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The World of Project Management. WHAT IS A PROJECT?. Why the emphasis on project management?. Many tasks do not fit neatly into business-as-usual. Need to assign responsibility and authority for achievement of organizational goals. Characteristics of Projects. Unique Specific Deliverable - PowerPoint PPT Presentation
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The World of Project The World of Project ManagementManagement
WHAT IS A PROJECT?WHAT IS A PROJECT?
Why the emphasis on project Why the emphasis on project management?management?
• Many tasks do not fit neatly into business-as-usual.
• Need to assign responsibility and authority for achievement of organizational goals.
Characteristics of ProjectsCharacteristics of Projects
• Unique
• Specific Deliverable
• Specific Due Date
Other Common Characteristics Other Common Characteristics of Projectsof Projects
• Multidisciplinary
• Conflict
• Complex
• Part of Programs
PMI DefinitionPMI Definition
“A temporary endeavor undertaken to create a unique product or service”
Project Management Institute, 2000
DefinitionDefinition
• a series of jobs usually directed toward some major output and requiring a significant period of time to perform
PROJECT PROJECT MANAGEMENT VS. MANAGEMENT VS.
GENERAL GENERAL MANAGEMENTMANAGEMENT
Skill Requirements for Effective Skill Requirements for Effective Project ManagementProject Management
• Conflict Resolution
• Creativity and Flexibility
• Ability to Adjust to Change
• Good Planning
• Negotiation– win-win versus win-lose
WHAT IS MANAGED? WHAT IS MANAGED? THE THREE GOALS OF THE THREE GOALS OF
A PROJECTA PROJECT
Performance, Cost, and Time Performance, Cost, and Time Project TargetsProject Targets
To Put A Man On The MoonTo Put A Man On The Moon
• The year 1962
• “We commit this nation to put a man on the moon and return him safely to this earth by the end of this decade, and to do the other things, not because they are easy but because they are hard.”
• The triple constraint project has begun.
The Three Constraints AreThe Three Constraints Are
• Time constraint: How long do you have?
• Budget constraint: How much can you spend?
• Performance criteria: What results must your project achieve to meet its purpose?
• Project: Put a man on the moon
• Time: constraint: By the end of the decade.
• Performance: Safe return to Earth
• Budget: Unknown
Old JokeOld Joke
• You can have it fast.
• You can have it cheap.
• You can have it good.
• Pick any two!
Project ManagementProject ManagementPlanning•Objectives
•Set Goals
•Organization
Scheduling•Tying Resources to Activities
•Scheduling Activities
Controlling•Monitoring
•Revising and Changing
•Modifying Resources to Meet Project Constraint
Top Ten Reasons Why Project Top Ten Reasons Why Project Management Is Important (p. 256)Management Is Important (p. 256)
10. Organizations that are willing to allow hastily planned, poorly led projects weaken themselves and endanger employees by wasting precious resources.
11. Organizations that are flattening will depend on projects and project leaders to get work done that was once handled by departments.
12. With rare exceptions, project prime movers believe that project meltdowns are the result of weak project leadership.
13. More than one lumpy project leadership performance can give you a reputation that will repel future project participants.
14. Project work is often disguised by the use of the word “team;” if you find yourself on or leading teams, you’re probably working with others to complete a project.
Top Ten Reasons Why Project Top Ten Reasons Why Project Management Is Important (p.256)Management Is Important (p.256)
5. The abilities that are required to organize and carry out successful projects will enhance other aspects of your job.
6. Leading successful projects is the best way to prove your promotability to the people who make those decisions.
7. The best way to promote effective project leadership is to set examples that are so powerful and positive that others wouldn’t dare do less.
