![Page 1: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/1.jpg)
Project Management
Prof. Dr. Ali ŞENUniversity of Mediterranean
Karpasia
![Page 2: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/2.jpg)
What is a Project?
A temporary and one-time endeavor undertaken to create a unique product or service, which brings about beneficial change or added value
![Page 3: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/3.jpg)
Examples of Projects
Building Construction
Research Project
![Page 4: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/4.jpg)
PROJECT MANAGEMENT VS. GENERAL MANAGEMENT
![Page 5: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/5.jpg)
5
Skill Requirements for Effective Project Management
• Conflict Resolution• Creativity and Flexibility• Ability to Adjust to Change• Good Planning• Negotiation– win-win versus win-lose
![Page 6: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/6.jpg)
Chapter 1: The World of Project Management
6
Figure 1-1: Performance, Cost, and Time Project Targets
![Page 7: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/7.jpg)
Figure 1-2 The Project Life Cycle
![Page 8: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/8.jpg)
Management of Projects
1. Planning - goal setting, defining the project, team organization
2. Scheduling - relates people, money, and supplies to specific activities and activities to each other
3. Controlling - monitors resources, costs, quality, and budgets; revises plans and shifts resources to meet time and cost demands
![Page 9: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/9.jpg)
Planning Objectives Resources Work break-down
schedule Organization
Scheduling Project activities Start & end times Network
Controlling Monitor, compare, revise, action
Project Management Activities
![Page 10: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/10.jpg)
Project Planning, Scheduling, and Controlling
Figure 3.1
Before Start of project Duringproject Timeline project
![Page 11: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/11.jpg)
Project Planning, Scheduling, and Controlling
Figure 3.1
Before Start of project Duringproject Timeline project
![Page 12: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/12.jpg)
Project Planning, Scheduling, and Controlling
Figure 3.1
Before Start of project Duringproject Timeline project
![Page 13: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/13.jpg)
Project Control Reports
Detailed cost breakdowns for each task Total program labor curves Cost distribution tables Functional cost and hour summaries Raw materials and expenditure forecasts Variance reports Time analysis reports Work status reports
![Page 14: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/14.jpg)
Project Planning, Scheduling, and
Controlling
Figure 3.1
Before Start of project Duringproject Timeline project
![Page 15: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/15.jpg)
Project Planning, Scheduling, and Controlling
Figure 3.1
Before Start of project Duringproject Timeline project
BudgetsDelayed activities reportSlack activities report
Time/cost estimatesBudgetsEngineering diagramsCash flow chartsMaterial availability details
CPM/PERTGantt chartsMilestone chartsCash flow schedules
![Page 16: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/16.jpg)
The Constraint Triangle
RESOURCE(COST)
SCHEDULE(TIME)
PRODUCT (SPECIFICATION)
What is most important?
![Page 17: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/17.jpg)
Peanuts
![Page 18: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/18.jpg)
Tools And Techniques
![Page 19: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/19.jpg)
The Work Breakdown Structure(WBS)
![Page 20: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/20.jpg)
Outline• Introduction– Purposes, Benefits and Examples of a WBS– Additional WBS Terminology
• Risks in preparing a WBS• Summary• Appendix -- Constructing a WBS– Steps of Construction– Notes on WBS– Examples of Issues in preparing WBS
![Page 21: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/21.jpg)
The Overall Planning Cycle
AnalyzeJob
Manage Risks
Execute
GenerateDetailed Plans
GenerateInitial Plans
Measure, Manage Productivity and Quality
![Page 22: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/22.jpg)
Detailed Planning - Processes
EstimateSize
EstimateEffort and
Cost
EstimateSchedule
Evaluate
Source InformationStatement of Work
RequirementsConstraintsStandardsProcesses
Historyetc.
WBS Size
Effort &Cost
ScheduleOKCompleteDetailedPlanning
Revise &Negotiate
Not OK
![Page 23: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/23.jpg)
Detailed Planning - Questions
How BigIs It?
How MuchWill itCost?
How Long?What Do WeDo When?
Is ThisAcceptable?
