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Ch-17 PJT MGMTQ

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58 views17 pages

Ch-17 PJT MGMTQ

Uploaded by

igc81396
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Project Management

Project Life Cycle

 Initiating
Define the goal, expected cost, benefits, and risk
 Planning
Details on deliverables, scope, budget, recourse needed, schedule,
milestones,
 Executing

 Monitoring and Controlling

Compare actual progress with planned progress

 Closing

Handing off project deliverables, obtaining customer acceptance,


documenting lessons learned and releasing resources.
Key Decisions in Project Management

Key Decisions in Project Project Manager


Management prepare a scope, decide deliverables and goals,
 Deciding which projects to determine required skills and resources needed,
implement develop a schedule and budget, develop plan
 Selecting the project manager for managing the scope, schedule, budget,
 Selecting the project team quality and risk.
 Planning and designing the
project Project manager is responsible to effectively
 Managing and controlling managing the Work, human resources,
project resources communications, quality, time, costs, scope
 Deciding if and when a project
should be terminated Skill
Project Management-Tools

 Work Breakdown Structure

 Gantt Chart

 Network Diagram

 Risk Management
Gantt Chart

Ex: A company is opening a new office and identifies the main activities and
dependencies as shown below

Activity Description Depends on Duration


A Find office location - 3
B Recruit new staff - 2
C Make office alterations A 2
D Order equipment needed A 4
E Install new equipment D 1
F Train staff B 3
G Start operations C,E,F 3
Gantt Chart

Start 2 4 6 8 10 12 14 16 18 20
Find office
location

Recruit new
staff

Make office
alterations

Order
equipment
needed

Install new
equipment

Train staff

Start operations
Network Diagram

 AON

 AOA

Activity Depends on

A -

B A

C A

D B,C
Network Diagram-Ex

Activity Depends on Duration


A - 3
B - 2
C A 2
D A 4
E C 1
F D 3
G B 3
H G 4
I E,F 5
Network Diagram-PERT and CPM

Manger can able to obtain

 A graphical display of project activities

 An estimate of how long the project will take

 An indication of which activities are the most critical to timely project


completion

 An indication of how long any activity can be delayed without delaying


the project
Network Diagram-Ex

Activity Depends on Duration


A - 7
B - 3
C - 5
D A 8
E B,F 4
F C 7
G F 6
Probabilistic Time Estimates

 Optimistic time: The length of time required under optimum conditions

 Most likely time: The most probable amount of time required

 Pessimistic time: The length of time required under worst conditions


PERT and CPM-Probabilistic Time Estimates

Immediate
Activity Optimistic Time Most likely time Pessimistic time
Predecessor
A - 2 3 10
B - 4 5 12
C - 8 10 12
D A,G 4 4 4
E B 3 6 15
F B 2 5 8
G B 6 6 6
H C,F 5 7 15
I D,E 6 8 10

1. What is the probability that the project can be completed within 26 weeks of its start?
2. What is the probability that the project will be completed within 22 weeks of its start?
3. What is the probability that the project will not be completed within 22 weeks of its start?
Time-Cost Trade-Offs: Crashing

Ex: Using the following information, develop the optimal time – cost solution. Project costs are
$1000 per day

Immediate Cost per day to


Activity Normal Time Crash time
Predecessor crash ($)
A - 6 6 -
B A 10 8 500
C - 5 4 300
D C 4 1 700
E D 9 7 600
F B, E 2 1 800
PERT-Advantages and Error

Among the most useful features of PERT:


 It forces the manager to organize and quantify available information and to
identify where additional information is needed
 It provides the a graphic display of the project and its major activities
 It identifies
 Activities that should be closely watched
 Activities that have slack time

Potential sources of error:


 The project network may be incomplete
 Precedence relationships may not be correctly expressed
 Time estimates may be inaccurate
 There may be a tendency to focus on critical path activities to the
exclusion of other important project activities
 Major risk events may not be on the critical path
Risk Management

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