Project Management - Bradley University
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Transcript Project Management - Bradley University
Project
Management
Ross L. Fink
Definition of Project
A project
is a specific, finite task to be
accomplished.
Brief History
Modern
Project Management can be
traced to the “Manhattan” project.
Early project management dealt with large
complex projects or R&D (weapons
systems)
Today -- Project management is more
important than ever.
Importance of Project
Management Today
More
customization in manufacturing
Shorter product life cycles
Use in service organizations
Nonprofit sector
Why Project Management?
Better
control
Better customer relations
Shorter development time
Lower costs
Higher quality and reliability
Higher profits
Better interdepartmental
coordination
Better worker morale
Characteristics of a Project
One-time focus
Specific purpose and desired results
Identifiable start and finish
Time fence (or due-date) for completion
Involvement of cross-functional work team
Limited set of resources
Logical sequence of events
A clear client (user, customer) of results
Project Management Tools
Major
tools developed in the 1950s
PERT - Program Evaluation and Review
Technique - Polaris Missile (NAVY)
CPM - Critical Path Method (CPM) DuPont and Remington Rand Maintenance of Chemical Plant
Project Performance Objectives
PCT
Objectives
“Good, Fast, Cheap”
Performance
Cost
Time
Reason for Project Failures
Unrealistic
expectations
Poor project leadership
Poor project planning
The Project Manager is
Responsible to
Superiors
Team
Customer
or Sponsor of project
A Project Manager Needs to:
Communicate Importance of project
Role others play in project
Importance of their contribution
With customers
Understand project
dimensions Technical
Cultural
Political
Work Breakdown Structure
(WBS)
Breaks the Program (or Project) into
smaller and smaller units of work. The
following are common levels of work:
Program
Project
Task
Subtask
Work Package
Why Use WBS
Provides
a logical means of identifying the
activities of a project
Provides structure to the project plan
Different levels of WBS can be used for
control by different individuals
Types of WBS
Outcome
(things)
Task
Task-outcome
WBS Procedure
Simply
ask “What will have to be done in
order to _________ “
Don’t worry about sequencing at this point
Stopping Rules For WBS
Level
of detail is too great to be useful
Control to smallest time unit used for
control
Typically, no more than 5 to 6 levels is
appropriate
For large project, no more than 20
PERT Diagrams
PERT
(or Network) diagrams showing the
relationship between activities
There are more than one way of
constructing these networks, we will use
what is called activities-on-the-node (AON)
or activities-in-the-box. This is the same
as MS Project
PERT Diagram Notation
Box
or circle (node) represents the activity
Arrow (arc) represents the relationship
between activities
Example
Activity
A
Immediate
Predecessor
--
B
A
C
A
D
B,C
E
C
PERT Diagram
B
D
C
E
A
Modeling Time
Simple model assumes times are
deterministic (constant)
More elaborate models allow stochastic
representation (most common being one
that uses 3 time estimates)
Example
Activity
A
Immediate
Predecessor
--
B
A
3
C
A
5
D
B,C
4
E
C
5
Total
Time
4
21
Example - Maximum Time
Sequential
Sum
of all task times
In our example: 21 periods
Finding time
ES
and EF go forward through PERT
diagram (ES + Time= EF)
LS and LF go backwards through PERT
diagram (LF - Time = LS)
Slack is LS - ES or LF - EF
PERT Diagram
B
D
C
E
A
PERT Diagram with Times
B
D
4
7
9
13
7
10
10
14
4
3
4
B
D
End
A
A
0
4
0
4
5
5
C
E
C
Project completion
tim e = 14
E
4
9
9
14
4
9
9
14
Critical Path
A-C-E
Significance--critical
path determines
project completion time
Example in MS Project