Project Management

C17 Project
Management
ISS Project:
Research on human life & production at
space
Complexity: 16 Countries, 34 space
deliveries
Problems: Over budget, Russian economic
Adeyl Khan, Faculty, BBA, NSU
Gantt Chart for Microsoft

Project
Planning and Scheduling

- Gantt Chart
Input Table for Microsoft Project
Project Network for Microsoft Project
Projects
Unique, one-time operations designed to
accomplish a specific set of objectives in a

limited time frame.
A group of milestones or phases, activities
or tasks that support an effort to
accomplish something
JAN
Unique Task
Specific Objective
Variety of Resources
Time bound
Less bureaucratic
FEB
MAR
APR
MAY
Build A
A Done
Build B
B Done
Build C
C Done
Build D
Ship
On time!
Management : Planning, Organizing, Controlling and Measuring

JUN
Project life cycle
Feasibility
Termination
Execution
Planning
Why Software Is Delivered Late?

An unrealistic deadline
Changing but unpredicted customer
requirements
Underestimation of efforts needed
Risks not considered at the project start
Unforeseen technical difficulties
Unforeseen human difficulties
Miscommunication among project staff
Failure to recognize that project is falling
behind schedule
Advantages
Enables us to map out a course of action or
work plan
Helps us to think systematically and
thoroughly
Supports special needs
installation of a new machine!
Pressures for new or improves products or
services
Project Performance/Success
Key Performance Metrics
Time
Cost
Other (quality, utilization )
Key Success Factors
Top-down commitment
A good project manager
Planning
Controlling- Careful tracking and control
Communications
Administrative Issues
Project selection
Project manager selection
Selecting a project team
Planning and designing the project

Organizing
Managing and controlling project Organizational
resources
Deciding if and when a project
should be terminated
alternatives
Manage within
functional unit
Assign a
coordinator
Use a matrix
organization with
a project leader
You are the Project Manager!

Manage
Work, Quality, Human Resources
Time, Communications, Costs
Skills required
Communication, Negotiation, Problem
solving,
Influencing, Leadership, Cultural awareness
Tools Available
Work breakdown structure
Network diagram
Gantt charts
Risk management
Ethical Issues
Temptation to understate costs
Withhold information
Misleading status reports
Falsifying records
Compromising workers safety
Approving substandard work
Work Breakdown Structure
Systematically identify all the work

(WBS)
required for the project
Allows responsibility for the work to be
assigned
owners can define criteria for completing
the specific task
WBS is a hierarchical
arrangement of the products
and services produced during
and by a project.
The project is the highest level
of the WBS while an individual
activity required to create a
product or service is the
lowest level.
Project
Project XX
Level 1
Level 2
Level 3
Level 4
WBS- Newsletter Project

Newsletter
Project Done
Masthead Design
Complete
Designer
Selected
Stories Photos
Complete
Articles Done
Assembly
Printing
Complete
Illustrations Done
Concept
Submitted
Ideas Assembled
Content
Approved
Ideas Approved
Newsletter
Mailed
Questionaire
Mailed
1st Draft
Stories Reviewed
Stories
Approved
14
PERT Chart/Network Diagram

and
PERT: Program
Evaluation
and Review
Critical
Path
Method
Technique
PERT and CPM
Graphically displays project activities

Establish the time estimates
Determine the critical path/critical activities

Show where delays will not affect project
Project Scheduling
15
Network Diagram
Install rough
electrical & plumbing
for a House
Construction Project
Pour
basement
floor
Install
drains
10
9
Erect
frame & roof
Excavate
& pour
footings
Pour
foundation
Lay
flooring
Outputs
project duration
critical activities
slack for each activity
12
Install
kitchen
equipment
Paint
4
Lay
brickwork
Finish
carpeting
Inputs
list of activities
precedence relationships
activity durations
Install
finished
plumbing
Install
drywall
Install
cooling &
heating
11
16
Finish
electrical
work
Finish
roof
Lay
storm
drains
13
14
Finish
floors
Install
roof
drainage
15
Finish
grading
18
Pour
walks;
Landscape
17
Critical Path
How to create a Network

