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Project Management - CPM

darla/smbs/vit. 2. What exactly is a project?. PM 1

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Project Management - CPM

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    1. Project Management - CPM/PERT Siva Prasad Darla Sr Lecturer School of Mechanical & Building Sciences

    2. darla/smbs/vit 2 What exactly is a project?

    3. darla/smbs/vit 3

    4. darla/smbs/vit 4 Characteristic of a project A project is a temporary endeavour involving a connected sequence of activities and a range of resources, which is designed to achieve a specific and unique outcome and which operates within time, cost and quality constraints and which is often used to introduce change.

    5. darla/smbs/vit 5 Examples constructing houses, factories, shopping malls, athletic stadiums or arenas developing military weapons systems, aircrafts, new ships launching satellite systems constructing oil pipelines developing and implementing new computer systems planning concert, football games, or basketball tournaments introducing new products into market

    6. darla/smbs/vit 6 What is project management The application of a collection of tools and techniques to direct the use of diverse resources towards the accomplishment of a unique, complex, one time task within time, cost and quality constraints. Its origins lie in World War II, when the military authorities used the techniques of operational research to plan the optimum use of resources. One of these techniques was the use of networks to represent a system of related activities

    7. darla/smbs/vit 7 Project Management Process 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 skills required Project Manager most important member of project team Scope statement a document that provides an understanding, justification, and expected result of a project Statement of work written description of objectives of a project Organizational Breakdown Structure a chart that shows which organizational units are responsible for work items Responsibility Assignment Matrix shows who is responsible for work in a project

    8. darla/smbs/vit 8 Work breakdown structure A method of breaking down a project into individual elements ( components, subcomponents, activities and tasks) in a hierarchical structure which can be scheduled and cost It defines tasks that can be completed independently of other tasks, facilitating resource allocation, assignment of responsibilities and measurement and control of the project It is foundation of project planning It is developed before identification of dependencies and estimation of activity durations It can be used to identity the tasks in the CPM and PERT

    9. darla/smbs/vit 9

    10. darla/smbs/vit 10 Project Planning Resource Availability and/or Limits Due date, late penalties, early completion incentives Budget Activity Information Identify all required activities Estimate the resources required (time) to complete each activity Immediate predecessor(s) to each activity needed to create interrelationships

    11. darla/smbs/vit 11 Project Scheduling and Control Techniques

    12. darla/smbs/vit 12

    13. darla/smbs/vit 13 History of CPM/PERT Critical Path Method (CPM) E I Du Pont de Nemours & Co. (1957) for construction of new chemical plant and maintenance shut-down Deterministic task times Activity-on-node network construction Repetitive nature of jobs Project Evaluation and Review Technique (PERT) U S Navy (1958) for the POLARIS missile program Multiple task time estimates (probabilistic nature) Activity-on-arrow network construction Non-repetitive jobs (R & D work)

    14. darla/smbs/vit 14 Project Network Use of nodes and arrows Arrows ? An arrow leads from tail to head directionally Indicate ACTIVITY, a time consuming effort that is required to perform a part of the work. Nodes ? A node is represented by a circle - Indicate EVENT, a point in time where one or more activities start and/or finish.

    15. darla/smbs/vit 15 Event Signals the beginning or ending of an activity Designates a point in time Represented by a circle (node) Network Shows the sequential relationships among activities using nodes and arrows

    16. darla/smbs/vit 16 AOA Project Network for House

    17. darla/smbs/vit 17 Situations in network diagram

    18. darla/smbs/vit 18 Concurrent Activities

    19. darla/smbs/vit 19 Network example

    20. darla/smbs/vit 20

    21. darla/smbs/vit 21 Questions to prepare activity network Is this a Start Activity? Is this a Finish Activity? What Activity Precedes this? What Activity Follows this? What Activity is Concurrent with this?

    22. darla/smbs/vit 22 CPM calculation Path A connected sequence of activities leading from the starting event to the ending event Critical Path The longest path (time); determines the project duration Critical Activities All of the activities that make up the critical path

    23. darla/smbs/vit 23 Forward Pass Earliest Start Time (ES) earliest time an activity can start ES = maximum EF of immediate predecessors Earliest finish time (EF) earliest time an activity can finish earliest start time plus activity time EF= ES + t

    24. darla/smbs/vit 24 CPM analysis Draw the CPM network Analyze the paths through the network Determine the float for each activity Compute the activitys float float = LS - ES = LF - EF Float is the maximum amount of time that this activity can be delay in its completion before it becomes a critical activity, i.e., delays completion of the project Find the critical path is that the sequence of activities and events where there is no slack i.e.. Zero slack Longest path through a network Find the project duration is minimum project completion time

