Project Management

Project Management DILBERT’S BOSS

A Balancing Act Deliverables Cost Quality

Learning How ME 440/441 MBA Industrial training programs

Planning Technical Time Resources Personnel Equipment and Facilities Budget

Benefits of Planning Framework for communication Allocate resources Clients and coworkers Allocate resources Personnel, equipment and facilities, budget Benchmark to measure progress

Planning - Fundamentals Establish Performance Standards at the BEGINNING Use Decision Trees/Matrices, QFD, Taguchi Methods Assure Performance Standards as Project Progresses Verify Final Performance Against Standards NO SUPRISES!

Time Planning Identify TASKS Estimate DURATION of Tasks Establish PRECEDENCE of Tasks Record MILESTONES (Performance and Dated) Plan Start and Finish DATES for Tasks

Models Gantt Charts - Bar Charts CPM/PERT - Network Control Charts - Planned versus Actual

Example Gantt Chart

Gantt Chart Tabulate Project Tasks Title and ID Number for Each Task Estimate Duration of Each Task Estimate Resource Requirements for Each Task May Need Dummy Tasks for Critical Resources Identify Prerequisite Tasks for Each Task Layout Bar Chart with One Bar per Task based on Time Add Dated Milestones

Example Gantt Chart

Gantt Chart - Pros and Cons Strengths See Status of Each Task at Any Point in Time See Overlapping and Parallel Tasks Weaknesses Unable to Tell if the Entire Project is on Time for Highly Dependent Projects Difficult to Show Critical Path

CPM/PERT Critical Path Method Program Evaluation and Review Technique

Example PERT Chart

CPM/PERT Tabulate Project Tasks Title and ID Number for Each Task Estimate Duration for Each Task D=(O+4M+P)/6 O = Optimistic, M = Most Likely, P = Pessimistic Estimate Resource Requirements for Each Task May Need Dummy Tasks for Critical Resources Identify Prerequisite Tasks for Each Task Layout Flowchart of Tasks Based on Dependencies NOT Time Indicate Performance Milestones on Flowchart

CPM/PERT - continued Calculate Earliest Completion Time and Latest Completion Time Beginning at start of project, ECT for task = ECT for preceding node + duration Beginning at end of project, LCT for task = LCT for following node - duration Calculate Slack Time for Each Task Slack for Task= ECT - LCT Determine Critical Path Longest Time Path Zero Slack

Example PERT Chart

CPM/PERT – Pros and Cons Strengths Shows Task Dependencies Predicts Critical Path Identifies Slack Time for Resources Weaknesses Assumes Subsequent Task Starts Immediately After Prerequisite Concludes Difficult to Visualize Timing

Control Charts Quality Schedule Budget Statistical Process Control Gantt, Milestone, PERT Budget Commitment Performance Cash Flow

Budget Control Chart

Resource Planning LINK TO TIME PLANNING Personnel In-House Vendors and Subcontractors Circle-dot chart

Circle-dot Chart

Resource Planning - continued Equipment and Facilities May Need to Add Dummy Tasks for Critical Resources Downtime for Expected Maintenance or Failure Budget Often Not Under Direct Control of Project Team Contingency Funds Variable Value of Money Inflation International Currency

Project Management is …

… a Balancing Act