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Managing Projects
Lecture Outline
Project Planning
Project Scheduling
Project Control
CPM/PERT
Probabilistic Activity Times
Microsoft Project
Project Crashing and Time-Cost Trade-off
9-2
9-3
9-4
9-5
Project Elements
Objective
Scope
Contract requirements
Schedules
Resources
Personnel
Control
Risk and problem analysis
9-6
Matrix organization
a team structure with members from functional
areas, depending on skills required
Project manager
most important member of project team
9-7
Scope Statement
Scope statement
a document that provides an understanding,
justification, and expected result of a project
Statement of work
written description of objectives of a project
9-8
9-9
Work
Work Breakdown
Breakdown Structure
Structure for
for Computer
Computer Order
Order
Processing
Processing System
System Project
Project
Copyright 2011 John Wiley & Sons, Inc.
9-10
9-11
9-12
9-13
Project Scheduling
Steps
Define activities
Sequence activities
Estimate time
Develop schedule
Techniques
Gantt chart
CPM/PERT
Software
Microsoft Project
9-14
Gantt Chart
Slack
amount of time an activity can be delayed without
delaying the project
9-15
Month
4
10
Activity
Design house
and obtain
financing
Lay foundation
Order and
receive
materials
Build house
Select paint
Select carpet
Finish work
Month
Copyright 2011 John Wiley & Sons, Inc.
9-16
Project Control
Time management
Cost management
Performance management
Earned Value Analysis standard procedure to
numerically measure a projects progress
forecast its completion date and cost
measure schedule and budget variation
9-17
Project Control
Quality management
Communication
Enterprise project management
9-18
CPM/PERT
Critical Path Method (CPM)
DuPont & Remington-Rand
Deterministic task times
Activity-on-node network construction
9-19
Project Network
Activity-on-node (AON)
nodes represent activities
arrows show precedence
relationships
Branch
1
Node
2
Activity-on-arrow (AOA)
arrows represent activities
nodes are events for points
in time
Event
completion or beginning of
an activity in a project
Copyright 2011 John Wiley & Sons, Inc.
9-20
Lay
foundation
3
Design house
and obtain
financing
Dummy
0
1
Order and
receive
materials
4
Select
paint
Build
house
3
1
Finish
work
1
Select
carpet
9-21
Concurrent Activities
Dummy
two or more activities cannot share same start and
end nodes
Lay foundation
Lay
foundation
3
Order material
3
Dummy
2
0
1
Order material
(b) Correct precedence
relationship
9-22
Build
house
2
2
Start
Activity Number
4
3
Activity Time
1
3
Design house
and obtain
financing
7
1
3
1
5
1
6
1
Order &receive
materials
Select
paint
Select
carpet
Finish work
9-23
Critical Path
2
2
Start
1
3
7
1
3
1
A:
B:
C:
D:
4
3
1-2-4-7
3 + 2 + 3 + 1 = 9 months
1-2-5-6-7
3 + 2 + 1 + 1 + 1 = 8 months
1-3-4-7
3 + 1 + 3 + 1 = 8 months
1-3-5-6-7
3 + 1 + 1 + 1 + 1 = 7 months
5
1
6
1
Critical path
2
2
Start
4
3
Finish at 9 months
1
3
7
1
3
1
Start at 3 months
5
1
Finish
6
1
Start at 6 months
9-25
Node Configuration
Activity
number
Activity
duration
Earliest
start
Earliest
finish
Latest
start
Latest
finish
9-26
Activity Scheduling
Earliest start time (ES)
earliest time an activity can start
ES = maximum EF of immediate predecessors
Forward pass
starts at beginning of CPM/PERT network to determine
earliest activity times
9-27
Build house
Start
Finish work
Design house
and obtain
financing
1
3
1
Order and
receive materials
6
5
1
Select carpet
Select paint
9-28
Activity Scheduling
Latest start time (LS)
Latest time an activity can start without delaying critical
path time
LS= LF - t
Backward pass
Determines latest activity times by starting at the end of
CPM/PERT network and working forward
Copyright 2011 John Wiley & Sons, Inc.
9-29
Start
Build house
Finish work
Design house
and obtain
financing
Order and
receive materials
Select carpet
Select paint
9-30
Activity Slack
Activity
LS
ES
LF
EF
Slack S
*1
*2
*4
*7
* Critical Path
9-31
9-32
P(time)
P(time)
Time
P(time)
Time
m=t
Time
Copyright 2011 John Wiley & Sons, Inc.
9-33
Equipment testing
and modification
6,8,10
System
development
Start
3,6,9
Position
recruiting
2,4,12
Manual
testing
2,3,4
Job Training
1,3,5
3,4,5
System
training
3,7,11
2,4,6
System
testing
Final
debugging
10
1,4,7
Finish
11
1,10,13
System
changeover
Orientation
2,2,2
Copyright 2011 John Wiley & Sons, Inc.
