MODULE 6.3

PROJECT MANAGEMENTUSING PERT

VISHNU RC VIJAYANROLL NO 69BE MECH A

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INTRODUCTION

Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria

Project management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives

A project is a unique, transient endeavour, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits

A project is usually deemed to be a success if it achieves the objectives according to their acceptance criteria, within an agreed timescale and budget

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INTRODUCTION

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CORE COMPONENTS OF PROJECT MANAGEMENT Defining the reason why a project is necessary Capturing project requirements Preparing a business case to justify the investment Developing and implementing a management plan for the project Leading and motivation Achieve the project delivery team Monitoring progress against plan Managing the project budget Maintaining communications with stakeholders and the project organisation Closing the project

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WHY USE PROJECT MANAGEMENT

Investment in effective project management will have a number of benefits to both the host organisation and the people involved in delivering the project.

It will provide a greater likelihood of achieving the desired result ensure efficient and best value use of resources satisfy the differing needs of the project’s stakeholders

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TOOLS OF PROJECT MANAGEMENT Project Selection Technique1. Cost-Benefit Analysis2. Risk and Sensitivity analysis

Project Planning Techniques1. Work Break down Structure (WBS)2. Project Responsibility Matrix3. Project Management Manual

Project Scheduling and Coordinating Technique1. PERT2. LOB3. CPM Project Cost and Productivity Control

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PERT The program (or project) evaluation and review technique, commonly

abbreviated PERT, is a statistical tool, used in project management, which was designed to analyze and represent the tasks involved in completing a given project

PERT is a method to analyze the involved tasks in completing a given project, especially the time needed to complete each task, and to identify the minimum time needed to complete the total project

PERT takes into account the uncertainty of activity times, it is a probabilistic model with uncertainty in activity duration

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TERMINOLOGY Optimistic time: the minimum possible time required to accomplish an activity

(o) or a path (O), assuming everything proceeds better than is normally expected

Pessimistic time: the maximum possible time required to accomplish an activity (p) or a path (P), assuming everything goes wrong (but excluding major catastrophes)

Normal Time: the best estimate of the time required to accomplish an activity (m) or a path (M), assuming everything proceeds as normal

Expected time: the best estimate of the time required to accomplish an activity (te) or a path (TE), accounting for the fact that things don't always proceed as normal (the implication being that the expected time is the average time the task would require if the task were repeated on a number of occasions over an extended period of time)

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Critical path: the longest possible continuous pathway taken from the initial event to the terminal event. It determines the total calendar time required for the project; and, therefore, any time delays along the critical path will delay the reaching of the terminal event by at least the same amount

Float or slack is a measure of the excess time and resources available to complete a task. It is the amount of time that a project task can be delayed without causing a delay in any subsequent tasks (free float) or the whole project (total float). Positive slack would indicate ahead of schedule; negative slack would indicate behind schedule; and zero slack would indicate on schedule

Critical activity: An activity that has total float equal to zero. An activity with zero float is not necessarily on the critical path since its path may not be the longest

Lead time: the time by which a predecessor event must be completed in order to allow sufficient time for the activities that must elapse before a specific PERT event reaches completion

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THEORETICAL EXAMPLE

REF 210

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FORMULA Critical Path = Expected time to complete project-Longest path of the project

Standard Deviation: Days above Average(tp-to)/6

Variance And it informally measures how far a set of (random)

numbers are spread out from their meantp-(ta/6)

Z (days Needed)(Due Date- Expected Date)/(std Dev X T)

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INDUSTRIAL EXAMPLEPRODUCT: SWITCH BOARD ASSEMBLY

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PERT CHART

START

A.LT

Chamber

B.CB

Chamber

C. LT Assembly

D. CB Assembly

E. LT & CB

Assembly

F. BUS BAR

Assembly

G. Cable Assembly

H. BUS BAR

Install

I. CABLE ASSEMBLY

FINISH

•Each process takes a min of 3 days to a maximum of 5daysREF 1

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Activity Predecessor Time estimates

(days)

Expected Time (days)

O M PA - - 3 5 <4B - - 3 5 <4C A - 3 5 <4D B - 3 5 <4E C,D - 3 5 <4F E - 3 5 <4G E - 3 5 <4H F - 3 5 <4I G - 3 5 <4

Source REF 1

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HOW IT HELPS? Before Getting Project All Vendor are shortlisted to find the delivery

time Helps to find how much time to quote

After Getting Project Multiple projects are taken in the industry at

a time, so helps to monitor each project Real time tracking Ease of understanding

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EXECUTION After a process is completed the responsible shop

personnel initiates its completion in the system

As a result it helps the supervisor to track the project from his desk itself

Hence in case of some delay, it will be easy for him to track at what point the process is halt and can take necessary remedy against it

Time is decided by factors When NO pert system was applied (CHART for O,M,P) Research and collaboration with vendors Guessing, but rarely accepted 17

SOME QUESTIONNAIRE

1. Who is responsible for the project management?-It varies from company to company. Usually PMG is made as a

DEPT which involves in all project management activities. Hence that Dept head is responsible for project management activities

2. Who is below Project management Group?-No Dept is controlled by orders by PMG instead they monitors

the activity of all Dept for the completion of the project. In case of issues find a solution for its remedy

3. Who is above project Management?-Company head or General Manager in case of MNC

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4. Who gives the Project?-Customer preference or sometimes the company itself

in case of product manufacturing company.

5. What if estimated time fails?-Loss

6. Can PMG calculate with quotation Dept?-Depends on company policy. Mostly they estimates the

cost, time and all other factors and provide this information to the quotation dept. It is always seen that purchase and PMG dept are placed together in the hierarchy of the company

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REFERENCES

Books1. Siemens Cook Book2. Industrial Engineering and Production Management (Martand Telsang) Pg 459-477

Websites1. en.wikipedia.org/wiki/Project_management2. lbre.stanford.edu3. searchcio.techtarget.com4. www.apm.org.uk

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