What Do WeHave To
Do?
WBS Size
Effort &Cost
ScheduleOKCompleteDetailedPlanning
What CanWe Change? Not OK
![Page 24: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/24.jpg)
Work Breakdown Structure Introduction
Just tell me what I have to
do!
![Page 25: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/25.jpg)
The Work Breakdown Structure Is ...
• A hierarchical list of the activities required to complete a project
• It includes tasks for – Software development– Software development management– Support of software development– Any other activities required to meet customer
requirements, such as training, documentation etc.
ParserCode
GeneratorFile
SystemRun TimeSystem
UserInterface
ManageSoftware
Development
Build “C”Compiler
Build TestSuite
WriteDocumentation
WriteInstallationSoftware
Software for“C” Compiler
![Page 26: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/26.jpg)
Top Level Role of WBS
HistoricalRecords(at end
of project)
CostEstimate
(proposal &/project start)
CostTracking(during
execution)
WBSSource
Documents(SOW,
Requirements,contract,
test criteria, etc,)
![Page 27: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/27.jpg)
An example of a WBSShown as a Tree
ParserCode
GeneratorFile
SystemRun TimeSystem
UserInterface
ManageSoftware
Development
Build “C”Compiler
Build TestSuite
WriteDocumentation
WriteInstallationSoftware
Software for“C” Compiler
![Page 28: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/28.jpg)
An example of a WBSShown as Indented Text
1 Software for “C” Compiler 1.1 Build a “C” Compiler
1.1.1 Build a User Interface 1.1.2 Build a File System 1.1.3 Build a Parser 1.1.4 Build a Code Generator 1.1.5 Build a Run Time System
1.2 Build the Test Suite for the Compiler
1.2.1 etc.
1.3 Write Documentation 1.4 Write Installation Software
1.5 Manage Software Development
![Page 29: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/29.jpg)
Purposes of a WBS
• To organize the work to be done• To illustrate the work to be done• To assure that all necessary work has been
identified• To divide the work into small, well defined
tasks
![Page 30: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/30.jpg)
Why Do a WBS?
• To facilitate planning, estimating and scheduling of the project
• To identify contractual tasks and deliverables• To provide a basis for data monitoring and
historical data collection
![Page 31: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/31.jpg)
“Rolling Up” Costs
$15K $38K$13K $24K$22K
$31K$112K $85K $28K $45K
$301K
![Page 32: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/32.jpg)
Work Breakdown Structure Jigsaw model
ELEMENTS
![Page 33: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/33.jpg)
Gantt Chart
• GANTT Charts• Constructing GANTT Charts• Staffing and Re-scheduling
![Page 34: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/34.jpg)
Gantt Chart
• A GANTT chart is a type of bar chart that illustrates a project schedule.
• After the PERT/CPM analysis is completed, the following phase is to construct the GANTT chart and then to re-allocate resources and re-schedule if necessary.
• GANTT charts have become a common technique for representing the phases and activities of a project work breakdown structure.
• It was introduced by Henry Gantt around 1910 – 1915.
![Page 35: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/35.jpg)
Gantt Chart
35
![Page 36: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/36.jpg)
Gantt Chart
• Characteristics:– The bar in each row identifies the corresponding task– The horizontal position of the bar identifies start and end times of
the task– Bar length represents the duration of the task– Task durations can be compared easily– Good for allocating resources and re-scheduling– Precedence relationships can be represented using arrows– Critical activities are usually highlighted– Slack times are represented using bars with doted lines– The bar of each activity begins at the activity earliest start time (ES)– The bar of each activity ends at the activity latest finish time (LF).
36
![Page 37: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/37.jpg)
Gantt Chart
37
Advantages Simple Good visual communication to others Task durations can be compared easily Good for scheduling resources
Disadvantages Dependencies are more difficult to visualise Minor changes in data can cause major changes in the chart
![Page 38: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/38.jpg)
Constructing Gantt Chart
• The steps to construct a GANTT chart from the information obtained by PERT/CPM are:1. Schedule the critical tasks in the correct position.2. Place the time windows in which the non-critical tasks can be
scheduled.3. Schedule the non-critical tasks according to their earliest starting
times.4. Indicate precedence relationships between tasks.
