7/29/2019 Project Management Engineeringcivil.com
1/97
PROJECT MANAGEMENT
PROJECT MANAGEMENT SKILLS
By
San j ay Shar m aB E ( C iv i l E n g i n e e r i n g )
M B A ( In t e r n a t i o n a l B u s i n e s s O p e r a t io n s )
P h M ( In f r a s t r u c t u re M a n a g e m e n t )
7/29/2019 Project Management Engineeringcivil.com
2/97
LECTURE OUT LINE
I n t r o d u ct i o n t o Pr o j e ct M an a g em e n t
To un ders tand t he p r o j ect Li fe Cyc le
1. Project Planning 2. W B S
3. Project Scheduling 4. Project Control
To app ly t oo ls and t echn ique 's Gantt chart /& Mail stone chart
CPM
PERT & Probabilistic Activity Times
Pro j ect Crash in g and T im e-Cost Trade-o f f
Describe how CPM / PERT have developed andmerged together to provide a useful techniquefor managing projects.
7/29/2019 Project Management Engineeringcivil.com
3/97
What is Project?
Definition:
Set of inter-related activities
Unique, one-time operation activity or effort
to plan, implement, and control themanagement of large, one time projects
Application:
Used in Construction, Shipbuilding, Weapons,Systems Development, etc.
Applies to uncertain technology projects Applies to variable cost resource allocation
7/29/2019 Project Management Engineeringcivil.com
4/97
Project Characteristics
Set of Activities
Single unit
Money & Time related
General purpose
High labor skills required
7/29/2019 Project Management Engineeringcivil.com
5/97
Project Elements
Obj ect i ve o f P ro j ect
Managemen t
Sco p e ( Li m i t at i o n s / Bo u n d ar y )
Co n t r a ct r e q u i r e m e n t s Schedules
Resour ces ( Ph ys ica l )
Person ne l ( Psycho log ica l )
Cont ro l Risk and p r ob lem ana lys is
7/29/2019 Project Management Engineeringcivil.com
6/97
Generic Project Life Cycle
7/29/2019 Project Management Engineeringcivil.com
7/97
EXAMPLES OFPROJECTSEXAMPLES OFPROJECTS
7/29/2019 Project Management Engineeringcivil.com
8/97
Examples of ProjectsExamples of Projects
Building construction
7/29/2019 Project Management Engineeringcivil.com
9/97
Examples of ProjectsExamples of Projects
Building construction
New product introduction
99 Nude SandalfootNude Sandalfoot
Medium to Tall (B)Medium to Tall (B)
No nonsenseNo nonsense
Sheertowaistpantyhose
New!Improved!
New!Improved!
7/29/2019 Project Management Engineeringcivil.com
10/97
Examples of ProjectsExamples of Projects
Building construction
New product introduction
Training seminar
7/29/2019 Project Management Engineeringcivil.com
11/97
Examples of ProjectsExamples of Projects
Building construction
New product introduction Training seminar
Research project
7/29/2019 Project Management Engineeringcivil.com
12/97
Examples of Projects
Building construction
New product introduction
Training seminar
Research project
S/W development
Planning concert, football games, orbasketball tournaments
7/29/2019 Project Management Engineeringcivil.com
13/97
Project Scope
Scope statementScope statement
A document that provides an understanding,A document that provides an understanding,justification, and expected result of a projectjustification, and expected result of a project
Statement of workStatement of work
written description of objectives of a projectwritten description of objectives of a project
Work breakdown structureWork breakdown structure
breaks down a project into components,breaks down a project into components,subcomponents, and activitiessubcomponents, and activities
7/29/2019 Project Management Engineeringcivil.com
14/97
What is Project Management? (PM)
PM is the application of knowledge,skills, tools and techniques toproject activities in order to meetproject requirements.
Project Management
is an art.
is a science.
has a set of tools andmethods.
