project management (n mba 034). what is a project? project defined –a complex, nonroutine,...
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PROJECT MANAGEMENT PROJECT MANAGEMENT (N MBA 034)(N MBA 034)
PROJECT MANAGEMENT PROJECT MANAGEMENT (N MBA 034)(N MBA 034)
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What is a Project?What is a Project?What is a Project?What is a Project?
• Project Defined–A complex, Nonroutine, One-time effort– limited by time, budget, resources ( Triple Constraint)–Performance specifications designed to meet customer
needs.
• Major Characteristics of a Project–Has an established objective.–Has a defined life span with a beginning and an end.–Requires across-the-organizational participation.–Involves doing something never been done before.–Has specific time, cost, and performance requirements.
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► Single unit► Many related activities► Difficult production planning and inventory
control► General purpose equipment► High labor skills
Project CharacteristicsProject CharacteristicsProject CharacteristicsProject Characteristics
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Examples of ProjectsExamples of ProjectsExamples of ProjectsExamples of Projects
► Building Construction
► Research Project
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Programs versus ProjectsPrograms versus ProjectsPrograms versus ProjectsPrograms versus Projects
• Program Defined–A series of coordinated, related, multiple
projects that continue over an extended time and are intended to achieve a goal.
–A higher level group of projects targeted at a common goal.
–Example:•Project: completion of a required
course in project management.
•Program: completion of all courses required
for a business major.
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Comparison of Routine Work with ProjectsComparison of Routine Work with ProjectsComparison of Routine Work with ProjectsComparison of Routine Work with Projects
Routine, Repetitive Work
Taking class notes
Daily entering sales receipts into the accounting ledger
Responding to a supply-chain request
Practicing scales on the piano
Routine manufacture of an Apple iPod
Attaching tags on a manufactured product
Projects
Writing a term paper
Setting up a sales kiosk for a professional accounting meeting
Developing a supply-chain information system
Writing a new piano piece
Designing an iPod that is approximately 2 X 4 inches, interfaces with PC, and stores 10,000 songs
Wire-tag projects for GE and Wal-Mart
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Project Life CycleProject Life CycleProject Life CycleProject Life Cycle
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► Planning
► Objectives
► Resources
► Work break-down structure
► Organization
► Scheduling
► Project activities
► Start & end times
► Network
► Controlling
► Monitor, compare, revise, action
Project Management ActivitiesProject Management ActivitiesProject Management ActivitiesProject Management Activities
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► Often temporary structure► Uses specialists from entire company► Headed by project manager
► Coordinates activities ► Monitors schedule
and costs
► Permanent structure called ‘MATRIX ORGANIZATION’
Project OrganizationProject OrganizationProject OrganizationProject Organization
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Project OrganizationProject OrganizationWorks Best WhenWorks Best When
Project OrganizationProject OrganizationWorks Best WhenWorks Best When
1. Work can be defined with a specific goal and deadline
2. The job is unique or somewhat unfamiliar to the existing organization
3. The work contains complex interrelated tasks requiring specialized skills
4. The project is temporary but critical to the organization
5. The project cuts across organizational lines
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TechnicianProject No. 2 Project
ManagerElectricalEngineer
Computer Engineer
A Sample Project OrganizationA Sample Project OrganizationA Sample Project OrganizationA Sample Project Organization
TestEngineer
MechanicalEngineer
Project No. 1 ProjectManager Technician
Marketing FinanceHumanResources Design Quality
Mgt Production
President
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Matrix OrganizationMatrix OrganizationMatrix OrganizationMatrix Organization
Marketing Operations Engineering Finance
Project 1
Project 2
Project 3
Project 4
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The Importance of Project ManagementThe Importance of Project ManagementThe Importance of Project ManagementThe Importance of Project Management
• Factors leading to the increased use of project management:–Compression of the product life cycle
–Knowledge explosion
–Triple bottom line (planet, people, profit)
–Corporate downsizing
–Increased customer focus
–Small projects represent big problems
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Benefits of an Integrative Approach Benefits of an Integrative Approach to Project Management to Project Management
Benefits of an Integrative Approach Benefits of an Integrative Approach to Project Management to Project Management
• Integration (or centralization) of project management provides senior management with:–An overview of all project management activities
–A big picture of how organizational resources are used
–A risk assessment of their portfolio of projects
–A rough metric of the firm’s improvement in managing projects relative to others in the industry
–Linkages of senior management with actual project execution management
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Integrated Project Management SystemsIntegrated Project Management SystemsIntegrated Project Management SystemsIntegrated Project Management Systems
• Problems resulting from the use of piecemeal project management systems:
–Do not tie together the overall strategies of the firm.
–Fail to prioritize selection of projects by their importance of their contribution to the firm.
–Are not integrated throughout the project life cycle.
–Do not match project planning and controls with organizational culture to make appropriate adjustments in support of project endeavors.