38
![Page 39: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/39.jpg)
Constructing Gantt Chart
• Example of an early GANTT chart construction:
39
![Page 40: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/40.jpg)
Constructing Gantt Chart
Step 1. Schedule critical tasks:
40
![Page 41: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/41.jpg)
Constructing Gantt Chart
Step 2. Place time windows for non-critical tasks:
41
![Page 42: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/42.jpg)
Constructing Gantt Chart
Step 3. Schedule non-critical tasksStep 4. Indicate precedence relationships:
42
![Page 43: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/43.jpg)
Project Management Software
• Benefits of project management software:– Calculate project schedule– Resource smoothing – Automatic generation of reports and charts
• Limitations of project management software– Allocation of resources to tasks– Estimation of tasks durations– Make decisions
Reading: (Kendall&Kendall, chapter 3), (Dennis &Wixom, chapter 3).
43
![Page 44: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/44.jpg)
Activity-in-the-Box Network Diagrams (precedence)
![Page 45: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/45.jpg)
Six Steps PERT & CPM
1. Define the project and prepare the work breakdown structure
2. Develop relationships among the activities - decide which activities must precede and which must follow others
3. Draw the network connecting all of the activities
![Page 46: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/46.jpg)
Six Steps PERT & CPM
4. Assign time and/or cost estimates to each activity
5. Compute the longest time path through the network – this is called the critical path
6. Use the network to help plan, schedule, monitor, and control the project
![Page 47: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/47.jpg)
1. When will the entire project be completed?2. What are the critical activities or tasks in the
project?3. Which are the noncritical activities?4. What is the probability the project will be
completed by a specific date?
Questions PERT & CPM Can Answer
![Page 48: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/48.jpg)
5. Is the project on schedule, behind schedule, or ahead of schedule?
6. Is the money spent equal to, less than, or greater than the budget?
7. Are there enough resources available to finish the project on time?
8. If the project must be finished in a shorter time, what is the way to accomplish this at least cost?
Questions PERT & CPM Can Answer
![Page 49: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/49.jpg)
A Comparison of AON and AOA Network Conventions
Activity on Activity Activity onNode (AON) Meaning Arrow (AOA)
A comes before B, which comes before C
(a) A B CBA C
A and B must both be completed before C can start
(b)
A
CC
B
A
B
B and C cannot begin until A is completed
(c)
B
A
CA
B
CFigure 3.5
![Page 50: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/50.jpg)
A Comparison of AON and AOA Network Conventions
Activity on Activity Activity onNode (AON) Meaning Arrow (AOA)
C and D cannot begin until both A and B are completed
(d)
A
B
C
D B
A C
D
C cannot begin until both A and B are completed; D cannot begin until B is completed. A dummy activity is introduced in AOA
(e)
CA
B D
Dummy activity
A
B
C
D
Figure 3.5
![Page 51: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/51.jpg)
A Comparison of AON and AOA Network Conventions
Activity on Activity Activity onNode (AON) Meaning Arrow (AOA)
B and C cannot begin until A is completed. D cannot begin until both B and C are completed. A dummy activity is again introduced in AOA.
