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Project management

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Project management is thedisciplineof organizing and managing resources in such a way that these resources deliver all thework

required to complete a project within defined scope, time, and cost constraints. A projectis a temporary and one-time endeavor

undertaken to create a unique product or service. This property of being a temporary and a one-time undertaking contrasts withprocesses,

or operations, which are permanent or semi-permanent ongoing functional work to create the same product or service over-and-overagain. The management of these two systems is often very different and requires varying technical skills and philosophy, hence requiringthe development of project management.

The first challenge of project management is ensuring that a project is delivered within the defined constraints. The second, moreambitious, challenge is theoptimizedallocationand integration of the inputs needed to meet those pre-defined objectives. Theproject,

therefore, is a carefully selected set of activities chosen to useresources(time, money, people, materials, energy, space, provisions,

communication, quality, risk, etc.) to meet the pre-defined objectives.

Contents

[hide]

1 The project manager

2 The traditional triple constraintso 2.1 Timeo 2.2 Costo 2.3 Scope

3 Project Management activities 4 Project Management artifacts 5 Project control variables 6 History of Project Management 7 Approaches

o 7.1 The traditional approach
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o 7.2 Critical chaino 7.3 Process-based management

8 Project systemso

8.1 Project control systemso 8.2 Project development stages 8.2.1 Initiation 8.2.2 Planning and design 8.2.3 Production or execution 8.2.4 Closing and Maintenance

9 Project Management Associationso 9.1 International Standardso 9.2 Professional Certifications

10 See also 11 Literature 12 External links

[edit] The project manager

Project management is quite often the province and responsibility of an individual project manager. This individual seldom participates

directly in the activities that produce the end result, but rather strives to maintain the progress and productive mutual interaction ofvarious parties in such a way that overall risk of failure is reduced.

A project manager is often a client representative and has to determine and implement the exact needs of the client based on knowledgeof the firm he/she is representing. The ability to adapt to the various internal procedures of the contracting party, and to form close linkswith the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can

be realized.

In whatever field, a successful project manager must be able to envisage the entire project from start to finish and to have the ability toensure that this vision is realized.

Any type of product or service - buildings, vehicles, electronics, computer software, financial services, etc. - may have its implementationoverseen by a project manager and its operations by a product manager.

[edit] The traditional triple constraints
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1. Planning the work or objectives2. Analysis & Design of objectives3. Assessing and mitigating risk (orRisk Management)4. Estimating resources5. Allocation of resources6. Organizing the work7. Acquiring human and material resources8. Assigning tasks9. Directing activities10.Controlling project execution11.Tracking and Reporting progress12.

Analyzing the results based on the facts achieved13.Defining the products of the project

14.Forecasting future trends in the project15.Quality Management16.Issues Management

[edit] Project Management artifacts

All successful projects adequately document objectives and deliverables. These documents are a mechanism to align sponsors, clients,and project team's expectations.

1. Project Charter2. Business case/Feasibility Study3. Scope Statement/Terms of reference4. Project Management Plan/ Project Initiation Document5.

Work Breakdown Structure6. Change Control Plan

7. Risk Management Plan8. Communications Plan9. Governance Model10.Risk Register11.Issue Log12.Action Item List13.Resource Management Plan14.Project Schedule
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15.Status Report16.Responsibility assignment matrix17.Database of risks18.Database of lessons learned19.Stakeholder Analysis

These documents are normally hosted on a shared resource (i.e., Intranet web page) and are available for review by the project'sstakeholders. Changes or updates to these documents are explicitly outlined in the project's configuration management (or change controlplan).

[edit] Project control variables

Project Management tries to gain control over variables such as risk:

riskPotential points of failure. Most negative risks (or potential failures) can be overcome or resolved, given enough planningcapabilities, time, and resources. According to some definitions (including PMBOK Third Edition) risk can also be categorized as"positive--" meaning that there is a potential opportunity, e.g., complete the project faster than expected.

Customers (either internal or external project sponsors), external organizations (such as government agencies and regulators) can dictatethe extent of three variables: time, cost, and scope. The remaining variable (risk) is managed by the project team, ideally based on solidestimation and response planning techniques. Through a negotiation process among project stakeholders, an agreement defines the finalobjectives, in terms of time, cost, scope, and risk, usually in the form of a charter or contract.

To properly control these variables a good project manager has a depth of knowledge and experience in these four areas (time, cost,scope, and risk), and in six other areas as well: integration, communication, human resources, quality assurance, schedule development,

and procurement.

[edit] History of Project Management

As a discipline, Project Management developed from several different fields of application, including construction, mechanicalengineering, military projects, etc. In the United States, the forefather of project management isHenry Gantt, called the father of planningand control techniques, who is famously known for his use of the"bar" chartas a project management tool, for being an associate ofFrederick Winslow Taylor's theories ofscientific management, and for his study of the work and management of Navy ship building. His
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work is the forerunner to many modern project management tools, including the work breakdown structure (WBS) and resourceallocation.

The 1950's mark the beginning of the modern project management era. Again, in the United States, prior to the 1950's, projects weremanaged on an ad hoc basis using mostlyGantt Charts, and informal techniques and tools. At that time, two mathematical projectscheduling models were developed: (1) the "Program Evaluation and Review Technique" or PERT, developed as part of theUnited StatesNavy's (in conjunction with theLockheed Corporation) Polaris missilesubmarine program; and (2) the "Critical Path Method" (CPM)developed in a joint venture by both DuPont CorporationandRemington Rand Corporationfor managing plant maintenance projects.These mathematical techniques quickly spread into many private enterprises.

