ibs student project management

8/4/2019 Ibs Student Project Management

http://slidepdf.com/reader/full/ibs-student-project-management 1/18

1

PROJECT MANAGEMENT



2

PROJECT MANAGEMENT

INTRODUCTION- EXAMPLE

�DELHI METRO PROJECT:244 KM OF METRO RAIL NETWORK. PHASE- I COSTING RS. 10,55 CR.

WOULD CARRY 21.8 LACSPASSENGER PER DAY, REDUCE 2500 BUSES I.E RS. 500 CR. FUEL

SAVING, LESS POLLUTION AND SAVING OF 20 LACS MAN HOUR PER DAY DUE TO RAPID

JOURNEY AS COMPARED JOURNEY BY ROAD TRANSPORT. THE ENTIRE PROJECT IS TO BE

COMPLETED IN TIME.

�THERMAL POWER STATION: A 500 MW THERMAL POWER STATION COSTING RS. 2000 CR.

WOULD HAVE TO BE COMPLETED TO ADD TO EVR INCREASING DEMAND-SUPPLY GAPS AND

HELP INDUSTRIALISATION OF THE COUNTRY.

�WATER SUPPLY PROJECTS: INSTALLATION OF WATER SUPPLY SCHEMES TO SUPPLY

DRINKING WATER TO REMOTE VILLAGES OF THE COUNTRY.

�IRRIGATION PROJECTS: A SYSTEM OF DAMS AND BARRAGES FOR STORING WATER AND

SUPPLY TO PERCHED LAND THROUGH OUT THE COUNTRY AND HELP IN INCREASING FOOD

PRODUCTION.

�DISTRIBUTION OF ELCTRIC POWER: A SYSTEM OF SUB-STATIONS AND TRANSMISSION LINEFOR DISTRIBUTION OF POWER.

�HEALTH CARE: A SYSTEM OF HOSPITALS AND HEALTH CARE CENTERS IN VILLAGES,

TOWNS AND DISTRICT HEAD QUARTERS.

�ROADS AND RAILWAYS, AIRPORTS, SEA PORTS««.A ROBUST INFRASTRUCTURE TO

SUPPORT INDUSTRIALISATION AND GROWTH OF THE COUNTRY«.

CONTD.



3

PROJECT MANAGEMENT

INTRODUCTION

�A PROJECT MAY BE DEFINED AS A SERIES OF RELATED JOBS, REQUIRING A

SIGNIFICANT PERIOD OF TIME TO PERFORM, USUALLY DIRECTED TOWARDS SOME

MAJOR OUTPUTS.�PROJECT MANAGEMENT MAY BE DEFINED AS PLANNING, DIRECTING AND

CONTROLLING RESOURCES (MEN, MATERIAL, MACHINES, MONEY) TO MEET THE

TECHNICAL, COST, TIME AND OTHER CONSTARINTS OF THE PROJECT.

�SUCCESSFULLY COMPLETED PROJECTS, APART FROM MEETING THE OBJECTIVES,

HELP ORGANISATIONS TO IMPROVE THEIR SYSTEMS AND CULTURE, DEVELOP

LEADERS AND TEAMS, BUILDS CREDIBILITY AND BRAND NAME IN THE MARKET.

�BADLY MANAGED PROJECTS ON THE OTHER HAND LEAD TO LOSS OF RESOURCES AND

IMAGE IN THE MARKET AND IN THE LONG RUN PUTS PRESSURE ON THE ECONOMY.

CONTD.

PROJECTS COULD BE:

�DERIVATIVE: INCREMENTAL CHANGES SUCH AS NEW PRODUCT PACKAGE PACKAGING

OR NO-FRILLS VERSION;

�BREAKTHROUGH: MAJOR CHANGES THAT CREATE ENTIRELY NEW PRODUCT;

�PLATFORM: FUNDAMENTAL CHANGES TO EXISTING PRODUCTS E.G. FROM

CONTRACTING TO BOT OR BOOT;

�RESEARCH AND DEVELOPMENT, AND ALLIANCE AND PARTNERSHIP.



4

PROJECT MANAGEMENT

INTRODUCTION

STARTSYSTEM

SPECN

MECH.