(f)
A
C
DB A B
C
D
Dummy activity
Figure 3.5
![Page 52: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/52.jpg)
AON Example
Activity DescriptionImmediate
Predecessors
A Build internal components —
B Modify roof and floor —
C Construct collection stack A
D Pour concrete and install frame A, B
E Build high-temperature burner C
F Install pollution control system C
G Install air pollution device D, E
H Inspect and test F, G
Milwaukee Paper Manufacturing'sActivities and Predecessors
Table 3.1
![Page 53: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/53.jpg)
AON Network for Milwaukee Paper
A
Start
BStart Activity
Activity A(Build Internal Components)
Activity B(Modify Roof and Floor)
Figure 3.6
![Page 54: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/54.jpg)
AON Network for Milwaukee Paper
Figure 3.7
C
D
A
Start
B
Activity A Precedes Activity C
Activities A and B Precede Activity D
![Page 55: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/55.jpg)
AON Network for Milwaukee Paper
G
E
F
H
CA
Start
DB
Arrows Show Precedence Relationships
Figure 3.8
![Page 56: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/56.jpg)
H(Inspect/ Test)
7Dummy Activity
AOA Network for Milwaukee Paper
6
F(Install Controls)
E(Build Burner)
G
(Insta
ll
Pollution
Device)
5D
(Pour Concrete/ Install Frame)
4C
(Construct Stack)
1
3
2
B(Modify
Roof/Floor)
A(Build
Intern
al
Components)
Figure 3.9
![Page 57: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/57.jpg)
Determining the Project Schedule
Perform a Critical Path Analysis The critical path is the longest path through
the network The critical path is the shortest time in which
the project can be completed Any delay in critical path activities delays the
project Critical path activities have no slack time
![Page 58: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/58.jpg)
Determining the Project Schedule
Perform 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 3.2
![Page 59: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/59.jpg)
Determining the Project Schedule
Perform a Critical Path Analysis
Table 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 completedEarliest finish (EF) = earliest time at which an activity can be finishedLatest start (LS) = latest time at which an activity can start so as to not delay the completion time of the entire projectLatest finish (LF) = latest time by which an activity has to be finished so as to not delay the completion time of the entire project
![Page 60: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/60.jpg)
Determining the Project Schedule
Perform a Critical Path Analysis
Figure 3.10
A
Activity Name or Symbol
Earliest StartES
Earliest FinishEF
Latest Start LS Latest FinishLF
Activity Duration
2
![Page 61: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/61.jpg)
Forward PassBegin at starting event and work forward
Earliest Start Time Rule:
If an activity has only a single 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}
![Page 62: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/62.jpg)
Forward PassBegin 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
![Page 63: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/63.jpg)
ES/EF Network for Milwaukee Paper
Start
0
0
ES
0
EF = ES + Activity time
![Page 64: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/64.jpg)
ES/EF Network for Milwaukee Paper
Start0
0
0
A
2
2
EF of A = ES of A + 2
0
ESof A
![Page 65: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/65.jpg)
B
3
ES/EF Network for Milwaukee Paper
Start0
0
0
A
2
20
3
EF of B = ES of B + 3
0
ESof B
![Page 66: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/66.jpg)
C
2
2 4
ES/EF Network for Milwaukee Paper
B
3
0 3
Start0
0
0
A
2
20
![Page 67: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/67.jpg)
C
2
2 4
ES/EF Network for Milwaukee Paper
B
3
0 3
Start0
0
0
A
2
20
D
4
73= Max (2, 3)
![Page 68: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/68.jpg)
D
4
3 7
C
2
2 4
ES/EF Network for Milwaukee Paper
B
3
0 3
Start0
0
0
A
2
20
![Page 69: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/69.jpg)
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 Paper
B
3
0 3
Start0
0
0
A
2
20
Figure 3.11
![Page 70: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/70.jpg)
Backward PassBegin 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}
![Page 71: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/71.jpg)
Backward PassBegin 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
![Page 72: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/72.jpg)
LS/LF Times for Milwaukee 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
LF = EF of Project
1513
LS = LF – Activity time
![Page 73: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/73.jpg)
