1. Time Management (WBS/Gannt/Pert)

2. What is a Project? Complex and numerous activities. Complex and numerous activities. Unique – a one-time set of events Unique – a one-time set of events Finite – with a begin and end date. Finite – with a begin and end date. Limited resources and budget Limited resources and budget Many people involved, usually across several functional areas in the organizations. Many people involved, usually across several functional areas in the organizations. Sequenced activities. Sequenced activities. Goal-oriented. Goal-oriented. End product or service must result. End product or service must result.

3. Project Management What is a Project Management? PLANNING PLANNING INVOLVES THE ESTABLISHMENT OF CLEAR AND PRECISE OBJECTIVES IN ORDER TO REACH A FINAL, STATED GOAL INVOLVES THE ESTABLISHMENT OF CLEAR AND PRECISE OBJECTIVES IN ORDER TO REACH A FINAL, STATED GOAL ORGANIZING ORGANIZING ASSEMBLY OF NECESSARY RESOURCES FOR CARRYING OUT THE WORK DEFINED IN THE PLAN ASSEMBLY OF NECESSARY RESOURCES FOR CARRYING OUT THE WORK DEFINED IN THE PLAN CONTROLLING CONTROLLING MONITOR AND MAINTAIN AS THE PROJECT PROGRESSES MONITOR AND MAINTAIN AS THE PROJECT PROGRESSES CHANGE CHANGE INSTITUTING MECHANISMS NEEDED FOR SITUATIONS THAT REQUIRE CHANGE INSTITUTING MECHANISMS NEEDED FOR SITUATIONS THAT REQUIRE CHANGE

4. Project Management The 5-Phase Method The 5-Phase Method contains specific steps that expand the general process into a detailed set of procedures. The 5-Phase Method contains specific steps that expand the general process into a detailed set of procedures. 1. Define (5 Action Steps) 1. Define (5 Action Steps) 2 Plan (5 Action Steps) 2 Plan (5 Action Steps) 3. Organize (5 Action Steps) 3. Organize (5 Action Steps) 4. Control (5 Action Steps) 4. Control (5 Action Steps) 5. Close (5 Action Steps) 5. Close (5 Action Steps) 1 & 2 = Planning; 3, 4 & 5 = Implementation

5. Project Management Causes of Project Failure  The Project is a solution in search of a problem.  Only the project team is interested in the end result.  No one is in charge.  The project plan lacks structure.  The project plan lacks detail.  The project is under budgeted.  Insufficient resources are allocated.  The project is not tracked against its plan.  The project team is not communicating.  The project strays from its original goals.

6. Project Management Problem Identification What is the problem/opportunity? What is the problem/opportunity? What is to be done? What is to be done? Who is responsible for the project? Who is responsible for the project? When must the project be completed? When must the project be completed?

7. Project Management Project Goals - Identification Prepare and launch the new shuttle line Atlantis from Earth to the Moon Colony by March 5, 2025. Prepare and launch the new shuttle line Atlantis from Earth to the Moon Colony by March 5, 2025. Connect Italy with Sicily via the new G. Garibaldi world's longest single-span suspension bridge and have it open for traffic no later then July 2008. Connect Italy with Sicily via the new G. Garibaldi world's longest single-span suspension bridge and have it open for traffic no later then July 2008. Design and complete testing by April, 2005, of MS Project 2005, Project Management software. Design and complete testing by April, 2005, of MS Project 2005, Project Management software. Obtain an “MSc.” Degree in the EESI program from the Royal Institute of Technology by spring next year. Obtain an “MSc.” Degree in the EESI program from the Royal Institute of Technology by spring next year.

8. Project Management Objectives – Milestones The S.M.A.R.T. method S pecific: Be specific in targeting an objective M easurable: Establish a measurable indicator(s) of progress. A assignable: Make the objective capable of being assigned to someone for completion. R ealistic: State what can be realistically achieved within budgeted time and resources. T ime-related: State when the objective can be achieved, that is, the duration.

9. Project Management Resources, Assumptions and Risks  Determine preliminary resources: 1. The resources were determined without project manager input. 2. The project manager determined the needed resources based on the plan.  Identify Assumptions and risks: 1. What resources are required to realistically complete this objective? What risks are associated with obtaining any of these resources in a timely manner? 2. What problems and delays are likely to occur in completing this objective? 3. What effect(s) will delays have on the budget and overall project schedule and plan? 4. What are the probable time, money, and personell cost overruns to complete this project? 5. What assumptions can be made to realistically correctfor delays in completing this objective within given resources and constraints?

