Chapter 9 Project Management Russell and Taylor Operations and Supply Chain Management, 8th Edition

Lecture Outline Project Planning Slide 5Project Planning Project Scheduling Slide 18Project Scheduling Project Control Slide 21Project Control CPM/PERT Slide 22CPM/PERT Probabilistic Activity Times Slide 34Probabilistic Activity Times Microsoft Project Slide 46Microsoft Project Project Crashing and Time-Cost Trade-off Slide 56Project Crashing and Time-Cost Trade-off 9-2 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Learning Objectives Discuss the project planning process, including planning tools, evaluation methods, and key elements Discuss the benefits of and strategies for dealing with diverse project groups Explain the basics of project scheduling and the use of Gantt charts Define enterprise project management and discuss the key elements in project control 9-3 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Learning Objectives Define enterprise project management and discuss the key elements in project control Develop and analyze both deterministic probabilistic and project networks Use Microsoft Project for network analysis Determine and explain project crashing and time-cost tradeoffs 9-4 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project Planning Project has unique purpose not repetitive relatively short period of time one-time operational activity or effort draws resources from multiple departments 9-5 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project Management Process 9-6 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Elements of a Project Plan Objective Scope Contract requirements Schedules Resources Personnel Control Risk and problem analysis 9-9 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project Return Project requires positive gain or benefit ROI is one measure, but not always applicable Soft returns Projects for public good 9-10 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e ROI = (Gain from project cost of project) Cost of project

Project Team and Project Manager Project team made up of individuals from various areas and departments within a company Matrix organization a team structure with members from functional areas, depending on skills required Project manager most important member of project team 9-11 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Scope Statement Scope statement a document that provides an understanding, justification, and expected result of a project Statement of work written description of objectives of a project 9-12 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Work Breakdown Structure Organizes the work in a project Breaks project into components, subcomponents, activities, and tasks Start at the top and work down Brainstorm project activities 9-13 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

9-14 Work Breakdown Structure for Computer Order Processing System Project

Responsibility Assignment Matrix Organizational Breakdown Structure (OBS) a chart that shows which organizational units are responsible for work items Responsibility Assignment Matrix (RAM) shows who is responsible for the work in a project 9-15 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Responsibility Assignment Matrix 9-16 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Global Cultural and Diversity Issues in Project Management Global project teams are formed from different genders, cultures, ethnicities, etc. Diversity among team members can add an extra dimension to project planning Cultural research and communication are important elements in the planning process 9-17 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project Scheduling Steps Define activities Sequence activities Estimate time Develop schedule Techniques Gantt chart CPM/PERT Software Microsoft Project 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 9-18

Gantt Chart Graph or bar chart Bars represent the time for each task Bars also indicate status of tasks Provides visual display of project schedule Shows precedence sequence of tasks Slack amount of time an activity can be delayed without delaying the project 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 9-19

A Gantt Chart 9-20 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project Control Time management Cost management Quality management Performance management Communication Enterprise project management 9-21 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

CPM/PERT Critical Path Method (CPM) DuPont & Remington-Rand Deterministic task times Activity-on-node network construction Project Evaluation and Review Technique (PERT) US Navy and Booz, Allen & Hamilton Probabilistic task time estimates Activity-on-arrow network construction 9-22 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project Network Activity-on-node (AON) nodes represent activities arrows show precedence relationships Activity-on-arrow (AOA) arrows represent activities nodes are events for points in time Event completion or beginning of an activity in a project 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 9-23

AOA Project Network for a House 9-24 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Concurrent Activities Dummy activity two or more activities cannot share same start and end nodes add dummy activity to show correct precedence 9-25 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

AON Network for House Building Project 9-26 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Activity Start Times 9-27 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e A:1-2-4-7 3 + 2 + 3 + 1 = 9 months B:1-2-5-6-7 3 + 2 + 1 + 1 + 1 = 8 months C:1-3-4-7 3 + 1 + 3 + 1 = 8 months D:1-3-5-6-7 3 + 1 + 1 + 1 + 1 = 7 months Critical path Longest path through a network Minimum project completion time

Activity Scheduling Earliest start time (ES) earliest time an activity can start ES = maximum EF of immediate predecessors Forward pass starts at beginning of CPM/PERT network to determine earliest activity times Earliest finish time (EF) earliest time an activity can finish earliest start time plus activity time EF= ES + t 9-28 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Node Configuration 9-29 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Earliest Activity Start and Finish Times 9-30 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Activity Scheduling Latest start time (LS) Latest time an activity can start without delaying critical path time LS= LF - t Latest finish time (LF) latest time an activity can be completed without delaying critical path time LF = minimum LS of immediate predecessors Backward pass Determines latest activity times by starting at the end of CPM/PERT network and working forward 9-31 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Latest Activity Start and Finish Times 9-32 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Activity Slack 9-33 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e * Critical Path 09988*7 178676 167565 08855*4 145343 05533*2 03300*1 Slack SEFLFESLSActivity

