Time Management (WBS/Gannt/Pert)

1
Time Management (WBS/Gannt/Pert)
2
What is a Project?

• Many people involved, usually across several
  functional areas in the organizations.
• Sequenced activities.
• Goal-oriented.
• End product or service must result.

• Complex and numerous activities.
• Unique a one-time set of events
• Finite with a begin and end date.
• Limited resources and budget

3
Project ManagementWhat is a Project Management?

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

4
Project ManagementThe 5-Phase Method

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

5
Project ManagementCauses of Project Failure

1. The Project is a solution in search of a problem.
2. Only the project team is interested in the end
   result.
3. No one is in charge.
4. The project plan lacks structure.
5. The project plan lacks detail.
6. The project is under budgeted.
7. Insufficient resources are allocated.
8. The project is not tracked against its plan.
9. The project team is not communicating.
10. The project strays from its original goals.

6
Project ManagementProblem Identification

• What is the problem/opportunity?
• What is to be done?
• Who is responsible for the project?
• When must the project be completed?

7
Project ManagementProject Goals - Identification

• 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.
• 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.

8
Project ManagementObjectives MilestonesThe
S.M.A.R.T. method

• Specific Be specific in targeting an objective
• Measurable Establish a measurable indicator(s)
  of progress.
• Aassignable Make the objective capable of being
  assigned to someone for completion.
• Realistic State what can be realistically
  achieved within budgeted time and resources.
• Time-related State when the objective can be
  achieved, that is, the duration.

9
Project ManagementResources, 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 ManagementWBS 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 ManagementSuccessful Work Breakdown
Structure (2)

• Each activity in the WBS will be
• Single-purposed
• Of a specific time duration
• Manageable
• Its time and cost easily derived
• Deliverables clearly understood
• Responisibilities for its completion clearly
  assigned
• The final defined activities will be known as
  entities

12
Project ManagementSteps 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
Project ManagementGantt 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
Project ManagementGantt Charts (2)

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

15
Project ManagementGantt 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
Project ManagementPERT 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 (1950s)
• Critical Path Method/Analysis (CPM) Developed
  by Du Pont 1957
• Gives managers greater control of larger projects

17
Project ManagementHow Charts Are Made

• Gantt Charts
• Time across the top
• Tasks listed down the sides
• Lines connecting dependent tasks

• PERT Charts
• Grouped by most critical path
• Dependencies are clearly identified
• Task times are included in boxes / circles

18
Project ManagementSteps Critical Path Method
(CPM)

• 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.

19
Project ManagementCritical Path Method (CPM)
20
5-Phase Project ManagementTime, Cost and Project
Activities

• Estimating Activity Time
• Optimistic completion time
• Pessimistic 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 (O4MP)/6
• Formula gives the weighted average

• Estimating Activity Cost
• Labor
• Materials
• Other direct (travel, telephone, contracted
  services, etc.)
• Indirect (overhead)
• CPM Critical Path Method (sequencing and
  identifying critical project activities)

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