|


|  


Dr. Jitesh J. Thakkar










 |
 |  
 !
 FORMATION OF PROJECT TEAM

‡ Appointment of Project Manager

‡ Selection of Project team members
‡ Briefing meetings amongst team members
‡ Broad consensus about scope of work and
time frame
‡ Development of work breakdown structure
and allocation of responsibilities
 :ORK BREAKDO:N STRUCTURE

a
 
     
    

‡ How work will be done?
‡ How people will be organized?
‡ How resources would be allocated?
‡ How progress would be monitored?
   
"# 
$  
##

 #
$  
#  

Project
System I System II System N

Subsystem Subsystem Subsystem

Task Task
Subtask Subtask Subtask
:ork package :ork package
 #
$  
#  

‡ Hardware orientation (Identification of

basic work packages)
‡ Agency orientation (Based on assignment of
responsibility to different agencies)
‡ Function oriented (e.g Design, Procurement,
Construction and Commissioning)
#
$  
#   % &'

‡ Generally a :BS includes 6-7 levels. More

or less may be needed for a situation.
‡ All paths on a :BS do not go down to the
same level.
‡ :BS does not show sequencing of work.
‡ A :BS should be developed before
scheduling and resource allocation are done.
#
$  
#   % &'

‡ A :BS should be developed by individuals

knowledgeable about the work. This means
that levels will be developed by various
groups and the separate parts combined.
‡ Break down a project only to a level
sufficient to produce an estimate of the
required accuracy.
#
$  
#  

 
"#
$  
#
  

Missile
Guidance Rocket Launching :arhead
control sys platform
Ballistic Propulsion Re entry
shell engine vehicle

I Stage Solid fuel II Stage

v 
|
 | 



‡ Project name and description.

‡ List of jobs that constitute the project.
‡ Gantt or bar chart showing when activities
take place.
‡ Project network showing activities, their
dependencies and their relation to the
whole. (A-O-A and A-O-N representations)
 #|
#
(

‡ A convenient way to show activities and

precedence in relation to the whole project.
‡ Basis of project planning:
± Responsibility allocation
± Definition of subcontracting units
± Role of different players
‡ Basic scheduling and establishment of work
time tables
 :HY USE PROJECT NET:ORKS?

‡ Critical path determination and selective

management control
± Deterministic vs probabilistic activity times
‡ Resource planning for projects
± Project crashing with time cost tradeoffs
± Resource aggregation
± Resource levelling
± Limited resource allocation
#|
#
(
‡ Project implementation:
± Time table for implementation
± Monitoring and reporting progress
± Updation of schedules and resources
± Coordination of work with different agencies
„      
 
         
      

  
 EXAMPLE 1
Organizing a one day Seminar
˜    

 
  :
1) Decide date, budget, venue for seminar.
2) Identify speakers, participants.
3) Contact and finalize speakers.
4) Print seminar brochure.
5) Mail brochures to tentative participants
6) Estimate number of participants.
 Organizing a one day seminar
7) Decide menu for lunch, tea & coffee
8) Arrange for catering
9) Arrange projection facilities at venue.
10) Receive guests at registration.
11) Conduct seminar as per brochure
12) See off guests.
 EXAMPLE 1
Organizing a one day Seminar
a 
1) Decide date ,budget, venue for seminar. --
2) Identify speakers, participants. --
3) Contact and finalize speakers. A2
4) Print seminar brochure. A 1, A 3
5) Mail brochures to tentative participants A4
6) Estimate number of participants. A5
 Organizing a one day seminar
a 
7) Decide menu for lunch, tea & coffee A6
8) Arrange for catering A1,A7
9) Arrange projection facilities at venue. A6
10) Receive guests at registration. A8, A9
11) Conduct seminar as per brochure A8, A9, A10
12) See off guests. A11
 #
|
#
 )
) 

A10
A1 A9

1 2 3 4 5 6 7 8 9 10
A2 A3 A4 A5 A6 A7 A8 A11 A12
 "
|
|

#
 )
)

A1 A4 A5 A6 A7 A8

A9 A11 A12

A2 A3 A10
 EXAMPLE 2

*|+&'&&+
a --
b -- a 3 d
c -- b
1 2 5
d a,b
e
e b,c c
4
 EXAMPLE 3

*|+&'&&+
a -- 3
d
b
b --
c -- a f
1 2 5 6
d a,b
e a,c c
e
f a,b,c
4
 EXAMPLE 4
Job Predecessors
a --
b a 3
c a b
a c e
d a 1 2 5 6
e b, c, d d



    

a„„ „a„
 EXAMPLE 5



  a„ 

a ˜
   a 
 THE ROLE OF DUMMIES IN PROJECT
NET:ORKS
Role of Dummy I II III
Network type
A-O-A yes yes yes
A-O-N no no yes
I    
  
II   
  
III  
     
 , v|-

 %& %&%.+/

2 3 4

1 8

5 6 7

A closed loop in a project network

is a logical inconsistency.
 , v|
  )
)

Job Predecessors
a -- b e
b a
c --
a d
d a, b, c
e d
f d c f

       
  
 
  
     ! 

 |  0


 " 

|
#


‡ NECESSARY REQUIREMENT
± The project network must not have any cycles
or loops, since these represent logical
inconsistencies in representation.
‡ DESIRABLE FEATURES
± The project network should have the minimum
number of dummies and no redundancies since
these unnecessarily clutter the network.
 | 
v
 v 
| 



‡ Checking inconsistencies in project

networks
‡ Redundancy removal procedure for a
project
‡ Rules for drawing networks with the
minimum number of dummies.
 vv 

‡ Project initiation is done by forming a

project team with a leader.
‡ The project team with assistance from
experts defines the project scope and
develops the work breakdown structure.
‡ :BS could have an end item orientation, a
functional orientation or a responsibility
orientation.
 vv )

‡ :BS ultimately defines the work packages

and activities in the project.
‡ Various means of project representation
(lists, bar charts and networks) discussed.
‡ The role of the project network in the entire
project life cycle highlighted.
 vv )

‡ An example of organizing a one day

seminar was developed as a project network
in both A-O-A and A-O-N modes.
‡ The role of dummies in A-O-A and A-O-N
networks was highlighted through
illustrative examples.
‡ Inconsistency and redundancy in project
networks introduced.