WORK

CIVIL

WORKDESIGN

MANUF.

PROCUREMNT.

TRIALS

ELECT.

WORKS &

CONTROLS

EXPSN.

PLAN

COMMERCIAL

PRODN.COMMISSNG.

A TYPICAL PROJECT FLOW DIAGRAM

FOUR PHASES

�CONCEPTUAL PHASE

�PLANNING PHASE

�IMPLEMENTATION &

CONTROL PHASE

�FEEDBACK



5

PROJECT MANAGEMENT

A FRAME WORK FOR PROJECT MANAGEMENT

CONTD.

PROJECT MONITORING &

CONTROL, POST PROJECT

APPRAISAL

WORK BREAKDOWNSTRUCTURE (WBS)

ORGANISATIONBREAKDOWN STRUCTURE

(OBS)

COST BREAKDOWN

STRUCTURE (CBS)

NETWORK REPRESENTATION& PLANNING

HOW WELL? WHAT?

WHO?

HOW MUCH?

WHEN?



6

PROJECT MANAGEMENT

STRUCTURING PROJECTS

�PURE PROJECT, WHERE A SELF-CONTAINED TEAM WORKS FULL TIME. THE PM HAS

FULL AUTHORITY, TEAM MEMBERS REPORT ONLY TO THE PM. IT SPEEDS UPCOMMUNICATION AND ENHANCES SPEED. MAY, HOWEVER, LEAD TO NARROW

MINDEDNESS AND IGNORING ORGANISATIONAL GOALS AS THE TEAM MAY DISSOLVED

AFTER THE PROJECT IS COMPLETED.

PRESIDENT

�FUNCTIONAL PROJECT, HOUSES THE PROJECT WITHIN THE FUNCTIONING DIVISION.

ALLOWS MOBILITY OF TEAM MEMBERS FROM ONE PROJECT TO ANOTHER IF REQUIRED,SHARING OF SPECIALITY / EXPERTISE. PROJECT AND CUSTOMER MAY NOT GET

ENOUGH ATTENTION IN ASPECTS NOT DIRECTLY RELATRED TO THE LEAD DIVISION.

MANFENGGR & D

P1 P1P1 P1P1P1 P1P1P1

CONTD.



7

PROJECT MANAGEMENT

STRUCTURING PROJECTS

�MATRIX PROJECT, ATTEMPTS TO BLEND PROPERTIES OF FUNCTIONAL ANDPURE PROJECT STRUCTURE. WHILE THE PM IS THE BOSS OF THE PROJECT,

THE FUNCTIONAL DEPARTMENTS KEEP TRACK AND COMES UP WITH BACK UP

AS AND WHEN NEEDED. WORKS BEST IF THE PROBLEMS OF

DUAL REPORTING ARE MANAGED LEADING TO POSITIVE RESULTS.

PRESIDENT

MANF.ENGG.R & D MARKTG

MNGR P 1

MNGR P 2

MNGR P 3



PROJECT MANAGEMENT

WBS-CBS-OBS

PROJECT

ELECTRICALMECHANICAL

CBS

WBS

OBS

INTEGRATIONDESIGN

A TYPICAL WORK

PACKAGE

EQUIPMENT

LABOUR

MATERIAL

TOTAL COSTDESIGN

PROCUREMENT

WORKS

FINANCE

COMPANY

CIVIL



9

PROJECT MANAGEMENT

WORK BREAKDOWN STRUCTURE (WBS)

�STATEMENT OF WORKS CONTAIN THE OBJECTIVES, A BRIEF STATEMENT ON

THE WORKS TO BE DONE, A PROPOSED SCHEDULE SPECIFYING THE START

AND COMPLETION DATES, PERFORMANCE MEASURES IN TERMS OF BUDGET,

MILE STONES, REPORTING SCHEDULES«..

�TASK IS A SUB-DIVISION OF A PROJECT. SUB-TASKS MAY BE FURTHER

MEANINGFUL SUB-DIVISION OF PROJECT FOR CLARITY AND ACTION. A WORKPACKAGE IS A GROUP OF ACTIVITIES COMBINED TO BE ASSIGNABLE TO A

SINGLE ORGANISATIONAL UNIT.