Identify tasks and estimate duration of times
Diagram
Identify a single start and end event
Arrange events in sequence (give events a
unique number)
Establish start and finish times of each task.
Keep in mind the estimates made
Time Estimates
for duration and effort.
Determine float/slack time Deterministic
Time estimates that are
Revise
fairly certain
Probabilistic
Estimates of times that
allow for variation
17
Components of a Network
Diagram
Path
Sequence of activities that leads from the starting node to the

finishing node
any route along the network from start to finish
Critical path
The longest path; determines expected project duration
Critical activities
Activities on the critical path
If a critical activity is delayed, the entire project will be delayed.
Slack/float
Allowable slippage for path; the difference the length of path and
the length of critical path
b
a
e
c
g
j
i
Critical Path?
Activity
Immediate
Predecessor
Activities
Activity
Immediate
Predecessor
Activities
c, e
b, d
b,d
f, g, h
Ex 1: Deterministic time
estimates are given- determine
6 weeks
the Critical
Path
4
2
re
n i tu
Fur p
u
set
8 weeks
ate s
c
Lo ilitie
fac
er e
d
r
r
O
u
t
i
n
fur
Rem
od e
l
11 weeks
3 weeks
In
te
rv
i
4 weeks ew
in
a
r
t
nd
a
re
Hi
9 weeks
3
Move
in
1 week
Path
6
Length Slack
(weeks)
1-2-4-5-6
1-2-5-6
1-3-5-6
18
20
14
Draw Network Diagram,

Determine times
Activity
A1
A2
A3
A4
A5
A6
A7
Start
1
2
1
3
2
4
5
A1, 6 days
End
2
4
3
5
5
5
6
Time
6
6
4
9
13
3
3
ES
0
6
0
4
6
12
19
EF
6
12
4
13
19
15
22
A2, 6 days
LF
6
16
10
19
19
19
22
LS
0
10
6
10
6
16
19
Slack
0
4
6
6
0
4
0
Network
activities
ES: early start

EF: early finish
LS: late start
LF: late finish
4
A6, 3 days
A5, 13 days
A3, 4 days
A4, 9 days
A7, 3 days
6
21
Network Diagram
Advantages
Limitations
Forces managers to
Important activities may
organize
Provides graphic display
of activities
Identifies
Critical activities
Slack activities
be omitted
Precedence relationships
may not be correct
Estimates may include a
fudge factor
May focus solely on
critical path
Computing Algorithm are Used to

determine
Expected project duration
Slack time
Critical path
Probabilistic Time Estimates

Optimistic time- under optimal conditions
Pessimistic time- under worst conditions
Most likely time- Most probable
to
Activity
start
Optimistic
time
tm
te
Most likely
time (mode)
tp
Pessimistic
time
Expected Time & Variance

te
t
+
4t
+t
o
m
p
=
6
te = expected time
to = optimistic time
tm = most likely time
tp = pessimistic time
2
(t
t
)
p o
36
= variance
to = optimistic time
tp = pessimistic time
Example 5
Optimistic
time
2-4-6
b
3-5-7
e
6
32- g
4-6-8
h
Pessimistic
time
5
32- c
4
3
1- a
3-4-5
d
Most likely
time
5-7-9
f
-6
4
3- i
Path Probabilities
Z =
Specified time Path mean

Path standard deviation
Z indicates how many standard deviations

of the path distribution the specified tine
is beyond the expected path duration.
E6: Path Probabilities
17
Weeks
1.00
a-b-c
Weeks
10.0
d-e-f
16.0
Weeks
1.00
g-h-i
13.5
Weeks
Crash shortening activity
Procedure for crashing

Problem: project needs
duration
to be completed earlier
than normal,
What should you do?
Time-cost Trade-offs
which activity durations
should be decreased so
as to minimize additional
costs
1. Crash the project one
period at a time
2. Only an activity on the
critical path
3. Crash the least
expensive activity
4. Multiple critical paths:
find the sum of crashing
the least expensive
activity on each critical
path
Activity Crashing Example

a
d=5
c=8
Activity
Duration
Crashed
Duration
Activity
Cost
Crashed
Cost
40
45
50
54
50
68
30
33
Crashing
Cost/day
Minimum duration = 9 days; Total additional cost = $30

Time-Cost Trade-Offs:
Crashing
Total !!!
cost
Expected indirect costs
Shorten
CRASH
Cumulative
cost of
crashing
Shorten
Optimum
Example 7
6
2
f
9
4
d
10
User Technology for Managing
Computer aided design (CAD)

Projects
Groupware (Lotus Notes)
Project management software
MS Project
Primavera (Oracle)
SAP ..
CA Super Project
Harvard Total Manager
Time Line
Advantages of PM Software
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
Project Risk Management

Risk: occurrence of events that have
undesirable consequences. Common project

risks
Delays
Increased costs
Inability to meet specifications
Project termination
Ris k
identification
Ris k analys is
Ris k planning
Lis t of potential
ris ks
Prioritis ed ris k
lis t
Ris k avoidance
and contingency
plans
Ris k
monitoring
Ris k
as s es s ment
Why projects fail?