8. Project leaders seldom get better until they know how to do it right.
9. If you’re not getting better, you’re getting worse as you get older.
Activity ListsActivity Lists
• Breakdown of all activities/tasks in a project– Precedence constraints
• One task can’t be started until another is finished
– Duration of activities
Activity List for Example ProblemActivity List for Example Problem
Activity DescriptionImmediate
PredecessorsRequired Activity
Time (weeks)
ABCDEFGHIJ
Select office siteCreate organization and financial planDetermine personnel requirementsDesign facilityConstruct the interiorSelect personnel to moveHire new employeesMove records, key personnel, etc.Make financial arrangementsTrain new personnel
--B
A,CDCFFB
H,E,G
3534824253
Network DiagramsNetwork Diagrams
• Show the sequence of activities in a project
• Consists of nodes and arrows– Nodes show activities (AON: activity on
node)– Arrows show precedence
A
A
B
A
B C
A
B C
A
B C
A
B
D
C
A
B
D
C
A
B
D
C
A
B
D
C
E
A
B
D
C
E
F
A
B
D
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E
F
G
A
B
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F
G
H
A
B
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F
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I
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5
3
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2
8
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2
3
5
Critical Path AnalysisCritical Path Analysis
• Find all paths and compute expected length– ADEJ– BCDEJ– BCFGJ– BCFHJ– BI
• Longest time pathway is duration of the project• Delays in activities on the critical path will delay the
project• The critical path activities will have the largest slack
= 18= 23= 17= 15= 10
Critical Path
Early Start/Early Finish (ES/EF)Early Start/Early Finish (ES/EF)
• The earliest an activity can be started and finished (without delaying the project).
• ES = 0 if no predecessors
• ES = maximum EF of the predecessors
• EF = ES + activity duration
Work forward through time
A
B
D
C
E
F
G
H
I
J
0
5
3
3
4
2
8
4
2
3
5ES = 0 because no predecessorsEF = 3 since 0 + 3 = 3
ES EF
A
B
D
C
E
F
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0 3
5 5
3
3
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2
8
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2
3
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ES EF
0
A
B
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C
E
F
G
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0 3
0 5 5 5
3
3
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2
8
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2
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ES EF
A
B
D
C
E
F
G
H
I
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0 3
0 5 5 8 5
3
3
4
2
8
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2
3
5
ES EF
A
B
D
C
E
F
G
H
I
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0 3
0 5 5 8
5
5
3
3
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2
8
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3
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ES EF
A
B
D
C
E
F
G
H
I
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0 3
0 5 5 8
5 10
5
3
3
4
2
8
4
2
3
5Remember: ES is always the largest of the predecessors’ Early Finishes
ES EF
A
B
D
C
E
F
G
H
I
J
0 3
0 5 5 8
5 10
8
5
3
3
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2
8
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2
3
5
ES EF
A
B
D
C
E
F
G
H
I
J
0 3
0 5 5 8
5 10
8 12
5
3
3
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2
8
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2
3
5
ES EF
A
B
D
C
E
F
G
H
I
J
0 3
0 5 5 8
5 10
8 12
8
12
5
3
3
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2
8
4
2
3
5
ES EF
A
B
D
C
E
F
G
H
I
J
0 3
0 5 5 8
5 10
8 12
8 10
12 20
5
3
3
4
2
8
4
2
3
5
ES EF
A
B
D
C
E
F
G
H
I
J
0 3
0 5 5 8
5 10
8 12
8 10
12 20
10
10
5
3
3
4
2
8
4
2
3
5
ES EF
A
B
D
C
E
F
G
H
I
J
0 3
0 5 5 8
5 10
8 12
8 10
12 20
10 12
10 14
5
3
3
4
2
8
4
2
3
5
ES EF
A
B
D
C
E
F
G
H
I
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0 3
0 5 5 8
5 10
8 12
8 10
12 20
10 12
10 14 20
5
3
3
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2
8
4
2
3
5
ES EF
A
B
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C
E
F
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I
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0 3
0 5 5 8
5 10
8 12
8 10
12 20
10 12
10 14 20 23
5
3
3
4
2
8
4
2
3
5
ES EF
Late Start/Late Finish (LS/LF)Late Start/Late Finish (LS/LF)