�PROJECT MILESTONES ARE INTERMEDIATE EVENTS OF SIGNIFICANCE E.G.

DESIGN COMPLETION, PRODUCTION OF PROTOTYPE«..

�WORK BREAKDOWN STRUCTURE DEFINES THE HIERARCHY OF PROJECT

TASKS, SUB-TASKS AND WORK PACKAGES

CONTD.



10

PROJECT MANAGEMENT

WORK BREAKDOWN STRUCTURE (WBS)

CONTD.

LEVEL

PROJECT 1

PROGRAM

PROJECT 2

TASK 1.1 TASK 1.2

SUB-TASK 1.1.1 SUB-TASK 1.1.2

1

WORK PACKAGE 1.1.1.1 WORK PACKAGE 1.1.1.1

2

3

4



11

PROJECT MANAGEMENT

WORK BREAKDOWN STRUCTURE (WBS) - EXAMPLE

NEW PRODUCT DEVELOPMENT

LEVEL ACTIVITYNO.

ACTIVITY DESCRIPTION

1 2 3 4

X 1 DEVELOPMENT OF A TOY GUN IN THE AGE GROUP 5 ± 12 YEARS

X `1.1 MARKET SURVEY

X 1.1.1 FOR AGE GROUP 5 ± 8 YEARSX 1.1.1.1 FEEDBACK ON OLD PRODUCT IN THE MARKET

X 1.1.1.2 PREFERENCE ON NEW FEATURES

X 1.2.1 FOR AGE GROUP 8 ± 10 YEARS

X 1.2.1.1 FEEDBACK ON OLD PRODUCT IN THE MARKET

X 1.2.1.2 PREFERENCE ON NEW FEATURES

X 1.3.1 FOR AGE GROUP 8 ± 10 YEARS

X 1.3.1.1 FEEDBACK ON OLD PRODUCT IN THE MARKET



12

PROJECT MANAGEMENT

PROJECT CONTROL CHARTS-GANTT CHART OR BAR CHART

TENDER NOTICE RECD

TENDER SUBMITTED

NEGOTIATIONS

ORDER RECEIVED

DESIGN

1ST PROTOTYPE

APPROVAL

APPROVAL

ACTIVITY

PROGRESS

MILESTONES

THE CHART, NAMED AFTER HENRY L. GANTT, SHOWING BOTH THE AMOUNT OF TIME INVOLVED AND

THE SEQUENCE IN WHICH THE ACTIVITIES CAN BE PERFORMED.

MONTHSACTIVITY



13

PROJECT MANAGEMENT

NETWORK PLANNING MODELS ± CONVENTIONS & TERMINOLOGY

A

B

A

BACTIVITY ON NODE (AON)

ACTIVITY ON ARROW (AOA)

�ACTIVITY : TASKS, WHICH MUST BE COMPLETED. HAVE START AND FINISHTIMES. CONSUME RESOURCES, YEILD RESULTS.

�EVENT: OUTCOME OF ONE OR A SET OF ACTIVITIES.

�CRITICAL PATH: LONGEST PATH OF INTRRELATED ACTIVITIES. DELAYING

ANY ACTIVITY ON THE CRITICAL PATH DELAYS THE POJECT COMPLETION.

CONTD.

ES = EF =

ES =

EF =LS =

EF =

LF =LS =

CASTFNDN.

4

CASTFNDN.

43 4



14

PROJECT MANAGEMENT

NETWORK PLANNING MODELS

�OPTIMISTIC TIME (t0) : AN ESTIMATE OF TIME, MAY BE UNDER

IDEAL CONDITIONS.

�PESSIMISTIC TIME (tp) : AN ESTIMATE OF TIME, MAY BE UNDER

MOST ADVERSE CONDITIONS.

�MOST LIKELY TIME (tm) : THE BEST GUESS, BASED ON PAST

DATA, A REALISTIC ESTIMATE.

�EXPECTED TIME (te) : THE MEAN ACTIVITY TIME OF THE

OPTIMISTIC, PESSIMISTIC AND MOST LIKELY TIME.

te = (t0 + 4 * tm + tp ) / 6

CONTD.



