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MC faculty ALTTC

Project Management

S.K. Bhalla

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MC faculty ALTTC

Project Management

The application of knowledge, skills, tools,

and techniques to project objectives to meet

stakeholder needs and expectations.

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Proje ct Manag eme nt-MC faculty ALTTC

Objectives of project Management

o Define the project

o Reduce it to a set of manageable tasks

o Obtain appropriate and necessary resources

o Build a team or teams to perform the project work

o Plan the work and allocate the resources to the tasks

o Monitor and control the work

o Report progress to senior management and/or the project

sponsor

o Close down the project when completed

Review it to ensure the lessons are learnt and widely understood

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Project Life Cycle

1. Preparation

2. Start up 1. Initiating

3. Feasibility

4. Definition & Planning 2. Planning

5. Implementation 3. Execution 4. Control

6. Close up 5. Close up

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Knowledge Areas:

Scope Management

Time Management

Cost Management

Quality Management

Human Resources Management

Communications Management

Risk Management

Procurement Management

Integration Management

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Skills for Project Manager

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Team Leadership Skills

Vision and Strategy

Establishing Direction

Aligning People

CommunicatingNegotiating

Motivating and Inspiring

Influencing OrganizationsOvercoming Barriers to Change

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Technical Skills

PlanningFinance and Accounting

Personnel Administration

TechnologyContract Management

Solving Problems

Subject matter knowledge

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Individual Skills

Writing

Listening

Speaking

Presenting

Credibility

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Work Breakdown structure

Identifying the key elements

Breaking each element into component parts

Continuing to breakdown until manageable work

packages have been identified

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(Network diagrams) PERT

Inter relationship of tasks

Dependencies of tasks

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PERT terminology

Two consecutive events in a PERT chart are linked by activities ,

which are conventionally represented as arrows in the PERT chart

diagrams.

The events are presented in a logical sequence and no activity cancommence until its immediately preceding event is completed.

Any two events cannot be directly connected by more than one

arrows. If two events have same start & termination, then a dummy

activity is introduced

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A PERT event: is a point that marks the start or completion of one

or more tasks. It consumes no time , and uses no r es our ces . It

marks the completion of one or more tasks, and is not reached

until all of the activities leading to that event have been completed.

A predecessor event: an event (or events) that immediately

precedes some other event without any other events intervening. It

may be the consequence of more than one activity.

A successor event: an event (or events) that immediately follows

some other event without any other events intervening. It may be

the consequence of more than one activity.

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A PERT activity: is the actual performance of a task. It consumes

time , it requires r es our ces (such as labour, materials, space,

machinery), and it can be understood as representing the time,

effort, and resources required to move from one event to another. APERT activity cannot be completed until the event preceding it has

occurred.

Dummy activity: Which doesnot require resources such as time,

labour, material etc.

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Optimistic time (O ): the minimum possible time required to

accomplish a task, assuming everything proceeds better than is

normally expected

Pessimistic time (P ): the maximum possible time required toaccomplish a task, assuming everything goes wrong (but excluding

major catastrophes).

Most likely time (M ): the best estimate of the time required to

accomplish a task, assuming everything proceeds as normal.

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Expected time (T E ): the best estimate of the time

required to accomplish a task, assuming everything

proceeds 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).

TE = (O + 4M + P ) 6

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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.

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Slack: the slack of an event is a measure of the excess

time and resources available in achieving this event.

P o sitive slack(+) would indicate ahead of schedule;

n egative slack would indicate behind schedule; and

ze ro slack would indicate on schedule.

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Installation of new landline exchange

Activity description Activitycode

Duration Precedingactivity

1 Sanction of project estimate A 10 days -

2 Equipment/cable procurement B 180days

A

3 Land acquisition C 30 days A

4 Building construction (civilworks)

D 180days

C

5 Electrical works E 60 days D

6 Battery & power plantinstallation

F 20 days B, E

7 Installation of equipment &MDF

G 30 days B, E

8 Testing & Acceptance Testing H 20 days F,G

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PERT Diagram

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Industry trend

Project Management Professionals

Use of project management software

3. proj mgmt

Documents