pm fundamentals
Post on 08-Mar-2016
219 Views
Preview:
DESCRIPTION
TRANSCRIPT
-
prepared and presented by
Dr. Aries Firman21 November2015
-
What is a Project
What is Project Management
Objectives and tradeoffs
Planning and Control in Projects
Scheduling Methods
Constant-Time Networks
CPM Method
Use of Project Management Concepts
AFF-SBM ITB- Nov 2015 2
-
Unique item - often a single unit.
Often located on one place. The unit does not move during production.
Resources are brought to the project.
May be of any size, although we focus on large projects.
AFF-SBM ITB- Nov 2015 3
-
Commonalities between Projects & Operations Performed by people Constrained by limited resources Planned, executed an controlled
Operations and Projects differ Operations are ongoing and repetitive Projects are temporary and unique
A Project is a temporary and intensely serious attempt undertaken to create a unique product or service Temporary definite beginning and end Unique different in some distinguishing
characteristic Project Management is generally perceived to be
concerned with planning, organization, and control of an ongoing process or activity
AFF-SBM ITB- Nov 2015
Resources used in projects are time, finance, materials, tools &
machinery, and personnel
4
-
Project Management reflects a commitment of resources and people to a typically important activity for a relatively short time frame, after which the management effort is dissolved
Project Management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project
Meeting or exceeding stakeholder needs and expectations invariably involves balancing competing demands among Scope, time, cost, and quality Stakeholders with differing needs and expectations Identified needs and unidentified expectations
Client Relations Challenge
AFF-SBM ITB- Nov 2015 5
-
AFF-SBM ITB- Nov 2015
Project Management - Subject CoverageSubject coverage includes but is not limited to:
Pre-project activities (e.g. feasibility studies and industry benchmarking)
Project proposals and initial analysis
Project conception and design
Project management models
Post-deployment review and documentation
Project types:
Short-term, long-term, open-ended
Engineering, production, service, construction
Public sector programs and campaigns
Public/private sector partnerships
Consultancy projects
Mergers and acquisitions
Public relations campaigns
Humanitarian aid programs
Film and multimedia production
Particular events (eg. Olympics, space missions, product launches)
Disasters
Virtual projects
6
-
AFF-SBM ITB- Nov 2015
Project management functions, issues,
themes and techniques, including:Budgeting
Communication and collaboration
Current and emerging standards
Facilities and equipment support
HRM challenges
Organization change projects
Marketing and branding strategies
Negotiation skills
Outsourcing and alliances
Project coordination and scheduling
Project governance
Project knowledge management
Project management teams
Project review and evaluation
Quality assurance and testing
Resource allocation
Risk assessment and management
Scheduling
Software and systems
Time and cost estimating
Web-based PM
7
-
A wedding
A divorce
Building construction
Bridge construction
Build aircraft carrier
R&D project
Audit
AFF-SBM ITB- Nov 2015
New product
introduction
Open or close a
facility
Make a movie
Fund raising
campaign
Ad campaign
Software installation
8
-
AFF-SBM ITB- Nov 2015
Meet the
specifications
Meet the
Deadline--schedule
Due Date!
Stay within
the budget
9
-
AFF-SBM ITB- Nov 2015
Planning
Scheduling
Execution
10
-
I. PROJECT PLANNING:
defines the work that will be done on the project and who will do it.
II. PROJECT SCHEDULING
Estimates and project schedules (A Part of project Planning)
AFF-SBM ITB- Nov 2015 11
-
Identify the project customer
Establish the end product or service
Set project objectives
Estimate total resources and time required
Decide on the form of project organization
Make key personnel appointments
Define major tasks required
Establish a budget
AFF-SBM ITB- Nov 2015 12
-
Develop a detailed work-breakdown structure
Estimated time required for each task
Sequence tasks in proper order
Develop a start/stop time for each task
Develop detailed budget for each task
Assign people to tasks
AFF-SBM ITB- Nov 2015 13
-
Monitor actual time, cost, and performance
Compare planned to actual figures
Determine whether corrective action is needed
Evaluate alternative corrective actions
Take appropriate corrective actions
AFF-SBM ITB- Nov 2015 14
-
When one or more activities threaten the time, cost, or performance of the project, a corrective action is necessary:
Redefine the activity (e.g. split the activity).
Add resources to the activity.
