Download - C10 project management
OPM 53310-1
Operations Operations ManagementManagement
Project ManagementProject ManagementChapter 10Chapter 10
Project A project is a one short of related activities with a definite beginning and ending time directed toward a unique goal
Project Management Project Management is planning, scheduling and controlling of resources such as equipment, workforce and materials so that they meet the time, costs and technical constraint of the project.
IntroductionIntroduction
OPM 53310-3
Single unit Many related activities Difficult production planning and
inventory control General purpose equipment High labor skills
Project CharacteristicsProject Characteristics
To ensure that the project will be completed on time.
To manage the project cost so that the cost is minimized and within the expected budget.
To meet the predetermined quality standard.
Objective of Project Mgt.Objective of Project Mgt.
OPM 53310-5
Management of Large ProjectsManagement of Large Projects Planning - goal setting, project definition, team
organization Scheduling - relating people, money, and
supplies to specific activities and activities to one and other
Controlling - monitoring resources, costs, quality, and budgets; revising plans and shifting resources to meet time and cost demands
OPM 53310-6
Planning Objectives Resources Work break-
down schedule Organization
Scheduling Project
activities Start & end
times Network
Controlling Monitor, compare,
revise, action
Project Management ActivitiesProject Management Activities
OPM 53310-7
Establishing objectives Defining project Creating work
breakdown structure Determining resources Forming organization
© 1995 Corel Corp.
Project PlanningProject Planning
OPM 53310-8
Often temporary structure Uses specialists from entire company Headed by project manager
Coordinates activities Monitors schedule
& costs Permanent
structure called ‘matrix organization’
© 1995 Corel Corp.
Project OrganizationProject Organization
Acct.
Eng. Eng.Mkt.
Mgr.
The Role ofThe Role of the Project Manager the Project Manager
Highly visibleHighly visibleResponsible for making sure that:Responsible for making sure that:
All necessary activities are finished in order and on All necessary activities are finished in order and on timetime
The project comes in within budgetThe project comes in within budget The project meets quality goalsThe project meets quality goals The people assigned to the project receive The people assigned to the project receive
motivation, direction, and informationmotivation, direction, and information
The Role ofThe Role of the Project Manager the Project Manager
Highly visibleHighly visibleResponsible for making sure that:Responsible for making sure that:
All necessary activities are finished in order and on All necessary activities are finished in order and on timetime
The project comes in within budgetThe project comes in within budget The project meets quality goalsThe project meets quality goals The people assigned to the project receive The people assigned to the project receive
motivation, direction, and informationmotivation, direction, and information
Project managers should be:
Good coachesGood communicatorsAble to organize activities from a
variety of disciplines
Ethical IssuesEthical Issues Bid rigging – divulging confidential information to give Bid rigging – divulging confidential information to give
some bidders an unfair advantagesome bidders an unfair advantage ““Low balling” contractors – try to “buy” the project by Low balling” contractors – try to “buy” the project by
bidding low and hope to renegotiate or cut cornersbidding low and hope to renegotiate or cut corners Bribery – particularly on international projectsBribery – particularly on international projects Expense account paddingExpense account padding Use of substandard materialsUse of substandard materials Compromising health and safety standardsCompromising health and safety standards Withholding needed informationWithholding needed information Failure to admit project failure at closeFailure to admit project failure at close
OPM 53310-12
Work Breakdown StructureWork Breakdown Structure
1. Project 2. Major tasks in the project 3. Subtasks in the major tasks 4. Activities (or work
packages) to be completed
OPM 53310-13
Identifying precedence relationships
Sequencing activities Determining activity
times & costs Estimating material &
worker requirements Determining critical
activities
© 1995 Corel Corp.
J F MA M
J J
MonthActivity
Design
Build
Test
PERT
Project SchedulingProject Scheduling
OPM 53310-14
Purposes of Project SchedulingPurposes of Project Scheduling Shows the relationship of each activity to
others and to the whole project. Identifies the precedence relationships
among activities. Encourages the setting of realistic time and
cost estimates for each activity. Helps make better use of people, money,
and material resources by identifying critical bottlenecks in the project.