7/29/2019 Project Management Engineeringcivil.com
15/97
Effective Project Managers
Lead by example
Visionaries
Technically
competent
Decisive/pivotal
Good
communicators
Good motivators
Stand up to exert
when necessary
Support team
members Encourage new
ideas
Qualities of Project Manager:Qualities of Project Manager:
Project Manager is the most important member of project team
7/29/2019 Project Management Engineeringcivil.com
16/97
Process of Project Management
Project Planning Project Scheduling Project Control
Project Team made up of individuals from various areas
and departments within a company
Matrix Organization a team structure with members from
functional areas, depending on skillsrequired
7/29/2019 Project Management Engineeringcivil.com
17/97
Mechanism of Planning
Define project objective (SMART)
Define work breakdown structure (WBS) Identify tasks and subtasks -- deliverables
Lowest element stand alone work package
Identify tasks relationship
Identify possible risks
Estimate work packages (people, time, etc.)
Create initial schedule Iterate plan (Procedure)
Document
7/29/2019 Project Management Engineeringcivil.com
18/97
Benefits of the Planning
Framework for communication Clients and coworkers
Allocate resources Personnel, equipment and facilities, budget
Benchmark to measure progress
7/29/2019 Project Management Engineeringcivil.com
19/97
OBJECTIVES OF
PROJECT MANAGEMENT
7/29/2019 Project Management Engineeringcivil.com
20/97
Objectives of Project management
To complete project withinelapsed time
To ensure optimum utilization ofavailable resources without delay
To complete a project with a
minimum of capital investment.
7/29/2019 Project Management Engineeringcivil.com
21/97
PROJECT MANAGEMENTPROCESS
7/29/2019 Project Management Engineeringcivil.com
22/97
Project Management Process
Planning
Objectives
Resources
Work break-down sched.
Organization
7/29/2019 Project Management Engineeringcivil.com
23/97
Project Management Process
Planning
Objectives
Resources
Work break-down sched.
Organization
Scheduling
Project
activities
Start &end times
Network
7/29/2019 Project Management Engineeringcivil.com
24/97
Project Management Process
Planning
Objectives
Resources
Work break-down sched.
Organization
Scheduling
Project
activities Start &
end times
Network
Controlling
Monitor, compare,
revise, action
7/29/2019 Project Management Engineeringcivil.com
25/97
PROJECT PLANNING
7/29/2019 Project Management Engineeringcivil.com
26/97
Project Planning
Establishing objectivesEstablishing objectives
Defining projectDefining project Creating work breakdownCreating work breakdown
structure (WBS)structure (WBS)
Determining resourcesDetermining resources
Forming organizationForming organization
7/29/2019 Project Management Engineeringcivil.com
27/97
Work Breakdown Structure (WBS)
First Step in Project Management Begins with a Work Breakdown
Lists the WHAT of a Project
Begins with Finished Project
Consists of Tree Chart, with Each Branch Listing theWHATs at that Level
Then List Each Task that Must Be Completed toAccomplish the WHAT Start at top, progressively break work down into work
packages
Roll up the packages for bottom up estimating Packages give clear work assignments
Splits work into manageable, logical packages
Make sure packages can be tested for
completeness
7/29/2019 Project Management Engineeringcivil.com
28/97
Project Organization
7/29/2019 Project Management Engineeringcivil.com
29/97
Project Organization
Often temporary structure
Uses specialists from entire company
Headed by project manager Coordinates activities
Monitors schedule
& costs
Permanent
structure called
matrix organization
Acct.Eng. Eng.
Mkt.
Mgr.
7/29/2019 Project Management Engineeringcivil.com
30/97
PROJECT SCHEDULING
7/29/2019 Project Management Engineeringcivil.com
31/97
Project Scheduling
Sequencing activities
Identifying precedence
relationships
Determining activity times
& costs
Estimating material &
worker requirements Determining critical
activitiesJ
F MA
M JJ
Month
Activity
Design
Build
Test
PERT
7/29/2019 Project Management Engineeringcivil.com
32/97
Project Scheduling TechniquesProject Scheduling Techniques
Gantt chart
Critical Path Method(CPM)
Program Evaluation &
Review Technique(PERT)
7/29/2019 Project Management Engineeringcivil.com
33/97
More popu la r Techn iques o f Net w o rk a re :
CPM Critical Path Method
PERT Programme Evaluation and Review Method
LCS Least Cost Method
RAMS Resource Allocation and Multi-projectScheduling
MAP Manpower Allocation Procedure
RPSM Resource Planning and SchedulingMethod
GERT Gr aphica l Eva luat ion an d Rev iewTechn ique
Project Scheduling TechniquesProject Scheduling Techniques
7/29/2019 Project Management Engineeringcivil.com
34/97
PROJECT CONTROL
7/29/2019 Project Management Engineeringcivil.com
35/97
Project Control
Time management Cost management Quality management
Performance management Earned Value Analysis a standard procedure for numerically
measuring a projects progress, forecastingits completion date and cost and
measuring schedule and budget variation Communication Enterprise project management
Periodical check list concerned with:Periodical check list concerned with:
7/29/2019 Project Management Engineeringcivil.com
36/97
GANTT CHART
7/29/2019 Project Management Engineeringcivil.com
37/97
Gantt Chart
Gantt Chart was developed by
Henry Laurence Gantt (1861-1919) wasa mechanical engineer and management
consultant who is most famous fordeveloping the Gantt chart in the1910s. These Gantt charts wereemployed on major infrastructure
projects including the Hoover Dam andInterstate highway system. He refinedproduction control and cost controltechniques.
