Project Management

Ammara Umar

1
 PROJECT
Overview. MANAGEMENT

Food For
 Bachtel moves manual workers, construction professionals, cooks, medical Thought
personnel, and even security forces for new projects.

Project
Planning
 Bachtel supply chain from source (i-e Wuhan) to port (i-e Virginia) till venue
of project ??

Project
Scheduling
 Project ?? Time based completion and quality management.

Project
 Planning a wedding or a surprise birthday party, remodeling a house, or Controlling

preparing a semester-long class project.

CPM &
PERT
 Planning, scheduling and controlling.

AON
2 Illustration
 PROJECT
Project Planning MANAGEMENT

A series of related tasks directed toward a major output.

Food For
Thought

Project
Planning

Project
Scheduling

Project
A Project Manager is responsible for…. Controlling

-activities are finished in proper sequence and on time.

-project comes in within budget. CPM &
PERT
-meets its quality goals
-people receive the motivation, direction, and information.
-cope with ethical issues-(gifts,bribe etc) AON
3 Illustration
 PROJECT
Work Breakdown Structure MANAGEMENT

Gross requirements for people, supplies, and equipment. Food For

Thought
WBS divides project into its major sub-components (or tasks), which are then subdivided into more detailed
components, and finally into a set of activities.

Construction of House Project

Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
4 Illustration
 PROJECT
Project Scheduling MANAGEMENT

Sequencing and allotting time to all project activities.

Food For
Thought

Project
Planning

Project
Schedulin
g

Project
Managers decide…. Controlling

-how long each activity will take .

CPM &
-compute the resources needed at each stage. PERT

Gannt Chart , PERT ,CPM

AON
5 Illustration
 PROJECT
Project Controlling MANAGEMENT

Control of any management system, involves close monitoring of resources, costs, quality, and budgets.

Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling
Oracle Primavera –(Oracle)
Mind View -(Match Ware)
HP Project -(Hewlett-Packard) CPM &
PERT
Fast Track -(AEC Software)
Microsoft Project -(Microsoft Corp.)
AON
6 Illustration
 PROJECT
PERT & CPM MANAGEMENT

Food For
 Program evaluation and review technique (PERT)-technique that employs Thought
three time estimates for each activity.
-Optimistic time
-Pessimistic time Project
Planning
-Most likely time

 Critical Path Method-technique that uses only one time factor per activity. Project
(the longest path) Scheduling

PERT & CPM follow six steps. Project

Controlling

-Define the project and prepare WBS.

-Develop the relationships among the activities.(sequence). CPM &
-Draw the network connecting all the activities. PERT

-Assign time and/or cost estimates to each activity.

-Compute the longest time path through the network
AON
7
-Use the network to help plan, schedule, monitor, and control the project Illustration
 PROJECT
Why PERT & CPM MANAGEMENT

Food For
 Completion time? Thought

 Critical activities or tasks in the project—long/short

Project
Planning
 Which are the noncritical activities

Project
 Probability that the project will be completed by a specific date? Scheduling

 At any particular date, is the project on schedule, behind schedule, or

ahead of schedule? Project
Controlling

 Budget Control- equal/greater/less?

CPM &
PERT
 Are there enough resources available to finish the project on time?

 If the project is to be finished in a shorter amount of time, what is the

AON
8 best way to accomplish this goal at the least cost? Illustration
 PROJECT
AON vs AOA(Project Planning) MANAGEMENT

AON-activity on node Food For

Thought
-nodes designate activities.-activities consume time and resources

Project
Planning

Project
Scheduling

AOA-activity on arrow
-arrows represent activities -the nodes represent the starting and finishing times of an activity(event)

Project
Controlling

CPM &
PERT

AON
9 Illustration
 PROJECT
AON –Illustration(Planning) MANAGEMENT

Milwaukee Paper installing advanced computerized air pollution control

Food For
equipment. Plant manager, Julie Ann Williams, to complete the Thought
installation in time , on Earth Day, exactly 16 weeks away.

