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By
Naveed I. Salman
naveedis@hotmail.com, 03215168779 1
Quote
2
Pro je ct Manage m e nt
What is a project?
A project is a series of activities
directed toward the accomplishment
of a desired objective.
3
Pro je ct Manage m e nt
• Characteristics of Projects
– Unique, one-time operations
– Involve a large number of activities that must be planned and
coordinated
– Long time-horizon or critical time constraints
– Goals of meeting completion deadlines and budgets
• Examples
– Building a house
– Planning a meeting
– Introducing a new product
4
Pro je ct Sche duling
Manage m e nt
Project scheduling is concerned with the
techniques that can be employed to manage
the activities that need to be undertaken
during the development of a project.
Scheduling is carried out in advance of the
project commencing and involves:
– identifying the tasks that need to be carried out;
– estimating how long they will take;
– allocating resources (mainly personnel);
– scheduling when the tasks will occur.
5
Pro je ct Sche duling
Manage m e nt
• Once the project is underway control needs to be
exerted to ensure that the plan continues to represent
the best prediction of what will occur in the future:
– based on what occurs during the development;
– often necessitates revision of the plan.
6
Pro je ct Manage m e nt T o o ls
•
Olde r sim ple r - Gant t Chart
•
Mo re m o de rn – CPM/ PERT
•
N e w e st – Micro so ft Pro je ct ™
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Gant t Chart
Days After Start
Start 5 10 15 20 25 30 35 40 45 50
Activity
Foundation
Framing
Plumbing
Electrical
Wall Board
Siding
Paint Interior
Paint Exterior
Fixtures
Start 5 10 15 20 25 30 35 40 45 50
Days After Start
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A dvant age s o f Gant t
1. Easy to understand
2. Easy to construct
9
Pro je ct Manage m e nt
• PERT - Project Evaluation and Review
Technique
10
PERT/CPM
• PERT
– Program Evaluation and Review Technique
– Developed by U.S. Navy for Polaris missile project
– Developed to handle uncertain activity times
• CPM
– Critical Path Method
– Developed by Du Pont & Remington Rand
– Developed for industrial projects for which activity times generally
were known
• Today’s project management software packages
have combined the best features of both
approaches.
11
Project Management PERT/CPM
13
Network Diagram
• Activities
• Events
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ACTIVITIES
• Activities are shown as lines or arrows
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Activities
• Some may be executed simultaneously
DO THIS
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Situations in network diagram
B
A A must finish before either B or C can start
C
A
C both A and B must finish before C can start
B
A C both A and C must finish before either of
B B or D can start
D
A B
A must finish before B can start
Dummy both A and C must finish before D can start
C 17
D
EVENTS
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CPM -Critical Path Method
• A tool to determine duration based on the
identification of the Critical Path through
the activity network.
• Times are known with some high degree
of certainty.
• Management can determine the duration
of a project and concentrate efforts on
Critical Path activities.
19
PERT Program Evaluation and
Review Technique
• Time are NOT known well (uncertainty)
• Statistics used to estimate probability of
finishing within a given time
20
The Six Steps Common to PERT & CPM
♦ Define the project and identify each activity
♦ 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 21
Simple CPM Chart
START 1 END
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Calculating times
4
3
4
2
START END
3 4
2
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C r it ic a l P a t h
4
3
4
2
START END
3 4
2
START END
3 4
2
START END
3
B 4
2
• For activities not on critical path the slack time is extra time
that could be used if necessary
• If event B is reached in 6 days is there a significant
problem?
• No, not if the cause was the activity that should have taken 3 days took 4
• Yes, if the cause was the 2 day activity following start took 3 days
26
Review of PERT/CPM
• A project network can be constructed to
model the precedence / order of the
activities and the relationship between
activities.
• The Lines of the network represent the
activities.
• The Circles of the network show
events.
• A critical path for the network is a path
consisting of activities with zero slack. 27
PERT Activity Times
• 3 time estimates
– Optimistic times (a)
– Most-likely time (m)
– Pessimistic time (b)
• Follow normal distribution
• Expected time: t = (a + 4m + b)/6
• Variance of times: v = ((b - a) /6) 2
28
Time Estimation
• Estimates of Activity Times Activity time is the
elapsed time required for an activity. Estimating
activity times is probably one of PERT’s most critical
features.
• Managers are reluctant to commit themselves to a
rigid time schedule.
– Weather conditions, alone, prompt uncertainties and make it
difficult for the manager to develop a single time estimate.
However, experience has shown that managers are less
reluctant if allowed three different estimates, especially when
they understand PERT and how the concept of three time
estimates is used. PERT, therefore, calls for not one, but
three estimates of every activity time and allows the
manager an opportunity to express his uncertainty about the
possible time range of an activity. 29
Time Estimation
• All three time estimates assume a static level of
resource use. The estimates should be as good as
possible because PERT results depend directly on
them. To obtain accurate estimates is not easy. It will
require research, collaboration with planning team
members, and homework.
• Simple guesswork is inadequate.
If some time estimates are mere guesses, the manager will
soon realize that they jeopardize or needlessly extend
the project schedule date. Once the estimator realizes
that his contributions are a small, but vital component of
the PERT system, he will try to steadily improve his
estimates. In short, guesswork will not replace
intelligently derived estimates.
30
Time Estimation
31
Time Estimation
2) Most Likely Time -- the best estimate of the time
period in which the activity can be accomplished, i.e.,
the estimate submitted if one (only) had been
requested. (labeled m.)
3) Pessimistic Time -- the maximum time period it
would take to accomplish the activity, i.e., the time
required if everything went wrong, excluding major
catastrophes. (labeled b.)
32
Time Estimation
• It is acceptable to state these estimates
in days, weeks, or months as long as
the measure is used consistently.
Once made, activity time estimates are
firm and should not be changed without
a change in the nature and scope of the
activity or in the level of resources
allocated to it. The following time
relationships must be adhered to: ... a
equal or less than m which is equal or
less then b 33
Some Important Points
• The process is no better than the network and the time
estimates
– People do this
– Knowledgeable people must determine which activities must
proceed others and the time each activity will require
– Some careful estimates are still better than no information
34
Advantages 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.
35
Benefits of CPM/PERT
• Useful at many stages of project management
• Mathematically simple
• Give critical path and slack time
• Provide project documentation
• Useful in monitoring costs
A. Toast Bread
B. Make an egg omelet
C. Spread butter on toast
D. Spread omelet on toast
1 minute
3 minutes 2 minutes 1 minute
7 minutes
5 minutes
37
Practice Exercise
Activities Pre - Duration in Cost in
Activity Weeks (000) Rs
a - 6 2
b - 8 3
c - 5 5
d b 13 7
e c 9 11
f a 15 9
g a 17 5
h f 9 8
i g 6 4
j d, e 12 6
Questions / Answers
• ??
naveedis@hotmail.com, 03215168779 39
Solution
• Critical Path f, 15
g, 17 h, 9
a, 6
i, 6
b, 8
d, 13 j, 12
c, 5
e, 9
naveedis@hotmail.com, 03215168779 40
Your Presenter
• Naveed I. Salman
M. Sc (Mathematics),
MCS, MIT, M.A.(EPM)
• naveedis@hotmail.com
• 0321 5168 779
41
The End
Thank You
naveedis@hotmail.com, 03215168779 42