Project Management

Jahid Hasan
Assistant Professor, Dept. of IPE, SUST
Project Management
Learning Objective controlling a project.
 By the end of this module,  The main tools used by
we understand- the project manager.
 What is involved in
managing a project?
 The different phases of
a project.
 The role of the project
manager in leading,
motivating and
Project Management
 Definition of a project
 A project is a collection of tasks (or Key element of project Mgt
jobs) aimed at a single objective(or 1. Information
set of objective). a. Plan/specification/design
 It should culminate at a b. Legal requirements
definable end point, within finite
c. contractual obligations
time span and resource.
2. Equipment
Project management is the
combination of function- a. Availability
-Initiating(committing) fundamental, b. Capability
-Planning(planning & organizing) 3. Materials
-Executing(organizing & leading) a. Availability
-Controlling(controlling) b. Specification
-Closing(winding-up) 4. People
Of an integral system of task to a. Availability (Project
ensure their completion. manager, Project team)
b. Skills(Abilities, Attributes)
Project Management
5. Time
a. Accurate Estimates
b. Check points(milestone)
c. Monitoring variance
6. Budgets
a. Monitoring variance
[more than 50% project is completed
by over estimated cost]
 Process for managing projects
Initiating Planning Executing
Controlling
When moving from one phase of a
project to another, it is sometimes
useful to follow standardized
approval procedure such as the
stage gate method.
 Initiating
Committing the organization to the
project by –
a. Appointing management
b. Define the project
c. Conducting a pre-feasibility study
d. Approve the project.
It is important to establish a sound
basis for the project.
Closing Ensure each requirement falls into a
One or more of the following
Categories. (SMART)
S (Specific),
M (Measureable)[quantitative
A (Achievable) , R (Relevant), T(time
specific)
Different steps of project’s monitoring..

3
1 2 4

The Collecting Processing Taking

project data data Analysis decisions

5
Taking corrective
action
Project Monitoring : Project Monitoring refers to the process of
keeping track of all project-related metrics including team performance
and task duration, identifying potential problems and taking corrective
actions necessary to ensure that the project is within scope, on budget
and meets the specified deadlines
Project evaluation: Project evaluation is a systematic and
objective assessment of an ongoing or completed project.1 The aim is to
determine the relevance and level of achievement of project objectives,
development effectiveness, efficiency, impact and sustainability

Project Control: Project Control is a work process of the developing plans,

measuring the actual performance, and creating reports for the project
schedule, cost and resources by data gathering, status analysing, comparing
actual performance with planned, and communicating with project teams to
support right and effective decision making. The Project Controls need a
Project Management
 Planning
There is need to-
-Identify tasks
-Confirm resources
-Set schedule
-Define milestones.
-Identify & asses risks
-organize responsibilities
 Executing
The project manager must-
-Direct & lead activities
-Provide guidance & support
-Maintain motivation
It can be done by
-by keeping the project team
informed.
-encouraging teamwork.
-develop autonomous workgroups.
 Controlling
Install mechanisms which monitor and
measure.
-changes the project scope.
-progress towards milestones.
-variance in time & cost.
-quality standards
-performance
effectiveness
efficiency
 Closing
In finishing off a project, it must be
done-
full
- sign off contract.
Project Management
-sign off contractor -International instability
-hand over deliverable -material [steel]
-prepare final reports -inflation[labor value increase]
-conduct de-briefing  Roles of Project Manager
keep
-update project data. mgt.
inform schedule
controll
-archive project data. budget
&
resources

 Common causes of project failure

-failure to detail objectives & inform
client
Manage
subcontractor
P.M.
requirements at commencement.[clear
cut idea about objectives] Controll Manage

-inability to re-plan & reschedule.

progress supplier

-poor leadership. Manage

risks
solve
problem

-lack of motivation & team

commitment.  Project Manager Responsibility
-inadequate measurement procedures. -should be focused on objective.
-unsupportive organizational structure -maintain team member motivation.
Hidden effect -ensure adequate control
Project Management
Project Control performance.
The project manager is responsible for Cost(no limit)
ensuring that the three elements Schedule
 Cost Quality
 Schedule Process of controlling projects
 Budget(total)
Are carefully juggled(increase or
decrease).
Measures of Project Success
Traditionally, PM have had their
project by measure of
conformance-
Cost-as budgeted
Schedule-as planned
Quality-as specified
However, the modern project requires
more than conformance, it needs
Project Management Process
Risk Management
1) Risk Identification
Usually performed  the brainstorming session, consider :
1. at the start of a project, Weak areas, such as unknown technology.
2. at the beginning of major project phases Aspects that are critical to project success, such as
(such as requirements, design, coding and the timely delivery of a vendor's database
deployment), and software, creation of translators or a user interface
3. when there are significant changes (for that meets the customer's needs.
example, feature changes, target platform Problems that have plagued past projects, such as
changes and technology changes). loss of key staff, missed deadlines or error-prone
• Four steps to risk management are software
1. risk identification,
2. risk analysis,
3. risk management planning and
4. risk review
Risk Management
2) Risk Analysis
Risk Items (Potential Likelihoo Impact to Priority
2) Risk Analysis Future Problems Derived d of Risk Project if (Likeliho
from Brainstorming) Item Risk Item od *
 Make each risk item more specific. Occurrin Does Occur Impact)
Risks like "Lack of management buy- g
in" and "People might leave" are too
vague. New operating system may 10 10 100
be unstable.
 Split the risk into smaller, specific Communication problems 8 9 72
risks, such as over system issues.
 "Manager Jane could decide the project We may not have the right 9 6 54
isn't beneficial," requirements
 "The database expert might leave," and
Requirements may change 7 7 49
 "The webmaster may be pulled off the late in the cycle.
project.“
Database software may 4 8 32
 Set priorities arrive late.
Key people might leave. 2 10 20
Risk Management
3) Risk Management Planning
Risk Items (Potential Actions to Actions to Reduce Who Should When Should Status of
Future Problems Derived Reduce Impact if Risk Work on Actions Be Actions
from Brainstorming) Likelihood Does Occur Actions Complete