9-34
1
2
3
4
5
6
7
8
9
10
11
MEAN TIME
VARIANCE
6
3
1
2
2
3
2
3
2
1
1
8
6
3
4
3
4
2
7
4
4
10
10
9
5
12
4
5
2
11
6
7
13
8
6
3
5
3
4
2
7
4
4
9
0.44
1.00
0.44
2.78
0.11
0.11
0.00
1.78
0.44
1.00
4.00
9-35
1
2
3
4
5
6
7
8
9
10
11
ES
EF
LS
LF
8
6
3
5
3
4
2
7
4
4
9
0.44
1.00
0.44
2.78
0.11
0.11
0.00
1.78
0.44
1.00
4.00
0
0
0
8
6
3
3
9
9
13
16
8
6
3
13
9
7
5
16
13
17
25
1
0
2
16
6
5
14
9
12
21
16
9
6
5
21
9
9
16
16
16
25
25
1
0
2
8
0
2
11
0
3
8
0
9-36
Start
2 0
6 0
3 0
3 2
10 13 17
8 9
7 9
4 8 13
5 16 21
5 6
3 6
6 3
4 5
16
3
Finish
16
1 0
9 9
4 12 16
13
11 16 25
9 16 25
7 3 5
2 14 16
9-37
9-38
9-39
where
= tp = project mean time
= project standard deviation
x = proposed project time
Z = number of standard deviations that
x is from the mean
Copyright 2011 John Wiley & Sons, Inc.
9-40
= tp
Time
9-41
Southern Textile
What is probability that project is completed within 30 weeks?
P(x 30 weeks)
2 = 6.89 weeks
=
6.89
= 2.62 weeks
= 25 x = 30
Z = x-
= 30 - 25
2.62
= 1.91
Time (weeks)
9-42
Southern Textile
What is probability that project is completed within 22 weeks?
P(x 22 weeks)
= 0.1271
0.3729
2 = 6.89 weeks
=
6.89
= 2.62 weeks
x = 22 = 25
Z = x-
= 22 - 25
2.62
= -1.14
Time (weeks)
9-43
Microsoft Project
Popular software package for project
management and CPM/PERT analysis
Relatively easy to use
9-44
Microsoft Project
Click on Tasks
First step;
Start Date
9-45
Microsoft Project
Click on Format then Timescale
to scale Gantt chart.
Create precedence
relationships;
click on predecessor
activity, then
holding Ctrl Key,
click on successor
activity.
Precedence
relationships
Gantt chart;
click on View
to activate
9-46
Microsoft Project
Click on View then
Network Diagram
Critical path
in red
9-47
9-48
Enter % completion
9-49
Activities 1, 2 and 3
100% complete
9-50
Click on PERT
calculator to compute
activity duration
9-51
9-52
9-53
Project Crashing
Crashing
reducing project time by expending additional
resources
Crash time
an amount of time an activity is reduced
Crash cost
cost of reducing activity time
Goal
reduce project duration at minimum cost
9-54
2
8
12
7
4
12
3
4
5
4
6
4
9-55
Crash cost
Crashed activity
$4,000
$3,000
Normal activity
$2,000
$1,000
Normal cost
Normal time
Crash time
|
2
|
4
|
6
|
8
|
10
|
12
|
14
Weeks
9-56
Project Crashing
ACTIVITY
1
2
3
4
5
6
7
NORMAL
TIME
(WEEKS)
CRASH
TIME
(WEEKS)
NORMAL
COST
12
8
4
12
4
4
4
7
5
3
9
1
1
3
$3,000
2,000
4,000
50,000
500
500
15,000
$5,000
3,500
7,000
71,000
1,100
1,100
22,000
$75,000
$110,700
CRASH
COST
TOTAL
ALLOWABLE
CRASH TIME
(WEEKS)
5
3
1
3
3
3
1
CRASH
COST PER
WEEK
$400
500
3,000
7,000
200
200
7,000
9-57
$500
$7000
4
2
8
7
4
12
$400
3
4
$3000
5
4
$200
$200
$500
$7000
2
8
12
$7000
7
4
$400
3
4
$3000
Project Duration:
36 weeks
6
4
TO
Project Duration:
31 weeks
Additional Cost:
$2000
FROM
$7000
12
5
4
$200
6
4
$200
9-58
Time-Cost Relationship
Crashing costs increase as project duration
decreases
Indirect costs increase as project duration
increases
Reduce project length as long as crashing costs
are less than indirect costs
9-59
Time-Cost Tradeoff
Minimum cost = optimal project time
Cost ($)
Indirect cost
Direct cost
Crashing
Time
Project duration
Copyright 2011 John Wiley & Sons, Inc.
9-60
6-61