© 2005 Prentice Hall, Inc. Managing Projects Dr. Mohammad Hamsal.

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  • Managing ProjectsDr. Mohammad Hamsal

  • What is a Project?Task listWBSDefinable things to doHas a define start andend dates (temporary)

  • identifying & achieving specific determined Goals by using Knowledge, Skills, Tools and Techniques What is Project Management?

  • Work Breakdown StructureStart a New Business

  • Project Life Cycle

  • Activity RelationshipsActivity Relationship

    S precedes T, which precedes U

  • Activity RelationshipsActivity Relationship

    S and T must be completed before U can be started

  • Activity RelationshipsActivity Relationship

    T and U cannot begin until S has been completed

  • Activity RelationshipsActivity Relationship

    U and V cannot begin until both S and T have been completed

  • Activity RelationshipsActivity Relationship

    U cannot begin until both S and T have been completed; V cannot begin until T has been completed

  • Activity RelationshipsActivity Relationship

    T and U cannot begin until S has been completed; V cannot begin until both T and U have been completed

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs HospitalCompletion Time

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs Hospital

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalEarliest StartandEarliest Finish Times

  • St. Adolfs HospitalLatest StartandLatest Finish TimesFinishStart

  • St. Adolfs HospitalLatest StartandLatest Finish TimesFinishStart

  • St. Adolfs HospitalLatest StartandLatest Finish TimesFinishStart

  • St. Adolfs HospitalLatest StartandLatest Finish TimesFinishStart

  • St. Adolfs HospitalLatest StartandLatest Finish TimesFinishStart

  • St. Adolfs HospitalLatest StartandLatest Finish TimesFinishStart

  • St. Adolfs HospitalLatest StartandLatest Finish Times

  • St. Adolfs HospitalGantt Charts

  • St. Adolfs HospitalGantt Charts

  • St. Adolfs HospitalActivity Slack

  • St. Adolfs HospitalActivity Slack Analysis

  • St. Adolfs HospitalActivity Slack AnalysisActivity Slack

  • St. Adolfs HospitalActivity Slack AnalysisActivity SlackSlack = LS ES

    or

    Slack = LF EF

  • St. Adolfs HospitalActivity Slack AnalysisActivity SlackSlackK = 63 63

    or

    SlackK = 69 69

  • St. Adolfs HospitalActivity Slack AnalysisActivity SlackSlackK = 0

    or

    SlackK = 0

  • St. Adolfs HospitalActivity Slack Analysis

  • St. Adolfs HospitalActivity Slack AnalysisNode DurationESLS Slack

  • St. Adolfs HospitalActivity Slack AnalysisNode DurationESLS SlackA12022B9000C1012142D10990E2493526F10125341G3522242H4019190I15124836J459590K663630

  • St. Adolfs HospitalCritical Path

  • St. Adolfs HospitalCritical Path

  • Probabilistic Time EstimatesBeta Distribution

  • Probabilistic Time EstimatesNormal Distribution

  • St. Adolfs HospitalProbabilistic Time Estimates

  • St. Adolfs HospitalActivity B

    MostOptimisticLikelyPessimistic(a)(m)(b)7815Probabilistic Time Estimates

  • St. Adolfs HospitalActivity B

    MostOptimisticLikelyPessimistic(a)(m)(b)7815Probabilistic Time Estimates

  • St. Adolfs Hospital

  • St. Adolfs Hospital2 = 1.78 + 1.78 + 2.78 + 5.44 + 0.11 = 11.89

  • St. Adolfs Hospital2 = 1.78 + 1.78 + 2.78 + 5.44 + 0.11 = 11.89From Table Normal Dist.Pz = .8078 .81

  • St. Adolfs Hospital

    1This presentation covers Chapter 8 Planning and Managing Projects. The graphic is based on the example used through the Chapter.70This is the complete Figure 4.13. 34567810The first step is to create the list of activities and the required predecessors.1112Then a network can be drawn. In fact, this step is not strictly necessary for management purposes and large projects are very difficult to represent in this fashion. But it is helpful to visualize this small project in this way. This series builds Figure 4.2.

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    This entire sequence can be automated by selecting automatic advance for each slide and setting the desired delay.

    24242424242424242424242425For comparison we build an AOA network of the same project.

    This series builds Figure 4.3.

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    3232323232313239We start with the completed project as shown in Figure 4.4.39We can then trace all the possible paths through the project.

    This sequence is not shown in the text but can be a useful learning tool for students.3939393939The path with the longest time, B-D-H-J-K, is the critical path.39

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    39

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    45We can calculate the earliest possible starting times and earliest possible finishing times for each activity.46474849The calculations must proceed through the network after earlier activities are calculated. For example, activity D can not start until activity B is complete.5051525354In this way ES and EF times can be completed for the entire network.55In much the same fashion, late start and late finish times can be calculated working backward through the network. This is Example 4.3 in the text.

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    56575859606161Figure 4.8 is a screen shot from Project showing a Gantt chart for Example 4.3.

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    61Figure 4.8 is a screen shot from Project showing a Gantt chart for Example 4.3.6962Having these sets of times it is possible to analyze slack for the network. This starts the presentation of Example 4.4. The series first shows the manual development of activity slack and then presents the screen shot of the Project output, Figure 4.9.

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    686868Using either the ES/LS or EF/LF pairs results in the same analysis.6868

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    68Completing the analysis for the entire network, these are the results.6869The critical path will be the path with zero slack.69727375Often referred to as the PERT technique, the use of probabilistic time estimates allows for additional analysis of the project network.75Often referred to as the PERT technique, the use of probabilistic time estimates allows for additional analysis of the project network.7779This table shows all the expected task times and variances for use in the probabilistic calculations.83This slide advances automatically.

    8586Here Figure 18.9 is overlaid to illustrate the current analysis.

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