7/29/2019 Project Management Engineeringcivil.com
38/97
Example of Gantt Chart
| | | | |
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
7/29/2019 Project Management Engineeringcivil.com
39/97
Gantt Chart-Activities in Buy a House
` BUY A HOUSE
LOCATION FINANCINGFIND
HOUSE
1 - Criteria 3- Determine
affordability 6- Type of
House
2- Visit
Locations4
- Determine
mortgage
provider
7
- Find Real
Estate
Agent
5
- Lockup
mortgage
commitment
8- Look for
House
9
- Make
Offer, P&S
Agreem't
10 - Closing
TASK PREDECESSOR
1-criteria 3
2-visit loc. 13-affordability
4-mortgage co 3
5-mortg lock 4
6-type of hse 1
7-real est agent 2, 6
8-look for hse 7
9-offer, P&S 5, 8
10-closing 9
7/29/2019 Project Management Engineeringcivil.com
40/97
Gantt Chart Buy a House
ID Task Name
1 BUY HOUSE
2 LOCATION
3 Determine location criteria
4 Visit key locations
5 FINANCING
6 Determine affordability
7 Assess Mortagg Provider
8 Secure Mortagg Commitmt
9 FIND HOUSE
10 Type of House
11 Find RealEstate Agent
12 Look for House
13 Make Offer, P&S Agreement
14 Closing
2/5
2/5
2/5
2/14
2/5
2/24
M T W T F S S M T W T F S S M T W T F S S M T W T
ek 1 Week 2 Week 3 Week 4
Simple Gantt Chart ViewSimple Gantt Chart ViewSimple Gantt Chart View
TASK PREDECESSOR
1-criteria 3
2-visit loc. 1
3-affordability
4-mortgage co 3
5-mortg lock 4
6-type of hse 1
7-real est agent 2, 6
8-look for hse 7
9-offer, P&S 5, 8
10-closing 9
7/29/2019 Project Management Engineeringcivil.com
41/97
CPM & PERTCPM & PERT
7/29/2019 Project Management Engineeringcivil.com
42/97
CPM & PERTCPM & PERT
Network techniques
Developed in 1950s
CPM by DuPont for chemical plants In 1957
suitable for Civil & Mechanical Projects PERT by U.S. Navy for Polaris missile in 1958
consulting with M/s Booz, Allen & Hamilton
Consider precedence relationships &
interdependencies Each uses a different estimate of activity
times
7/29/2019 Project Management Engineeringcivil.com
43/97
CPM & PERT StepsCPM & PERT Steps
Identify activities
Determine sequence
Create network Determine activity times
Find critical path Earliest & Latest start times
Earliest & Latest finish times Slack or Float
7/29/2019 Project Management Engineeringcivil.com
44/97
Completion date?
On schedule? Within budget?
Probability of completing by ...?
(Duration)
Critical activities?
Enough resources available?
How can the project be finished earlyat the least cost?
