Project Management HO - Institute of Public...

transcript

Rajiv Misra

PROJECT MANAGEMENT

BIPARD, Patna25th January 2012

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CAN A SUCCESSFUL PROJECT MANAGER SUCCEED EVERYWHERE?

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WHAT WERE THE DIFFERENT TASKS WE DID?

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PLANNING STAGE

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PRODUCT MIX?

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PRODUCT MIX?

Type A, B, C or D?Selecting Dam SiteProject Portfolio Management

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ESTIMATION?

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ESTIMATION?

No of sheets needed? Nesting etc etcTime Needed?

Benchmark: Internal or External

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PROTOTYPING ?

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PROTOTYPING ?ACTIVITY AND RESOURCE

To identify the activities and resources (Technological)?Will one scissor be enough (Resource Leveling)?

Generates ideas (Template)Drawing on the paper before (not on each shape)

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DECIDING THE ORGANIZATION STRUCTURE

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DECIDING THE ORGANIZATION STRUCTURE

Who will do what when?Is the required traits of leader same at all stages?

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PROCUREMENT?

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PROCUREMENT?

Hiring EquipmentRaw MaterialCONTRACTS

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RISK MANAGEMENT

Do not work on the new sheet

WIP will build up

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ACTION PLANS FOR ADDRESSING RISKS

Risk Event Impact Total Loss (L)

Prob ofImpact

ImpactDrivers

Prob of Risk (PR)

Risk Event

Drivers

Prevention Plans Contingency Plans

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ONE SUCH RISK

Heart Attack DeathTotal Loss (L)

25L*10 yrs = 250L

Prob ofImpact

No ambulance

Prob of Risk(0.7)

Stressful jobBeer…..

Prevention Plans Contingency Plans

Retirement: 60CTC: 25L yearly

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HOW TO TRACK AND MONITOR?

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HOW TO TRACK AND MONITOR?

Intuitively --- ARROWS / CRITICAL PATHNot observed by meTime is coming to an endSome aspects of Risk mitigation (WIP is building etc or ARROWS not complete)

Could result in elaborate FormsProject Forms/ Software Plan (Word Docs)

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EXECUTION STAGE

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PERFORMANCE MONITORING

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PERFORMANCE MONITORING

We need to hasten up

Punctuated equilibrium model

Milestones

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LEARNING

From own experienceFrom other groups

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CLOSING STAGE

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CALCULATION

Profit or loss?

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HANDOVER

As built drawings, workmen statutory clearances, site closingGet back all Bank and Performance GuaranteesScrap Reconciliation

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PROJECT MANAGEMENT PROCESSES

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Gray and Larson: Your book

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WHY WAS THE QUALITY OF DRAWING NOT SO GOOD?

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PROJECT MANAGEMENT

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PROJECT MANAGEMENT TRADEOFF

Project Management balances this:

TRADE OFF TRIANGLE

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NEED FOR A SEPARATE TECHNIQUE

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PROJECT MANAGEMENT

Why is a separate technique for Project Industries needed ?

Daily Passenger versus once in a while traveler – Rly Time Table

Answers to these basic Questions must be provided by any technique

What is to be done?When is it to be done?Are we on schedule?If not, how late and when can we complete

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WHAT IS A PROJECT: DEFINITION

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PROJECT MANAGEMENT : DEFINED

5.0 DEFINITION OF A PROJECT

“A temporary endeavor to create an unique Product/Service”

(PMBOK www.pmi.org)Evolving Product, Starts & Finish, Transient Teams

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PROJECT MANAGEMENT : EXAMPLES

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Trojan Reactor Vessel

Removing a full size Reactor without dismantlingPublic safety concernsNever done beforeSaved 19 million dollars

PMI 2000 International Project of the year

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Mars Pathfinder Mission

Space craft to Mars - landed July 4, 19973 years , 150 million dollarsMotto “Better, Faster, Cheaper”Earlier Viking missions took 6 yearsExtensive Requirement TrackingLessons from past projects and lessons for futureWhat went Right/ What went Wrong (www)

PMI 1998 International Project of the year

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NAPOLEON’S PLANS FOR RUSSIA

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PYRAMIDS

Pyramid at Cheops3 BC2,30,000 Stone Blocks weighing 2- 70 tons a pcHeight of a 40 storey buildingBase is 13 acres1,50,00 workmen and their families20 year Project

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LAUNCH OF MICROSOFT PROJECT 2003