Probabilistic Activity Times Beta distribution probability distribution traditionally used in CPM/PERT 9-34 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e a = optimistic estimate m = most likely time estimate b = pessimistic time estimate where Mean (expected time): t = a + 4 m + b 6 Variance: 2 = 2 b - a 6

Examples of the Beta Distribution 9-35 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project with Probabilistic Time Estimates 9-36 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Activity Time Estimates 9-37 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 1 681080.44 236961.00 313530.44 4 241252.78 5 23430.11 634540.11 722220.00 8371171.78 924640.44 1014741.00 111101394.00 TIME ESTIMATES (WKS)MEAN TIMEVARIANCE ACTIVITY ambt 2

Activity Early, Late Times & Slack 9-38 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e ACTIVITY t ESEFLSLFS 180.4408191 261.0006060 330.4403252 4 52.7881316218 5 30.1169690 640.1137592 720.0035141611 871.789169160 940.4491312163 1041.00131721258 1194.00162516250

Earliest, Latest Times, and Slack 9-39 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Total Project Variance 9-40 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 2 = 2 2 + 5 2 + 8 2 + 11 2 = 1.00 + 0.11 + 1.78 + 4.00 = 6.89 weeks

CPM/PERT With OM Tools 9-41 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Probabilistic Network Analysis 9-42 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e Determine probability that project is completed within specified time where = t p = project mean time =project standard deviation x =proposed project time Z =number of standard deviations that x is from the mean Z = x -

Normal Distribution of Project Time 9-43 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Southern Textile 30 weeks 9-44 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 2 = 6.89 weeks = 6.89 = 2.62 weeks x - Z = = = 1.91 30 - 25 2.62 From Table A.1, (appendix A) a Z score of 1.91 corresponds to a probability of 0.4719. Thus P(30) = 0.4719 + 0.5000 = 0.9719

Southern Textile 22 weeks 9-45 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e 2 = 6.89 weeks = 6.89 = 2.62 weeks Z = = = -1.14 x - 22 - 25 2.62 From Table A.1, (appendix A) a Z score of 1.14 corresponds to a probability of 0.3729. Thus P(22) = 0.5000 - 0.3729 = 0.1271

Microsoft Project Popular software package for project management and CPM/PERT analysis Relatively easy to use House-building example 9-46 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Microsoft Project 9-47 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e Click on Tasks First step; Start Date

Microsoft Project 9-48 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Microsoft Project 9-49 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Microsoft Project Zoom View 9-50 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

PERT Analysis with Microsoft Project 9-51 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project Crashing Crashing reducing project time by expending additional resources Crash time an amount of time an activity is reduced Crash cost cost of reducing activity time Goal reduce project duration at minimum cost 9-54 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Normal Time and Cost vs. Crash Time and Cost 9-55 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 ||||||| 02468101214Weeks Normal activity Normal time Normal cost Crash time Crashed activity Crash cost Slope = crash cost per week

Project Network Building a House 9-56 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project Crashing 9-57 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e TOTAL NORMALCRASHALLOWABLECRASH TIMETIMENORMALCRASHCRASH TIMECOST PER ACTIVITY(WEEKS)(WEEKS)COSTCOST(WEEKS)WEEK 1127$3,000$5,0005$400 2852,0003,5003500 3434,0007,00013,000 412950,00071,00037,000 5415001,1003200 6415001,1003200 74315,00022,00017,000 $75,000$110,700

Weekly Crash Costs Fig 9-16a 9-58 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e

Project Crashed to 31 Weeks 9-59 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e Fig 9-16b

Time-Cost Relationship 9-60 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e Crashing costs increase as project duration decreases Indirect costs increase as project duration increases Reduce project length as long as crashing costs are less than indirect costs

Time-Cost Tradeoff 9-61 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e Cost ($) Project duration CrashingTime Minimum cost = optimal project time Total project cost Indirect cost Direct cost

6-62 2014 John Wiley & Sons, Inc. - Russell and Taylor 8e Copyright 2014 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein.

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Chapter 9 Project Management Russell and Taylor Operations and Supply Chain Management, 8th Edition