Questions Answered by PERT & CPMQuestions Answered by PERT & CPM
7/29/2019 Project Management Engineeringcivil.com
45/97
Constructing NetworksConstructing Networks
7/29/2019 Project Management Engineeringcivil.com
46/97
Graphical Representation ofEvents and Activities
Flow Charting - Uses Nodes andArrows
Arrows
An arrow leads from tail to headdirectionally
Nodes
A node is represented by a circle or any
mathematical symbol
ArrowNode
7/29/2019 Project Management Engineeringcivil.com
47/97
Activity On Node (AON)
Task is Represented by Node as theCompletion of an Activity
Arrows Represent the Sequential
Linkages Between Activities For Example, Node 1 is Begin, Node 2
is Complete Task 1, Node 3 isComplete Task 2
1 2 3
7/29/2019 Project Management Engineeringcivil.com
48/97
Activity On Arrow (AOA)
Task is Represented by an ArrowBounded on Either End by a Node(Event)
Each Event is Identified by a Number The Activity is Designated by the
Leading Event Number and theFollowing Event Number - i.e. Activity
1 - 2
1 2
7/29/2019 Project Management Engineeringcivil.com
49/97
Designating Task Relationships
Sequential vs. Concurrent Activities
1 2 3
1
2
3
4
Sequential Task Relationship
Concurrent Task Relationships
7/29/2019 Project Management Engineeringcivil.com
50/97
Designating DUMMY Activities
Represented by Dashed Arrows
Show Sequential Relationships
Among Tasks, but Take No time orResources
1
2
3
4
Dummy Activity 2-3
indicates that both
Activities 1-2 and 2-3 must
be Completed beforebeginning Activity 3-4
7/29/2019 Project Management Engineeringcivil.com
51/97
Network TermsNetwork Terms
224 Years
Activity(Arrow)
RegisterReceive
degree
Project: Obtain a college degree - B. Tech.
Event (Node)
Attend class,study etc.
11
Event (Node)
7/29/2019 Project Management Engineeringcivil.com
52/97
Activity
Relationships
Activity
Relationships
7/29/2019 Project Management Engineeringcivil.com
53/97
Activity RelationshipsActivity Relationships
11
7/29/2019 Project Management Engineeringcivil.com
54/97
Activity RelationshipsActivity Relationships
11A
B
A & B can occurconcurrently
22
33
7/29/2019 Project Management Engineeringcivil.com
55/97
Activity RelationshipsActivity Relationships
11 44
22
33
A
B
AC
A must be donebefore C & D can
begin
D
7/29/2019 Project Management Engineeringcivil.com
56/97
Activity RelationshipsActivity Relationships
11 44
22
33
A
B E
C
B & C must be donebefore E can begin
D
7/29/2019 Project Management Engineeringcivil.com
57/97
Activity RelationshipsActivity Relationships
11 44
22
33
A
B E
C
A must be donebefore C & D can
begin
A & B can occurconcurrently
D
B & C must be donebefore E can begin
7/29/2019 Project Management Engineeringcivil.com
58/97
Dummy ActivitiesDummy Activities
Activities are defined often bybeginning & ending events
Example: Activity 2-3
Every activity must have unique pairof beginning & ending events
It is an imaginary activityIt is an imaginary activity
Consume no Time or ResourcesConsume no Time or Resources
Dummy activities maintain precedence orDummy activities maintain precedence or
logical sequence of activities.logical sequence of activities.
7/29/2019 Project Management Engineeringcivil.com
59/97
Dummy ActivitiesExample
Dummy ActivitiesExample
7/29/2019 Project Management Engineeringcivil.com
60/97
Dummy Activities ExampleDummy Activities Example
111 4443331-2
2-3
Incorrect
2222-3
3-4
7/29/2019 Project Management Engineeringcivil.com
61/97
Dummy Activities ExampleDummy Activities Example
Different activities;
same designation
111 444333
1-2
2-3Incorrect
2222-3
3-4
7/29/2019 Project Management Engineeringcivil.com
62/97
Dummy Activities ExampleDummy Activities Example
Incorrect
111 444222
333
555
1-2
2-3
2-4 4-5
3-4: Dummy
activity
Correct
111 444333
1-2
2-3
222 2-3
3-4
7/29/2019 Project Management Engineeringcivil.com
63/97
Some more Example of Dummy Activities
Ex I
A Pr i n t i ng i nv i t a t i on Ca rds
B Co l lect ion o f Add r ess
C D ispa t ch ing o f Card s
222
111
333 444BB
A
CC
2-3: Dummy
activity
S E l f D
7/29/2019 Project Management Engineeringcivil.com
64/97
Some more Example of DummyActivities
Ex II
I f A & E a r e co n cu r r e n t
B i s a f t e r A & E and
F i s a f t e r E
EE
A
FF
BB
L b li th E t b
7/29/2019 Project Management Engineeringcivil.com
65/97
Labeling the Events byDr. Fulkersons Rules:
Numbering the events by DR. Fulkersons ru les: There is a single initial event in the net work diagram.