New operating system Test OS more. Identify second Joe 3/3/01

may not be stable. OS.

Communica-tion Develop system Add replan Cathy 5/6/01

problems over system interface milestone to
issues. document for realign the team's
critical schedule with
interfaces. other areas.

We may not have the Build prototype Limit Initial Lois 4/6/01
right requirements. of UI. product
distribution
Risk Management
4) Risk Review
• review your risks periodically,
• check how well mitigation is progressing.
• change risk priorities, as required
• Identify new risks.
• rerun the complete risk process if the project has experienced
significant changes.
• incorporate risk review into other regularly scheduled project reviews
ew
Project Management
Work breakdown structure
 To identify all tasks to be
accomplished.
 To identify a clear hierarchical
management information structure
for the project & the relationships
of tasks within it.
 To define the areas of
responsibility, staffing, costing etc.
for each task.
 To provide a convenient coding
Tools of Project Control system for tracking progress.
 Work breakdown structures
 Gantt Charts
Manufacturing of
Pen

 Performance tracking graphs

 Network diagram- critical path Production (Team- Marketing (team-
Design (Team-1) 2) 3)

method.
Project Management

Rules for preparing a Work breakdown

structure
 Do it by using a group of individuals
having a diversity of expert.
 Include all elements against which funds
are to be expended.
 The bottom level blocks should be
position work packages
 The WBS should be like the branches of
tree.
(a block at one level should divide into two
or more blocks at the next level & so on.
Two or more block never connect to the
same block at a lower level.)
Project Management
Disadvantage
 If it is not run effectively than
highly expertise may be required.
Gantt Charts
A simple & popular technique used for- Preparation of Gantt chart
-Planning  Develop the work breakdown
-Scheduling structure.
-Control  Determine the sequence of work
-Reporting packages
And it is also a good communication  List the work packages in an
tool. activity list.
Gantt chart uses for  Estimate work package duration
(i) Identify the précisor and successor  Identify overlapping or
(ii) Activity sequence simultaneous work packages.
(iii) Forecasted  Enter work packages as horizontal
bars chart.
(iv) Activity plan
 Determine milestones.
(sometimes do not get clearly information)
Project Management
Performance tracking
It is describe to monitor the
relationship between-
(1) Planned
-Cost
-efforts
time elapsed And
(2) Actual
-Cost
-efforts
time elapsed.
 $max

TIME VARIANCE
BCWS
ACWPt
RESOURCE FLOW VARIANCE
BCWSt COST VARIANCE
SCHEDULE VARIANCE
BCWPt

ACWP

BCWP

t-p t tmax Time

Earned Value Analysis
• Earned Value Analysis provides an integrated view of the project by
measuring planned effort(costs), actual progress (earned value), and
effort (actual costs) in terms of monetary values
• Measuring plan, work, and progress with the same unit makes them
comparable
• Useful because:
– Progress becomes comparable with effort
– Budget and actual costs are put in context (being under budget is not
necessarily good, if the technical progress is even lower)
Assumptions and Definitions
• Assumptions:
– Manpower = Cost: plotting effort or cost is equivalent
– Corollary: Actual manpower = Actual Cost
– Progress = Money
• Definitions:
– Planned Value: the cumulative costs planned for the project.
Also called: Budgeted Costs of Work Scheduled
– Actual Costs: the cumulative costs actually incurred into.
Also called: Actual Costs of Work Performed
– Earned Value: the actual progress, expressed as the quantity of planned
value which has generated results
Planned Cost Computation
Earned Value Computation
• Rule 1.
– Earned value should be determined by examining products
• Rule 2.
– 50/50 Rule (50% of Planned Value at start and 50% at end)
– 20/80 Rule (20% at start and 80% at end)
– 0/100 Rule (0% at start and 100% at end)
Earned Value Analysis
Comments
• Ahead of schedule on week 1 because of the noise of the 50%-50% rule (analogously the delay on w2 and w3)
• w4: we are behind schedule (activity 2 did not start as expected)
• w5: we are again ahead of schedule, because of activity 3.
• Since the 50%-50% rule only counts start and end of activities, the fact that progress in activity 2 is better than expected is
not taken into account in the EVA graph