. Network Diagram

8. Precedence Relationships  Precedence relationships determine a sequence for undertaking activities, and specify that any given activity cannot start until a preceding activity has been completed. In the AON approach, the nodes (circles) represent activities, and the arcs represent the precedence relationships between them. AON STU Activity On Node approach “S” precedes “T” which precedes “U”

9. Activity Relationships T U S T & U cannot begin until S has been completed. S T U S & T must be completed before U can be started.

10. Activity Relationships S T U V U & V can’t begin until S & T have been completed. S T U V U cannot begin until S & T have been completed. V cannot begin until T has been completed.

11. Activity Relationships STV U T & U cannot begin until S has been completed; V cannot begin until both T & U have been completed.

12. Purchasing New Software: First develop a list of activities A. Case for change B. Define Requirements C. Prioritize Requirements D. RFP E. Benchmarking F. Evaluate Proposals G. Select Software Vendor H. Build Applications I. Test Applications J. Document K. Train L. Deploy

13. The Sequence of Activities A. Case for change ------- B. Define RequirementsA C. Prioritize RequirementsB D. RFPC E. BenchmarkingA F. Evaluate ProposalsD,E G. Select Software VendorF H. Build ApplicationsG I. Test ApplicationsH J. DocumentH K. TrainG L. DeployI,J,K

14. Project Activities, Sequence and Duration ACTIVITYORDERDURATION A. Case for change -------2 B. Define RequirementsA4 C. Prioritize RequirementsB2 D. RFPC1 E. BenchmarkingA3 F. Evaluate ProposalsD,E2 G. Select Software VendorF1 H. Build ApplicationsG12 I. Test ApplicationsH8 J. DocumentH6 K. TrainG5 L. DeployI,J,K3

15. To come up with a project schedule, find: Earliest Start Time (ES) is the latest earliest finish time of the immediately preceding activities. Earliest Finish Time (EF) is an activity’s earliest start time plus its estimated duration. Latest Start Time (LS) is the latest finish time minus the activity’s estimated duration. Latest Finish Time (LF) is the earliest latest start time of the activities that immediately follow. For simplicity, all projects start at time zero.

16. Earliest & Latest Starting Time for Each Activity Activity DurationEarliest Start Latest Start A200 B422 C266 D188 E326 F299 G11111 H121212 I82424 J62426 K51227 L33232

17. Earliest & Latest Finish Time for Each Activity Activity DurationEarliest Finish Latest Finish A2 22 B466 C288 D199 E359 F21111 G11212 H122424 I83232 J63032 K51732 L33535

18. St. John’s Hospital Immediate ActivityDescriptionPredecessor(s)Responsibility ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment. DPrepare final construction plans and layout. EBring utilities to the site. FInterview applicants and fill positions in nursing, support staff, maintenance, nursing, support staff, maintenance, and security. and security. GPurchase and take delivery of equipment. HConstruct the hospital. IDevelop an information system. JInstall the equipment. KTrain nurses and support staff.

19. Immediate ActivityDescriptionPredecessor(s)Responsibility ASelect administrative and medical staff.—Johnson BSelect site and do site survey.—Taylor CSelect equipment.AAdams DPrepare final construction plans and layout.BTaylor EBring utilities to the site.BBurton FInterview applicants and fill positions inAJohnson nursing, support staff, maintenance, nursing, support staff, maintenance, and security. and security. GPurchase and take delivery of equipment.CSampson HConstruct the hospital.DCasey IDevelop an information system.AMurphy JInstall the equipment.E,G,HPike KTrain nurses and support staff.F,I,JAshton St. John’s Hospital

20. Activity Times A = 12 Wks B = 9 Wks C = 10 Wks D = 10 Wks E = 24 Wks F = 10 Wks G = 35 Wks H = 40 Wks I = 15 Wks J = 4 Wks K = 6 Wks A — B— CA DB EB FA GC HD IA JE,G,H KF,I,J Immediate Predecessor

21. What AON Nodes look like Latest Finish Latest Start Activity Activity Duration Slack The earliest you can complete an activity -- determined by adding the activity time to the earliest start time. The latest you can finish an activity without delaying the project completion date. It is the same as the Latest Start time of the next activity. If there are two or more subsequent activities, this time is the same as the earliest of those “Latest Start” times. Determined by the earliest finish time of the precedent activity. If there are two or more precedent activities, this time is the same as precedent activity with the latest “Earliest Finish” time. This is the Latest Finish time minus the activity time. Slack is the difference, if any, between the earliest start and latest start times (or the earliest finish and latest finish times). S = LS – ES or S = LF– EF © 2007 Pearson Education Earliest Start Earliest Finish

22. Earliest Start and Earliest Finish Times K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E 24 I 15 Finish Start A 12 F 10 © 2007 Pearson Education Earliest start time Earliest finish time

23. Earliest Start and Earliest Finish Times © 2007 Pearson Education Critical Path The Critical Path takes 69 weeks K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E 24 I 15 Finish Start A 12 F 10 0 9 9 33 9 1919 59 22 57 12 22 59 63 12 27 12 22 63 690 12

24. K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E 24 I 15 Finish Start A 12 F 10 0 9 9 33 9 1919 59 22 57 12 22 59 63 12 27 12 22 63 690 12 Latest Start and Latest Finish Times © 2007 Pearson Education 48 63 53 63 59 63 24 59 19 59 35 59 14 24 9 19 2 14 0 9 Latest finish time 63 69 Latest start time

25. © 2007 Pearson Education

26. Activity Slack Analysis Node DurationESLS Slack A12022 B9000 C1012142 D10990 E2493526 F10125341 G3522242 H4019190 I15124836 J459590 K663630

27. Project Schedule A Gantt Chart is a project schedule, usually created by the project manager using computer software, that superimposes project activities, with their precedence relationships and estimated duration times, on a time line. ◦ Activity slack is useful because it highlights activities that need close attention. Free slack is the amount of time an activity’s earliest finish time can be delayed without delaying the earliest start time of any activity that immediately follows. ◦ Activities on the critical path have zero slack and cannot be delayed without delaying the project completion.

28. Gantt Chart for St John’s Hospital

29. Number of workers assuming all activities are started at earliest time & require one worker each

30. Number of workers assuming all activities are started at earliest time except F starts after E & I starts latest possible time. Each activity requires one worker still