OPM 53310-15
Gantt chart Critical Path Method (CPM) Program Evaluation & Review
Technique (PERT)
© 1984-1994 T/Maker Co.
Project Management TechniquesProject Management Techniques
OPM 53310-16
J F M A M J J
Time PeriodActivity
Design
Build
Test
Gantt ChartGantt Chart
OPM 53310-17
Network techniques Developed in 1950’s
CPM by DuPont for chemical plants (1957) PERT by Booz, Allen & Hamilton with the
U.S. Navy, for Polaris missile (1958) Consider precedence relationships and
interdependencies Each uses a different estimate of activity
times
PERT and CPMPERT and CPM
OPM 53310-18
Is the project on schedule, ahead of schedule, or behind schedule?
Is the project over or under cost budget? Are there enough resources available to
finish the project on time? If the project must be finished in less
than the scheduled amount of time, what is the way to accomplish this at least cost?
Questions Which May Be Addressed Questions Which May Be Addressed by PERT & CPMby PERT & CPM
OPM 53310-19
The Six Steps Common to PERT & CPMThe Six Steps Common to PERT & CPM Define the project and prepare the work
breakdown structure, Develop relationships among the activities.
(Decide which activities must precede and which must follow others.)
Draw the network connecting all of the activities Assign time and/or cost estimates to each
activity Compute the longest time path through the
network. This is called the critical path Use the network to help plan, schedule,
monitor, and control the project
OPM 53310-20
A Comparison of AON and AOA Network A Comparison of AON and AOA Network ConventionsConventions
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Provides activity information Earliest (ES) & latest (LS) start Earliest (EF) & latest (LF) finish Slack (S): Allowable delay
Identifies critical path Longest path in network Shortest time project can be completed Any delay on critical path activities delays
project Critical path activities have 0 slack
Critical Path AnalysisCritical Path Analysis
OPM 53310-22
Begin at starting event and work forward ES = 0 for starting activities
ES is earliest start EF = ES + Activity time
EF is earliest finish ES = Maximum EF of all predecessors for
non-starting activities
Earliest Start and Finish StepsEarliest Start and Finish Steps
OPM 53310-23
Begin at ending event and work backward LF = Maximum EF for ending activities
LF is latest finish; EF is earliest finish LS = LF - Activity time
LS is latest start LF = Minimum LS of all successors for
non-ending activities
Latest Start and Finish StepsLatest Start and Finish Steps
OPM 53310-24
Advantages of PERT/CPMAdvantages of PERT/CPM Especially useful when scheduling and
controlling large projects. Straightforward concept and not mathematically
complex. Graphical networks aid perception of
relationships among project activities. Critical path & slack time analyses help pinpoint
activities that need to be closely watched. Project documentation and graphics point out
who is responsible for various activities. Applicable to a wide variety of projects. Useful in monitoring schedules and costs.
1. Project activities have to be clearly defined, independent, and stable in their relationships
2. Precedence relationships must be specified and networked together
3. Time estimates tend to be subjective and are subject to fudging by managers
4. There is an inherent danger of too much emphasis being placed on the longest, or critical, path
Limitations of PERT/CPMLimitations of PERT/CPM
AON Example AON Example
ActivityActivity DescriptionDescriptionImmediate Immediate