In 1969, theProject Management Institute(PMI) was formed to serve the interest of the project management industry. The premise of

PMI is that the tools and techniques of project management are common even among the widespread application of projects from thesoftware industryto the construction industry. In 1981, the PMI Board of Directors authorized the development of what has become theThe Guide to the Project Management Body of Knowledge, containing the standards and guidelines of practice that are widely usedthroughout the profession.

[edit] Approaches

There are several approaches that can be taken to managing project activities including agile, interactive, incremental, and phased

approaches.

Regardless of the approach employed, careful consideration needs to be given to clarify surrounding project objectives, goals, andimportantly, the roles and responsibilities of all participants and stakeholders.

[edit]The traditional approach

A traditional phased approach identifies a sequence of steps to be completed. In thetraditional approach, we can distinguish 5components of a project (4 stages plus control) in the development of a project:

1. project initiation stage;2. project planningor design stage;3. project execution or production stage;4. project monitoring and controlling systems;5. project completion stage.
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[edit] Project systems

As mentioned above, traditionally, project development includes five elements: control systems and four stages.

[edit] Project control systems

Project control is that element of a project that keeps it on-track, on-time, and within budget. Project control begins early in the projectwith planning and ends late in the project with post-implementation review, having a thorough involvement of each step in the process.Each project should be assessed for the appropriate level of control needed, too much control is too time consuming, too little control istoo costly. Clarifying the cost to the business if the control is not implemented in terms of errors, fixes, and additional auditfees.

Control systems are needed for cost, risk, quality, communication, time, change, procurement, and human resources. In addition,auditorsshould consider how important the projects are to thefinancial statements, how reliant the stakeholders are on controls, and how manycontrols exist.Auditorsshould review the development process and procedures how they are implemented. The process of developmentand the quality of the final product may also be assessed if needed or requested. A business may want theauditingfirm to be involvedthroughout the process to catch problems earlier on so that they can be fixed more easily. Anauditorcan serve as a controlsconsultantaspart of the development team or as an independentauditoras part of anaudit.

Businesses sometimes use formal systems development processes. These help assure that systems are developed successfully. A formalprocess is more effective in creating strong controls, andauditorsshould review this process to confirm that it is well designed and isfollowed in practice. A good formal systems development plan outlines:

A strategy to align development with the organizations broader objectives Standards for new systems Project management policies for timing andbudgeting Procedures describing the process

[edit] Project development stages

Regardless of the methodology used, the project development process will have the same major stages: initiation, development,production or execution, and closing/maintenance.
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[edit] Initiation

Theinitiationstage determines the nature and scope of the development. If this stage is not performed well, it is unlikely that the projectwill be successful in meeting the businesss needs. The key project controls needed here is an understanding of the business environmentand making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendationshould be made to fix them.

The initiation stage should include a cohesive plan that encompasses the following areas:

Study analyzing the business needs in measurable goals. Review of the current operations.

Conceptual design of the operation of the final product. Equipment requirement. Financial analysisof the costs and benefits including abudget. Select stake holders, including users, and support personnel for the project. Project charter including costs, tasks, deliverables, and schedule.

[edit] Planning and design

After the initiation stage, the system is designed. Occasionally, a small prototype of the final product is built and tested. Testing isgenerally performed by a combination of testers and end users, and can occur after the prototype is built or concurrently. Controls shouldbe in place that ensure that the final product will meet the specifications of the project charter. The results of the design stage shouldinclude a product design that:

Satisfies the project sponsor, end user, and business requirements. Functions as it was intended. Can be produced within quality standards. Can be produced within time and budget constraints.

[edit] Production or execution

The execution stage includes the actual implementation of the design or plan. In software systems, this includes conversion (transfer ofdata from an old system to a new system), documentation, and training. From anauditor's perspective, training is also important becauseit helps users use thesoftwarecorrectly. The bulk of the project's work and largest capital expenditure is realized in this stage.
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[edit] Closing and Maintenance

Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the filesand documenting lessons learned.

Maintenance is an ongoing process, and it includes:

Continuing support of end users Correction of errors Updates of thesoftwareover time

In this stage,auditorsshould pay attention to how effectively and quickly user problems are resolved.

Over the course of any construction project, the work scope changes. Change is a normal and expected part of the construction process.Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes,value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs tobe documented to show what was actually constructed. Hence, the owner usually requires a final record to show all changes or, morespecifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents usually,but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more

simply, asbuilts. The requirement for providing them is a norm in construction contracts.

[edit] Project Management Associations

Several national and professional associations exist which has as their aim the promotion and development of project management andthe project management profession. The most prominent associations include:

TheAssociation for Project Management(UK) (APM)

TheAustralian Institute of Project Management(AIPM) TheInternational Project Management Association(IPMA) TheProject Management Institute(PMI) The International Association of Project and Program Management(IAPPM) TheInternational Project Management Commission(IPMC)

[edit] International Standards

A Guide to the Project Management Body of Knowledge (PMBOK Guide)
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APM Body of Knowledge 5th ed. (APM - Association for Project Management (UK)) PRINCE2(PRojects IN a Controlled Environment) P2M (A guidebook of Project & Program Management for Enterprise Innovation, Japanese third-generation project management

method) V-Modell (German project management method) HERMES (The Swiss general project management method, selected for use in Luxembourg and international organisations) OPM3

[edit] Professional Certifications

There have been several attempts to develop project managementstandards, such as:

ISO 10006:1997, Quality management - Guidelines to quality in project management CPM ([The International Association of Project & Program Management]) ISEB Project Management Syllabus JPACE (Justify, Plan, Activate, Control, and End - The James Martin Method for Managing Projects (1981-present)) Project Management Professional, Certified Associate in Project Management. PMI certifications

See also: An exhaustive list of standards (maturity models)

So far, there is no known attempt to develop a project management standard available under theGNU Free Documentation License.There was a proposedProject Management XML Schema.

