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Project Management

Project Management. Ross L. Fink. Definition of Project. A project is a specific, finite task to be accomplished. Brief History. Modern Project Management can be traced to the “Manhattan” project. Early project management dealt with large complex projects or R&D (weapons systems)

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Project Management

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  1. Project Management Ross L. Fink

  2. Definition of Project • A project is a specific, finite task to be accomplished.

  3. Brief History • Modern Project Management can be traced to the “Manhattan” project. • Early project management dealt with large complex projects or R&D (weapons systems) • Today -- Project management is more important than ever.

  4. Importance of Project Management Today • More customization in manufacturing • Shorter product life cycles • Use in service organizations • Nonprofit sector

  5. Why Project Management? • Better control • Better customer relations • Shorter development time • Lower costs • Higher quality and reliability • Higher profits • Better interdepartmental coordination • Better worker morale

  6. Characteristics of a Project • One-time focus • Specific purpose and desired results • Identifiable start and finish • Time fence (or due-date) for completion • Involvement of cross-functional work team • Limited set of resources • Logical sequence of events • A clear client (user, customer) of results

  7. Project Management Tools • Major tools developed in the 1950s • PERT - Program Evaluation and Review Technique - Polaris Missile (NAVY) • CPM - Critical Path Method (CPM) - DuPont and Remington Rand - Maintenance of Chemical Plant

  8. Project Performance Objectives • PCT Objectives • “Good, Fast, Cheap” Performance Time Cost

  9. Reason for Project Failures • Unrealistic expectations • Poor project leadership • Poor project planning

  10. The Project Manager is Responsible to • Superiors • Team • Customer or Sponsor of project

  11. A Project Manager Needs to: • Communicate - • Importance of project • Role others play in project • Importance of their contribution • With customers • Understand project dimensions - • Technical • Cultural • Political

  12. Work Breakdown Structure (WBS) • Breaks the Program (or Project) into smaller and smaller units of work. The following are common levels of work: • Program • Project • Task • Subtask • Work Package

  13. Why Use WBS • Provides a logical means of identifying the activities of a project • Provides structure to the project plan • Different levels of WBS can be used for control by different individuals

  14. Types of WBS • Outcome (things) • Task • Task-outcome

  15. WBS Procedure • Simply ask “What will have to be done in order to _________ “ • Don’t worry about sequencing at this point

  16. Stopping Rules For WBS • Level of detail is too great to be useful • Control to smallest time unit used for control • Typically, no more than 5 to 6 levels is appropriate • For large project, no more than 20

  17. PERT Diagrams • PERT (or Network) diagrams showing the relationship between activities • There are more than one way of constructing these networks, we will use what is called activities-on-the-node (AON) or activities-in-the-box. This is the same as MS Project

  18. PERT Diagram Notation • Box or circle (node) represents the activity • Arrow (arc) represents the relationship between activities

  19. Example

  20. PERT Diagram

  21. Modeling Time • Simple model assumes times are deterministic (constant) • More elaborate models allow stochastic representation (most common being one that uses 3 time estimates)

  22. Example

  23. Example - Maximum Time • Sequential • Sum of all task times • In our example: 21 periods

  24. Finding time • ES and EF go forward through PERT diagram (ES + Time= EF) • LS and LF go backwards through PERT diagram (LF - Time = LS) • Slack is LS - ES or LF - EF

  25. PERT Diagram

  26. PERT Diagram with Times

  27. Critical Path • A-C-E • Significance--critical path determines project completion time

  28. Example in MS Project

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