1. Operations Management Project Management Chapter 3

2. 3-2 Learning Objectives When you complete this chapter, you should be able to : Identify or Define :  Work breakdown structure  Critical path  AOA and AON Networks  Forward and Backward Passes  Variability in Activity Times

3. 3-3 Learning Objectives - Continued When you complete this chapter, you should be able to : Describe or Explain:  The role of the project manager  Program evaluation and review technique (PERT)  Critical path method (CPM)  Crashing a project  The Use of MS Project

4. 3-4 Management of Large Projects  Planning - goal setting, project definition, team organization  Scheduling - relating people, money, and supplies to specific activities and activities to one and other  Controlling - monitoring resources, costs, quality, and budgets; revising plans and shifting resources to meet time and cost demands

5. 3-5 Planning l Objectives l Resources l Work break- down schedule l Organization Scheduling l Project activities l Start & end times l Network Controlling l Monitor, compare, revise, action Project Management Activities

6. 3-6 Project Planning, Scheduling, and Controlling Project Planning 1. Setting goals 2. Defining the project 3. Tying needs into timed project activities 4. Organizing the team Project Scheduling 1. Tying resources to specific activities 2. Relating activities to each other 3. Updating and revising on a regular basis Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details CPM/PERT Gantt charts Milestone charts Cash flow schedules Project Controlling 1. Monitoring resources, costs, quality, and budgets 2. Revising and changing plans 3. Shifting resources to meet demands Reports budgets delayed activities slack activities Before Project During Project

7. 3-7  Establishing objectives  Defining project  Creating work breakdown structure  Determining resources  Forming organization Project Planning

8. 3-8  Often temporary structure  Uses specialists from entire company  Headed by project manager  Coordinates activities  Monitors schedule & costs  Permanent structure called ‘matrix organization’ Project Organization

9. 3-9 A Sample Project Organization Sales President Finance Human Resources Engineering Quality Control Production Technician Test Engineer Propulsion Engineer Physiologist Project Manager Psychologist Structural Engineer Inspection Technician Project 1 Project 2 Project Manager

10. 3-10 A Sample Project Organization Sales Finance Human Resources Engineering Quality Control Production Test Engineer Propulsion Engineer Technician Project 1 Project 2 Project Manager Technician Project Manager Structural Engineer Inspection Technician President

11. 3-11 Matrix Organization

12. 3-12 The Role of the Project Manager Project Plan and Schedule Revisions and Updates Project Manager Project Team Top Management Resources Performance Reports Information regarding times, costs, problems, delays Feedback Loop

13. 3-13 Work Breakdown Structure  1.Project  2. Major tasks in the project  3. Subtasks in the major tasks  4. Activities (or work packages) to be completed

14. 3-14  Identifying precedence relationships  Sequencing activities  Determining activity times & costs  Estimating material & worker requirements  Determining critical activities Project Scheduling

15. 3-15 Purposes of Project Scheduling  Shows the relationship of each activity to others and to the whole project.  Identifies the precedence relationships among activities.  Encourages the setting of realistic time and cost estimates for each activity.  Helps make better use of people, money, and material resources by identifying critical bottlenecks in the project.

16. 3-16  Gantt chart  Critical Path Method (CPM)  Program Evaluation & Review Technique (PERT) Project Management Techniques

17. 3-17 JFMAMJJ Time Period Activity Design Build Test Gantt Chart

18. 3-18 Project Control Reports  Detailed cost breakdowns for each task  Total program labor curves  Cost distribution tables  Functional cost and hour summaries  Raw materials and expenditure forecasts  Variance reports  Time analysis reports  Work status reports

19. 3-19  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 PERT and CPM

20. 3-20  Is the project on schedule, ahead of schedule, or behind schedule?  Is the project over or under cost budget?  Are there enough resources available to finish the project on time?  If the project must be finished in less than the scheduled amount of time, what is the way to accomplish this at least cost? Questions Which May Be Addressed by PERT & CPM

21. 3-21 The Six Steps Common to 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 © 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

22. 3-22 A Comparison of AON and AOA Network Conventions

23. 3-23 Milwaukee General Hospital’s Activities and Predecessors ActivityDescriptionImmediate Predecessors ABuild internal components- BModify roof and floor- CConstruct collection stackA DPour concrete and install frameA, B EBuild high-temperature burnerC FInstall pollution control systemC GInstall air pollution deviceD, E HInspect and testF, G

24. 3-24 AON Network for Milwaukee General Hospital Start A B C D F F G H Arrows show precedence relationships

25. 3-25 1 3 24 5 67 H Inspect/Test G Install pollution control device D Pour concrete/ Install frame B Modify roof/floor C Construct stack F Install controls E Build burner AOA Network (With Dummy Activities) for Milwaukee General A Build internal components Dummy Activity