15

PROJECT MANAGEMENT

NETWORK PLANNING MODELS - TERMONOLOGY

�EXPECTED START TIME: EXPECTED START TIME FOR A NODE IS THE TIME EXPECTED TO

BE CONSUMED BEFORE AN ACTIVITY CAN START.

�EARLIEST START TIME : ACTIVITY IN QUESTION, CANNOT START EARLIER. MAXIMUM OF

ALL START TIMES OF PRECEEDING ACTIVITIES.

�EARLIEST FINISH TIME : EARLIEST START TIME + ACTIVITY DURATION.

�LATEST START TIME : LATEST TIME AN ACTIVITY CAN START WITHOUT DISRUPTING THE

SCHEDULE.

�LATEST FINISH TIME : LATEST START TIME + ACTIVITY DURATION.

�SLACK TIME OR FLOAT: AMOUNT OF TIME AN ACTIVITY CAN BE DELAYED BEYOND ITS

EARLIEST START TIME WITHOUT DISRUPTING THE SCHEDULE ± SLACK OR FLOAT =

LATEST START TIME ± EARLIEST START TIME.

CONTD.



PROJECT MANAGEMENT

NETWORK PLANNING MODELS - EXAMPLE

ACTIVITY DESCRIPTION IMMEDIATE PREDECESSOR DURATION (WEEKS)

A LEASE MALL - 20

B INTERIOR A 22

C SURVEY CUSTOMER - 15

D SURVEY MARKET C 20

E DECIDE MERCHANDISE E 5

F BUILD ORGANISATION D 18

G GET SUPPLIES B,E 13

1

2

3 4

5

6

A

B

C

D

E

F

G

LEASE MALL

INTERIOR

SURVEY CUSTOMER

SURVEY MARKET

DECIDE MERCHANDISE

BUILD ORGANISATION

GET SUPPLIES

20

22

15

20

5

18

130

2020 42

0

15

15 35

35

40

35

42

53

55

55

37

55

4242

42

37

371717

2

2020

0

ES EF

LS LF

TOTAL SLACK = LS ± ES = LF ± EFFREE SLACK = ES (EARLIEST SUCCESSOR) - EF

TS/FS

0/0

0/0

0/0

2/0

2/0

2/2

2/0



17

PROJECT MANAGEMENT

MANAGING RESOURCES

DEVELOP PROJECT

SCHEDULE

DOCUMENT PLANS/SCHEDULES

FEED

BACK

IMPLEMENT

REV I EW & UPDATE

LEARN I NG

COST WITHIN BUDGET ?

TIME WITHIN SCHEDULE ?

RESOURCES WITHIN CONTROL ?

SCHEDULE ACCEPTABLE ?

NO

NO

NO

NO



18

PROJECT MANAGEMENT

TO SUMMARISE

�A PROJECT MAY BE DEFINED AS A SERIES OF RELATED JOBS,

REQUIRING A SIGNIFICANT PERIOD OF TIME TO PERFORM, USUALLYDIRECTED TOWARDS SOME MAJOR OUTPUTS.

�PROJECT MANAGEMENT MAY BE DEFINED AS PLANNING, DIRECTING

AND CONTROLLING RESOURCES (MEN, MATERIAL, MACHINES,

MONEY) TO MEET THE TECHNICAL, COST, TIME AND OTHER

CONSTARINTS OF THE PROJECT.�SUCCESSFULLY COMPLETED PROJECTSAPART FROM MEETING THE

OBJECTIVES, HELP ORGANISATIONS TO IMPROVE THEIR SYSTEMS

AND CULTURE, DEVELOP LEADERS AND TEAMS, BUILDS CREDIBILITY

AND BRAND NAME IN THE MARKET.

�BADLY MANAGED PROJECTS ON THE OTHER HAND LEAD TO LOSS OF

RESOURCES AND IMAGE IN THE MARKET AND IN THE LONG RUN PUTS

PRESSURE ON THE ECONOMY.

�PROJECT SCHEDULING,CRASHING, MONITORING.. ARE DONE WITH A

VIEW TO DIRECT AND CONTROL PROJECTS AND FRUITION.

ibs student project management

Documents