LS/LF Times for Milwaukee 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
![Page 74: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/74.jpg)
LS/LF Times for Milwaukee 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
![Page 75: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/75.jpg)
LS/LF Times for Milwaukee 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
![Page 76: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/76.jpg)
Computing Slack Time
After computing the ES, EF, LS, and LF times for all activities, 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
![Page 77: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/77.jpg)
Computing 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 3.3
![Page 78: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/78.jpg)
Critical Path for Milwaukee 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
![Page 79: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/79.jpg)
ES – EF Gantt Chartfor Milwaukee Paper
A Build internal componentsB Modify roof and floorC Construct collection stackD Pour concrete and install
frameE Build high-temperature
burnerF Install pollution control
systemG Install air pollution deviceH Inspect and test
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
![Page 80: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/80.jpg)
LS – LF Gantt Chartfor Milwaukee Paper
A Build internal componentsB Modify roof and floorC Construct collection stackD Pour concrete and install
frameE Build high-temperature
burnerF Install pollution control
systemG Install air pollution deviceH Inspect and test
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
![Page 81: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/81.jpg)
CPM assumes we know a fixed time estimate for each activity and there is no variability in activity times
PERT uses a probability distribution for activity times to allow for variability
Variability in Activity Times
![Page 82: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/82.jpg)
Three time estimates are requiredOptimistic time (a) – if everything goes
according to planPessimistic time (b) – assuming very
unfavorable conditionsMost likely time (m) – most realistic estimate
Variability in Activity Times
![Page 83: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/83.jpg)
Estimate follows beta distribution
Variability in Activity Times
Expected time:
Variance of times: t = (a + 4m + b)/6
v = [(b – a)/6]2
![Page 84: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/84.jpg)
Estimate follows beta distribution
Variability in Activity Times
Expected time:
Variance of times: t = (a + 4m + b)/6
v = [(b − a)/6]2Probability of 1 in 100 of > b occurring
Probability of 1 in 100 of < a occurring
Prob
abili
ty
Optimistic Time (a)
Most Likely Time (m)
Pessimistic Time (b)
Activity Time
Figure 3.12
![Page 85: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/85.jpg)
Computing VarianceMost Expected
Optimistic Likely Pessimistic Time VarianceActivity a m b t = (a + 4m + b)/6 [(b – a)/6]2
A 1 2 3 2 .11B 2 3 4 3 .11C 1 2 3 2 .11D 2 4 6 4 .44E 1 4 7 4 1.00F 1 2 9 3 1.78G 3 4 11 5 1.78H 1 2 3 2 .11
Table 3.4
![Page 86: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/86.jpg)
Probability of Project Completion
Project variance is computed by summing the variances of critical activities
s2 = Project variance
= (variances of activities on critical path)
p
![Page 87: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/87.jpg)
Probability of Project Completion
Project variance is computed by summing the variances of critical activitiesProject variances2 = .11 + .11 + 1.00 + 1.78 + .11 = 3.11
Project standard deviation
sp = Project variance
= 3.11 = 1.76 weeks
p
![Page 88: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/88.jpg)
Probability of Project Completion
PERT makes two more assumptions:
Total project completion times follow a normal probability distribution
Activity times are statistically independent
![Page 89: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/89.jpg)
Probability of Project Completion
Standard deviation = 1.76 weeks
15 Weeks
(Expected Completion Time)Figure 3.13
![Page 90: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/90.jpg)
Probability of Project Completion
What is the probability this project can be completed on or before the 16 week deadline?
Z = – /sp
= (16 wks – 15 wks)/1.76
= 0.57
due expected datedate of completion
Where Z is the number of standard deviations the due date or target date lies from the
mean or expected date
![Page 91: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/91.jpg)
Probability of Project Completion
What is the probability this project can be completed on or before the 16 week deadline?
