By: Ahmad Al-Ghoul 1Philadelphia University. Learning Objectives Explain what a project is, list various attributes of projects. Describe project management,

By: Ahmad Al-Ghoul

1Philadelphia University

Learning ObjectivesExplain what a project is, list various attributes of

projects.Describe project management, discuss Who uses

Project Management.Discuss The Project Management Process.Explain Benefits of Project ManagementDiscuss how to control projects.Discuss Suggested Steps in Project ManagementDiscuss the activities in a Project Life Cycle


Learning ObjectivesExplain Project Initiation Phase, Project Planning

Phase, Project Execution Phase, Project controlling Phase and Project Close-out Phase.

Discuss Project Constraints includes, scope, time and cost

Understand the Work Breakdown Structure (WBS).

Explain and understand Project Scheduling.Discuss and implement GANTT CHARTS.Discuss and implement PERT and CPMPERT and CPM


What is Project Management?

Project : A group of milestones or phases, activities or tasks that support an effort to accomplish something

Management : is the process of Planning,

Organizing, Controlling and Measuring


Project...A collection of linked activities, carried out in

an organized manner, with a clearly defined START POINT and END POINT to achieve some specific results desired to satisfy the needs of the organization at the current time


What Is a Project?A project is “a temporary endeavor

undertaken to create a unique product, service, or result.”*

Operations is work done to sustain the business.

A project ends when its objectives have been reached, or the project has been terminated.

Projects can be large or small and take a short or long time to complete.


Attributes of a ProjectHas a well-defined objectiveComposed of a series of interdependent tasks Utilizes various resourcesHas a specific time frameMay be a unique or one-time endeavorHas a customerInvolves a degree of uncertainty


Project ManagementA dynamic process that utilizes the

appropriate resources of the organization in a controlled and structured manner, to achieve some clearly defined objectives identified as needs.

It is always conducted within a defined set of constraints


Why Need Project Management?• Complex project needs coordination of:

Multiple peopleMultiple resources (labs, equipment, etc.)Multiple tasks – some must precede othersMultiple decision points – approvalsPhased expenditure of fundsMatching of people/resources to tasks


Who uses Project Management? Nearly Everyone to some degree

People plan their Days, their Weeks, their Vacations and their Budgets and keep a simple project management form known as ‘’To Do’’ list

Any Process or Means used to track tasks or efforts towards accomplishing a goal could be considered Project Management


The Project Management ProcessThe project management process means planning

the work and then working the plan.

Clearly define the project objective.

Divide and subdivide the project.

Define the specific activities that need to be

performed.

Graphically schedule the activities in a project.Make a time estimate.Make a cost estimate.

Calculate a project schedule and budget.11Philadelphia University

Benefits of Project ManagementLess overall project costEffective use of resourcesMore timely project completionHigher quality of the final product


Controlling ProjectsEstablish a baseline plan.Monitor progress.Measure actual progress and compare it to

planned progress.Take corrective action if the project is behind

schedule, overrunning the budget, or not meeting technical specifications.


Suggested Steps in Project Management• Generate a formal definition of the project, with

goals, constraints, assumptions• Identify project start/end dates, any mandatory

milestones, including reports, signoffs, deliverables, etc.

• List constraints – money, equipment availability, holidays, etc.

• Identify tasks to be accomplished – high level (i.e., by categories), then details within each, using brainstorming method – green light


Suggested Steps, cont.• Refine detailed task list, dropping/ combining,

adding things omittedThen, for each task in list:• Estimate time (person hours, calendar period)• Identify dependencies among tasks• Identify resources (people, money, parts, etc.)


