Project Management Ross L. Fink. Definition of Project A project is a specific, finite task to be...
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Project Management
Ross L. Fink
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Definition of Project
A project is a specific, finite task to be accomplished.
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Brief History
Modern Project Management can be traced to the “Manhattan” project.
Early project management dealt with large complex projects or R&D (weapons systems)
Today -- Project management is more important than ever.
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Importance of Project Management Today
More customization in manufacturing Shorter product life cycles Use in service organizations Nonprofit sector
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Why Project Management? Better control Better customer relations Shorter development time Lower costs Higher quality and reliability Higher profits Better interdepartmental
coordination Better worker morale
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Characteristics of a Project
One-time focus Specific purpose and desired results Identifiable start and finish Time fence (or due-date) for completion Involvement of cross-functional work team Limited set of resources Logical sequence of events A clear client (user, customer) of results
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Project Management Tools
Major tools developed in the 1950s PERT - Program Evaluation and Review
Technique - Polaris Missile (NAVY) CPM - Critical Path Method (CPM) -
DuPont and Remington Rand - Maintenance of Chemical Plant
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Project Performance Objectives
PCT Objectives “Good, Fast, Cheap”
Performance
Cost Time
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Reason for Project Failures
Unrealistic expectations Poor project leadership Poor project planning
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The Project Manager is Responsible to
Superiors Team Customer or Sponsor of project
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A Project Manager Needs to: Communicate -
Importance of projectRole others play in project Importance of their contributionWith customers
Understand project dimensions -TechnicalCulturalPolitical
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Work Breakdown Structure (WBS) Breaks the Program (or Project) into smaller
and smaller units of work. The following are common levels of work:ProgramProjectTaskSubtaskWork Package
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Why Use WBS
Provides a logical means of identifying the activities of a project
Provides structure to the project plan Different levels of WBS can be used for
control by different individuals
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Types of WBS
Outcome (things) Task Task-outcome
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WBS Procedure
Simply ask “What will have to be done in order to _________ “
Don’t worry about sequencing at this point
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Stopping Rules For WBS
Level of detail is too great to be useful Control to smallest time unit used for
control Typically, no more than 5 to 6 levels is
appropriate For large project, no more than 20
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PERT Diagrams
PERT (or Network) diagrams showing the relationship between activities
There are more than one way of constructing these networks, we will use what is called activities-on-the-node (AON) or activities-in-the-box. This is the same as MS Project
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PERT Diagram Notation
Box or circle (node) represents the activity Arrow (arc) represents the relationship
between activities
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ExampleActivity Immediate
Predecessor
A --
B A
C A
D B,C
E C
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PERT Diagram
A
B
C
D
E
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Modeling Time
Simple model assumes times are deterministic (constant)
More elaborate models allow stochastic representation (most common being one that uses 3 time estimates)
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ExampleActivity Immediate
PredecessorTime
A -- 4
B A 3
C A 5
D B,C 4
E C 5
Total 21
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Example - Maximum Time
Sequential Sum of all task times In our example: 21 periods
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Finding time
ES and EF go forward through PERT diagram (ES + Time= EF)
LS and LF go backwards through PERT diagram (LF - Time = LS)
Slack is LS - ES or LF - EF
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PERT Diagram
A
B
C
D
E
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PERT Diagram with Times
4
3
5
4
5
4 9
4 9
C
0 4
0 4
A
9 13
10 14
D
9 14
9 14
E
4 7
7 10
B
A
B
C E
D
EndProject completion
time = 14
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Critical Path
A-C-E Significance--critical path determines
project completion time
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Example in MS Project