Z = − /sp
= (16 wks − 15 wks)/1.76
= 0.57
due expected datedate of completion
Where Z is the number of standard deviations the due date or target date lies from the
mean or expected date
.00 .01 .07 .08.1 .50000 .50399 .52790 .53188.2 .53983 .54380 .56749 .57142
.5 .69146 .69497 .71566 .71904
.6 .72575 .72907 .74857 .75175
From Tablaeu
![Page 92: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/92.jpg)
Probability of Project Completion
Time
Probability(T ≤ 16 weeks)is 71.57%
Figure 3.14
0.57 Standard deviations
15 16Weeks Weeks
![Page 93: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/93.jpg)
Determining Project Completion Time
Probability of 0.01
Z
Figure 3.15
From Appendix I
Probability of 0.99
2.33 Standard deviations
0 2.33
![Page 94: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/94.jpg)
Variability of Completion Time for Noncritical Paths
Variability of times for activities on noncritical paths must be considered when finding the probability of finishing in a specified time
Variation in noncritical activity may cause change in critical path
![Page 95: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/95.jpg)
What Project Management Has Provided So Far
The project’s expected completion time is 15 weeks
There is a 71.57% chance the equipment will be in place by the 16 week deadline
Five activities (A, C, E, G, and H) are on the critical path
Three activities (B, D, F) are not on the critical path and have slack time
A detailed schedule is available
![Page 96: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/96.jpg)
Trade-Offs And Project Crashing
The project is behind schedule The completion time has been
moved forward
It is not uncommon to face the following situations:
Shortening the duration of the project is called project crashing
![Page 97: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/97.jpg)
Factors to Consider When Crashing A Project
The amount by which an activity is crashed is, in fact, permissible
Taken together, the shortened activity durations will enable us to finish the project by the due date
The total cost of crashing is as small as possible
![Page 98: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/98.jpg)
Steps in Project Crashing
1. Compute the crash cost per time period. If crash costs are linear over time:
Crash costper period =
(Crash cost – Normal cost)
(Normal time – Crash time)
2. Using current activity times, find the critical path and identify the critical activities
![Page 99: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/99.jpg)
Steps in Project Crashing
3. If there is only one critical path, then select the activity on this critical path that (a) can still be crashed, and (b) has the smallest crash cost per period. If there is more than one critical path, then select one activity from each critical path such that (a) each selected activity can still be crashed, and (b) the total crash cost of all selected activities is the smallest. Note that the same activity may be common to more than one critical path.
![Page 100: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/100.jpg)
Steps in Project Crashing
4. Update all activity times. If the desired due date has been reached, stop. If not, return to Step 2.
![Page 101: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/101.jpg)
Crashing The Project
Time (Wks) Cost ($) Crash Cost CriticalActivity Normal Crash Normal Crash Per Wk ($) Path?
A 2 1 22,000 22,750 750 YesB 3 1 30,000 34,000 2,000 NoC 2 1 26,000 27,000 1,000 YesD 4 2 48,000 49,000 1,000 NoE 4 2 56,000 58,000 1,000 YesF 3 2 30,000 30,500 500 NoG 5 2 80,000 84,500 1,500 YesH 2 1 16,000 19,000 3,000 Yes
Table 3.5
![Page 102: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/102.jpg)
Crash and Normal Times and Costs for Activity B
| | |1 2 3 Time (Weeks)
$34,000 —
$33,000 —
$32,000 —
$31,000 —
$30,000 —
—
Activity Cost Crash
Normal
Crash Time Normal Time
Crash Cost
Normal Cost
Crash Cost/Wk = Crash Cost – Normal CostNormal Time – Crash Time
= $34,000 – $30,0003 – 1
= = $2,000/Wk$4,0002 Wks
Figure 3.16
![Page 103: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/103.jpg)
Critical Path And Slack Times For Milwaukee Paper
Figure 3.17
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
Slack = 1 Slack = 1
Slack = 0 Slack = 6
Slack = 0
Slack = 0
Slack = 0
Slack = 0
![Page 104: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/104.jpg)
Advantages of PERT/CPM
1. Especially useful when scheduling and controlling large projects
2. Straightforward concept and not mathematically complex
3. Graphical networks help highlight relationships among project activities
4. Critical path and slack time analyses help pinpoint activities that need to be closely watched
![Page 105: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/105.jpg)
Advantages of PERT/CPM
5. Project documentation and graphics point out who is responsible for various activities
6. Applicable to a wide variety of projects7. Useful in monitoring not only schedules but
costs as well
![Page 106: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/106.jpg)
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/CPM
![Page 107: Project Management Prof. Dr. Ali ŞEN University of Mediterranean Karpasia](https://reader030.vdocument.in/reader030/viewer/2022032702/56649cac5503460f9496de09/html5/thumbnails/107.jpg)
Project Execution Plan
• Project Execution Strategy• Project Management• Quality• Safety• Risk Management• Design/Develop/Program• Implementation• Documentation• Training