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e n t
R R g e
P
T
P
T
a
n
H H e c t
P r o j
Tata McGraw
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Chapter 3
Project Management
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3-3
OBJECTIVES
• Definition of Project Management
• Project Control Charts• Structuring Projects
• Critical Path Schedulin
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Project Management
3-4
e ne
usually directed toward some major out ut and re uirin a si nificant eriod
of time to perform
• Project Management are themanagement activities of planning,
directing, and controlling resources
peop e, equ pmen , ma er a o meethe technical, cost, and time constraints
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Gantt Chart
3-5
Vertical Axis:Horizontal bars used to denote length
or Jobs of time for each activity or job.
Activity 2
Activit 3
Activity 4
Activity 5
Activity 6
me Horizontal Axis: Always Time
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Pure Project
3-6
e ne
A ure ro ect is where a self-contained team
works full-time on the project
ruc ur ng ro ec sPure Project: Advantages
• over the project
• Team members report to one boss
• Shortened communication lines• Team pride, motivation, and commitment
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3-7
Structuring ProjectsPure Project: Disadvantages
• Duplication of resources• Or anizational oals and olicies
are ignored
• Lack of technolo transfer • Team members have no functional
area "home"
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Functional Project
3-8
A functional project is housed within
a functional division
Research and
Development
Project A
ProjectB
ProjectC
ProjectD
ProjectE
ProjectF
ProjectG
ProjectH
ProjectI
Exam le Pro ect “B” is in the functional
area of Research and Development.
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3-9
Functional Project: Advantages
• A team member can work onseveral projects
• Technical expertise is maintained
within the functional area• The functional area is a “ home”
after the project is completed
• Critical mass of specializedknowledge
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3-10
Structuring ProjectsFunctional Project: Disadvantages
• Aspects of the project that are notdirectl related to the functional
area get short-changed
• Motivation of team members isoften weak
• Needs of the client are secondar
and are responded to slowly
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3-11
a r x ro ec rgan za on ruc ure
President
Research and
DevelopmentEngineering Manufacturing Marketing
Manager
Project A
Manager Project B
Mana er
Project C
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3-12
Matrix: Advantages
• Enhanced communications between functionalareas
• Pinpointed responsibil ity
• Duplication of resources is minimized
• Functional “ home” for team members
• o c es o t e parent organ zat on are o owe
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3-13
Matrix: Disadvantages
• Too many bosses
• Depends on project manager’s
ne otiatin skills
• -
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Work Breakdown Structure
3-14
A work breakdown structure defines thehierarchy of project tasks, subtasks, and
ProgramLevel
wor pac ages
Project 1 Project 2
1
Task 1.12 Task 1.2
Subtask 1.1.13 Subtask 1.1.2
. . . . . .
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3-15
Network-Planning Models
• A project is made up of a sequence of activitiesthat form a network representing a project
• The path taking longest time through this
“path”
• The critical path provides a wide range of scheduling information useful in managing aproject
• Critical Path Method CPM hel s to identif the
critical path(s) in the project networks
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3-16
Prerequisites for Critical Path Methodology
pro ec mus ave:
-completion marks the end of the project;
independent jobs or tasks;
and tasks that follow a given sequence.
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3-17
ypes o r ca a e o s
• CPM with a Sin le Time Estimate
– Used when activ ity times are known with certainty
– Used to determine timing estimates for the project, eachactivity in the project, and slack t ime for activities
• CPM with Three Activity Time Estimates
– Used when activity times are uncertain
– Used to obtain the same information as the Single Time
• Time-Cost Models
– Used when cost trade-off information is a majorconsideration in planning
– Used to determine the least cost in reducing total projecttime
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3-18
Steps in the CPM with Single Time Estimate
• Activity Identification• Activit Se uencin and
Network Construction
•
– From the critical path all of the
information can be obtained
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CPM with Single Time Estimate
3-19
Consider the following consulting project:Activity Designation Immed. Pred. Time (Weeks)Assess customer's needs A None 2
Write and submit proposal B A 1
Obtain approval C B 1
Develop service vision and goals D C 2Train employees E C 5
Quality improvement pilot groups F D, E 5
Write assessment report G F 1
Develop a critical path diagram and determine
for all activities.
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First draw the network
3-20
Act. Imed. Pred. Time
A None 2
B A 1
C B 1
D(2)E C 5
F D,E 5
A(2) B(1) C(1) F(5) G(1)
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3-21
Determine early starts and early finish times
EF=6
ES=9
EF=14
ES=14
EF=15
ES=0
EF=2
ES=2
EF=3
ES=3
EF=4
ES=4
=
A(2) B(1) C(1) F(5) G(1)
E(5)
Hint: Start with ES=0
and go forward in the
network from A to G.
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Determine late starts and late Hint: Start with LF=15
3-22
n s mes
ES=4
EF=6
or t e tota t me o t e project and go
backward in the
ES=9 ES=14ES=0 ES=2 ES=3D(2)
network from G to A.