There is an effort by PMI to developThe Practice Standard for Scheduling. (This document is currently (May 2006) in exposure draft,which is near the end of thestandards development process.)

[edit] See also Architecture Architectural engineering Association for Project Management Building engineering Building construction Capability Maturity Model Commonware Construction engineering
http://en.wikipedia.org/w/index.php?title=APM_Body_of_Knowledge_5th_ed.&action=edithttp://en.wikipedia.org/wiki/PRINCE2http://en.wikipedia.org/w/index.php?title=P2M_%28Project_management%29&action=edithttp://en.wikipedia.org/wiki/V-Modellhttp://en.wikipedia.org/wiki/HERMEShttp://en.wikipedia.org/wiki/OPM3http://en.wikipedia.org/w/index.php?title=Project_management&action=edit&section=23http://en.wikipedia.org/wiki/Standardizationhttp://en.wikipedia.org/wiki/ISO_10006http://en.wikipedia.org/wiki/CPMhttp://www1.bcs.org.uk/DocsRepository/00800/899/docs/certsyll.pdfhttp://www.gantthead.com/content/processes/11506.cfmhttp://en.wikipedia.org/wiki/Project_Management_Professionalhttp://en.wikipedia.org/wiki/Certified_Associate_in_Project_Managementhttp://en.wikipedia.org/wiki/PMIhttp://www.pmforum.org/standards/matmatrix.htmhttp://en.wikipedia.org/wiki/GNU_Free_Documentation_Licensehttp://www.vrtprj.com/content/istandards/pmxml_en.htmlhttp://en.wikipedia.org/wiki/The_Practice_Standard_for_Schedulinghttp://en.wikipedia.org/wiki/Standards_organizationhttp://en.wikipedia.org/w/index.php?title=Project_management&action=edit&section=24http://en.wikipedia.org/wiki/Architecturehttp://en.wikipedia.org/wiki/Architectural_engineeringhttp://en.wikipedia.org/wiki/Association_for_Project_Managementhttp://en.wikipedia.org/wiki/Building_engineeringhttp://en.wikipedia.org/wiki/Building_constructionhttp://en.wikipedia.org/wiki/Capability_Maturity_Modelhttp://en.wikipedia.org/wiki/Commonwarehttp://en.wikipedia.org/wiki/Construction_engineeringhttp://en.wikipedia.org/wiki/Construction_engineeringhttp://en.wikipedia.org/wiki/Commonwarehttp://en.wikipedia.org/wiki/Capability_Maturity_Modelhttp://en.wikipedia.org/wiki/Building_constructionhttp://en.wikipedia.org/wiki/Building_engineeringhttp://en.wikipedia.org/wiki/Association_for_Project_Managementhttp://en.wikipedia.org/wiki/Architectural_engineeringhttp://en.wikipedia.org/wiki/Architecturehttp://en.wikipedia.org/w/index.php?title=Project_management&action=edit&section=24http://en.wikipedia.org/wiki/Standards_organizationhttp://en.wikipedia.org/wiki/The_Practice_Standard_for_Schedulinghttp://www.vrtprj.com/content/istandards/pmxml_en.htmlhttp://en.wikipedia.org/wiki/GNU_Free_Documentation_Licensehttp://www.pmforum.org/standards/matmatrix.htmhttp://en.wikipedia.org/wiki/PMIhttp://en.wikipedia.org/wiki/Certified_Associate_in_Project_Managementhttp://en.wikipedia.org/wiki/Project_Management_Professionalhttp://www.gantthead.com/content/processes/11506.cfmhttp://www1.bcs.org.uk/DocsRepository/00800/899/docs/certsyll.pdfhttp://en.wikipedia.org/wiki/CPMhttp://en.wikipedia.org/wiki/ISO_10006http://en.wikipedia.org/wiki/Standardizationhttp://en.wikipedia.org/w/index.php?title=Project_management&action=edit&section=23http://en.wikipedia.org/wiki/OPM3http://en.wikipedia.org/wiki/HERMEShttp://en.wikipedia.org/wiki/V-Modellhttp://en.wikipedia.org/w/index.php?title=P2M_%28Project_management%29&action=edithttp://en.wikipedia.org/wiki/PRINCE2http://en.wikipedia.org/w/index.php?title=APM_Body_of_Knowledge_5th_ed.&action=edit


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Construction management Construction software Cost overrun Critical chain Critical path method Dependency Structure Matrix Earned value management EuroMPM - European Master in Project Management Estimation Flexible project management Functionality, mission and scopecreep Gantt chart Governance Human Interaction Management Industrial Engineering List of project management topics Management Megaprojects Metrics

M.S.P.M. Portfolio management Project accounting Program management Project management software(List of project management software) Project management in the building process chain Process architecture RACI diagram Software project management Terms of reference The Mythical Man-Month Timesheet Work Breakdown Structure

