Project Mngt

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    Presented by: Hemant BhagatBatch: XMBA01

    10/7/2011

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    Project Elements

    O bjectiveScopeContract requirementsSchedulesResources

    PersonnelControlRisk and problem analysis

    3

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    Ch aracteristic of a project

    A project is a temporary endeavour involving a connected sequence of activities and a range of resources, which is designed to achieve a

    specific and unique outcome and which operates within time, costand quality constraints and which is often used to introducechange.

    4

    A unique, one-time operational activity or effortRequires the completion of a large number of interrelated activities

    Established to achieve specific objectiveResources, such as time and/or money, are limited

    Typically has its own management structure Need leadership

    Project

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    Examplesy constructing houses, factories, shopping malls,

    athletic stadiums or arenasy developing military weapons systems, aircrafts,

    new shipsy launching satellite systemsy constructing oil pipelinesy developing and implementing new computer

    systemsy planning concert, football games, or basketball

    tournamentsy introducing new products into market

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    Project Management ProcessProject planningProject schedulingProject controlProject teamy made up of individuals from various areas and departments within a

    companyMatrix organizationy a team structure with members from functional areas, depending on

    skills requiredProject Manager y most important member of project teamScope statementy a document that provides an understanding, justification, and

    expected result of a projectStatement of worky

    written description of objectives of a projectO rganizational Breakdown Structurey a chart that shows which organizational units are responsible for work

    itemsResponsibility A ssignment Matrixy shows who is responsible for work in a project

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    Mapping of Project Management ProcessProcess GroupKnowledge Area

    Initiating Planning Executing Controlling Closing

    Project Scope

    Management

    Project Plan

    Development

    Project Plan

    Execution

    Integrated Change

    Control

    Project ScopeManagement

    Initiation Scope PlanningScope Definition

    Scope VerificationScope Change

    Control

    Project TimeManagement

    Activity DefinitionActivity SequencingActivity Duration

    EstimatingSchedule Development

    Schedule Control

    Project CostManagement Resource PlanningCost EstimatingCost Budgeting

    Cost Control

    Project QualityManagement

    Quality Planning Quality Assurance Quality Control

    Project HumanResourceManagement

    Organizational PlanningStaff Acquisition

    Team Development

    ProjectCommunicationsManagement

    CommunicationsPlanning

    InformationDistribution

    PerformanceReporting

    AdministrativeClosure

    Risk ProjectManagement

    Risk ManagementPlanning

    Risk IdentificationQualitative Risk AnalysisQuantitative Risk

    AnalysisRisk Response Planning

    Risk Monitoringand Control

    Project ProcurementManagement

    Procurement PlanningSolicitation Planning

    SolicitationSource SelectionContract

    Administration

    Contract Closeout

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    Project Sc h eduling

    Stepsy Define activitiesy

    Sequenceactivitiesy Estimate timey Develop

    schedule

    Techniquesy Gantt charty

    CPMy PER Ty Microsoft Project

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    G antt Ch art

    Graph or bar chart with a bar for eachproject activity that shows passage of timeProvides visual display of project scheduleSlacky amount of time an activity can be delayed without

    delaying the project

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    Example of G antt Ch art

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    | | | | |Activity

    Design houseand obtainfinancing

    Lay foundation

    Order andreceivematerials

    Build house

    Select paint

    Select carpet

    Finish work

    00 22 44 66 88 1010MonthMonth

    MonthMonth11 33 55 77 99

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    Project C ontrol

    T ime managementCost management

    Quality managementPerformance managementy Earned Value A nalysis

    a standard procedure for numerically measuring aprojects progress, forecasting its completion date and

    cost and measuring schedule and budget variationCommunicationEnterprise project management

