project management part six chapter eighteen project management
Post on 20-Dec-2015
229 views
TRANSCRIPT
![Page 1: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/1.jpg)
PROJECT MANAGEMENTPART SIX
•Chapter Eighteen•Project Management
![Page 2: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/2.jpg)
Unique, one-time operations designed to accomplish a specific set of objectives in a limited time frame.
Build A
A Done
Build B
B Done
Build C
C Done
Build D
Ship
JAN FEB MAR APR MAY JUN
On time!
Projects
![Page 3: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/3.jpg)
• Deciding which projects to implement• Selecting a project manager• Selecting a project team• Planning and designing the project• Managing and controlling project
resources• Deciding if and when a project should be
terminated
Key Decisions
![Page 4: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/4.jpg)
Project Manager
Responsible for:
Work QualityHuman Resources TimeCommunications Costs
![Page 5: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/5.jpg)
• Temptation to understate costs
• Withhold information
• Misleading status reports
• Falsifying records
• Comprising workers’ safety
• Approving substandard work
Ethical Issues
![Page 6: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/6.jpg)
Project Life Cycle
Concept
FeasibilityFeasibility
PlanningPlanning
ExecutionExecution
TerminationTermination
Man
agem
ent
![Page 7: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/7.jpg)
• Risk: occurrence of events that have undesirable consequences– Delays– Increased costs– Inability to meet specifications– Project termination
Project Risk
![Page 8: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/8.jpg)
• Identify potential risks
• Analyze and assess risks
• Work to minimize occurrence of risk
• Establish contingency plans
Risk Management
![Page 9: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/9.jpg)
Work Breakdown Structure
Project XProject X
Level 1
Level 2
Level 3
Level 4
Figure 18-3
![Page 10: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/10.jpg)
MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Locate new facilities
Interview staff
Hire and train staff
Select and order furniture
Remodel and install phones
Move in/startup
Planning and Scheduling
Gantt Chart
![Page 11: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/11.jpg)
PERT and CPM
PERT: Program Evaluation and Review Technique
CPM: Critical Path Method
• Graphically displays project activities• Estimates how long the project will take• Indicates most critical activities• Show where delays will not affect project
![Page 12: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/12.jpg)
Project Network – Activity on Arrow
1
2
3
4
5 6
Locatefacilities
Orderfurniture
Furnituresetup
InterviewHire andtrain
Remodel
Move in
![Page 13: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/13.jpg)
Project Network – Activity on Node
1
2
3
5
6
Locatefacilities
Orderfurniture
Furnituresetup
Interview
RemodelMove in
4
Hire andtrain
7S
![Page 14: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/14.jpg)
Network Conventions
a
b
c ab
c
a
b
c
d
a
b
c
Dummyactivity
![Page 15: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/15.jpg)
Example 1
1
2
3
4
5 6
8 weeks
6 weeks
3 weeks
4 weeks9 weeks
11 weeks
1 week
Locate
facilities
Order
furniture Fu
rnitu
re
setup
InterviewHire
and train
Remodel Move in
![Page 16: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/16.jpg)
Example 1 Solution
P a t h L e n g t h( w e e k s )
S l a c k
1 - 2 - 3 - 4 - 5 - 61 - 2 - 5 - 61 - 3 - 5 - 6
1 82 01 4
206
Critical PathCritical Path
![Page 17: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/17.jpg)
• Network activities– ES: early start– EF: early finish– LS: late start– LF: late finish
• Used to determine– Expected project duration– Slack time– Critical path
Computing Algorithm
![Page 18: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/18.jpg)
Probabilistic Estimates
Activitystart
Optimistictime
Most likelytime (mode)
Pessimistictime
o pm te
Figure 18-8
![Page 19: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/19.jpg)
Example 5
1-3-4a
3-4-5d
3-5-7e
5-7-9f
2-4-6b
4-6-8h
2-3-6g 3-4-6
i
2-3-5c
Optimistictime
Most likelytime
Pessimistictime
![Page 20: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/20.jpg)
17Weeks
Weeks
Weeks
Weeks
10.0
16.0
13.5
1.00
1.00
a-b-c
d-e-f
g-h-i
Example 6
![Page 21: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/21.jpg)
• Computer aided design (CAD)• Groupware (Lotus Notes)• Project management software
– CA Super Project– Harvard Total Manager– MS Project– Sure Track Project Manager– Time Line
Technology
![Page 22: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/22.jpg)
• Imposes a methodology• Provides logical planning structure• Enhances team communication• Flag constraint violations• Automatic report formats• Multiple levels of reports• Enables what-if scenarios• Generates various chart types
Advantages of PM Software
![Page 23: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/23.jpg)
A project consists of 10 activities, lettered A through J, as shown in the accompanying precedence diagram, with the activities on the arrows. For each activity, the deterministic time estimate in weeks is shown in the following table.
Advantages of PM Software
![Page 24: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/24.jpg)
A project consists of 10 activities, lettered A through J, as shown in the accompanying precedence diagram, with the activities on the arrows. For each activity, the deterministic time estimate in weeks is shown in the following table.
• Activity Time Activity Time ABCDE 24356 FGHIJ 34431• List all of the paths through the network. • What is the duration of each of the paths? • What is the critical path? • What is the second-most critical path? • What is the slack time for each activity? • Calculate the ES, Ef, LS and LF times for each activity.
Advantages of PM Software
![Page 25: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/25.jpg)
Time-Cost Trade-Offs: Crashing
TotalcostTotalcost
ShortenShorten
ShortenShorten
Cumulativecost of crashing
Cumulativecost of crashing
Expected indirect costsExpected indirect costs
Optimum
CRASHCRASH
Figure 18-11
![Page 26: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/26.jpg)
6a
4d
5c
10b
9 e
2f
Example 7
![Page 27: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/27.jpg)
Advantages of PERT
• Forces managers to organize
• Provides graphic display of activities
• Identifies
– Critical activities
– Slack activities
1
2
3
4
5 6
![Page 28: PROJECT MANAGEMENT PART SIX Chapter Eighteen Project Management](https://reader034.vdocuments.site/reader034/viewer/2022042608/56649d545503460f94a30436/html5/thumbnails/28.jpg)
Limitations of PERT• Important activities may be omitted
• Precedence relationships may not be correct
• Estimates may include a fudge factor
1
2
3
4
5 6
142 weeks