[edit] Literature

Berkun, Scott (2005). Art of Project Management. Cambridge, MA: O'Reilly Media. ISBN 0-596-00786-8.
http://en.wikipedia.org/wiki/Construction_managementhttp://en.wikipedia.org/wiki/Construction_softwarehttp://en.wikipedia.org/wiki/Cost_overrunhttp://en.wikipedia.org/wiki/Critical_chainhttp://en.wikipedia.org/wiki/Critical_path_methodhttp://en.wikipedia.org/wiki/Dependency_Structure_Matrixhttp://en.wikipedia.org/wiki/Earned_value_managementhttp://en.wikipedia.org/w/index.php?title=EuroMPM_-_European_Master_in_Project_Management&action=edithttp://en.wikipedia.org/wiki/Estimationhttp://en.wikipedia.org/wiki/Flexible_product_developmenthttp://en.wikipedia.org/wiki/Creep_%28project_management%29http://en.wikipedia.org/wiki/Gantt_charthttp://en.wikipedia.org/wiki/Governancehttp://en.wikipedia.org/wiki/Human_factorshttp://en.wikipedia.org/wiki/Industrial_Engineeringhttp://en.wikipedia.org/wiki/List_of_project_management_topicshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Megaprojectshttp://en.wikipedia.org/wiki/Metricshttp://en.wikipedia.org/wiki/M.S.P.M.http://en.wikipedia.org/wiki/Portfolio_managementhttp://en.wikipedia.org/wiki/Project_accountinghttp://en.wikipedia.org/wiki/Program_managementhttp://en.wikipedia.org/wiki/Project_management_softwarehttp://en.wikipedia.org/wiki/List_of_project_management_softwarehttp://en.wikipedia.org/wiki/Project_management_in_the_building_process_chainhttp://en.wikipedia.org/wiki/Process_architecturehttp://en.wikipedia.org/wiki/RACI_diagramhttp://en.wikipedia.org/wiki/Software_project_managementhttp://en.wikipedia.org/wiki/Terms_of_referencehttp://en.wikipedia.org/wiki/The_Mythical_Man-Monthhttp://en.wikipedia.org/wiki/Timesheethttp://en.wikipedia.org/wiki/Work_Breakdown_Structurehttp://en.wikipedia.org/w/index.php?title=Project_management&action=edit&section=25http://www.scottberkun.com/http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0596007868http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0596007868http://www.scottberkun.com/http://en.wikipedia.org/w/index.php?title=Project_management&action=edit&section=25http://en.wikipedia.org/wiki/Work_Breakdown_Structurehttp://en.wikipedia.org/wiki/Timesheethttp://en.wikipedia.org/wiki/The_Mythical_Man-Monthhttp://en.wikipedia.org/wiki/Terms_of_referencehttp://en.wikipedia.org/wiki/Software_project_managementhttp://en.wikipedia.org/wiki/RACI_diagramhttp://en.wikipedia.org/wiki/Process_architecturehttp://en.wikipedia.org/wiki/Project_management_in_the_building_process_chainhttp://en.wikipedia.org/wiki/List_of_project_management_softwarehttp://en.wikipedia.org/wiki/Project_management_softwarehttp://en.wikipedia.org/wiki/Program_managementhttp://en.wikipedia.org/wiki/Project_accountinghttp://en.wikipedia.org/wiki/Portfolio_managementhttp://en.wikipedia.org/wiki/M.S.P.M.http://en.wikipedia.org/wiki/Metricshttp://en.wikipedia.org/wiki/Megaprojectshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/List_of_project_management_topicshttp://en.wikipedia.org/wiki/Industrial_Engineeringhttp://en.wikipedia.org/wiki/Human_factorshttp://en.wikipedia.org/wiki/Governancehttp://en.wikipedia.org/wiki/Gantt_charthttp://en.wikipedia.org/wiki/Creep_%28project_management%29http://en.wikipedia.org/wiki/Flexible_product_developmenthttp://en.wikipedia.org/wiki/Estimationhttp://en.wikipedia.org/w/index.php?title=EuroMPM_-_European_Master_in_Project_Management&action=edithttp://en.wikipedia.org/wiki/Earned_value_managementhttp://en.wikipedia.org/wiki/Dependency_Structure_Matrixhttp://en.wikipedia.org/wiki/Critical_path_methodhttp://en.wikipedia.org/wiki/Critical_chainhttp://en.wikipedia.org/wiki/Cost_overrunhttp://en.wikipedia.org/wiki/Construction_softwarehttp://en.wikipedia.org/wiki/Construction_management


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Brooks, Fred (1995).The Mythical Man-Month, 20th Anniversary Edition, Adison Wesley. ISBN 0-201-83595-9. Heerkens, Gary (2001). Project Management (The Briefcase Book Series). McGraw-Hill. ISBN 0-07-137952-5. Kerzner, Harold (2003). Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 8th Ed., Wiley.