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    C PM/PER TCritical Path Method (CPM)y E I Du Pont de Nemours & Co. (1957) for construction of

    new chemical plant and maintenance shut-downy Deterministic task timesy A ctivity-on-node network constructiony Repetitive nature of jobsProject Evaluation and Review Technique (PER T )y U S Navy (1958) for the P OLA RIS missile programy Multiple task time estimates (probabilistic nature)y A ctivity-on-arrow network constructiony

    Non-repetitive jobs (R & D work)

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    Project NetworkA ctivity-on-node( AO N)y nodes represent

    activities, and arrowsshow precedencerelationships

    A ctivity-on-arrow( AOA )y arrows represent

    activities and nodes areevents for points in time

    Eventy completion or

    beginning of an activityin a project

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    1 32

    BranchBranch

    NodeNode

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    Concurrent Activities

    Concurrent Activities

    2 3

    Lay foundationLay foundation

    Order materialOrder material

    (a)(a) Incorrect precedenceIncorrect precedencerelationshiprelationship

    (b)(b) Correct precedenceCorrect precedencerelationshiprelationship

    3

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    DummyDummyLayLayfoundationfoundation

    Order materialOrder material

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    22 00

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    AON Network for House Building

    Project

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    13

    22

    43

    31 5

    1

    61

    71Start

    Design house

    and obtainfinancing

    Order and receivematerials Select paint

    Select carpet

    Lay foundations Build house

    Finish work

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    18

    1

    3

    22

    43

    31 5

    1

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    71Start

    C ritical Path

    Critical pathCritical pathLongest path throughLongest path througha networka networkMinimum projectMinimum projectcompletion timecompletion time

    A: A: 11--22--44--773 + 2 + 3 + 1 = 9 months3 + 2 + 3 + 1 = 9 monthsB:B: 11--22--55--66--77

    3 + 2 + 1 + 1 + 1 = 8 months3 + 2 + 1 + 1 + 1 = 8 monthsC:C: 11--33--44--77

    3 + 1 + 3 + 1 = 8 months3 + 1 + 3 + 1 = 8 monthsD:D: 11--33--55--66--77

    3 + 1 + 1 + 1 + 1 = 7 months3 + 1 + 1 + 1 + 1 = 7 months

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    Activity Start Times

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    22

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    31 5

    1

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    71Start

    Start at 3 monthsStart at 6 months

    Start at 5 months

    Finish at 9 months

    Finish

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    Mode C onfiguration

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    1 0 3

    3 0 3

    Activity number

    Activity duration

    Earliest start

    Latest start

    Earliest finish

    Latest finish

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    F orward Pass

    Start at the beginning of CPM/PER T networkto determine the earliest activity times

    Earliest Start T ime (ES)y earliest time an activity can starty ES = maximum EF of immediate predecessors

    Earliest finish time (EF)y earliest time an activity can finishy earliest start time plus activity time

    EF= ES + t

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    Earliest Activity Start and

    F inis h Times

    22

    1 0 3

    1

    2 3 5

    2

    3 3 41 5 5 6

    1

    4 5 8

    3

    6 6 7

    1

    7 8 9

    1

    Start

    Design houseand obtainfinancing

    Select pain

    Lay foundations

    Select carpet

    Build house

    Finish work

    Order and receivematerials

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    Latest Activity Start and

    F inis h Times

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    1 0 3

    1 0 3

    2 3 5

    2 3 5

    3 3 4

    1 4 5 5 5 6

    1 6 7

    4 5 8

    3 5 8

    6 6 7

    1 7 8

    7 8 9

    1 8 9

    Start

    Design houseand obtainfinancing

    Select pain

    Lay foundations

    Select carpet

    Build house

    Finish work

    Order and receivematerials

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    Activity Slack

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    * C ritical Path* C ritical Path

    00009999999988888888*7*7*7*7111177778888666677776666

    111166667777555566665555

    00008888888855555555*4*4*4*4

    111144445555333344443333

    00005555555533333333*2*2*2*2

    000033333333

    00000000*1*1*1*1

    S lack SS lack SEFEFLFLFESESLSLSActivityActivity

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