    25. darla/smbs/vit 25 CPM Example: CPM Network

    26. darla/smbs/vit 26 CPM Example ES and EF Times

    27. darla/smbs/vit 27 CPM Example ES and EF Times

    28. darla/smbs/vit 28 CPM Example ES and EF Times

    29. darla/smbs/vit 29 CPM Example LS and LF Times

    30. darla/smbs/vit 30 CPM Example LS and LF Times

    31. darla/smbs/vit 31 CPM Example Float

    32. darla/smbs/vit 32 CPM Example Critical Path

    33. darla/smbs/vit 33 PERT PERT is based on the assumption that an activitys duration follows a probability distribution instead of being a single value Three time estimates are required to compute the parameters of an activitys duration distribution: pessimistic time (tp ) - the time the activity would take if things did not go well most likely time (tm ) - the consensus best estimate of the activitys duration optimistic time (to ) - the time the activity would take if things did go well

    34. darla/smbs/vit 34 PERT analysis Draw the network. Analyze the paths through the network and find the critical path. The length of the critical path is the mean of the project duration probability distribution which is assumed to be normal The standard deviation of the project duration probability distribution is computed by adding the variances of the critical activities (all of the activities that make up the critical path) and taking the square root of that sum Probability computations can now be made using the normal distribution table.

    35. darla/smbs/vit 35 Probability computation

    36. darla/smbs/vit 36 Normal Distribution of Project Time

    37. darla/smbs/vit 37 PERT Example Immed. Optimistic Most Likely Pessimistic Activity Predec. Time (Hr.) Time (Hr.) Time (Hr.) A -- 4 6 8 B -- 1 4.5 5 C A 3 3 3 D A 4 5 6 E A 0.5 1 1.5 F B,C 3 4 5 G B,C 1 1.5 5 H E,F 5 6 7 I E,F 2 5 8 J D,H 2.5 2.75 4.5 K G,I 3 5 7

    38. darla/smbs/vit 38 PERT Example

    39. darla/smbs/vit 39 PERT Example Activity Expected Time Variance A 6 4/9 B 4 4/9 C 3 0 D 5 1/9 E 1 1/36 F 4 1/9 G 2 4/9 H 6 1/9 I 5 1 J 3 1/9 K 5 4/9

    40. darla/smbs/vit 40 PERT Example Activity ES EF LS LF Slack A 0 6 0 6 0 *critical B 0 4 5 9 5 C 6 9 6 9 0 * D 6 11 15 20 9 E 6 7 12 13 6 F 9 13 9 13 0 * G 9 11 16 18 7 H 13 19 14 20 1 I 13 18 13 18 0 * J 19 22 20 23 1 K 18 23 18 23 0 *

    41. darla/smbs/vit 41 PERT Example Vpath = VA + VC + VF + VI + VK = 4/9 + 0 + 1/9 + 1 + 4/9 = 2 ?path = 1.414 z = (24 - 23)/????(24-23)/1.414 = .71 From the Standard Normal Distribution table: P(z < .71) = .5 + .2612 = .7612

    42. PROJECT COST

    43. darla/smbs/vit 43 Cost consideration in project Project managers may have the option or requirement to crash the project, or accelerate the completion of the project. This is accomplished by reducing the length of the critical path(s). The length of the critical path is reduced by reducing the duration of the activities on the critical path. If each activity requires the expenditure of an amount of money to reduce its duration by one unit of time, then the project manager selects the least cost critical activity, reduces it by one time unit, and traces that change through the remainder of the network. As a result of a reduction in an activitys time, a new critical path may be created. When there is more than one critical path, each of the critical paths must be reduced. If the length of the project needs to be reduced further, the process is repeated.

    44. darla/smbs/vit 44 Project Crashing Crashing reducing project time by expending additional resources Crash time an amount of time an activity is reduced Crash cost cost of reducing activity time Goal reduce project duration at minimum cost

    45. darla/smbs/vit 45 Activity crashing

    46. darla/smbs/vit 46 Time-Cost Relationship

    47. darla/smbs/vit 47 Project Crashing example

    48. darla/smbs/vit 48 Time Cost data

    49. darla/smbs/vit 49

    50. darla/smbs/vit 50 Benefits of CPM/PERT Useful at many stages of project management Mathematically simple Give critical path and slack time Provide project documentation Useful in monitoring costs

    51. darla/smbs/vit 51 Limitations to CPM/PERT Clearly defined, independent and stable activities Specified precedence relationships Over emphasis on critical paths Deterministic CPM model Activity time estimates are subjective and depend on judgment PERT assumes a beta distribution for these time estimates, but the actual distribution may be different PERT consistently underestimates the expected project completion time due to alternate paths becoming critical

    52. darla/smbs/vit 52 Computer Software for Project Management Microsoft Project (Microsoft Corp.) MacProject (Claris Corp.) PowerProject (ASTA Development Inc.) Primavera Project Planner (Primavera) Project Scheduler (Scitor Corp.) Project Workbench (ABT Corp.)

    53. darla/smbs/vit 53 Practice Example

    54. darla/smbs/vit 54 Practice problem

    55. darla/smbs/vit 55

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