ISBN 0-471-22577-0. Lewis, James (2002). Fundamentals of Project Management, 2nd ed., American Management Association.ISBN 0-8144-7132-3. Meredith, Jack R. and Mantel, Samuel J. (2002). Project Management : A Managerial Approach, 5th ed., Wiley. ISBN 0-471-

07323-7. Project Management Institute (2003). A Guide To The Project Management Body Of Knowledge, 3rd ed., Project Management

Institute. ISBN 1-930699-45-X. Stellman, Andrew and Greene, Jennifer (2005). Applied Software Project Management. Cambridge, MA: O'Reilly Media. ISBN

0-596-00948-8. Thayer, Richard H. and Yourdon, Edward (2000). Software Engineering Project Management, 2nd Ed., Wiley-IEEE Computer

Society Press. ISBN 0-8186-8000-8. Whitty, Stephen Jonathan (2005). A Memetic Paradigm of Project Management. International Journal of Project Management, 23

(8) 575-583. Pettee, Stephen R. (2005). As-builts Problems & Proposed Solutions. Construction Management Association of America. Verzuh, Eric (2005).The Fast Forward MBA in Project Management, 2nd, Wiley. ISBN 0-471-69284-0(pbk.).

[edit] External links

Wikiquotehas a collection of quotations related to:Project management

American Academy of Project Management Association for Project Management History of Project Management Interactive Project Management Wiki International Research Network on Organizing by Projects International Project Management Association International Project Management Commission Project Management Association of America The Australian Institute of Project Management The Institute of Project Management of Ireland
http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0201835959http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0071379525http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0471225770http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0814471323http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0471073237http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0471073237http://www.pmi.org/http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=193069945Xhttp://www.stellman-greene.com/http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0596009488http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0596009488http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0818680008http://eprint.uq.edu.au/archive/00003319/01/sjw_ijpm_05.pdfhttp://primeedge.com/Asbuilt_news/as-built.pdfhttp://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0471692840http://en.wikipedia.org/w/index.php?title=Project_management&action=edit&section=26http://en.wikipedia.org/wiki/Wikiquotehttp://en.wikiquote.org/wiki/Special:Search/Project_managementhttp://www.projectmanagementcertification.org/http://www.apm.org.uk/http://www.lessons-from-history.com/Level%202/History_of_PM_page.htmlhttp://pmpedia.com/http://www.irnop.org/http://www.ipma.ch/http://www.certifiedprojectmanager.org/http://www.pmhq.org/http://www.aipm.com.au/http://www.projectmanagement.ie/http://www.projectmanagement.ie/http://www.aipm.com.au/http://www.pmhq.org/http://www.certifiedprojectmanager.org/http://www.ipma.ch/http://www.irnop.org/http://pmpedia.com/http://www.lessons-from-history.com/Level%202/History_of_PM_page.htmlhttp://www.apm.org.uk/http://www.projectmanagementcertification.org/http://en.wikiquote.org/wiki/Special:Search/Project_managementhttp://en.wikipedia.org/wiki/Wikiquotehttp://en.wikipedia.org/w/index.php?title=Project_management&action=edit&section=26http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0471692840http://primeedge.com/Asbuilt_news/as-built.pdfhttp://eprint.uq.edu.au/archive/00003319/01/sjw_ijpm_05.pdfhttp://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0818680008http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0596009488http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0596009488http://www.stellman-greene.com/http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=193069945Xhttp://www.pmi.org/http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0471073237http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0471073237http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0814471323http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0471225770http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0071379525http://en.wikipedia.org/w/index.php?title=Special:Booksources&isbn=0201835959


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The Project Management Institute History of Project Management

Retrieved from "http://en.wikipedia.org/wiki/Project_management"
http://www.pmi.org/http://www.lessons-from-history.com/Level%202/History_of_PM_page.htmlhttp://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Project_managementhttp://www.lessons-from-history.com/Level%202/History_of_PM_page.htmlhttp://www.pmi.org/


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Program Evaluation and Review Technique


(Redirected fromPERT)Jump to: navigation, search

PERT network chart for a seven-month project with five milestones (10 through 50) and six activities (A through F).

TheProgram Evaluation and Review Techniquecommonly abbreviatedPERT is a model for project managementinvented byBoozAllen Hamilton, Inc. under contract to theUnited States Department of Defense's US Navy Special Projects Office in1958as part of thePolarismobilesubmarine-launched ballistic missile project. This project was a direct response to theSputnik crisis.

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

and identifying the minimum time needed to complete the total project.

It was developed in the 50s, primarily to simplify the planning and scheduling of large and complex projects.

It was able to incorporate uncertainty in the sense that it was possible to schedule a project not knowing precisely the details anddurations of all the activities.

More of an event-oriented technique rather than start- and completion-oriented.
http://en.wikipedia.org/w/index.php?title=PERT&redirect=nohttp://column-one/#column-onehttp://searchinput/#searchInputhttp://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Booz_Allen_Hamiltonhttp://en.wikipedia.org/wiki/Booz_Allen_Hamiltonhttp://en.wikipedia.org/wiki/United_States_Department_of_Defensehttp://en.wikipedia.org/wiki/1958http://en.wikipedia.org/wiki/UGM-27_Polarishttp://en.wikipedia.org/wiki/Submarinehttp://en.wikipedia.org/wiki/Sputnik_crisishttp://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Sputnik_crisishttp://en.wikipedia.org/wiki/Submarinehttp://en.wikipedia.org/wiki/UGM-27_Polarishttp://en.wikipedia.org/wiki/1958http://en.wikipedia.org/wiki/United_States_Department_of_Defensehttp://en.wikipedia.org/wiki/Booz_Allen_Hamiltonhttp://en.wikipedia.org/wiki/Booz_Allen_Hamiltonhttp://en.wikipedia.org/wiki/Project_managementhttp://searchinput/#searchInputhttp://column-one/#column-onehttp://en.wikipedia.org/w/index.php?title=PERT&redirect=no


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This technique is used more in R&D-type projects where Cost is not a major factor but Time is.