This initial event will have arrows coming out of it andnone entering it. Number this initial event as 1.
Neglect all the arrows emerging out of the initialevent numbered 1. Doing so, it will apparently
provide one or more new initial events. Number these apparently produced new initial events
as 2, 3, 4 etc. Again neglect all emerging arrows from these
numbered events. This will create few more initialevens.
Follow rule 3. Continue this operation until the last event, which hasno emerging arrows, is numbered.
7/29/2019 Project Management Engineeringcivil.com
66/97
Numbering the Events
AA
mmm nnn
ooo
ppp
qqq
rrr
sss tttBB
CC
AA GG
DD
FF
II
HH
JJ
7/29/2019 Project Management Engineeringcivil.com
67/97
Network ExampleNetwork Example
Youre a project manager for Bechtel.Construct the network.
Activity PredecessorsA --B AC AD B
E BF CG DH E, F
7/29/2019 Project Management Engineeringcivil.com
68/97
Network Example - AONNetwork Example - AON
A
C
E
F
B
DG
H
Z
7/29/2019 Project Management Engineeringcivil.com
69/97
Network Example - AOANetwork Example - AOA
2
4
51
3 6 8
7 9
A
C F
EB
D
H
G
ActivityActivity PredecessorsPredecessors
AA ----BB AA
CC AA
DD BB
EE BB
FF CC
GG DD
HH E, FE, F
Rough arrow diagramRough arrow diagram
7/29/2019 Project Management Engineeringcivil.com
70/97
2
4
51
3 6
7A
C F
EB
D
H
G
Network Example - AOANetwork Example - AOA
Final Arrow DiagramFinal Arrow Diagram
7/29/2019 Project Management Engineeringcivil.com
71/97
C P M Technique - foretaste
Activity oriented technique Single Time estimation Designed for repetitive projects Not Statistically analyzed
Demarcates critical activities Dummy activities are not necessary Employs words like arrow diagram,
nodes and floats etc
Suitable for industrial settings, plantmaintenance, civil constructionprojects etc.
Critical Path AnalysisCritical Path Analysis
7/29/2019 Project Management Engineeringcivil.com
72/97
Critical Path AnalysisExample
Critical Path AnalysisExample
EventID
Pred. DescriptionTime(Wks)
A None Prepare Site 1
B A Pour fdn. & frame 6
C B Buy shrubs etc. 3
D B Roof 2
E DDo interior work
3F C Landscape 4
G F, E Move In 1
7/29/2019 Project Management Engineeringcivil.com
73/97
Critical Path Analysis ExampleCritical Path Analysis Example
EventID
Acty.. DescriptionTime(Wks)
A 1 - 2 Prepare Site 1
B 2 - 3 Pour fdn. & frame 6
C 3 - 4 Buy shrubs etc. 3
D 3 - 5 Roof 2
E 5 - 6Do interior work
3F 4 - 6 Landscape 4
G 6 - 7 Move In 1
7/29/2019 Project Management Engineeringcivil.com
74/97
2
4
5
1 3 6 7A.1
C.3 F.4
E.3
B.6
D.2
G.1
Critical Path Analysis ExampleCritical Path Analysis Example
EventID
Acty..
A 1 - 2
B 2 - 3C 3 - 4
D 3 - 5
E 5 - 6
F 4 - 6G 6 - 7
Different paths from network:Different paths from network:
11--22--33--44--66--77 -- 15 (Critical Path)15 (Critical Path)
11--22--33--55--66--77 -- 1313
7/29/2019 Project Management Engineeringcivil.com
75/97
Earliest Start Time & Finish StepsEarliest Start Time & Finish Steps
Begin at starting event & work forward
EST = 0 for starting activities
EST is earliest start
EFT = EST + Activity time EFT is earliest finish
EST = Maximum EFT of allpredecessors for non-starting activities
7/29/2019 Project Management Engineeringcivil.com
76/97
Latest Start Time & Finish StepsLatest Start Time & Finish Steps
Begin at ending event & workbackward
LFT = Maximum EFT for endingactivities
LFT is latest finish; EFT is earliest finish
LST = LFT - Activity time LST is latest start
LFT = Minimum LST of all successorsfor non-ending activities.