• The latest an activity can start and finish (without delaying the project)
• If last activity, LF = EF of last activity on critical path• LF = minimum LS of successors• LS = LF – activity duration
Work backwards through time
A
B
D
C
E
F
G
H
I
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23 5
3
3
4
2
8
4
2
3
5
Remember: at the last activity, LF = EF of last activity on Critical Path
LF
20 23 ES EF
A
B
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C
E
F
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20 23 5
3
3
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2
8
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3
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LFLS
A
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20 23
23
5
3
3
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2
8
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2
3
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LFLS
A
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20 23
18 23
5
3
3
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2
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2
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LFLS
A
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20 23
18 23
20
20
20
5
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2
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LFLS
A
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20 23
18 23
20
20
12 20
5
3
3
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2
8
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2
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5Recall, LF is equal to the smallest LS of the activity’s successors
LFLS
16
18
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20 23
18 23
18 20
16 20
12 20
16
5
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LFLS
A
B
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20 23
18 23
18 20
16 20
12 20
14 16
5
3
3
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2
8
4
2
3
5
LFLS
A
B
D
C
E
F
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H
I
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20 23
18 23
18 20
16 20
12 20 12
14 16
5
3
3
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2
8
4
2
3
5
LFLS
A
B
D
C
E
F
G
H
I
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20 23
18 23
18 20
16 20
12 20 8 12
14 16
5
3
3
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2
8
4
2
3
5
LFLS
A
B
D
C
E
F
G
H
I
J
20 23
18 23
18 20
16 20
12 20
8 14 16
8 12
5
3
3
4
2
8
4
2
3
5
LFLS
A
B
D
C
E
F
G
H
I
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20 23
18 23
18 20
16 20
12 20
5 8 14 16
8 12
5
3
3
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2
8
4
2
3
5
LFLS
A
B
D
C
E
F
G
H
I
J
20 23
18 23
18 20
16 20
12 20
5 8 14 16
8 12 8
5
3
3
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2
8
4
2
3
5
LFLS
A
B
D
C
E
F
G
H
I
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20 23
18 23
18 20
16 20
12 20
5 8 14 16
8 12 5 8
5
3
3
4
2
8
4
2
3
5
LFLS
A
B
D
C
E
F
G
H
I
J
20 23
18 23
18 20
16 20
12 20
5 8 14 16
8 12 5 8
5
5
3
3
4
2
8
4
2
3
5
LFLS
A
B
D
C
E
F
G
H
I
J
20 23
18 23
18 20
16 20
12 20
5 8 14 16
8 12 5 8
0 5
5
3
3
4
2
8
4
2
3
5
LFLS
A
B
D
C
E
F
G
H
I
J
0 3
0 5 5 8
5 10
8 12
8 10
12 20
10 12
10 14 20 23
20 23
18 23
18 20
16 20
12 20
5 8 14 16
8 12 5 8
0 5
5
3
3
4
2
8
4
2
3
5
LFLS
ES EF
SlackSlack
• The most you can delay an activity without delaying the project
• Slack = LS - ES = LF - EF• Critical activities have zero slack• Helps to set priorities, scrutiny of management
A
B
D
C
E
F
G
H
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0 3
0 5 5 8
5 10
8 12
8 10
12 20
10 12
10 14 20 23
20 23
18 23
18 20
16 20
12 20
5 8 14 16
8 12 5 8
0 5
5
3
3
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2
8
4
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3
5
LFLS
ES EF
Critical activities have zero slack
A
B
D
C
E
F
G
H
I
J
0 3
0 5 5 8
5 10
8 12
8 10
12 20
10 12
10 14 20 23
20 23
18 23
18 20
16 20
12 20
5 8 14 16
8 12 5 8
0 5
5
3
3
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2
8
4
2
3
5
LFLS
ES EF
Critical activities have zero slack
Ten Golden Rules of Project Ten Golden Rules of Project ManagementManagement
1. Don’t bite off more than you can manage.2. Get your ducks in a row.3. Plan for Murphy. (Murphy’s Law-"If something can go
wrong, it will go wrong." )4. Don’t put off until tomorrow.5. Delegate, Delegate, Delegate.6. CYA-Document.7. Keep your team in the loop.8. Measure success.9. Have a flexible strategy.10. Learn from your mistakes.