This project model was the first of its kind, a revival forscientific management, founded inFordismandTaylorism. Though everycompany now has its own "project model" of some kind, they all resemble PERT in some respect. OnlyDuPont corporation'scritical path

methodwas invented at roughly the same time as PERT.

The most famous part of PERT is the "PERT Networks", charts of timelines that interconnect. PERT is intended for very large-scale,one-time, complex, non-routine projects.

Contents

[hide]

1 PERT terminology and conventionso 1.1 Conventionso 1.2 Terminology

2 Implementing PERT 3 See also 4 External links

[edit] PERT terminology and conventions

[edit] Conventions

A PERT chart is a tool that facilitatesdecision making; The first draft of a PERT chart willnumber its events sequentially in 10s (10, 20, 30, etc.) to allow the later insertion of additionalevents.

Two consecutive events in a PERT chart are linked byactivities, which are conventionallyrepresented as arrows in the diagram above.

The events are presented in a logical sequence and no activity can commence until its immediatelypreceding event is completed.

The planner decides which milestones should be PERT events and also decides their propersequence. A PERT chart may have multiple pages with many sub-tasks.
http://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Fordismhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/DuPont_corporationhttp://en.wikipedia.org/wiki/Critical_path_methodhttp://en.wikipedia.org/wiki/Critical_path_methodhttp://toggletoc%28%29/http://pert_terminology_and_conventions/#PERT_terminology_and_conventionshttp://conventions/#Conventionshttp://terminology/#Terminologyhttp://implementing_pert/#Implementing_PERThttp://see_also/#See_alsohttp://external_links/#External_linkshttp://en.wikipedia.org/w/index.php?title=Program_Evaluation_and_Review_Technique&action=edit&section=1http://en.wikipedia.org/w/index.php?title=Program_Evaluation_and_Review_Technique&action=edit&section=2http://en.wikipedia.org/w/index.php?title=Program_Evaluation_and_Review_Technique&action=edit&section=2http://en.wikipedia.org/w/index.php?title=Program_Evaluation_and_Review_Technique&action=edit&section=1http://external_links/#External_linkshttp://see_also/#See_alsohttp://implementing_pert/#Implementing_PERThttp://terminology/#Terminologyhttp://conventions/#Conventionshttp://pert_terminology_and_conventions/#PERT_terminology_and_conventionshttp://toggletoc%28%29/http://en.wikipedia.org/wiki/Critical_path_methodhttp://en.wikipedia.org/wiki/Critical_path_methodhttp://en.wikipedia.org/wiki/DuPont_corporationhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Fordismhttp://en.wikipedia.org/wiki/Taylorism


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http://en.wikipedia.org/w/index.php?title=Program_Evaluation_and_Review_Technique&action=edit&section=3


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[edit] Implementing PERT

The first step to scheduling the project is to determine the tasks that the project requires and the order in which they must be completed.

The order may be easy to record for some tasks (i.e. When building a house, the land must be graded before the foundation can be laid)while difficult for others (There are two areas that need to be graded, but there are only enough bulldozers to do one). Additionally, thetime estimates usually reflect the normal, non-rushed time. Many times, the time required to execute the task can bereducedfor anadditional cost or a reduction in the quality.

In the following example there are seven tasks, labeleda throughg. Some tasks can be done concurrently (a& b) while others cannot bedone until their predecessor task is complete (ccannot begin until a is complete). Additionally, each task has three time estimates: theoptimistic time estimate (a), the most likely or normal time estimate (m), and the pessimistic time estimate (b). The expected time (TE) is

computed using the formula (a +4m +b)/6.

ActivityPredecessorOpt.

aNorm.

mPess.

bTE

(a +4m +b)/6

a -- 2 4 6 4.00

b -- 3 5 9 5.33

c a 4 5 7 5.17

d a 4 6 10 6.33

e b, c 4 5 7 5.17

f d 3 4 8 4.50

g e 3 5 8 5.17

Note: All times listed are inwork days (Mon - Fri, 8A.M. to 5P.M. with a one hour lunch break).

Once this step is complete, one can draw aGantt chartor anetwork diagram.
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A Gantt chart created usingMicrosoft Project(MSP). Note (1) thecritical pathis in red, (2) theslack is the black lines connected to non-critical activities, (3) when using MSP, you must use the task ID when labeling predecessor activities, and (4) since Saturday and Sunday

are not work days (as described above) some bars on the Gantt chart are longer if they cut through a weekend.

A network diagram can be created by hand or by using software such asMicrosoft Project. There are two types of network diagrams,activity on arrow (AOA) and activity on node (AON). Activity on node diagrams are generally easier to create and interpret. To create anAON diagram, it is recommended (but not necessary) to start with a node namedstart. This "activity" has a duration of zero (0). Thenyou draw each activity that does not have a predecessor activity (aandb in this example) and connect them with an arrow. Next, sincebothcandd listaas a predecessor activity, their nodes are drawn with arrows coming froma. Activityeis listed withbandcaspredecessor activities, so nodeeis drawn with arrows coming from bothbandc, signifying thatecannot begin until bothbandchave

been completed. Activity fhasdas a predecessor activity, so an arrow is drawn connecting the activities. Likewise, and arrow is drawnfrometog. Since there are no activities that come after for g, it is recommended (but again not necessary) to connect them to a nodelabeledfinish.
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A network diagram created usingMicrosoft Project(MSP). Note thecritical pathis in red.
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A node like this one (fromMicrosoft Visio) can be used to display the activity name, duration, ES, EF, LS, LF, and slack.

