1. PROJECT MANAGEMENT ENCE-7323 TO 763-N CLASS 3 September 17, 2001 Carl E. Edlund 214-665-8124 cedlund@prodigy.net edlund.carl@epa.gov

2. Project Life Cycle DEFINITION ENLIST SPONSOR NAME STAKEHOLDERS MAKE RULES STATEMENT OF WORK RESPONSIBILITES MATRIX COMMUNICATION PLAN CHARTER

3. Project Life Cycle PLANNING RISK MANAGEMENT DETAILED SCHEDULING RESOURCE ESTIMATING RISK LOG SCHEDULE BUDGET RESOURCE PLAN

4. Project Life Cycle CONTROL MEASURE PROGRESS COMMUNICATION CORRECTIVE ACTION PROGRESS REPORTS

5. Project Life Cycle CLOSEOUT RECONCILE ACCOUNTS LESSONS LEARNED PREPARE FOR NEXT JOB FINAL PRODUCT CUSTOMER ACCEPTS

6. Project Life Cycle DEFINECLOSECONTROLPLAN FEEDBACK CHANGES CORRECTIONS

7. Project Life Cycle PLANNING RISK MANAGEMENT DETAILED SCHEDULING RESOURCE ESTIMATING RISK LOG SCHEDULE BUDGET RESOURCE PLAN

8. EXAMPLE SepOctoberNovember 2001 Task Name29 6 13202731724 PROJECT KICKOFF MEETING PROJECT COORD. & EQUIP. MOB. FIELD WORK LAB TESTING; DATA VALIDITY DATA REVIEW & REPORT PREP. DRAFT REPORT COMPLETION 10

9. The CPM network has one starting event and one ending event. Each activity is bounded by two events, one at the tail (starting point) and one at the head (ending point). FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM) 132 MobilizeDrill Borings Activity 2 3 Duration (Days) ij i j Event

10. VERTICAL & HORIZONTAL NUMBERING 26 3 129 710 118 13 5 4 1 23 4 1211 56 98 13 10 7 1 VERTICAL HORIZONTAL

11. Eight Steps to Using CPM to Manage a Project  Identify the activities (tasks) in the project and their durations.  Determine for each activity the logic that governs when it can occur, i.e., what must precede the activity, what can occur at the same time, and what must follow (precedence, concurrence, succession). FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

12.  Draw a network diagram that reflects the best progression of the project (i.e., order activities in a logical sequence that minimizes project duration). For each activity, place the name of the activity above the arrow and the duration of the activity below the arrow.  Determine the earliest event times (EETs) and latest event times (LETs) for each event in the network diagram. FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

13.  Determine and highlight the critical path (those critical activities that define the duration of the project). Activities are critical if: –The EET and LET at the tail of the activity are equal. –The EET and LET at the head of the activity are equal. –The difference between the EET (or LET) at the head and the EET (or LET) at the tail equals the activity duration. FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

14. There will be at least one critical path extending from the beginning to the end of the project.  Tabulate activity times (early start, early finish, late start, late finish, total float, and free float) that can help you schedule resources and identify schedule flexibility. –Early Start (ES) = The EET (entered in the box symbol) at the tail of the activity arrow FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

15. –Early Finish (EF) = ES + Activity Duration –Late Start (LS) = LF - Activity Duration –Late Finish (LF) = The LET (entered in the triangle symbol) at the head of the activity arrow –Total Float (TF) = LS - ES = LF – EF –Free Float (FF) = EET (at the head) - EF FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

16. Interfering float (that which delays a subsequent activity, but not the total project) equals TF - FF; for a given activity, it is also equal to the difference between the LET and EET at the head of that activity's arrow.  Schedule activities and allocate resources to maximize efficiencies and minimize project time.  During the project, use the CPM to measure progress; taking action where necessary and modifying the network diagram as needed. FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

17. SUMMARY OF BENEFITS OF THE CRITICAL PATH METHOD Provides graphic representation of the sequence and interdependency of activities Enables prediction of project duration Highlights critical path activities and project float time Enables detailed planning/scheduling prior to starting the project

18. Enables tracking of project activities and timely response to changed conditions Can be used for alternatives analysis Aids in estimating/allocating resources and costs and visualizing constraints BENEFITS OF THE CRITICAL PATH METHOD (CPM)