Weiss & Wysocky, 1992.

Sustainable
Project Management, 2005
5-Phase Project Management
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
What is a Project?
Complex and numerous
activities.
Unique a one-time set of
events
Finite with a begin and
end date.
Limited resources and
budget
Many people involved,
usually across several
functional areas in the
organizations.
Sequenced activities.
Goal-oriented.
End product or service
must result.
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
What is a Project Management?
PLANNING
INVOLVES THE ESTABLISHMENT OF CLEAR AND PRECISE
OBJECTIVES IN ORDER TO REACH A FINAL, STATED GOAL
ORGANIZING
ASSEMBLY OF NECESSARY RESOURCES FOR CARRYING OUT
THE WORK DEFINED IN THE PLAN
CONTROLLING
MONITOR AND MAINTAIN AS THE PROJECT PROGRESSES
CHANGE
INSTITUTING MECHANISMS NEEDED FOR SITUATIONS THAT
REQUIRE CHANGE
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
The 5-Phase Method
The 5-Phase Method contains specific steps that
expand the general process into a detailed set of
procedures.
1. Define (5 Action Steps)
2 Plan (5 Action Steps)
3. Organize (5 Action Steps)
4. Control (5 Action Steps)
5. Close (5 Action Steps)
1 & 2 = Planning; 3, 4 & 5 = Implementation
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Causes of Project Failure
1. The Project is a solution in search of a problem.
2. Only the project team is interested in the end result.
3. No one is in charge.
4. The project plan lacks structure.
5. The project plan lacks detail.
6. The project is under budgeted.
7. Insufficient resources are allocated.
8. The project is not tracked against its plan.
9. The project team is not communicating.
10. The project strays from its original goals.

Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Problem Identification
What is the
problem/opportunity?
What is to be done?
Who is responsible for the
project?
When must the project be
completed?
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Project Goals - Identification
Prepare and launch the new shuttle line Atlantis from Earth
to the Moon Colony by March 5, 2025.
Connect Italy with Sicily via the new G. Garibaldi world's
longest single-span suspension bridge and have it open for
traffic no later then July 2008.
Design and complete testing by April, 2005, of MS Project
2005, Project Management software.
Obtain an MSc. Degree in the EESI program from the
Royal Institute of Technology by spring next year.
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Objectives Milestones
The S.M.A.R.T. method
Specific: Be specific in targeting an objective
Measurable: Establish a measurable indicator(s) of progress.
Aassignable: Make the objective capable of being assigned to
someone for completion.
Realistic: State what can be realistically achieved within
budgeted time and resources.
Time-related: State when the objective can be achieved, that is,
the duration.

Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Resources, Assumptions and Risks
Determine preliminary resources:
1. The resources were determined without project manager input.
2. The project manager determined the needed resources based on the plan.
Identify Assumptions and risks:
1. What resources are required to realistically complete this objective? What risks
are associated with obtaining any of these resources in a timely manner?
2. What problems and delays are likely to occur in completing this objective?
3. What effect(s) will delays have on the budget and overall project schedule and
plan?
4. What are the probable time, money, and personell cost overruns to complete
this project?
5. What assumptions can be made to realistically correctfor delays in completing
this objective within given resources and constraints?
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
WBS Work Breakdown Structure (1)
WBS is a simple decomposition process, i.e. a
hierarchical representation of the project.
WBS identifies the activities that must be done tobegin
and complete a project.
WBS involves the envisioning of the project as a
hierarchy of a goal, objectives, activities, subactivities
and work packages.
Milestones are events that signify the accomplishment or
completion of major deliverables during a project.

Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Succesfull Work Breakdown Structure (2)
Each activity in the WBS will be:
Single-purposed;
Of a specific time duration;
Manageable;
Its time and cost easily derived;
Deliverables clearly understood;
Responisibilities for its completion clearly assigned;
The final defined activities will be known as entities;
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Steps Work Breakdown Structure (3)
Step 1:
Divide the project into its major objectives such that the project is fully
defined by the objectives.
Step 2:
Partition each objective into the activities that must be done in order to
accomplish the objective.
Step 3:
For each activity having one or more missing characteristics divide that
activity into the subactivities comprising it.
Step 4:
Repeat step 3 until all subactivities have the characteristics desired.
Step 5:
The lowest-level subactivities in the hierarchy will be the basis of the work
packages that must be done in order to complete the project.
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Gantt Charts (1)
History
developed by Henry Gantt (1861-1919)
First used in Frankford ammunition shops
in 1914 (World War I Naval Ships)
Milestone markers, time outlines
Took 80 years to add task dependecies
popular since inception and is widely used
today
precusor of CPM/PERT
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Gantt Charts (2)
Project management tool
Horizontal line or bar chart
Time ordered listing of planned
events
Visual representation of an
organizations schedule for
milestones
Graph with bar representing
time for each activity
Ideal for starting project work
description
schedules and plans activities

Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Gantt Charts (3)
Helps identify
start of activities
end of activities
slack time
amount of time an activity can be
delayed without delaying the project
precedence relationships between
activities
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
PERT Charts (1)
What is a PERT Chart?
Program Evaluation and Review Technique
Project management tool
Complex network diagrams
Used to schedule, coordinate and organize tasks within a project
History of PERT Charts
United States Navy (Polaris Program) 1958
RAND Corporation Missile Development
Post World War II (1950s)
Critical Path Method/Analysis (CPM) Developed by Du Pont 1957
Gives managers greater control of larger projects
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
How Charts Are Made
Gantt Charts
Time across the
top
Tasks listed
down the sides
Lines connecting
dependent tasks
PERT Charts
Grouped by most critical
path
Dependencies are
clearly identified
Task times are included
in boxes / circles

Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
The Critical Path for a project is that sequence of dependent tasks that
have the largest sum of most likely durations. The critical path
determines the earliest possible completion date of the project.
Tasks that are on the critical path cannot be delayed without delaying
the entire project schedule.
The slack time available for any noncritical task is the amount of delay
that can be tolerated between the starting time and completion time of a
task without causing a delay in the completion date of the entire project.
For each path, sum the durations of all tasks in the path.The path with
the longest total duration is the Critical Path.The critical path for a
project is that sequence of dependent tasks that have the largest sum of
most likely durations. The critical path determines the earliest
completion date of the project.The slack time available for any
noncritical task is the amount of delay that can be tolerated between the
starting time and completion time of a task without causing a delay in
the completion date of the entire project.
5-Phase Project Management
Steps Critical Path Method (CPM)
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Critical Path Method (CPM)
The critical
path is
highlighted
in red
TASK C
Fri 2/9/01 2 days
Fri 2/9/01 0 days
TASK D
Tue 2/20/01 7 days
Tue 2/20/01 0 days
TASK I
Tue 2/27/01 5 days
Tue 2/27/01 0 days
TASK E
Mon 2/19/01 6 days
Tue 2/20/01 1 day
TASK B
Wed 2/7/01 2 days
Wed 2/7/01 0 days
TASK A
Mon 2/5/01 3 days
Mon 2/5/01 0 days
TASK H
Thu 2/15/01 1 day
Tue 2/20/01 3 days
TASK F
Wed 2/14/01 3 days
Fri 2/16/01 2 days
TASK G
Fri 2/16/01 2 days
Tue 2/20/01 2 days
Duration
Slack Time
Weiss & Wysocky, 1992. Sustainable
Project Management, 2005
5-Phase Project Management
Time, Cost and Project Activities
Estimating Activity Time:
Optimistic completion time
Pessimistic completion time
Most likely completion time
So we can use this formula to
calculate the E Expected
completion time of activity:
Average activity completion time
=E = (O+4M+P)/6
Formula gives the weighted average
Estimating Activity Cost:
Labor
Materials
Other direct (travel, telephone,
contracted services, etc.)
Indirect (overhead)

CPM = Critical Path Method
(sequencing and identifying
critical project activities)