By itself, the network diagram pictured above does not give much more information than a Gantt chart; however, it can be expanded todisplay more information. The most common information shown is:

1.The activity name2.The normal duration time3.The early start time (ES)4.The early finish time (EF)5.The late start time (LS)6.The late finish time (LF)7.Theslack

In order to determine this information it is assumed that the activities and normal duration times are given. The first step is to determinethe ES and EF. The ES is defined as the maximum EF of all predecessor activities, unless the activity in question is the first activity,which the ES is zero (0). The EF is the ES plus the task duration (EF =ES +duration).

The ES for start is zero since it is the first activity. Since the duration is zero, the EF is also zero.This EF is used as the ES foraandb.

The ES for a is zero. The duration (4 work days) is added to the ES to get an EF of four. This EF isused as the ES for candd.

The ES for b is zero. The duration (5.33 work days) is added to the ES to get an EF of 5.33. The ES for c is four. The duration (5.17 work days) is added to the ES to get an EF of 9.17. The ES for d is four. The duration (6.33 work days) is added to the ES to get an EF of 10.33. This

EF is used as the ES for f. The ES for eis the greatest EF of its predecessor activities (bandc). Sincebhas an EF of 5.33 and

chas an EF of 9.17, the ES ofeis 9.17. The duration (5.17 work days) is added to the ES to get an

EF of 14.34. This EF is used as the ES forg. The ES for fis 10.33. The duration (4.5 work days) is added to the ES to get an EF of 14.83.
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The duration of pathadfis 14.83 work days. The duration of pathaceg is 19.51 work days. The duration of pathbeg is 15.67 work days.

The critical path isacegand the critical time is 19.51 work days. It is important to note that there can be more than one critical path (in aproject more complex than this example) or the critical path can change. For example, let's say that activities dand ftake their pessimistic(b) times to complete instead of their expected (TE) times. The critical path is nowadfand the critical time is 22 work days. On the otherhand, if activity ccan becrashedto one work day, the path time for aceg is reduced to 15.34 work days, which is slightly less than thetime of the new critical path, beg (15.67 work days).

Assuming these scenarios do not happen, the slack for each activity can now be determined.

Startandfinishare milestones and by definition have no duration, therefore they can have no slack(0 work days).

The activities on the critical path by definition have a slack of zero; however, it is always a goodidea to check the math anyway when drawing by hand.

o LFa - EFa=4 - 4 =0o LFc - EFc =9.17 - 9.17 =0o LFe - EFe=14.34 - 14.34 =0o LFg - EFg =19.51 - 19.51 =0

Activitybhas a LF of 9.17 and a EF of 5.33, so the slack is 3.84 work days. Activitydhas a LF of 15.01 and a EF of 10.33, so the slack is 4.68 work days. Activity fhas a LF of 19.51 and a EF of 14.83, so the slack is 3.84 work days.

Therefore, activity bcan be delayed almost 4 work days without delaying the project. Likewise, activitydor activity fcan be delayed4.68 work days without delaying the project (alternatively, dand fcan be delayed 2.34 work days each).
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A completed network diagram created usingMicrosoft Visio. Note thecritical pathis in red.

[edit] See also

Project planning Beta distribution Triangular distribution Gantt chart Project network Project management

Float (project management) Crash (Schedule duration)


Open source software for making AON diagram The rudiments of PERT More explanation of PERT 3 Point Estimating Tutorial on VisionaryTools.com

Retrieved from "http://en.wikipedia.org/wiki/Program_Evaluation_and_Review_Technique"
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Currently, there are several software solutions available in industry today that use the CPM method of scheduling, seelist of projectmanagement software. However, the method was developed and used (for decades) without the aid of computers (with pencil and paper).

However, there are drawbacks of this technique, as estimations are used to calculate times, if one mistake is made the whole analysis

could be flawed causing major upset in the organisation of a project.

[edit] See also

List of project management topics

Program Evaluation and Review Technique Project Project management Project planning Work breakdown structure List of project management software

ssd


How to use critical path analysis Open source Software for path analysis Critical Path scenarios in PmPedia

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Gantt chart


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"Gantt" redirects here. For other uses, seeGantt (disambiguation).

Gantt chart showing three kinds of schedule dependencies (in red) and percent complete indications.

A Gantt chart is a popular type ofbar chartthat illustrates aproject schedule. Gantt charts illustrate the start and finish dates of theterminal elementsandsummary elementsof aproject. Terminal elements and summary elements comprise thework breakdown structureof the project. Some Gantt charts also show thedependency(i.e., precedence network) relationships between activities. Gantt charts canbe used to show current schedule status using percent-complete shadings and a vertical "TODAY" line (also called "TIME NOW"), as

shown here.
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[edit] Historical development

The initial format of the chart was developed byHenry Gantt (1861-1919) in1910(see "Work, Wages and Profit" by H. L. Gantt,published byThe Engineering Magazine, NY, 1910).

In the 1980s, personal computers eased the creation and editing of elaborate Gantt charts. These desktop applications were primarilyintended for project managers and project schedulers. In the late 1990s and early 2000s, Gantt charts became a common feature of web-based applications, including collaborativegroupware.