Suggested Steps, cont.Organize task groups roughly by starting dateList dependencies that should or MUST holdUse MS Project to make a GANTT chart• First capture tasks and task groups, milestones• Identify critical path, see if it can be shortened • Assign person-hours and specific team member(s)

to each task – identify “task leads”


Suggested Steps, cont.As project progresses:• Monitor, record progress on all tasks, at least

weekly – use “Tracking Gantt Chart”• Pay particular attention to those on critical

path• Revise plan as needed to take into account

changes, adapt to meet milestones


Project Life Cycle


InitiatingProcesses

PlanningProcesses

ControllingProcesses

ExecutingProcesses

ClosingProcesses

Project Initiation PhaseTo commit the organization to a project or phaseTo set the overall solution direction To define top-level project objectives To secure the necessary approvals and resourcesValidate alignment with strategic objectives To assign a project manager


Project Planning PhaseOrganize and staff the projectDevelop a Project PlanSign off on the Project Plan


Project Execution PhaseExecute the Project PlanManage the Project PlanImplement the project’s resultsSign off on project’s completion


Project controlling PhaseTo keep the project on track in order to achieve

its objectives as outlined in the project plan by:

Monitoring and reporting variances Controlling scope changesControlling schedule changesControlling costsControlling qualityResponding to risks


Project Close-out PhaseDocument the lessons learned during the

projectAfter-implementation reviewProvide performance feedbackClose-out contractsComplete administrative close-outDeliver project completion report


Project Constraints


project scope definition

Project scope is the part of project planning that involves determining and documenting a list of specific project goals, deliverables, tasks and deadlines.


Project ConstraintThe time constraint refers to the amount of time

available to complete a project. The cost constraint refers to the budgeted amount available for the project. The scope constraint refers to what must be done to produce the project's end result. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope.


Time

For analytical purposes, the time required to produce a deliverable is estimated using several techniques. One method is to identify tasks needed to produce the deliverables documented in a work breakdown structure or WBS. The work effort for each task is estimated and those estimates are rolled up into the final deliverable estimate.


Project Time Management processes include: Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule


Cost

To develop an approximation of a project cost depends on several variables including: resources, work packages such as labor rates and mitigating or controlling influencing factors that create cost variances.


Cost Process Areas

Cost Estimating is an approximation of the cost of all resources needed to complete activities.

Cost budgeting aggregating the estimated costs of resources, work packages and activities to establish a cost baseline.

Cost Control – factors that create cost fluctuation and variance can be influenced and controlled using various cost management tools.


ScopeRequirements specified to achieve the end

result. The overall definition of what the project is supposed to accomplish, and a specific description of what the end result should be or accomplish. A major component of scope is the quality of the final product. The amount of time put into individual tasks determines the overall quality of the project. Some tasks may require a given amount of time to complete adequately, but given more time could be completed exceptionally. Over the course of a large project, quality can have a significant impact on time and cost (or vice versa).


The triple constraint

Quality

Tim

e

Cost


Work Breakdown Structure (WBS)

Breaks large project into manageable unitsTotal projectSubprojectsMilestones (completion of an important set of

work packages)Major activities (summary tasks)Work packages (tasks, activities, work

elements)


Work Breakdown Structure (WBS)Helps to:

Identify all work needing to be done Logically organize work so that is can be

scheduledAssign work to team membersIdentify resources neededCommunicate what has to be doneOrganize work using milestones


Work Breakdown Structure (WBS)


SchedulingScheduling - Determination of timing and

assembly of project activities to give overall completion time


Basis for Project ScheduleProject objectivesProject scopeProject milestonesProject estimate (budget)Resource availability


Purposes of Project SchedulingPurposes of Project Scheduling1. Shows the relationship of each activity to others

and to the whole project2. Identifies the precedence relationships among

activities3. Encourages the setting of realistic time and cost

estimates for each activity4. Helps make better use of people, money, and

material resources by identifying critical bottlenecks in the project


PROJECT SCHEDULING MODELS Gantt charting and the Program Evaluation

and Review Technique (PERT). Both are schematic models, but the PERT

also is a mathematical model.


GANTT CHARTS A Gantt chart is a tool to monitor progress. Showing

both planned and actual outcomes for each phase, a Gantt chart allows you to isolate and solve scheduling problems in a methodical manner. While the project as a whole might be overwhelming, a Gantt chart helps in managing a large project by breaking the project into a series of smaller phases. As each phase is completed, you can see if the final deadline is likely to be met. If you are behind schedule, you can attempt to get back on track by absorbing the delay in one phase by making it up in another phase

A Gantt chart may be constructed using several techniques involving different combinations of lines and symbols. The actual and planned beginning and ending points for each phase are plotted along a time line. The first phase is plotted at the top and the last phase is plotted at the bottom. Gantt charts may be constructed by hand or through computer software packages.