Shift resources from one activity to another
Resources = people, equipment, money
AFF-SBM ITB- Nov 2015 15
-
Gantt Charts Shown as a bar charts
Do not show precedence relations
Visual & easy to understand
Network Methods Shown as a graphs or networks
Show precedence relations
More complex, difficult to understand and costly than Gantt charts
AFF-SBM ITB- Nov 2015 16
-
AFF-SBM ITB- Nov 2015 17
-
AFF-SBM ITB- Nov 2015 18
-
AFF-SBM ITB- Nov 2015 19
-
Activity times are assumed to be constant
Activities are represented by nodes in the network
Arrows show the precedence relationships
Notations used in calculating start and finish times: ES(a) = Early Start of activity a
EF(a) = Early Finish of activity a
LS(a) = Late Start of activity a
LF(a) = Late Finish of activity a
AFF-SBM ITB- Nov 2015 20
-
Immediate Duration
Activity Description Predecessors Days
A Decide on Topic None 1
B Collect Data A 2
C Search the Internet A 3
D Write the Report B and C 5
AFF-SBM ITB- Nov 2015 21
-
AFF-SBM ITB- Nov 2015
A
B
D
C
22
-
AFF-SBM ITB- Nov 2015
ES (a) = 0 for the starting activity
EF (a) = ES (a) + t (a)*
ES (a) = max [EF (all predecessors of a)]
Project completion time = max [EF(all ending activities)]
* t (a) denotes the duration of activity a
LF (a) = min [LS (all successors of a)]
LS (a) = LF - t(a)*
Forward Pass:
Backward pass:
23
-
AFF-SBM ITB- Nov 2015
A
B
D
C
0 1
1 3
4 9
1 4ES EF
24
-
AFF-SBM ITB- Nov 2015
A
B
D
C
0 1
1 3
4 9
1 4ES EF
LS LF
2 4
4 9
1 4
0 1
25
-
Critical Path = longest path in the network All activities for which ES=LS and EF=LF
Length of critical path is equal to the project completion time
If there is any delay on the critical path, the project will be delayed (unless one takes corrective actions)
AFF-SBM ITB- Nov 2015 26
-
Slack time equals amount of time a path may be delayed without delaying the project Paths not on the critical path have slack
Slack = LS-ES or LF-EF
AFF-SBM ITB- Nov 2015 27
-
AFF-SBM ITB- Nov 2015
Week
No. 1 2 3 4 5 6 7 8
1 Lease the site
2 Hire the workers
3 Arrange for the Furnishings
4 Install the furnishings
5 Arrange for the phones
6 Install the phones
7 Move into the Office
Gantt chart for Opening a New Office
28
-
Immediate Activity Computed
Activity Description Predecessors Time Slack
1 Lease the site None 1 0
2 Hire the workers 1 5 0
3 Arrange for the Furnishings 1 1 1
4 Install the furnishings 3 2 1
5 Arrange for the phones 1 1 3
6 Install the phones 4,5 1 1
7 Move into the Office 2,6,4 2 0
AFF-SBM ITB- Nov 2015 29
-
AFF-SBM ITB- Nov 2015
1
2
43
ES EF
LS LF
75
1 6
1 6
0 1
0 1
1 2
4 5
1 2
2 3
6 8
6 8
3 5
4 5
5 6
2 4
6
30
-
Program Evaluation Review Technique
Used under conditions of uncertainty in activity times
Requires three time estimates for each activity Optimistic
Most likely
Pessimistic
AFF-SBM ITB- Nov 2015 31
-
Critical Path Method
Used under conditions of certainty in activity times
Requires one time estimate for each activity
Looks at time/cost trade-offs Normal activity time
Normal cost
Crash time
Crash cost
AFF-SBM ITB- Nov 2015 32
-
AFF-SBM ITB- Nov 2015
Crash Cost
Acceleration
Cost
Normal Cost
Crash
Time
Normal
TimeTime Saving
33
-
Focus on most sensitive activities first
Prioritize activity with least unit of crashing cost
Continue the crashing until saturated
AFF-SBM ITB- Nov 2015 34
-
Scheduling is only part of a complete approach to project management
Trade-off between sophistication and cost of methods
Choice between constant time, PERT, CPM or more advanced techniques
Choice of project management software packages (MS Project, Primavera etc)
AFF-SBM ITB- Nov 2015 35
-
Project?
AFF-SBM ITB- Nov 2015 36
Speed is the name of the game
Slow but sure
-
AFF-SBM ITB- Nov 2015
- Review the Project Life Cycle
- It consists of major items representing the Work Breakdown Structure
- Draw the curve with x line as time and y line as cumulative progress
- This represents the so called S - Curve as per original plan
- During its life cycle, monitor the actual progress as to show gaps
between actual achievements versus original plan
37
-
AFF-SBM ITB- Nov 2015
Project Life Cycle Effort
Start
Time
Finish
Effort
Identify
a Need
Develop a
Proposed
Solution
Perform the
Project
Terminate the
Project
38
-
AFF-SBM ITB- Nov 2015
A Common Project Life Cycle
Time0
100
Slow start
Quick momentum
Slow finish
% P
roje
ct com
ple
tion
39
-
AFF-SBM ITB- Nov 2015
Implications of Project Life Cycles
Project life cycle shape will affect the timing of resource and funding needs
Understanding the general project life cycle may help the stakeholders better understand and accept the current status of the project
Understanding the general project life cycle may also help the PM make better goal tradeoff decisions at particular times during the project
40
-
Risk management planning: how to approach and plan the risk management activities
Risk identification: determine risks affecting the project and documenting their characteristics
Risk analysis: perform quantitative/qualitative analysis and evaluate the effects to objectives
Risk response planning: develop procedure and techniques to enhance opportunities & reduce threats
Risk monitoring & control: monitor residual risks, identify new risks & evaluate effectiveness at PLC
AFF-SBM ITB- Nov 2015 41
-
Revenue focused business objectives
Customer and overall stakeholdersdriven
Experienced team
Management vision and leadership
Project Managers role
AFF-SBM ITB- Nov 2015 42
-
PROGRESS PERFORMANCE
PRICE/COST ESTIMATES
SCHEDULE
SCOPE CREEPING
CONTRACTUAL MATTERS
EXTERNAL STAKEHOLDERS
UNFORESEEN CONDITIONS
AFF-SBM ITB- Nov 2015 43
-
Well Planned
Well Designed
Well Financed
Commissionability (constructability)
Operatibility
Maintainability
AFF-SBM ITB- Nov 2015 44
-
AFF-SBM ITB- Nov 2015 45
-
Questions:
1. Total duration?
2. The scheduled start & finish dates for each specific activity?
3. How long can the non critical activities be delayed before they cause delay in the overall completion time?
Dr. Aries Firman-SBM ITB-Nov 2015 46
top related