The goal of the project
The project is not led
is not defined properly

Lack of change
management
properly
The project reporting is
inadequate or does not
exist
Quality criteria is not
defined or measured
Lack of ownership - It is
not clear who is
responsible for the
project outcome
The progress is not
monitored and
controlled properly.
The moving goalposts
syndrome.
Poor or non-existent
planning
The project is not
resourced as planned
Lack of coordination of
activities
Success steps
1 - You need to define the
6 You need to make it
project clearly
2 - You need to plan the
project
(not to be mixed with
project schedule) A good
plan should include
scheduling as well as many
other points
3 - You need to provide a
way of including
contingency plan
4 - You need a
communication plan
5 - You need a quality plan
clear project managers are

responsible for projects
7 - You need the manage
the project plan
8 - You need to manage
risks and issues
Getting a clear and reliable
what constitutes
Adeyl Khan, definition
Faculty, BBA,ofNSU
A good project manager revisits
risks and issue management

throughout the project lifecycle
9 - You need to monitor
quality
10 - You need to be
prepared that no matter
how well a project is
planned something may go
wrong at some point
Question 1
The project is going according to the plan
and it is nearly completed. Client calls and

says their marketing department had to
make a very small change in the source
file.
It is a corporate brochure translated and
typeset into 10 languages.

And you are new to the company.
Say yes in order to
keep the client happy
Work out the extra cost

& time and try to meet
the deadline. And
inform the client
accordingly
Refuse to undertake the

change as this is not
your fault and your
team is scheduled to
start another project
right after this one
Check your
contingency plan to see
if you can absorb the
request
Question 2
You are a project manager assigned to run a
localisation project. You have never run a

localisation project before. The engineers
tell you that there is no way that they can
estimate how long it will take them. Do you
Accept this
Enrol a night
course in
localisation
Insist that the

project need to be
estimated, making
assumptions
where necessary
Ask to be assigned
to another project
Question 3
You are a running a project for a corporate
client. Jobs that need to be done by the

clients people are always late or not done
as previously agreed. Whose responsibility
is this?
Yours
personally
Your
companys
The
clients
people
The
clients
manageme
nt
How much time does Project

Management take?
Not much. Probably more time is wasted as
a consequence of lack of Project

Management tool than is spent to Plan
adequately, Organize, Control effectively
and Measure appropriately
How long: As long as there are things to do
Statistical Analysis
of PERT/CPM
Method
41
PERT Equations
3 duration time estimates
optimistic (to), most likely (tm), pessimistic (tp)
Activity duration:
mean
te = (to + 4tm + tp) / 6
variance
Vt = [(tp to) / 6]2
Path duration:
mean of path duration = T = te
variance of path duration = 2 = Vt
Project duration, X = T Zpath

Z is number of standard deviations that X is
from the mean.

Example: If the mean duration

of the critical path is 55 days
and the variance of this path is
16, what is the longest the
project should take using a 95%
confidence level?
probability
of being late
.05
Zcp
T
55
X
actual
Project duration
If the expected duration of a project is 40

days and the variance of the critical path is 9
days, what is the probability that the project
will complete
in
in
in
in
less than 45 days?

more than 35 days?
less than 35 days?
between 35 and 45 days?
probability
of being late
Zcp
T
40
45
actual
project
duration
The expected duration of a project is 200
days, and the standard deviation of the

critical path is 10 days. Predict a
completion time that you are 90% sure you
can meet.
Draw a network diagram of your project
(AOA)
Identify the critical path
List the critical activities
46
Summary- A project
will deliver a unique set of Business
and/or technical objectives
Is made up of defined processes & tasks
Will run for set period of time (life cycles)
Has a budget for resources and $s
PERT/Network diagrams tools makes it
easy to manage projects
Project management software available
Work Smart Not Hard !!!
Project scheduling
Split project into tasks and estimate time
and resources required to complete each

task.
Organize tasks concurrently to make optimal
use of workforce.
Minimize task dependencies to avoid delays
caused by one task waiting for another to
complete.
Dependent on project managers intuition
and experience.
Scheduling and Planning

