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Project Management

Project Management. 3. PowerPoint presentation to accompany Heizer and Render Operations Management, 10e Principles of Operations Management, 8e PowerPoint slides by Jeff Heyl. Outline. Project Management Overview Project Planning, Scheduling, and Control Project Organization

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Project Management

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  1. Project Management 3 PowerPoint presentation to accompany Heizer and Render Operations Management, 10e Principles of Operations Management, 8e PowerPoint slides by Jeff Heyl

  2. Outline • Project Management Overview • Project Planning, Scheduling, and Control • Project Organization • Project Management Techniques: PERT and CPM • Activity-on-Node Example • Activity-on-Arrow Example • Determining the Project Schedule • Forward Pass • Backward Pass • Calculating Slack Time and Identifying the Critical Path(s) • Project Crashing

  3. Learning Objectives • Use a Gantt chart for scheduling • Draw an AON network • Complete forward and backward passes for a project • Determine a critical path • Calculate slack • Project crashing

  4. Bechtel Projects • Building 26 massive distribution centers in just two years for the internet company Webvan Group ($1 billion) • Constructing 30 high-security data centers worldwide for Equinix, Inc. ($1.2 billion) • Building and running a rail line between London and the Channel Tunnel ($4.6 billion) • Developing an oil pipeline from the Caspian Sea region to Russia ($850 million) • Expanding the Dubai Airport in the UAE ($600 million), and the Miami Airport in Florida ($2 billion)

  5. Project Characteristics • Single unit • Many related activities • Difficult production planning and inventory control • General purpose equipment • High labor skills

  6. Project Management Activities • Planning • Objectives • Resources • Work break-down structure • Organization • Scheduling • Project activities • Start & end times • Network • Controlling • Monitor, compare, revise, action

  7. Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

  8. Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

  9. Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

  10. Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

  11. Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details Budgets Delayed activities report Slack activities report CPM/PERT Gantt charts Milestone charts Cash flow schedules Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

  12. Project managers should be: • Good coaches • Good communicators • Able to organize activities from a variety of disciplines The Role of the Project Manager Highly visible Responsible for making sure that: All necessary activities are finished in order and on time The project comes in within budget The project meets quality goals The people assigned to the project receive motivation, direction, and information

  13. Ethical Issues • Project managers face many ethical decisions on a daily basis • The Project Management Institute has established an ethical code to deal with problems such as: Offers of gifts from contractors Pressure to alter status reports to mask delays False reports for charges of time and expenses Pressure to compromise quality to meet schedules

  14. Level • Project • Major tasks in the project • Subtasks in the major tasks • Activities (or work packages) to be completed Work Breakdown Structure

  15. Develop Windows 7 Operating System 1.0 Level 1 Software Design Project Management System Testing 1.3 1.1 1.2 Level 2 Develop GUIs Planning Module Testing 1.1.1 1.2.1 1.3.1 Level 3 Ensure Compatibility with Earlier Versions Cost/Schedule Management Defect Testing 1.1.2 1.2.2 1.3.2 Compatible with Windows ME 1.1.2.1 Level 4 (Work packages) Compatible with Windows Vista 1.1.2.2 Compatible with Windows XP 1.1.2.3 Work Breakdown Structure Figure 3.3

  16. Project Scheduling • Identifying precedence relationships • Sequencing activities • Determining activity times & costs • Estimating material & worker requirements • Determining critical activities

  17. Project Management Techniques • Gantt chart • Critical Path Method (CPM) • Program Evaluation and Review Technique (PERT)

  18. Time J F M A M J J A S Design Prototype Test Revise Production A Simple Gantt Chart

  19. Deplaning Baggage claim Container offload Pumping Engine injection water Container offload Main cabin door Aft cabin door Aft, center, forward Loading First-class section Economy section Container/bulk loading Galley/cabin check Receive passengers Aircraft check Loading Boarding Passengers Baggage Fueling Cargo and mail Galley servicing Lavatory servicing Drinking water Cabin cleaning Cargo and mail Flight services Operating crew Baggage Passengers 0 10 20 30 40 Time, Minutes Service For a Delta Jet Figure 3.4

  20. PERT and CPM • Network techniques • Developed in 1950’s • CPM by DuPont for chemical plants (1957) • PERT by Booz, Allen & Hamilton with the U.S. Navy, for Polaris missile (1958) • Consider precedence relationships and interdependencies • Each uses a different estimate of activity times

  21. Six Steps PERT & CPM • Define the project and prepare the work breakdown structure • Develop relationships among the activities - decide which activities must precede and which must follow others • Draw the network connecting all of the activities

  22. Six Steps PERT & CPM • Assign time and/or cost estimates to each activity • Compute the longest time path through the network – this is called the critical path • Use the network to help plan, schedule, monitor, and control the project

  23. A comes before B, which comes before C. A C (a) B A B C A A A and B must both be completed before C can start. (b) C C B B B B and C cannot begin until A is completed. B A (c) A C C A Comparison of AON and AOA Network Conventions Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) Figure 3.5

  24. C and D cannot begin until both A and B are completed. A C B A C (d) D B D C cannot begin until both A and B are completed; D cannot begin until B is completed. A dummy activity is introduced in AOA. A C A C (e) Dummy activity B D B D A Comparison of AON and AOA Network Conventions Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) Figure 3.5

  25. B and C cannot begin until A is completed. D cannot begin until both B and C are completed. A dummy activity is again introduced in AOA. A B D B A Dummy activity C (f) C D A Comparison of AON and AOA Network Conventions Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) Figure 3.5