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Integrated Management of ProjectsIntegrated Management of ProjectsIntegrated Management of ProjectsIntegrated Management of Projects
FIGURE 1.2
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The Technical The Technical and Sociocultural and Sociocultural
DimensionsDimensionsof the Project of the Project Management Management
ProcessProcess
The Technical The Technical and Sociocultural and Sociocultural
DimensionsDimensionsof the Project of the Project Management Management
ProcessProcess
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► Gantt chart► Critical Path Method
(CPM)► Program Evaluation and
Review Technique (PERT)
Project Management TechniquesProject Management TechniquesProject Management TechniquesProject Management Techniques
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A Simple Gantt ChartA Simple Gantt ChartA Simple Gantt ChartA Simple Gantt Chart
TimeJ F M A M J J A S
Design
Prototype
Test
Revise
Production
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A Comparison of AON and AOA Network A Comparison of AON and AOA Network ConventionsConventions
A Comparison of AON and AOA Network A Comparison of AON and AOA Network ConventionsConventions
Activity on Activity Activity onNode (AON) Meaning Arrow (AOA)
C and D cannot begin until both
A and B are completed
(d)A
B
C
D B
A C
D
C cannot begin until both A and B are
completedD cannot begin until
B is completedA dummy activity is introduced in AOA
(e)CA
B D
Dummy activityA
B
C
D
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A Comparison of AON and AOA Network A Comparison of AON and AOA Network ConventionsConventions
A Comparison of AON and AOA Network A Comparison of AON and AOA Network ConventionsConventions
Activity on Activity Activity onNode (AON) Meaning Arrow (AOA)
B and C cannot begin until A is
completedD cannot begin
until both B and C are completed
A dummy activity is again
introduced in AOA
(f)
A
C
DB A B
C
D
Dummy activity
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Determining the Project ScheduleDetermining the Project ScheduleDetermining the Project ScheduleDetermining the Project Schedule
Perform a Critical Path Analysis
► The critical path is the longest path through the network
► The critical path is the shortest time in which the project can be completed
► Any delay in critical path activities delays the project
► Critical path activities have no slack time
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Determining the Project ScheduleDetermining the Project ScheduleDetermining the Project ScheduleDetermining the Project Schedule
Perform a Critical Path Analysis
Earliest start (ES) =earliest time at which an activity can start, assuming all
predecessors have been completed
Earliest finish (EF) =earliest time at which an activity can be finished
Latest start (LS) =latest time at which an activity can start so as to not delay the
completion time of the entire project
Latest finish (LF) =latest time by which an activity has to be finished so as to not
delay the completion time of the entire project
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Determining the Project ScheduleDetermining the Project ScheduleDetermining the Project ScheduleDetermining the Project Schedule
Activity Format Figure 3.9
A
Activity Name or Symbol
Earliest Start ES
Earliest FinishEF
Latest Start
LS Latest Finish
LF
Activity Duration
2
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Forward PassForward PassForward PassForward Pass
Begin at starting event and work forward
Earliest Start Time Rule:
► If an activity has only a single immediate predecessor, its ES equals the EF of the
predecessor
► If an activity has multiple immediate predecessors, its ES is the maximum of all
the EF values of its predecessors
ES = Max {EF of all immediate predecessors}
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Forward PassForward PassForward PassForward Pass
Earliest Finish Time Rule:
► The earliest finish time (EF) of an activity is the sum of its earliest start time (ES) and its
activity time
EF = ES + Activity time
Begin at starting event and work forward
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Computing VarianceComputing VarianceComputing VarianceComputing Variance
TABLE 3.4 Time Estimates (in weeks)
ACTIVITYOPTIMISTIC
a
MOST LIKELYm
PESSIMISTICb
EXPECTED TIMEt = (a + 4m + b)/6
VARIANCE[(b – a)/6]2
A 1 2 3 2 .11
B 2 3 4 3 .11
C 1 2 3 2 .11
D 2 4 6 4 .44
E 1 4 7 4 1.00
F 1 2 9 3 1.78
G 3 4 11 5 1.78
H 1 2 3 2 .11
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Advantages of PERT/CPMAdvantages of PERT/CPMAdvantages of PERT/CPMAdvantages of PERT/CPM
1. Especially useful when scheduling and controlling large projects
2. Straightforward concept and not mathematically complex
3. Graphical networks help highlight relationships among project activities
4. Critical path and slack time analyses help pinpoint activities that need to be closely watched
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Advantages of PERT/CPMAdvantages of PERT/CPMAdvantages of PERT/CPMAdvantages of PERT/CPM
5. Project documentation and graphics point out who is responsible for various activities
6. Applicable to a wide variety of projects
7. Useful in monitoring not only schedules but costs as well
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1. Project activities have to be clearly defined, independent, and stable in their relationships
2. Precedence relationships must be specified and networked together
3. Time estimates tend to be subjective and are subject to fudging by managers
4. There is an inherent danger of too much emphasis being placed on the longest, or critical, path
Limitations of PERT/CPMLimitations of PERT/CPMLimitations of PERT/CPMLimitations of PERT/CPM