1. Project Management

2. Project Management
DILBERT’S
BOSS

3. A Balancing Act
Deliverables
Cost
Quality

4. Learning How
ME 440/441
MBA
Industrial training programs

5. Planning Technical Time Resources Personnel Equipment and Facilities
Budget

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

7. 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!

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

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

10. Example Gantt Chart

11. 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

12. Example Gantt Chart

13. 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

14. CPM/PERT
Critical Path Method
Program Evaluation and Review Technique

15. Example PERT Chart

16. 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

17. 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

18. Example PERT Chart

19. 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

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

21. Budget Control Chart

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

23. Circle-dot Chart

24. 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

25. Project Management is …

26. … a Balancing Act