Visual Freeze

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RENOVATING THE STATUTE OF LIBERTY

198350 Companies30 month ProjectCrown Windows replacedAncient copper molding technique used for Torch

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OLYMPICS

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PULSE POLIO PROGRAM

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MANUFACTURE OF LUX SOAP

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CRM at Jamshedpur

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REVAMP OF PRODUCT (INDICA – TATA CAR)

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IMPLEMENT ERP

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PRODUCING HR COILS

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RESCUE MISSION AFTER 9/11

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PROJECT MANAGEMENT IN INDIA

INDIA’S PROJECT SUCCESSES

ASIADKONKAN RAILWAYSHIGHWAY PROJECTS/ DELHI METRO

INDIAN PROJECT DISASTERSSECTOR COST O/RUN TIME O/RUN

COAL 752% 192%

STEEL 231% 345%

RAILWAYS 470% 121%

POWER 921% 196%

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Study covered 500 Central Government Projects over 200 crores value each

10% completed within time and cost20% of the projects had cost overruns of 100% Cost overruns of 200-500% not uncommon

Source: www.cidcindia.net

Construction India Development Council’s 2003-04 Study

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REASONS FOR OVERRUNS

FUNDINGCOMPLICATED PROJECT CLEARANCENO STANDARD PROJECT MGT TECHNIQUE USED

LIMITING FACTORS EMERGING CHANGESVARIABILITY NTPC/NHAI INFLUENCE ON USE OF PM

LITTLE GOVT. SUPPORT AVAILABILITY OF DESKTOP S/WLACK OF NATION LEVEL STATISTICS INFLUENCE OF MULTINATIONAL (EPC)CORRUPTION EDUCATION.WHY THE ‘EXTRA MILE’ – CLAIMS LEGAL CHANGES

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NETWORK METHODS

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NETWORK METHODS

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NETWORK METHODS

Activities

HISTORICAL DEVELOPMENT

GANTT CHARTOne Month Delay

1st Jan

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NETWORK METHODS

Activities

HISTORICAL DEVELOPMENT

GANTT CHART

WEAKNESSES IN GANTTINTERDEPENDENCIES NOT MODELED

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NETWORK METHODS

WHAT ARE THEY

PERTCPM

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NETWORK METHODS

NEED: COST AND TIME OVERRUNS – Defense Industry

EFFORTS IN RESEARCH

(1) UK: Central Electricity Board “Master Sequence”

(2) USA-1 : Polaris MissileR and D ProjectLockheed, Navy, and Booz AllenRelied on Probability TheoryResulted in PERT

(3) USA-2 :Maintenance and Construction ProjectsDuPont an RandTime and Cost Trade OffDeterministic TimesResulted in CPM

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Programme Evaluation & Review Technique (PERT)

US Navy/ Polaris Missile Project 1958

• U.S Navy, concerned with the control of contracts for its Polaris Missile project.

• 500 main contractors; 3000 sub-contractors

• Contracts consisted of research, development work and manufacturing of parts that were unique and had never been previously undertaken.

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DRAWING NETWORKS

PROJECT: PREPERATION OF A BUDGET

ACTIVITY ID DEPT TIME PREDECESSOR

Forecast Sales a Sales 14 -

Price Sales b Sales 3 a

Prepare Prodn. Schedule

c Prodn 7 a

Cost Production d Accounts 4 c

Prepare Budget e Treasurer 10 b,d

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DRAWING NETWORKS

c Prodn 7 a

1 2a (14)

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DRAWING NETWORKS

c Prodn 7 a

1 2a (14) b (3)

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DRAWING NETWORKS

c Prodn 7 a

5a (14) b (3)

e (10) PATHS1-2-3-5 = 271-2-4-3-5 = 35 (CRITICAL)

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NETWORKS TERMS

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NETWORKS TERMS

FLOAT:

Buy Motor

Make Support

Erection

Testing

Day0 10

31 Finish

Let’s Review on11 12 13 14

Free FloatFloatDelayed

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NETWORK CLASSIFICATION

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1. ACTIVITY ON ARROW (AOA)

2. ACTIVITY ON NODE (AON)

3. PRECEDENCE DIAGRAMMING (PDM)

FS, FF, SS, SF BETWEEN PAIR OF ACTIVITIES

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Activity Predecessor

Activity on Node (AON)

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Activity Predecessor

Activity on Arrow (AOA)

Project Management HO - Institute of Public...

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