Although now considered a common charting technique, Gantt charts were considered quite revolutionary at the time they wereintroduced. In recognition of Henry Gantt's contributions, theHenry Laurence Gantt Medal is awarded for distinguished achievement in

management and service to the community.

[edit] Advantages and limitations

Gantt charts have become a common technique for representing the phases and activities of a projectwork breakdown structure, so theycan be understood by a wide audience.

A common error made by those who equate Gantt chart design with project design is that they attempt to define the projectworkbreakdown structureat the same time that they define schedule activities. This practice makes it very difficult to follow100% Rule.Instead the WBS should be fully defined to follow 100% Rule, then the project schedule can be designed.

Although a Gantt chart is easily comprehended for small projects that fit on a single sheet or screen, they can become quite unwieldy forprojects with more than about 30 activities. Larger Gantt charts may not be suitable for most computer displays. A related criticism is thatGantt charts communicate relatively little information per unit area of display. That is, projects are often considerably more complex thancan be communicated effectively with a Gantt chart.

Gantt charts only represent part of thetriple constraintsof projects, because they focus primarily on schedule management. Moreover,Gantt charts do not represent the size of a project, therefore the magnitude of a behind-schedule condition is easily miscommunicated. Iftwo projects are the same number of days behind schedule, the larger project has a larger impact on resource utilization, yet the Ganttdoes not represent this difference.

Although project management software can show schedule dependencies as lines between activities, displaying a large number ofdependencies may result in a cluttered or unreadable chart.
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Because the horizontal bars of a Gantt chart have a fixed height, they can misrepresent the planned workload (resource requirements) of aproject. In the example shown in this article, Activities E and G appear to be the same size, but in reality they may be orders ofmagnitude different. A related criticism is that all activities of a Gantt chart show planned workload as constant. In practice, manyactivities (especially summary elements) have front-loaded or back-loaded work plans, so a Gantt chart with percent-complete shading

may actually miscommunicate the true schedule performance status.


Long-running discussionregarding limitations of the Gantt chart format, and alternatives, onEdward Tufte's website

Project schedulefromUniversity of Washington's project management site

Project schedule

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Work breakdown structure


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A Work Breakdown Structure(WBS) is a fundamental project managementtechnique for defining and organizing the total scopeof aproject, using a hierarchical tree structure. The first two levels of the WBS (the root node and Level 2) define a set ofplanned outcomesthat collectively and exclusively represent 100% of the project scope. At each subsequent level, the children of a parent node collectively

and exclusively represent 100% of the scope of their parent node. A well-designed WBS describes planned outcomes instead of plannedactions. Outcomes are the desired ends of the project, and can be predicted accurately; actions comprise the project plan and may bedifficult to predict accurately. A well-designed WBS makes it easy to assign any project activity to one and only oneterminal elementofthe WBS.

Contents

[hide]

1 WBS design principleso 1.1 The 100% Ruleo 1.2 Planned outcomes, not planned actionso 1.3 Mutually-exclusive elementso 1.4 Level of detail (granularity) and progressive elaborationo 1.5 WBS coding scheme

2 WBS construction example 3 Common pitfalls and misconceptions 4 See also 5 References

[edit] WBS design principles
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A question to be answered in the design of any WBS is when to stop dividing work into smaller elements. If a WBS terminal elementsare defined too broadly, it may not be possible to track project performance effectively. If a WBS terminal elements are too granular, itmay be inefficient to keep track of so many terminal elements, especially if the planned work is in the distant future. A satisfactorytradeoff may be found in the concept ofprogressive elaborationwhich allows WBS details to be progressively refined before work

begins on an element of work. One form of progressive elaboration in large projects is called rolling wave planningwhich establishes aregular time schedule for progressive elaboration. In reality, an effective limit of WBS granularity may be reached when it is no longerpossible to define planned outcomes, and the only details remaining are actions. Unless these actions can be defined to adhere to the100% Rule, the WBS should not be further subdivided.

[edit] WBS coding scheme

It is common for WBS elements to be numbered sequentially to reveal the hierarchical structure. For example1.3.2 Front Wheel

identifies this item as a Level 3 WBS element, since there are three numbers separateddecimal point. A coding scheme also helps WBSelements to be recognized in any written context.

[edit] WBS construction example
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certainly not random unconnected data. Definitive references regarding WBS construction do not contain such advice. It is far moreimportant to construct a logical grouping of planned outcomes than to worry about the limits of short-term human memory.

WBS updates, other than progressive elaboration of details, require formal change control. This is another reason why a WBS should be

outcome-oriented and not be prescriptive of methods. Methods can and do change frequently, but changes in planned outcomes require ahigher degree of formality. If outcomes and actions are blended, change control may be too rigid for actions and too informal foroutcomes.

[edit] See also

list of project management topics project planning product breakdown structure project management software

[edit] References

Carl L. Pritchard. Nuts and Bolts Series 1: How to Build a Work Breakdown Structure. ISBN 1-890367-12-5

Project Management Institute.Project Management Institute Practice Standard for WorkBreakdown Structures, Second Edition (2006). ISBN 1-933890-13-4(Note: The Second Edition isan extensive re-write of the Practice Standard.)

Gregory T. Haugan. Effective Work Breakdown Structures (The Project Management EssentialLibrary Series). ISBN 1-56726-135-3

Dennis P. Miller, Visual Project Planning & Scheduling, Second Edition (2002). ISBN 0-9640630-2-6(Note: This ebook is essential a facilator's guide for planning a project based on the WBS.) [1]

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