PredecessorsPredecessorsAA Build internal componentsBuild internal components ——BB Modify roof and floorModify roof and floor ——CC Construct collection stackConstruct collection stack AADD Pour concrete and install framePour concrete and install frame A, BA, BEE Build high-temperature burnerBuild high-temperature burner CCFF Install pollution control systemInstall pollution control system CCGG Install air pollution deviceInstall air pollution device D, ED, EHH Inspect and testInspect and test F, GF, G
Milwaukee Paper Manufacturing'sMilwaukee Paper Manufacturing'sActivities and PredecessorsActivities and Predecessors
Table 3.1Table 3.1
AON Network for Milwaukee AON Network for Milwaukee PaperPaper
A
Start
BStart Activity
Activity A(Build Internal Components)
Activity B(Modify Roof and Floor)
Figure 3.6Figure 3.6
AON Network for Milwaukee AON Network for Milwaukee PaperPaper
Figure 3.7Figure 3.7
C
D
A
Start
B
Activity A Precedes Activity C
Activities A and B Precede Activity D
AON Network for Milwaukee AON Network for Milwaukee PaperPaper
G
E
F
H
CA
Start
DB
Arrows Show Precedence Relationships
Figure 3.8Figure 3.8
HH
(Inspect/ Test)(Inspect/ Test)77Dummy Dummy
ActivityActivity
AOA Network for Milwaukee AOA Network for Milwaukee PaperPaper
66
FF(Install
(Install Controls)
Controls)
EE(Bu ild B ur ne r)(Bu ild B ur ne r)
GG
(Insta
ll
(Insta
ll
Pollution
Pollution
Device)
Device)
55DD
(Pour Concrete/ (Pour Concrete/ Install Frame)Install Frame)
44CC
(Construct (Construct Stack)Stack)
11
33
22
BB(Modify
(Modify Roof/Floor)
Roof/Floor)
AA(Build
Inter
nal
(Build In
terna
l
Compo
nents
)
Compo
nents
)
Figure 3.9Figure 3.9
Determining the Project ScheduleDetermining the Project Schedule
Perform a Critical Path AnalysisPerform a Critical Path Analysis The critical path is the longest path through the The critical path is the longest path through the
networknetwork The critical path is the shortest time in which the The critical path is the shortest time in which the
project can be completedproject can be completed Any delay in critical path activities delays the Any delay in critical path activities delays the
projectproject Critical path activities have no slack timeCritical path activities have no slack time
Determining the Project ScheduleDetermining the Project Schedule
Perform a Critical Path AnalysisPerform a Critical Path AnalysisActivity Description Time (weeks)
A Build internal components 2B Modify roof and floor 3C Construct collection stack 2D Pour concrete and install frame 4E Build high-temperature burner 4F Install pollution control system 3G Install air pollution device 5H Inspect and test 2
Total Time (weeks) 25
Table 3.2Table 3.2
Determining the Project ScheduleDetermining the Project Schedule
Perform a Critical Path AnalysisPerform a Critical Path Analysis
Table 3.2Table 3.2
Activity Description Time (weeks)A Build internal components 2B Modify roof and floor 3C Construct collection stack 2D Pour concrete and install frame 4E Build high-temperature burner 4F Install pollution control system 3G Install air pollution device 5H Inspect and test 2
Total Time (weeks) 25
Earliest start (ES) =earliest time at which an activity can start, assuming all predecessors have been completed
Earliest finish (EF) =earliest time at which an activity can be finished
Latest start (LS) =latest time at which an activity can start so as to not delay the completion time of the entire project
Latest finish (LF) =latest time by which an activity has to be finished so as to not delay the completion time of the entire project
Determining the Project ScheduleDetermining the Project Schedule
Perform a Critical Path AnalysisPerform a Critical Path Analysis
Figure 3.10Figure 3.10
A
Activity Name or Symbol
Earliest Start ES
Earliest FinishEF
Latest Start
LS Latest Finish
LF
Activity Duration
2
Forward PassForward PassBegin at starting event and work forwardBegin at starting event and work forward
Earliest Start Time Rule:
If an activity has only one immediate predecessor, its ES equals the EF of the predecessor
If an activity has multiple immediate predecessors, its ES is the maximum of all the EF values of its predecessors
ES = Max (EF of all immediate predecessors)
Forward PassForward PassBegin at starting event and work forwardBegin at starting event and work forward
Earliest Finish Time Rule:
The earliest finish time (EF) of an activity is the sum of its earliest start time (ES) and its activity time
EF = ES + Activity time
ES/EF Network for Milwaukee ES/EF Network for Milwaukee PaperPaper
Start
0
0
ES
0
EF = ES + Activity time
ES/EF Network for Milwaukee ES/EF Network for Milwaukee PaperPaper
Start0
0
0
A
2
2
EF of A = ES of A + 2
0
ESof A
B
3
ES/EF Network for Milwaukee ES/EF Network for Milwaukee PaperPaper
Start0
0
0
A
2
20
3
EF of B = ES of B + 3
0
ESof B
C
2
2 4
ES/EF Network for Milwaukee ES/EF Network for Milwaukee PaperPaper
B
3
0 3
Start0
0
0
A
2
20
C
2
2 4
ES/EF Network for Milwaukee ES/EF Network for Milwaukee PaperPaper
B
3
0 3
Start0
0
0
A
2
20
D
4
73= Max (2, 3)
D
4
3 7
C
2
2 4
ES/EF Network for Milwaukee ES/EF Network for Milwaukee PaperPaper
B
3
0 3
Start0
0
0
A
2
20
E
4
F
3
G
5
H
2
4 8 13 15
4
8 13
7
D
4
3 7
C
2
2 4
ES/EF Network for Milwaukee ES/EF Network for Milwaukee PaperPaper
B
3
0 3
Start0
0
0
A
2
20
Figure 3.11Figure 3.11
Backward PassBackward PassBegin with the last event and work backwardsBegin with the last event and work backwards
Latest Finish Time Rule:
If an activity is an immediate predecessor for just a single activity, its LF equals the LS of the activity that immediately follows it
If an activity is an immediate predecessor to more than one activity, its LF is the minimum of all LS values of all activities that immediately follow it
LF = Min (LS of all immediate following activities)
Backward PassBackward PassBegin with the last event and work backwardsBegin with the last event and work backwards
Latest Start Time Rule:
The latest start time (LS) of an activity is the difference of its latest finish time (LF) and its activity time
LS = LF – Activity time
LS/LF Times for LS/LF Times for Milwaukee PaperMilwaukee Paper
E
4
F
3
G
5
H
2
4 8 13 15
4
8 13
7
D
4
3 7
C
2
2 4
B
3
0 3
Start0
0
0
A
2
20
Figure 3.12Figure 3.12
LF = EF of Project
1513
LS = LF – Activity time
LS/LF Times for LS/LF Times for Milwaukee PaperMilwaukee Paper
E
4
F
3
G
5
H
2
4 8 13 15
4
8 13
7
13 15
D
4
3 7
C
2
2 4
B
3
0 3
Start0
0
0
A
2
20
LF = Min(LS of following activity)
10 13
Figure 3.12Figure 3.12
LS/LF Times for LS/LF Times for Milwaukee PaperMilwaukee Paper
E
4
F
3
G
5
H
2
4 8 13 15
4
8 13
7
13 15
10 13
8 13
4 8
D
4
3 7
C
2
2 4
B
3
0 3
Start0
0
0
A
2
20
LF = Min(4, 10)
42
Figure 3.12Figure 3.12
LS/LF Times for LS/LF Times for Milwaukee PaperMilwaukee Paper
E
4
F
3
G
5
H
2
4 8 13 15
4
8 13
7
13 15
10 13
8 13
4 8
D
4
3 7
C
2
2 4
B
3
0 3
Start0
0
0
A
2
20
42
84
20
41
00
Figure 3.12Figure 3.12
Computing Slack TimeComputing Slack TimeAfter computing the ES, EF, LS, and LF times for all After computing the ES, EF, LS, and LF times for all activities, compute the slack or free time for each activityactivities, compute the slack or free time for each activity
Slack is the length of time an activity can be delayed without delaying the entire project
Slack = LS – ES or Slack = LF – EF
Computing Slack TimeComputing Slack TimeEarliest Earliest Latest Latest On
Start Finish Start Finish Slack CriticalActivity ES EF LS LF LS – ES Path
A 0 2 0 2 0 YesB 0 3 1 4 1 NoC 2 4 2 4 0 YesD 3 7 4 8 1 NoE 4 8 4 8 0 YesF 4 7 10 13 6 NoG 8 13 8 13 0 YesH 13 15 13 15 0 Yes
Table 3.3Table 3.3
Critical Path for Critical Path for Milwaukee PaperMilwaukee Paper
Figure 3.13Figure 3.13
E
4
F
3
G
5
H
2
4 8 13 15
4
8 13
7
13 15
10 13
8 13
4 8
D
4
3 7
C
2
2 4
B
3
0 3
Start0
0
0
A
2
20
42
84
20
41
00