Project

Management
Concepts
Satya Prakash Singh
APM- PROJECTS

1
Project Management:
 Applicationof knowledge, skills, tools &
techniques of management to project activities,
to achieve the project objectives with the
available resources

 Major functions:
 Planning
 Organizing
 Controlling
Project Scheduling:
 List of activities
 WBS
 Precedence logic
 Interdependencies
 Activity Duration
 Quantum of work, Method of execution,
Resources
What you can get?
 Project duration
 Day-by-day resource requirement
 Project cost
Project Scheduling Objectives…

 Whatis most effective schedule for

execution
 Minimum Project duration
 Minimum Total Cost
 Optimal resource utilization
 No over-allocation of work for resources
Project scheduling techniques
 NetworkScheduling
 Non network Scheduling

 Network Scheduling
 CPM(Critical Path Method)
 PERT(Programme Evaluation & review Technique)

 Non network Scheduling

 Gantt
 Linear
CPM
In CPM, the objective is to determine the minimum
time required to complete the project & to identify
critical jobs whose delay can delay the entire
project.

Activities are linked by

 Start to start
 Start to finish
 Finish to start
 Finish to finish
Introduction to float
Excess time available in an activity
Float= Time available- Time required

4 types of floats
 Total float
 Free float
 Independent float
 Interfering float
PERT
 Techniques to assist in project planning when
historical cost & time data are not available or
reliable.
 Usually associated with R&D and new product
development project where uncertainty is great.
Time estimation
 In absence of reliable data PERT assumes
variability in activity durations based on variability
in productivity.

 PERT uses 3 time estimates

 Optimistic time
 Pessimistic time
 Most likely time
Three estimates
 Optimistic time: Shortest possible time for an activity
to be completed under ideal conditions.

 Pessimistic time: The time the activity would take if everything

went wrong or abnormal situation prevailed

 Most likely time: Most probable time for an activity if normal

conditions prevail, not the average of optimistic & pessimistic

 Expected time= (To+4Tp+Tm)/6

 Scheduling Process
Project Scheduling Objectives: Initial Scheduling:
* Minimum Project Duration * Only Technical
* Minimum Total Cost Interdependencies
* Optimal Utilization of Resources * Durations as per Most
* No Over-allocation of Work economic Method

Resource Scheduling:
Project Duration
Baseline * Resource Reduction:
Schedule: Smoothening
* Fast-tracking
* Fit for Execution * Resource Leveling
* Compression
Schedule * Optimal Allocation of
* Optimum PD
Resources
 Reducing Project Duration:

 Fast tracking
 Overlapping the critical activities
 Resource & space conflict
 No change in direct cost
 Re-allocation of resources
 Withdrawing resources from non-critical activities & allocating to
critical activities
 Reduces floats
 No change in direct cost
 Compression/ Crashing
 Reducing duration(s) of critical activity (activities)
 Increasing the resources for critical activities
 Additional resources at premium cost
 Increase in direct cost

NICMAR, PUNE
Resources scheduling:
 Scheduling the work for effective utilization of
resources

 Resources identification
- Set of resources required
 Resources allocation
- Assigning the resources for each activity
 Resources aggregation
- Daily resource requirement

 Time constrained scheduling

- Resources smoothing
 Resource constrained scheduling
- Resources leveling
Resources scheduling:
 Shifting the start times of activities
 Stretching activities
 Splitting activities
 A (3) L (2)
Activity B (2) M (3)

N (2)
A (2)
Stretching B (2) Splitting
L (2)
M (3)
A (3)
Shifting B (2) N (2) N (2)

Days 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

DRR (ESS)
3 3 5 5 2 2 2 22 4 4 7 7 3 3 28
DRR (stretching)
2 2 4 4 4 4 2 22 4 4 5 5 5 5 28
DRR (Shifting)
3 3 3 3 2 2 2 2 2 22
NICMAR, PUNE
Project Monitoring:
 Establishing progress of the project
 Records
 Dailyprogress report
 Materials receipt & issue record
 Equipment log book

 Periodic Review of current status

 Reports
 Weekly report
 Monthly report
Project Control:
 Comparing the planned versus actual
progress
 Identifying deviations & reasons for such
deviations
 Analyzing the effect on time, cost &
performance parameters of the project
 Corrective actions
 Updating & revising plans
 Project control:
Base Plan Actual status Deviations
- Scope - Scope - Scope
- Schedule - Time - Time
- Budget - Cost - Cost

Replace Impact on Project completion

Base plan (Scope, Time & Cost)

Revised Plan
- Scope
Corrective Actions
- Schedule
- Budget
Project tracking
 Completed activities
 Actual start & finish dates
 Actual resource units
 In-progress activities
 Actual start
 % complete
 Actual resource units
 Remaining duration
 Remaining resource units
 Yet-to-begin activities
 Revised duration
 Revised logic, if any
 Date constraints, if any
NICMAR, PUNE