26. 3-26  Provides activity information  Earliest (ES) & latest (LS) start  Earliest (EF) & latest (LF) finish  Slack (S): Allowable delay  Identifies critical path  Longest path in network  Shortest time project can be completed  Any delay on critical path activities delays project  Critical path activities have 0 slack Critical Path Analysis

27. 3-27  Begin at starting event and work forward  ES = 0 for starting activities  ES is earliest start  EF = ES + Activity time  EF is earliest finish  ES = Maximum EF of all predecessors for non- starting activities Earliest Start and Finish Steps

28. 3-28  Begin at ending event and work backward  LF = Maximum EF for ending activities  LF is latest finish; EF is earliest finish  LS = LF - Activity time  LS is latest start  LF = Minimum LS of all successors for non- ending activities Latest Start and Finish Steps

29. 3-29 Latest Start and Finish Steps Latest Finish ES LS EF LF Earliest Finish Latest Start Earliest Start Activity Name Activity Duration

30. 3-30 Critical Path for Milwaukee General Hospital Start A B C D F F G H Arrows show precedence relationships

31. 3-31 AON Network for Milwaukee General Hospital Includes Critical Path Slack=0 Start A B C D F F G H H 13 2 15 H G 8 8 5 13 H F 4 10 3 7 13 H C 2 2 2 4 4 H E 4 4 4 8 8 H D 3 4 4 7 8 H B 0 1 3 3 4 H A 0 0 2 2 2 H 0 0 0 0 0 Slack=0 Slack=6 Slack=1 Start

32. 3-32 Gantt Chart Earliest Start and Finish Milwaukee General Hospital A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16

33. 3-33 Gantt Chart Latest Start and Finish Milwaukee General Hospital A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16

34. 3-34 1-2 Fdn & frame 1-3 Buy shrubs 2-3 Roof 2-4 Interior work 3-4 Landscape 4 4 5 5 6 6 7 7 8 8 9 9 1 1 0 0 1 1 1 1 1 1 2 2 3 3 2 2 1 1 Activity Build House Project Gantt Chart Latest Start and Finish

35. 3-35  3 time estimates  Optimistic times ( a )  Most-likely time ( m )  Pessimistic time ( b )  Follow beta distribution  Expected time: t = ( a + 4 m + b )/6  Variance of times: v = ( b - a ) 2 /6   PERT Activity Times

36. © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458 3-36  Expected project time ( T )  Sum of critical path activity times, t  Project variance ( V )  Sum of critical path activity variances, v Used to obtain probability of project completion! Project Times

37. 3-37 © 1995 Corel Corp. PERT Probability Example You’re a project planner for General Dynamics. A submarine project has an expected completion time of 40 weeks, with a standard deviation of 5 weeks. What is the probability of finishing the sub in 50 weeks or less?

38. 3-38 T = 40 s = 5 50X Normal Distribution Z XT = - = - = s 5040 5 20. m z = 0 s Z = 1 Z 2.0 Standardized Normal Distribution Converting to Standardized Variable

39. 3-39 m z = 0 s Z = 1 Z 2.0 Z.00.01 0.0.50000.50399 : ::: 2.0.97725.97784.97831 2.1.98214.98257.98300 Standardized Normal Probability Table (Portion) Probabilities in body Obtaining the Probability.02.50798.97725

40. 3-40 Variability of Completion Time for Noncritical Paths  Variability of times for activities on noncritical paths must be considered when finding the probability of finishing in a specified time.  Variation in noncritical activity may cause change in critical path.

41. 3-41 Factors to Consider when Crashing  The amount by which an activity is crashed is, in fact, permissible.  Taken together, the shortened activity durations will enable one to finish the project by the due date.  The total cost of crashing is as small as possible.

42. 3-42 Steps in Project Crashing  Compute the crash cost per time period. For crash costs assumed linear over time:  Using current activity times, find the critical path  If there is only one critical path, then select the activity on this critical path that (a) can still be crashed, and (b) has the smallest crash cost per period. Note that a single activity may be common to more than one critical path  Update all activity times.

43. 3-43 Crash and Normal Times and Costs for Activity B

44. 3-44 Cost-Time Curves Used in Crashing Analysis

45. 3-45 Advantages of PERT/CPM  Especially useful when scheduling and controlling large projects.  Straightforward concept and not mathematically complex.  Graphical networks aid perception of relationships among project activities.  Critical path & slack time analyses help pinpoint activities that need to be closely watched.  Project documentation and graphics point out who is responsible for various activities.  Applicable to a wide variety of projects.  Useful in monitoring schedules and costs.

46. 3-46  Assumes clearly defined, independent, & stable activities  Specified precedence relationships  Activity times (PERT) follow beta distribution  Subjective time estimates  Over-emphasis on critical path Limitations of PERT/CPM