The majority of projects
are 'completed' late, if

at all.
A project schedule is
required to ensure that
required project
commitments are met.
A schedule is required
to track progress
toward achieving these
commitments.
Project manager
must:
define all project tasks
build a network that
depicts their
interdependence
identify the critical
tasks
track the progress of
these tasks
recognize the delay
one day at a time
Perspectives to view Scheduling

End date for completion has been finalized
Only Rough time-frame is given
The relationship between the number
of people working in software project

and overall productivity is not linear
50
Tracking the Project Schedule

It is a road map for the Project
It defines the tasks and milestones
Tracking can be done by:
Conducting periodic project status meetings
Evaluating the results of all reviews
Determining whether milestones were
reached by the scheduled date
Compare actual start date to planned start
date
Meeting informally with professionals to get
their subjective opinion
Using earned value analysis
Scheduling problems
Estimating the difficulty of problems and
hence the cost of developing a solution is

hard.
Productivity is not proportional to the
number of people working on a task.
Adding people to a late project makes it
later because of communication overheads.
The unexpected always happens. Always
allow contingency in planning.
How to Manage Stakeholders

A stakeholder is any person or group who, if
their support were to be withdrawn, could

cause the project to fail.
Get them involved
Keep them informed
Gain their endorsement
Manage
Stakeholde
rs
Risks
Issues
Change
Identify stakeholders
Involve in planning
Establish expectations/accountabili
Formal communication
Gain sign-off
Change and issues resolution
Project reviews
Define project completion
Risk Management
Any factor capable of causing the project to go
off track.
Develop and monitor a Risk Plan
Issues Management
Unresolved issues will drive a project towards
failure and consume a significant part of a
project managers time.
Stakeholders play key role in issues
management and resolution
- Establish Issues log, review, escalation
process
Change Management
Uncontrolled changes to a project will
probably account for up to 30% of a

projects total effort.
If these changes are not managed, the
project will be viewed to be over time and
over budget.
- Establish a Change management process

Project Management

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C17 Project

Gantt Chart for Microsoft

Planning and Scheduling

Input Table for Microsoft Project

Adeyl Khan, Faculty, BBA, NSU

Project Network for Microsoft Project

Adeyl Khan, Faculty, BBA, NSU

accomplish a specific set of objectives in a

Management : Planning, Organizing, Controlling and Measuring

Project life cycle

Adeyl Khan, Faculty, BBA, NSU

Why Software Is Delivered Late?

Pressures for new or improves products or

Adeyl Khan, Faculty, BBA, NSU

Planning and designing the project

You are the Project Manager!

Adeyl Khan, Faculty, BBA, NSU

Adeyl Khan, Faculty, BBA, NSU

Work Breakdown Structure

Systematically identify all the work

Allows responsibility for the work to be

WBS- Newsletter Project

Adeyl Khan, Faculty, BBA, NSU

PERT Chart/Network Diagram

Graphically displays project activities

Determine the critical path/critical activities

How to create a Network

Adeyl Khan, Faculty, BBA, NSU

Sequence of activities that leads from the starting node to the

Adeyl Khan, Faculty, BBA, NSU

Adeyl Khan, Faculty, BBA, NSU

Draw Network Diagram,

ES: early start

Adeyl Khan, Faculty, BBA, NSU

Important activities may

Adeyl Khan, Faculty, BBA, NSU

Computing Algorithm are Used to

Probabilistic Time Estimates

Adeyl Khan, Faculty, BBA, NSU

Expected Time & Variance

Specified time Path mean

Z indicates how many standard deviations

Adeyl Khan, Faculty, BBA, NSU

E6: Path Probabilities

Adeyl Khan, Faculty, BBA, NSU

Crash shortening activity

Procedure for crashing

Adeyl Khan, Faculty, BBA, NSU

1. Crash the project one

Activity Crashing Example

Minimum duration = 9 days; Total additional cost = $30

Adeyl Khan, Faculty, BBA, NSU

Adeyl Khan, Faculty, BBA, NSU

User Technology for Managing

Computer aided design (CAD)

Adeyl Khan, Faculty, BBA, NSU

Adeyl Khan, Faculty, BBA, NSU

Project Risk Management

undesirable consequences. Common project

Adeyl Khan, Faculty, BBA, NSU

Why projects fail?

The project is not led

is not defined properly

The moving goalposts