10. Project Management WBS – Work Breakdown Structure (1)  WBS is a simple decomposition process, i.e. a hierarchical representation of the project.  WBS identifies the activities that must be done tobegin and complete a project.  WBS involves the envisioning of the project as a hierarchy of a goal, objectives, activities, subactivities and work packages.  Milestones are events that signify the accomplishment or completion of major deliverables during a project.

11. Project Management Successful Work Breakdown Structure (2) Each activity in the WBS will be: Single-purposed;Single-purposed; Of a specific time duration;Of a specific time duration; Manageable;Manageable; Its time and cost easily derived;Its time and cost easily derived; Deliverables clearly understood;Deliverables clearly understood; Responisibilities for its completion clearly assigned;Responisibilities for its completion clearly assigned; The final defined activities will be known as entities;The final defined activities will be known as entities;

12. Project Management Steps – Work Breakdown Structure (3)  Step 1: Divide the project into its major objectives such that the project is fully defined by the objectives.  Step 2: Partition each objective into the activities that must be done in order to accomplish the objective.  Step 3: For each activity having one or more missing characteristics divide that activity into the subactivities comprising it.  Step 4: Repeat step 3 until all subactivities have the characteristics desired.  Step 5: The lowest-level subactivities in the hierarchy will be the basis of the work packages that must be done in order to complete the project.

13. Gantt Charts (1) Project Management Gantt Charts (1) History  developed by Henry Gantt (1861-1919)  First used in Frankford ammunition shops in 1914 (World War I – Naval Ships)  Milestone markers, time outlines  Took 80 years to add task dependecies  popular since inception and is widely used today  precusor of CPM/PERT

14. Gantt Charts (2) Project Management Gantt Charts (2) Project management tool Project management tool Horizontal line or bar chart Horizontal line or bar chart Time ordered listing of planned events Time ordered listing of planned events Visual representation of an organizations schedule for milestones Visual representation of an organizations schedule for milestones Graph with bar representing time for each activity Graph with bar representing time for each activity Ideal for starting project work description Ideal for starting project work description schedules and plans activities schedules and plans activities

15. Gantt Charts (3) Project Management Gantt Charts (3) Helps identify  start of activities  end of activities  slack time amount of time an activity can be delayed without delaying the project  precedence relationships between activities

16. PERT Charts (1) Project Management PERT Charts (1) What is a PERT Chart? Program Evaluation and Review Technique Project management tool Complex network diagrams Used to schedule, coordinate and organize tasks within a project History of PERT Charts United States Navy (Polaris Program) 1958 RAND Corporation – Missile Development Post World War II (1950’s) Critical Path Method/Analysis (CPM) – Developed by Du Pont 1957 Gives managers greater control of larger projects

17. How Charts Are Made Project Management How Charts Are Made Gantt Charts Gantt Charts  Time across the top  Tasks listed down the sides  Lines connecting dependent tasks PERT Charts PERT Charts  Grouped by most critical path  Dependencies are clearly identified  Task times are included in boxes / circles

18. The Critical Path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of the project. Tasks that are on the critical path cannot be delayed without delaying the entire project schedule. The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. For each path, sum the durations of all tasks in the path.The path with the longest total duration is the Critical Path.The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest completion date of the project.The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project. Project Management Steps – Critical Path Method (CPM)

19. Project Management Critical Path Method (CPM) The critical path is highlighted in red TASKC Fri 2/9/012 days Fri 2/9/010 days TASKD Tue 2/20/017 days Tue 2/20/010 days TASKI Tue 2/27/015 days Tue 2/27/010 days TASKE Mon 2/19/016 days Tue 2/20/011 day TASKB Wed 2/7/012 days Wed 2/7/010 days TASKA Mon 2/5/013 days Mon 2/5/010 days TASKH Thu 2/15/011 day Tue 2/20/013 days TASKF Wed 2/14/013 days Fri 2/16/012 days TASKG Fri 2/16/012 days Tue 2/20/012 days Duration Slack Time

20. 5-Phase Project Management Time, Cost and Project Activities Estimating Activity Time: Optimistic completion time Optimistic completion time Pessimistic completion time Pessimistic completion time Most likely completion time Most likely completion time So we can use this formula to calculate the E – Expected completion time of activity: Average activity completion time =E = (O+4M+P)/6 Formula gives the weighted average Estimating Activity Cost: Labor Labor Materials Materials Other direct (travel, telephone, contracted services, etc.) Other direct (travel, telephone, contracted services, etc.) Indirect (overhead) Indirect (overhead) CPM = Critical Path Method (sequencing and identifying critical project activities)

21. Figure 3-16 Graphical diagrams that depict project plans (a) A Gantt Chart (b) A PERT chart 3.21