Steps to create Gantt chart What the various activities areWhen each activity begins and endsHow long each activity is scheduled to lastWhere activities overlap with other activities,

and by how muchThe start and end date of the whole project


Gantt chart


PERT and CPMPERT and CPM 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


Six Steps PERT & CPMSix Steps PERT & CPM1. Define the project and prepare the work

breakdown structure2. Develop relationships among the activities -

decide which activities must precede and which must follow others

3. Draw the network connecting all of the activities


Six Steps PERT & CPMSix Steps PERT & CPM4. Assign time and/or cost estimates to each

activity5. Compute the longest time path through the

network – this is called the critical path6. Use the network to help plan, schedule,

monitor, and control the project


Questions PERT & CPM Questions PERT & CPM Can AnswerCan Answer1. When will the entire project be completed?

2. What are the critical activities or tasks in the project?

3. Which are the noncritical activities?

4. What is the probability the project will be completed by a specific date?


Questions PERT & CPM Questions PERT & CPM Can AnswerCan Answer5. Is the project on schedule, behind schedule, or

ahead of schedule?

6. Is the money spent equal to, less than, or greater than the budget?

7. Are there enough resources available to finish the project on time?

8. If the project must be finished in a shorter time, what is the way to accomplish this at least cost?


PERT Diagram ExamplePERT Diagram ExampleA N o n e 3C o n d u c t In te rv ie w s

B Q u e s t io n n a i re s A 4

C R e a d R e p o rt s N o n e 4D A n a ly ze D a ta F lo w s B , C 8

E In tr o d u ce P r o to typ e s B , C 5

F O b s e rv e R e a c t io n s E 3

G P e r fo r m C o s t /B e n e fi t D 3

H P r e p a re P r o p o s a l G 2

P r e s e n t P ro p o s a lI H 2

10

20

30 50 60 70 80

40

A, 3 B, 4

C, 4 D, 8 G, 3 H, 2 I, 2

E, 5 F, 3


PERT Diagram ExamplePERT Diagram Example


PERT Diagram ExamplePERT Diagram ExampleFor example, the optimistic time for

completing activity H is 2 days, the most likely time is 4 days, but the pessimistic time is 12 days. The next step is to calculate an expected time, which is determined as follows:

te (expected time) = (a + 4m + b) / 6 For example, for activity H, the expected

time is (2 + 4(4) + 12) / 6 = 30 / 6 = 5 days


PERT Diagram ExamplePERT Diagram ExampleAs a measure of variation (uncertainty) about

the expected time, the standard deviation is calculated as follows:

σ = (b - a) / 6 For example, the standard deviation of

completion time for activity H is: σ = (12 - 2) / 6 = 10 / 6 = 1.67 days


COMPUTATIONS OF EXPECTED TIME AND STANDARD DEVIATION

Activity Predecessors a m b te σ A None 1 3 5 3.0 .67 B None 1 2 3 2.0 .33 C A 1 1 7 2.0 1.00 D B 7 9 17 10.0 1.67 E B 2 2 2 2.0 0.00 F E 2 5 8 5.0 .67 G C,D,F 3 7 17 8.0 2.33 H E 2 4 12 5.0 1.67


Critical PathCritical PathAn easy way to find the critical path involves

the following two steps: 1. Identify all possible paths of a project and

calculate their completion times. 2. Pick the one with the longest amount of

completion time, which is the critical path.


Critical PathCritical PathIn the example, we have: Path Completion time A-C-G 13 days (3 + 2 + 8) B-D-G 20 days (2 + 10 + 8) B-E-F-G 17 days (2 + 2 + 5 + 8) B-E-H 9 days (2 + 2 + 5) The critical path is B-D-G, which means it

takes 20 days to complete the project.



Documents

By: Ahmad Al-Ghoul 1Philadelphia University. Learning Objectives Explain what a project is, list various attributes of projects. Describe project management,