Examining the project (seminar)

Time related processes Focus of control is on the future. If not, it will degenerates into a recording system Consistent unit of time throughout the plan (with the exemption of different levels of detail).

Cost related processes Goal: to complete the project within the financial budget, including forecasting and mnaging costs. Estimation of activity costs for the budget-plan are based on: Man-hours Labor-rates (wage etc.) Material costs Service costs Set-up charges Rental charges Overheads Cost control is based on the budget Cost control is the principal means of control (esp. For the customer)

Resource related processes Aim: to plan the use and control of resources. Resources: anyting (any input) that is required. Availability of resources means constraint for the project. Resource planning: Summation (aggregation) for each period Scheduling activities with resource needs Coming only after the scheduling of activities by logical interactions Resource control: monitor the the usage of resources and report any deviations to the plan Lack of information on futire resource needs can severely hamper a project. If a firm’s ususal business is not planned with sufficient detail, it can leads to shortages if the project needs them.

Planning project duration Network techniques: a formal and explicit statement of policy, and also a communication tool Work Breakdown Structure (WBS) Logical sequencing the project More grouping logic can be used (depending on the project-context): Physical Functional Cost-centre etc. Add the durations to the tasks and task groups Use iterative refining of the duration estimations Examination of the plan: ‘there is always a better way’ Project network techniques identifies the critical activites to focus the examinations on. Duration reduction always costs resources.

Reducing total project time Systematic approach: Critical activities subjected to the questioning technique (if there is a quicker way) Can we modify the network logic to overlap or parallel activities? Is it acceptably possible to increase the risk taken? Can any resources moved or can the costs of increased resources be tolerated?

The questioning method Backround is work-study Systematic questioning: the same questions on the same (rigid) way Two kinds of activities: ‘do’ activities: tasks advancing the project in themselves ‘ancillary’ activities: supporting ‘do’ activities

Questions to be asked when reducing the project time ? Purpose Place Sequence Person Means Overlapping Risk Trade-off Cost

Reduction by overlapping activities Activities following each other, depending on the interrelationships can be overlapped or paralleled. Original sequence Overlapping activities

Reduction by increased risk Reducing activities like: Testing Checking Proving Risk of failure will increase

Reduction by the transference of resources Trading-off resources: moving resources from non-critical activities to critical ones.

Reduction by increased cost (crashing) Increasing activity cost to reduce its duration. Cost-slope: cost of reducing duration time by unit time. We need the network diagrams to do crashing.

Dangers of the cost-slope concept It is difficult to find reliable figures for the changes in cost resulting from changes in duration times. Cost/time relations are frequently not constant nor simple Not all resources are freely convertible to cost (problem of availability)

Reducing cost by increasing time Non-critical activities can be increased in time without extending the duration of the whole project (they have float time). In this case cost savings are the only effect.

Relationship between time and labour employed There is a minimum time below it is impossible to reduce duration.

The final network The network after reduction will be different than the one before: Logic and connections changed between activities Duration times altered Nem critical path A test is needed to uncover illogicalities and to match the new activity schedule to the resource availabilities

Reading Textbook chapter 8

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