E li L & Sl k d i
7/29/2019 Project Management Engineeringcivil.com
77/97
Earliest, Latest & Slack durationsEarliest, Latest & Slack durations
Activity ES EF LS LF Slack
A 1-2 0 1 0 1 0
B 2-3 1 7 1 7 0C 3-4 7 10 7 10 0D 3-5 7 9 9 11 2E 5-6 9 11 11 14 3
F 4-6 10 14 10 14 0G 6-7 14 15 12 15 0
Earliest LatestAct.
Dura.
1
63
23
41
7/29/2019 Project Management Engineeringcivil.com
78/97
PERT
&Time Estimates
7/29/2019 Project Management Engineeringcivil.com
79/97
Event oriented technique Three time estimation
Use of dummy activities are required representing the proper sequence
A probabilistic model with uncertaintyin activity duration
Analyzed statistically
Employs words Network diagram,events and Slack etc
PERT Technique - foretaste
7/29/2019 Project Management Engineeringcivil.com
80/97
Activity Time Estimates
CPM - One Time Estimate perActivity
PERT - Three Time Estimates per
Activity to = Optimistic Time Estimate
tm = Most Likely Time Estimate
tp = Pessimistic Time Estimate
Can Calculate Activity Mean TimeEstimate and Variance
7/29/2019 Project Management Engineeringcivil.com
81/97
PERT Time Estimates
Activity Mean Time Estimate = te Activity Variance Estimate = Sigma
e
te = (to + 4tm + tp)/6
Sigmae
= (tp
- to
)/6
Can Use Central Limit Theorem to Estimate Project Time
7/29/2019 Project Management Engineeringcivil.com
82/97
21
Fid
Ft
t
Ff
E2
L2
E1
L1
Computing the Float value
l k l i
7/29/2019 Project Management Engineeringcivil.com
83/97
Example Network Flow Diagram
7
6
5
4
3
2
1
B
A
E
C
D
G
F
H
I
J
7/29/2019 Project Management Engineeringcivil.com
84/97
Example Activity Characteristics
A 1 - 2 1 0 1 2 1 4 1 2 2 / 3
B 1 - 3 9 1 1 1 3 1 1 2 / 3
C 2 - 4 1 3 1 1 4 5 / 3
D 2 - 5 1 8 9 7 4 / 3
E 3 - 4 1 7 1 3 7 6 / 3
F 3 - 6 5 1 0 1 5 1 0 5 / 3
G 4 - 5 8 1 3 1 8 1 3 5 / 3
H 4 - 6 1 7 1 9 8 9 / 3
I 5 - 6 6 1 0 2 0 1 1 7 / 3
J 6 - 7 6 1 0 1 4 1 0 4 / 3
Activity a m b te Sigmae
7/29/2019 Project Management Engineeringcivil.com
85/97
Example Network Flow Diagram
7
6
5
4
3
2
1
te =11
te =12
te =7
te =7
te =13
te =10
te =8
te =11
te =10
te =4
7/29/2019 Project Management Engineeringcivil.com
86/97
Earliest Start Time & Finish StepsEarliest Start Time & Finish Steps
Begin at starting event & work forward
EST = 0 for starting activities
EST is earliest start EFT = EST + Activity time
EFT is earliest finish
EST = Maximum EFT of all
predecessors for non-starting activities
7/29/2019 Project Management Engineeringcivil.com
87/97
Example Network Flow Diagram
7
6
5
4
3
2
1
te =11
te =12
te =7
te =7
te =13
te =10
te =8
te =11
te =10
te =4
ES=12
ES=52
ES=42
ES=31
ES=18
ES=11
ES=0
7/29/2019 Project Management Engineeringcivil.com
88/97
Latest Start Time & Finish StepsLatest Start Time & Finish Steps
Begin at ending event & workbackward
LFT = Maximum EFT for endingactivities
LFT is latest finish; EFT is earliest finish
LST = LFT - Activity time
LST is latest start
LFT = Minimum LST of all successorsfor non-ending activities.
