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Project ManagementChapter 17
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Unique, one-time operations designed to Unique, one-time operations designed to accomplish a specific set of objectives in a limited accomplish a specific set of objectives in a limited time frame.time frame.
Build A
A Done
Build B
B Done
Build C
C Done
Build D
Ship
JAN FEB MAR APR MAY JUN
On time!
Projects
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Project Management
How is it different? Limited time frame Narrow focus, specific objectives Less bureaucratic
Why is it used? Special needs Pressures for new or improves products or
services
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Project Management
What are the Key Metrics Time Cost Performance objectives
What are the Key Success Factors? Top-down commitment Having a capable project manager Having time to plan Careful tracking and control Good communications
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Project Management
What are the Major Administrative Issues? Executive responsibilities
• Project selection
• Project manager selection
• Organizational structure Organizational alternatives
• Manage within functional unit
• Assign a coordinator
• Use a matrix organization with a project leader
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Project Management
What are the tools? Work breakdown structure Network diagram Gantt charts Risk management
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Deciding which projects to implement
Selecting a project manager
Selecting a project team
Planning and designing the project
Managing and controlling project resources
Deciding if and when a project should be terminated
Summary of Key Decisions
Project ManagerResponsible for:
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Work QualityHuman Resources TimeCommunications Costs
Project Life Cycle
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Concept
FeasibilityFeasibility
PlanningPlanning
ExecutionExecution
TerminationTermination
Man
agem
ent
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Planning and Scheduling
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Gantt Chart
PERT and CPM Networks
PERT: Program Evaluation and Review Technique
CPM: Critical Path Method
• Graphically displays project activities• Estimates how long the project will take• Indicates most critical activities• Show where delays will not affect project
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The Network DiagramNetwork (precedence) diagram – diagram of project
activities that shows sequential relationships by the use of arrows and nodes.
Activity-on-arrow (AOA) – a network diagram convention in which arrows designate activities.
Activity-on-node (AON) – a network diagram convention in which nodes designate activities.
Activities – steps in the project that consume resources and/or time.
Events – the starting and finishing of activities, designated by nodes in the AOA convention.
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The Network Diagram (cont’d)
Path Sequence of activities that leads from the starting node
to the finishing node
Critical path The longest path; determines expected project duration
Critical activities Activities on the critical path
Slack Allowable slippage for path; the difference the length
of path and the length of critical path
Network Conventions for PERT and CPM Networks (AOA)
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a
b
c ab
c
a
b
c
d
a
b
c
Dummyactivity
Project Network
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1
2
3
4
5 6
Locatefacilities
Orderfurniture
Furnituresetup
InterviewHire andtrain
Remodel
Move in
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Project Network with Activity Times and Activities Labeled
Example
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4
5 6
8 weeks
6 weeks
3 weeks
4 weeks9 weeks
11 weeks
1 week
Example Solution
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P a t h L e n g t h( w e e k s )
S l a c k
1 - 2 - 3 - 4 - 5 - 61 - 2 - 5 - 61 - 3 - 5 - 6
1 82 01 4
206
Critical PathCritical Path
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Network activities ES: earliest start EF: earliest finish LS: latest start LF: latest finish
Used to determine Expected project duration Slack time Critical path
Computing Algorithm
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Computer aided design (CAD)Groupware (Lotus Notes)CA Super ProjectHarvard Total ManagerMS ProjectSure Track Project ManagerTime Line
Project Management Software
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Imposes a methodology
Provides logical planning structure
Enhances team communication
Flag constraint violations
Automatic report formats
Multiple levels of reports
Enables what-if scenarios
Generates various chart types
Advantages of PM Software
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Summary
Projects are a unique set of activities
Projects go through life cycles
PERT and CPM are two common techniques
Network diagrams
Project management software available
Advantages of Gantt Charts and Networks
• Forces managers to organize• Provides graphic display of activities• Identifies
– Critical activities
– Slack activities
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Build A
A Done
Build B
B Done
Build C
C Done
Build D
Ship
JAN FEB MAR APR MAY JUN
On time!
Limitations of Networks
• Important activities may be omitted
• Precedence relationships may not be correct
• Estimates may include a fudge factor
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1
2
3
4
5 6
142 weeks
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Temptation to understate costs
Withhold information
Misleading status reports
Falsifying records
Comprising workers’ safety
Approving substandard work
Ethical Issues
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Homework Problem
Do problem 5 (part a only) on p. 819. While thesolution is given in the following slides, be sure that you take the time to try to solve this problem prior to looking at the solution.
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5
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54
6
10
48
72
Network before doing the critical path method
Problem 5a
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LSES
LFEF
124
2821
1912
2618
1
2
58
96
3
12
11
2619
2821
1912
114
00
1010
1616
2020
2525
3131
2525
2020
1616
1010
2618
2820
3124
2113
70
2113
2619
10
4 7
9
5
2
3
6
5
4
6
10
4
8
7
2
114
5a.
Key
Network after doing the critical path method(Activity slacks are given in the table on the next slide)
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Activity ES EF LF LS Slack
1–2 0 4 11 7 7
2–4 4 13 21 12 8
4–7 13 18 26 21 8
7–10 18 20 28 26 8
10–12 21 24 31 28 7
2–5 4 12 19 11 7
5–8 12 19 26 19 7
8–10 19 21 28 26 7
1–3 0 10 10 0 0
3–6 10 16 16 10 0
6–9 16 20 20 16 0
9–11 20 25 25 20 0
11–12 25 31 31 25 0
5a (continued)
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End of slides for Project Management