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McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved.
1717
Project Management
17-2
Learning ObjectivesLearning Objectives
Discuss the behavioral aspects of projects in terms of project personnel and the project manager.
Discuss the nature and importance of a work breakdown structure in project management.
Give a general description of PERT/CPM techniques.
Construct simple network diagrams.
17-3
Learning ObjectivesLearning Objectives
List the kinds of information that a PERT or CPM analysis can provide.
Analyze networks with deterministic times. Analyze networks with probabilistic times. Describe activity “crashing” and solve
typical problems.
17-4
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!
ProjectsProjects
17-5
Project ManagementProject 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
17-6
Project ManagementProject 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
17-7
Project ManagementProject 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
17-8
Project ManagementProject Management What are the tools?
Work breakdown structure Network diagram Gantt charts Risk management
17-9
Planning and SchedulingPlanning and Scheduling
MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Locate new facilities
Interview staff
Hire and train staff
Select and order furniture
Remodel and install phones
Move in/startup
Gantt Chart
17-10
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
Key DecisionsKey Decisions
17-11
Project ManagerProject Manager
Responsible for:
Work QualityHuman Resources TimeCommunications Costs
17-12
Temptation to understate costs
Withhold information Misleading status reports
Falsifying records Comprising workers’ safety
Approving substandard work
Ethical IssuesEthical Issues
17-13
Project Life CycleProject Life Cycle
Concept
Feasibility
Planning
Execution
Termination
Managem
ent
17-14
Work Breakdown StructureWork Breakdown Structure
Project X
Level 1
Level 2
Level 3
Level 4
Figure 17.2
17-15
PERT and CPMPERT and CPM
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
17-16
The Network DiagramThe Network Diagram Network (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.
17-17
The Network Diagram (cont’d)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
17-18
Project Network – Activity on Project Network – Activity on ArrowArrow
1
2
3
4
5 6
Locatefacilities
Orderfurniture
Furnituresetup
InterviewHire andtrain
Remodel
Move in
Figure 17.4
AOA
17-19
Project Network – Activity on Project Network – Activity on NodeNode
1
2
3
5
6
Locatefacilities
Orderfurniture
Furnituresetup
Interview
Remodel Move in
4
Hire andtrain
7S
Figure 17.4
AON
17-21
Time EstimatesTime Estimates
Deterministic Time estimates that are fairly certain
Probabilistic Estimates of times that allow for variation
17-22
Example 1Example 1
1
2
3
4
5 6
8 weeks
6 weeks
3 weeks
4 weeks9 weeks
11 weeks
1 week
Locate
facilities
Order
furniture Furniture
setup
InterviewHire and tra
in
Remodel Move in
DeterministicDeterministictime estimatestime estimates
Figure 17.5
17-23
Example 1 SolutionExample 1 Solution
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 Path
17-24
Network activities ES: early start EF: early finish LS: late start LF: late finish
Used to determine Expected project duration Slack time Critical path
Computing AlgorithmComputing Algorithm
17-25
Probabilistic Time EstimatesProbabilistic Time Estimates
Optimistic time Time required under optimal conditions
Pessimistic time Time required under worst conditions
Most likely time Most probable length of time that will be
required
17-26
Probabilistic EstimatesProbabilistic Estimates
Activitystart
Optimistictime
Most likelytime (mode)
Pessimistictime
to tptm te
Figure 17.8
Beta Distribution
17-27
Expected TimeExpected Time
te = to + 4tm +tp
6
te = expected timeto = optimistic timetm = most likely timetp = pessimistic time
17-29
Example 5Example 5
1-3-4a
3-4-5d
3-5-7e
5-7-9f
2-4-6b
4-6-8h
2-3-6g 3-4-6
i
2-3-5c
Optimistictime
Most likelytime
Pessimistictime
17-30
Example 5 Time EstimatesExample 5 Time Estimates
2.83a
4.00d
5.0e
7.0f
4.00b
6.0h
3.33g 4.17
i
3.17c
Tabc = 10.0Tdef = 16.0Tghi = 13.50
17-31
Path ProbabilitiesPath Probabilities
Z = Specified time – Path meanPath standard deviation
Z indicates how many standard deviationsof the path distribution the specified tineis beyond the expected path duration.
17-33
Time-cost Trade-offs: CrashingTime-cost Trade-offs: Crashing
Crash – shortening activity duration Procedure for crashing
Crash the project one period at a time Only an activity on the critical path Crash the least expensive activity Multiple critical paths: find the sum of
crashing the least expensive activity on each critical path
17-34
Time-Cost Trade-Offs: CrashingTime-Cost Trade-Offs: Crashing
Totalcost
Shorten
Shorten
Cumulativecost of crashing
Expected indirect costs
Optimum
CRASH
Figure 17.11
17-36
Advantages of PERTAdvantages of PERT
Forces managers to organize Provides graphic display of activities Identifies
Critical activities Slack activities 1
2
3
4
5 6
17-37
Limitations of PERTLimitations of PERT
Important activities may be omitted Precedence relationships may not be
correct Estimates may include
a fudge factor May focus solely
on critical path1
2
3
4
5 6
142 weeks
17-38
Goldratt’s Critical ChainGoldratt’s Critical Chain
Goldratt’s insight on project management Time estimates are often pessimistic Activities finished ahead of schedule often go
unreported With multiple projects, resources needed for one
project may be in use on another
17-39
Computer aided design (CAD) Groupware (Lotus Notes) CA Super Project Harvard Total Manager MS Project Sure Track Project Manager Time Line
Project Management SoftwareProject Management Software
17-40
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 SoftwareAdvantages of PM Software
17-41
Risk: occurrence of events that have undesirable consequences Delays Increased costs Inability to meet specifications Project termination
Project Risk ManagementProject Risk Management
17-42
Identify potential risks
Analyze and assess risks Work to minimize occurrence of risk
Establish contingency plans
Risk ManagementRisk Management
17-43
SummarySummary
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