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
10 Illustration
 PROJECT
AON –Illustration(Planning) MANAGEMENT

Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
11 Illustration
 PROJECT
AON -CPM MANAGEMENT

Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
12 Illustration
 PROJECT
AON–(Project Scheduling) MANAGEMENT

Earliest start (ES) = Earliest time at which an activity can start. Food For
Earliest finish (EF)= Earliest time at which an activity can be finished. Thought

Latest start (LS) =

latest time at which an activity can start so as to not delay the completion time of the entire project.
Project
Planning
Latest finish (LF) =
latest time by which an activity has to finish so as to not delay the completion time of the entire project.

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
13 Illustration
 PROJECT
AON–(Project Scheduling) MANAGEMENT

Forward Path Vs Backward Path

Food For
Thought
Forward Path = The early start and finish times (ES and EF) are determined
during the forward pass.
Project
Planning
Rules= Incase of single immediate predecessor, its ES equals the EF of
the predecessor.
Incase of multiple immediate predecessors, its ES is the maximum
Project
of all EF values of its predecessors Scheduling

Backward Path = The late start and finish times (LS and LF) are determined
during the backward pass. Project
Controlling

Rules=

CPM &
An immediate predecessor for just a single activity, its LF equals the PERT
LS of the activity

an activity is an immediate predecessor to more than one activity, AON

14 Illustration
its LF is the minimum of all LS values of all activities
 PROJECT
AON–(Scheduling-FP) MANAGEMENT

Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
15 Illustration
 PROJECT
AON–(Scheduling-BP) MANAGEMENT

Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
16 Illustration
 PROJECT
AON–(Slack & Critical Path) MANAGEMENT

Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
17 Illustration
 PROJECT
AON–(Scheduling-FP & BP) MANAGEMENT

Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
18 Illustration
 PROJECT
PERT-(Scheduling & Controlling ) MANAGEMENT

Food For
Suppose activity A actually ends up taking 3 weeks due to SCM or staff etc??? Thought
Project time 15 to 16 weeks…..

Activity B (modify roof and floor) could be heavily dependent on weather Project
conditions….bad weather can effect the activity time ….. Planning

Project
Optimistic time -Pessimistic time -Most likely time Scheduling

Project
Controlling

CPM &
PERT

AON
19 Illustration
 PROJECT
PERT-(Project Time, Variance & SD ) MANAGEMENT

Optimistic time -Pessimistic time -Most likely time

Expected Time: t = ( a + 4 m + b ) ∕ 6

Variance = [( b − a ) ∕ 6] 2
Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
20 Illustration
 PROJECT
PERT-(Scheduling & Controlling ) MANAGEMENT
Expected Time: t = ( a + 4 m + b ) ∕ 6

Variance = [( b − a ) ∕ 6] 2

Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
21 Illustration
 PROJECT
Project Crashing MANAGEMENT

Food For
Crashing = The process by which we shorten the duration of a project in the Thought
cheapest manner possible is called project crashing ….

Why crashing?=already in delay, tight deadlines… Project

Planning

Normal time & cost VS Crash time & cost(Low time, high cost)
Project
Scheduling
We may not be able to shorten some activities at all……….

Heat-treatment in the furnace VS frame a house in 3 days intd 10 days

Project
Controlling
Rules=
Crash cost should be the least additional cost
CPM &
PERT

AON
22 Illustration
 PROJECT
Project Crashing MANAGEMENT

Suppose the plant manager at Milwaukee Paper Food For

Manufacturing has been given only 13 weeks (instead of Thought

16 weeks) to install the new pollution control equipment.

The critical path was 15 weeks, but she must now Project
Planning
complete the project in 13 weeks.

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
23 Illustration
 PROJECT
AON–(Slack & Critical Path) MANAGEMENT

Food For
Thought

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
24 Illustration
 PROJECT
AOA -Illustration MANAGEMENT

Milwaukee Paper installing advanced computerized air pollution control

Food For
equipment. Plant manager, Julie Ann Williams, to complete the Thought
installation in time , on Earth Day, exactly 16 weeks away.

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
25 Illustration
Compiled @ Tanweer Ascem Kharral
 PROJECT
AOA -Illustration MANAGEMENT

Milwaukee Paper installing advanced computerized air pollution control

Food For
equipment. Plant manager, Julie Ann Williams, to complete the Thought
installation in time , on Earth Day, exactly 16 weeks away.

Project
Planning

Project
Scheduling

Project
Controlling

CPM &
PERT

AON
26 Illustration
 Video-

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