PROJECT MANAGEMENT

Created By: Ahmed Abdelaal Elsayed

DR.
KHALID SEIF
 Projects are unique, one-time operations to accomplish a set of objectives in a
PROJECTS limited time frame
PROJECT LIFE
CYCLE
Initiating
This begins the process by
outlining the expected
costs, benefits, and risks
associated with a project. It
includes defining the major
project goals and choosing
a project manager.
There are many
variations of
passages of Lorem
Monitoring
Planning Executing & Controlling
Closing
Ipsum available,
This phase provides details In thisbut
phase the majority
the actual This phase occurs at the same This phase ends the project.
on deliverables, the scope work of the project is time as project execution. It It involves handing off
of the project, the budget, have.is
carried out. The project involves comparing actual project deliverables,
the schedule and managed as activities are progress with planned progress obtaining customer
milestones, performance completed, resources are and undertakes corrective action acceptance documenting
objectives, resources consumed, and milestones if needed and monitoring any lessons learned and
needed, a quality plan, and are reached. corrective action to make sure it releasing resources.
a plan for handling risks. achieves the desired effect.
PROJECT LIFE CYCLE LEVEL OF EFFORT
 KEY METRICS

Performance
Time Cost Objectives

KEY SUCCESS FACTORS

• Top-down commitment
• A respected and capable project manager
• Enough time to plan
• Careful tracking and control
• Good communications
KEY DECISIONS IN PROJECT
MANAGEMENT
• Deciding which projects to implement
• Selecting the Project Manager
• Selecting the project team
• Planning and designing the project
• Managing and Controlling project resources
• Deciding if and when a project should be terminated
THE PROJECT MANAGER
The project manager has many duties. In the planning stage, the project manager
must prepare a scope statement that spells out the deliverables and goals,
determine required skills and resources needed, develop a schedule and budget,
and develop plans for managing the scope, the schedule, the budget, and quality
and risk.

The Project Manager is responsible for effectively

managing:

• WORK
• HUMAN RESOURCES
• COMMUNICATIONS
• QUALITY
• TIME
• COST
• SCOPE
PROJECT
MANAGEMENT
TRIANGLE
Several of these PM's responsibilities are
often portrayed in what is known as a
“project management triangle”

Project Management Behavioral Issues:

1.Decentralized decision making
2.The stress achieving project milestones on time and within budget.
3.Surprises.
PROJECT A Project Champion is a person who promotes and supports a project. This can be done thru talking
up the project to other managers who might be asked to share resources with the project team as well
CHAMPION as employees who might be asked to work on parts of the project.

WORKING ON PROJECTS
• People are attracted to working on projects because
of the dynamic environment that surrounds a project
a contrast to the environment of routine in which
some may feel trapped.
PROS
• Supervisors may be reluctant to allow people who work on
special projects to interrupt their regular jobs, even on a part-
time basis, because it may require training a new person to do
a job that will be temporary.

• Projects may present opportunities to meet new • For workers it may mean working for two bosses who impose

people and increase future job opportunities.
• Association with a project can be a source of status
among fellow workers.
• Working on projects frequently inspires a team spirit,
increasing morale and motivation to achieve
successful completion of project goals.
CONS
different demands, it may disrupt friendships and daily
routines and it presents the risk of being replaced on the
current job.
• Might have adverse effect on career advancement.
• Team members tend to drift away from the organization for
lack of new projects and the difficulty to return to former
jobs.
WORK BREAKDOWN It’s a hierarchical listing of what must be done during a project. This
STRUCTURE (WBS) methodology establishes a logical framework for identifying the required
activities for the project.

Steps of developing
• Identify the majorWBS
• Identify the major elements of the project. (Level 2)
supporting activities for each of the major elements. (Level 3)
• Breakdown each major supporting activity into a list of activities that will be needed to accomplish each major supporting activity. (Level 4)
PERT & CPM
PERT (Program Evaluation and Review Technique) & CPM (Critical Path Method) are
two of the most widely used techniques for planning and coordinating large scale
projects.

Using PERT or CPM, Managers can obtain

• A graphical display of project activities

• An estimate of how long the project will take.

• An indication of which activities are the most critical to timely project completion.

• An indication of how long any activity can be delayed without delaying the project.
 The Network (precedence) Diagram
A diagram of project activities that shows sequential relationships by use of
arrows and nodes.
 Activity On Arrow (AOA) Activity On Node (AON)
• The Arrows designate activities • The Nodes designate activities
• The Nodes represent the activities’ starting and finishing • The Nodes represent the activities
points, which are called events

DEFINITIONS
• Activities Project steps that consume resources and/or time
• Events The Starting and Finishing of activities, designated by NODES in the AON approach
• A path A sequence of activities that leads from the starting node to the finishing node.
• Critical Path The longest path and it determines the expected project duration
• Path Length Is determined by summing the expected times of the activities on that path
• Slack Time Allowable slippage for a path: the difference between the length of a path and the length of the critical path.
The Critical Path has ZERO slack time.
• Deterministic Time Estimates Time Estimates that are fairly certain
• Probabilistic Time Estimates Time Estimates that are allow for variation
 To calculate Expected Project Duration, Slack Time and The Critical Path, Four pieces of information about the network activities
are required.

ES: Earliest Start time for an activity.

EF: Earliest Finishing time for an activity.
LS: Latest Start time for an activity and NOT delay the project.
LF: Latest Finishing time for an activity and NOT delay the project.

Activity On Arrow (AOA) Activity On Node (AON)

Slack Time calculation:

Slack = LS - ES or LF - EF
Probabilistic Time Estimates: involves three time estimates for each activity:

• Optimistic time: (to) Length of time required under optimum conditions.

• Pessimistic time: (tp) Length of time required under the worst conditions.
• Most likely time: (tm) The most probable amount of time required.

The beta distribution is generally used to describe the inherent variability in time estimates.
The average or expected time for each activity, te, and the variance of each activity time, σ^2.
The expected duration of a path (i.e., the path mean) is equal to the sum of the expected times of
the activities on that path:
Path mean = ∑ of expected times of activities on the path
We can get the variance by squaring the standard
deviation:

Standard Deviation of the expected time of each path:

 Probabilistic Time estimates are shown on the Network Diagram as follows:

DETERMINING PATH PROBABILITIES

The probability that a given path will be completed in a specified length of time can be deter- mined using the following formula:

Assumption that path duration times are independent of each other, requiring
INDEPENDENCE that activity times are independent, and that each activity is on only one path.
To make decisions on which activities to crash, a manager needs certain
pieces of information:
• Regular time and crash time estimates for each activity.
• Regular cost and crash cost estimates for each activity.
• A list of activities that are on the critical path.

Crashing means shortening activity

PROJECT durations in order to speed up the
CRASHING project.

GENERAL PROCEDURE FOR CRASHING

• Crash the project one period at a time
• Crash the least expensive activity that is on the critical path.
• When there are multiple critical paths, find the sum of crashing the least expensive activity on each
critical path. If two or more critical paths share common activities, compare the least expensive cost of
crashing a common activity shared by critical paths with the sum for the separate critical path.
RISK
MANAGEMENT
Risks are independent in projects. The probability of occurrence of risk events is highest near the beginning
of a project and lowest near the end. However, the cost associated with risk events tends to be lowest near
the beginning of a project and highest near the end.

Good risk management entails identifying as many potential risks as possible, analyzing and assessing
those risks, working to minimize the probability of their occurrence, and estab- lishing contingency plans
(and funds) for dealing with any that do occur.