7/29/2019 Project Management Engineeringcivil.com
89/97
Example Activity Characteristics
1 - 2 1 0 1 2 1 4 1 2 2 / 3 0 2 1 2 1 4
1 - 3 9 1 1 1 3 1 1 2 / 3 0 0 1 1 1 1
2 - 4 1 3 1 1 4 5 / 3 1 2 1 4 1 6 1 8 2 - 5 1 8 9 7 4 / 3 1 2 2 4 1 9 3 1
3 - 4 1 7 1 3 7 6 / 3 1 1 1 1 1 8 1 8
3 - 6 5 1 0 1 5 1 0 5 / 3 1 1 3 2 2 1 4 2
4 - 5 8 1 3 1 8 1 3 5 / 3 1 8 1 8 3 1 3 1
4 - 6 1 7 1 9 8 9 / 3 1 8 3 4 2 6 4 2
5 - 6 6 1 0 2 0 1 1 7 / 3 3 1 3 1 4 2 4 2
6 - 7 6 1 0 1 4 1 0 4 / 3 4 2 4 2 5 2 5 2
to tm tp te Sigmae EST EFT LFTLST
Example Network Flow Diagram
7/29/2019 Project Management Engineeringcivil.com
90/97
a p e et o o ag aWith Critical Path
7
6
5
4
3
2
1
t1-3=11
0|0|11|11
t1-2
=12
0|2|12|14
t3-4=7
11|11|18|18
t2-5=7
12|24|19|31
t4-5=1318|18|31|31
t3-6=1011|32|21|42
t4-6=8
18|34 |26|42
t5-6
=11
31|31|42|42
t6-7=10
42|42|52|52
t2-4=4
12|14|16|18
ES|LS|EF|LF
7/29/2019 Project Management Engineeringcivil.com
91/97
21
Fid
Ft
t
Ff
E2
L2
E1
L1
Computing the Float value
Distinction between CPM & PERT
7/29/2019 Project Management Engineeringcivil.com
92/97
Distinction between CPM & PERT
Activity oriented technique. It has one time estimate. Designed for repetitive
projects. Not statistically analyzed.
It demarcates critical activities.
It employs words like arrowdiagram, node, floats etc.
Dummy activities are notnecessary.
Suitable for industrial settings,plant maintenance, civilconstruction projects.
A deterministic model with wellknown activities times basedon past experience.
Cost is not directly proportionalto time and const is thecontrolling factor.
Event oriented technique. It has three time estimation. Suitable for non-repetitive
projects. Analyzed statistically. It does not demarcated critical
and non-critical activities.
It employs words like networkdiagram, events Slack etc.
Use of dummy activities arerequired representing theproper sequence.
Suitable for defense projectsand R & D etc. Where
activities cannot be predicted. A probabilistic model with
uncertainty in activitiesduration
Cost varies directly with timeand time is the controllingfactor.
C P MC P M P E R TP E R T
7/29/2019 Project Management Engineeringcivil.com
93/97
Benefits &
Limitationsof PERT/CPM
Benefits &
Limitationsof PERT/CPM
B fit f PERT/CPMBenefits of PERT/CPM
7/29/2019 Project Management Engineeringcivil.com
94/97
Benefits of PERT/CPMBenefits of PERT/CPM
Useful at many stages of projectmanagement
Mathematically simple
Use graphical displays
Give critical path & slack time
Provide project documentation Useful in monitoring costs and time
7/29/2019 Project Management Engineeringcivil.com
95/97
Limitations of PERT/CPMLimitations of PERT/CPM
Clearly defined, independent, &stable activities
Specified precedence relationships
Activity times (PERT) followbeta distribution
Subjective time estimates
Over emphasis on critical path
C l iC l i
7/29/2019 Project Management Engineeringcivil.com
96/97
ConclusionConclusion
Explained what a project is
Summarized the CPM / PERT projectactivities and their time estimates
Drew project networks
Compared PERT & CPM
Determined slack & critical path
Computed project probabilities
7/29/2019 Project Management Engineeringcivil.com
97/97
THANK YOU
Top Related