  26. AON Example Milwaukee Paper Manufacturing'sActivities and Predecessors Table 3.1

  27. Activity A (Build Internal Components) A Start Activity B (Modify Roof and Floor) B Start Activity AON Network for Milwaukee Paper Figure 3.6

  28. Activity A Precedes Activity C A C Start B D Activities A and B Precede Activity D AON Network for Milwaukee Paper Figure 3.7

  29. F A C E Start H B G D Arrows Show Precedence Relationships AON Network for Milwaukee Paper Figure 3.8

  30. C (Construct Stack) 4 2 F (Install Controls) A (Build Internal Components) E (Build Burner) H (Inspect/ Test) Dummy Activity 7 1 6 B (Modify Roof/Floor) G (Install Pollution Device) D (Pour Concrete/ Install Frame) 3 5 AOA Network for Milwaukee Paper Figure 3.9

  31. Determining 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

  32. Activity Description Time (weeks) A Build internal components 2 B Modify roof and floor 3 C Construct collection stack 2 D Pour concrete and install frame 4 E Build high-temperature burner 4 F Install pollution control system 3 G Install air pollution device 5 H Inspect and test 2 Total Time (weeks) 25 Determining the Project Schedule Perform a Critical Path Analysis Table 3.2

  33. 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 Activity Description Time (weeks) A Build internal components 2 B Modify roof and floor 3 C Construct collection stack 2 D Pour concrete and install frame 4 E Build high-temperature burner 4 F Install pollution control system 3 G Install air pollution device 5 H Inspect and test 2 Total Time (weeks) 25 Determining the Project Schedule Perform a Critical Path Analysis Table 3.2

  34. Activity Name or Symbol A Earliest Finish Earliest Start ES EF LS LF Latest Finish Latest Start 2 Activity Duration Determining the Project Schedule Perform a Critical Path Analysis Figure 3.10

  35. Forward 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} • Earliest Finish Time Rule: • EF = ES + Activity time

  36. ES EF = ES + Activity time Start 0 0 0 ES/EF Network for Milwaukee Paper

  37. EF of A = ES of A + 2 ESof A A 2 0 2 Start 0 0 0 ES/EF Network for Milwaukee Paper

  38. EF of B = ES of B + 3 A 2 ESof B 0 2 0 3 Start 0 0 B 3 0 ES/EF Network for Milwaukee Paper

  39. A 2 C 2 0 2 2 4 Start 0 0 0 B 3 0 3 ES/EF Network for Milwaukee Paper

  40. A 2 C 2 0 2 2 4 Start 0 0 = Max (2, 3) D 4 0 3 B 3 0 3 ES/EF Network for Milwaukee Paper 7

  41. A 2 C 2 0 2 2 4 Start 0 0 0 B 3 D 4 0 3 3 7 ES/EF Network for Milwaukee Paper

  42. A 2 C 2 F 3 0 2 4 7 2 4 E 4 H 2 Start 0 0 4 8 13 15 0 B 3 D 4 G 5 0 3 3 7 8 13 ES/EF Network for Milwaukee Paper Figure 3.11

  43. Backward Pass Begin with the last event and work backwards • Latest Finish Time Rule: • If an activity is an immediate predecessor for just a single activity, its LF equals the LS of the activity that immediately follows it • If an activity is an immediate predecessor to more than one activity, its LF is the minimum of all LS values of all activities that immediately follow it • LF = Min {LS of all immediate following activities} • Latest Start Time Rule: • LS = LF – Activity time

  44. A 2 C 2 F 3 0 2 4 7 2 4 E 4 H 2 Start 0 0 4 8 13 15 13 15 0 LS = LF – Activity time B 3 D 4 G 5 0 3 3 7 8 13 LF = EF of Project LS/LF Times for Milwaukee Paper

  45. A 2 C 2 F 3 0 2 4 7 2 4 10 13 E 4 H 2 Start 0 0 LF = Min(LS of following activity) 4 8 13 15 13 15 0 B 3 D 4 G 5 0 3 3 7 8 13 LS/LF Times for Milwaukee Paper

  46. LF = Min(4, 10) A 2 C 2 F 3 0 2 4 7 2 4 2 4 10 13 E 4 H 2 Start 0 0 4 8 13 15 13 15 4 8 0 B 3 D 4 G 5 0 3 3 7 8 13 8 13 LS/LF Times for Milwaukee Paper

  47. A 2 C 2 F 3 0 2 4 7 2 4 2 4 10 13 0 2 E 4 H 2 Start 0 0 4 8 13 15 13 15 0 0 4 8 0 B 3 D 4 G 5 0 3 3 7 8 13 4 8 8 13 1 4 LS/LF Times for Milwaukee Paper

  48. Computing Slack Time After computing the ES, EF, LS, and LF times for all activities, compute the slack or free time for each activity • Slack is the length of time an activity can be delayed without delaying the entire project Slack = LS – ES or Slack = LF – EF

  49. Earliest Earliest Latest Latest On Start Finish Start Finish Slack Critical Activity ES EF LS LF LS – ES Path A 0 2 0 2 0 Yes B 0 3 1 4 1 No C 2 4 2 4 0 Yes D 3 7 4 8 1 No E 4 8 4 8 0 Yes F 4 7 10 13 6 No G 8 13 8 13 0 Yes H 13 15 13 15 0 Yes Computing Slack Time Table 3.3

  50. A 2 C 2 F 3 0 2 4 7 2 4 2 4 10 13 0 2 E 4 H 2 Start 0 0 4 8 13 15 13 15 0 0 4 8 0 B 3 D 4 G 5 0 3 3 7 8 13 4 8 8 13 1 4 Critical Path for Milwaukee Paper

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