= == = =
A(2) B(1) C(1) F(5) G(1)
LS=7
LF=9
EF=9 LS=14
LF=15
LS=9
LF=14
LS=3
LF=4
LS=2
LF=3
LS=0
LF=2
LS=4
=
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Critical Path & Slack
3-23
ES=4Slack= 7-4 = 9-6 = 3 Wks
ES=9 ES=14ES=0 ES=2 ES=3
=
D(2)
EF=14 EF=15EF=2 EF=3 EF=4
A(2) B(1) C(1) F 5 G(1)
LS=7
LF=9=
EF=9 LS=14
LF=15
LS=9
LF=14
LS=3
LF=4
LS=2
LF=3
LS=0
LF=2
LS=4Duration=15 weeks
=
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3-24
Example 2. CPM with Three Activity Time Estimates
Task ImmediatePredecesors Optimistic Most Likely Pessimistic
A None 3 6 15
B None 2 4 14
C A 6 12 30
D A 2 5 8E C 5 11 17
F D 3 6 15
G B 3 9 27
H E,F 1 4 7I G,H 4 19 28
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Example 2. Expected Time Calculations
3-25
ET(A)= 3+4(6)+15
6Task
ImmediatePredecesors
ExpectedTime
= =oneB None 5.333
C A 14 Task ImmediatePredecesors Optimistic Most Likely Pessimistic
E C 11
F D 7
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
H E,F 4
I G,H 18
F D 3 6 15G B 3 9 27
H E,F 1 4 7
I G,H 4 19 28
Expected Time =Opt. Time + 4(Most Likely Time) + Pess. Time
6
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Ex. 2. Expected Time Calculations
3-26
ET B = 2+4 4 +14
Task
Predecesors
Time A None 7
= =
6
.
C A 14
D A 5
.
Task ImmediatePredecesors Optimistic Most Likely Pessimistic
F D 7
G B 11
H E F 4
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
I G,H 18 F D 3 6 15G B 3 9 27H E,F 1 4 7
I G,H 4 19 28
Expected Time =Opt. Time + 4(Most Likely Time) + Pess. Time
6
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Ex 2. Expected Time Calculations
3-27
Immediate Expected ET(C)= 6+4(12)+30Task Predecesors Time
A None 7B None 5.333
6
C A 14
D A 5
E C 11
= =
Task ImmediatePredecesors Optimistic Most Likely Pessimistic
G B 11
H E,F 4
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 15G B 3 9 27
H E,F 1 4 7
I G,H 4 19 28
Expected Time =Opt. Time + 4(Most Likely Time) + Pess. Time
6
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Example 2. Network
3-28
C(14) E(11)
Duration = 54 Days
A(7) H(4)
I(18)
(5.333)
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Example 2. Probability Exercise
3-29
What is the probability of finishing this project in
less than 53 days?
t < D
D=53
TE = 54
Z =D - TE
cp
2σ
3 30
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P essim . - O p tim .2 2
3-30
c v y var ance, = 6σ
A 3 6 15 4B 2 4 14
C 6 12 30 16
D 2 5 8
E 5 11 17 4F 3 6 15
G 3 9 27
I 4 19 28 16
(Sum the variance along the critical path.) σ = 41
3 31
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3-31
p(t < D)
T = 54t
D=53
Z =
D - T
=
53-54
= -.156E
cpσ
There is a 43.8% robabilit that this ro ect will be
-. . , . -.
completed in less than 53 weeks.
3 32
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3-32
Ex 2. Additional Probability Exercise
• What is the probability that
exceed 56 weeks?
3-33
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Exam le 2. Additional Exercise Solution
3-33
p(t < D)
tTE = 54
D=56
Z =D - T
=56-54
= .312E2
cpσ
p(Z > .312) = .378, or 37.8 % (1-NORMSDIST(.312))
3-34
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Time-Cost Models
3 34
• Basic Assumption: Relationshipe ween ac v y comp e on me
and project cost
• Time Cost Models: Determine the-
tradeoffs
–
– Project indirect costs
–
3-35
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CPM Assumptions/Limitations
3 35
• Project activities can be identified as entities
(There is a clear beginning and ending point
for each activity.)
• Project activity sequence relationships can be
• Project control should focus on the crit ical
path• The activity times follow the beta distribution,
with the variance of the project assumed to
crit ical path• Project control should focus on the crit ical
3-36
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Question Bowl
Which of the following are
Charts?.
b. Bar
.
d. All of the above
.Answer: d. All of the above
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Question Bowl
Which of the following are one of the
projects?.
b. Functional
.
d. All of the above
.
.
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Question Bowl
A project starts with a written description of the
,
statement of the work to be done and aproposed schedule all contained in which of
e o ow ng
a. SOW
.
c. Early Start Schedule
d. Late Start Schedule
e. None of the above
.
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Question Bowl
For some activit ies 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
a. Early start time
b. Late start timec. Slack time
d. All of the above
e. None of the above
Answer: c. Slack time
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Question Bowl
How much “ slack time” is permitted in the “ critical
path” activity times?
.
b. No slack time is permittedc. 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 ro ecte. None of the above
Answer: b. No slack time is permitted (All
critical path activities must have zero slacktime, otherwise they would not be critical to
e pro ec comp e on me.
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Question Bowl
When looking at the Time-Cost Trade Offs in the
Minimum-Cost Schedulin time-cost model,
we seek to reduce the total t ime of a project
by doing what to the least-cost activity
a. Crashing them
b. Adding slack time
Answer: a. Crashing
them (We “crash” the
c. u tract ng s ac t me
d. Adding project time
e. None of the above
-
to seek a reduced total
time for the entire
project and we do itstep-wise as
inex ensivel as
possible.)
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