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5 Project Planning and Control
5 Project Planning and Control
16.2
Chapter Coverage
What is a project? The project planning and control process Network planning Critical Path Method (CPM)
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Projects:
A project is a set of activities with a define start point and a define end state, which pursues a defined goal and uses a define set of resources.
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Stage 1
Stage 2
Project planning
Stage 4
Corrective action
Stage 5
Technical execution
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
Project control
Operations Management, 4E: Chapter 16
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The project environment comprises the factors which may affect the project during its life. See slide 16.6
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The Project
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16.8
Project objectives The hierarchy of objectives: At the top of the hierarchy is the overall objective or goal of the project, lower levels of the hierarchy are the objectives of each part of the project (big projects consists of many parts). Objectives of each part must be related to its overall objective.
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Objectives must be clear: Good objectives are those which are clear, measurable and, preferably, quantifiable. One method of clarifying objectives is to break down project objectives into three categories:
Purpose: to prevent production from failing to meet output as forecast.
End result: a report which identifies the causes of lost production, and which recommends how the target output can be met.
Success criteria: the report should be completed by 30 June. The recommendations should enable output to reach at east 70 tonnes per year. Cost of the recommendations should not exceed RM200,000.
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 16
16.10
Quality
New aircraft project
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Project scope
- Identifies the work content and the outcomes. - Boundary setting exercise divides work content for each part of the project. - Important for managing contractors commercial and legal aspect of the scope of supply. - Can change during the course of the project.
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Project strategy
Defines in general how the organization is going to achieve its project objectives and meet the related measure of performance. Two ways:
1) Define phases (time based sections) of the project. 2) Set milestones at which specific reviews of time, cost and quality are made.
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16.14
Adjust as necessary
Estimate the times and resources for activities
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3. Fetch juice
4. Fetch glass
6. Boil egg
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Table 16.1 Time and resources estimates for a breakfast-in-bed project No 1 Activity Serve breakfast in bed Effort (person) 1 Duration (secs) 120
2
3 4 5 6 7 8 9 10 11 12 13 14 15
1
1 1 1 0 1 0 1 1 1 0 1 1 1
5
10 10 3 240 10 180 8 10 10 30 30 10 10
Operations Management, 4E: Chapter 16
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3 5 6 Activity duration 13 Optimistic time Expected time Most likely time Pessimistic time
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 16
Probability
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All activities will have some relationship with one another. Dependent or series relationship or
1 Slice bread 2 Fill pan with water
Parallel relationship
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Resource constrained only the available resource level are used in resource scheduling and are never exceeded hence, project completion might slip. Time constrained priority is to complete the project within a given time.
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Boil egg
Staff required
4 3 2 1 0 0 1 2 3 4 5 Time (mins) 6 7 8 9
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Orange
Bread Toast
Water
Boil water
Tray
Staff required
4 3 2 1 0
4 5 Time (mins)
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Bread
Water Boil water Tray
Toast
Boil egg
Staff required
4 3 2 1 0
4 5 Time (mins)
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2.
3.
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Network planning
1. Use of Gantt chart is the simplest technique that supports project planning and control. 2. More elaborate and detailed techniques are collectively called network analysis. 3. We will consider a network analysis method called Critical Path Method (CPM)
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Rules for drawing a network diagram: 1. An event cannot be reached until all activities leading to it are complete - (16.27 event 5 is not reached until c and e are completed). 2. No activity can start until its tail event is reached - (16.27 activity f cannot start until event 5 is reached). 3. No two activities can have the same heat and tail events (16.28 activities x and y cannot be drawn as first shown, they must be drawn using a dummy activity (no duration and shown as a dotted line)
Nigel Slack, Stuart Chambers & Robert Johnston, 2004 Operations Management, 4E: Chapter 16
16.26
Activity a b c d e f Remove furniture Prepare bedroom Paint bedroom Prepare kitchen Paint kitchen Replace furniture
Remove furniture
Replace furniture
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EET the very earliest the event could possibly occur if all preceding activities are completed as early as possible. LET the latest time that the event could possibly take place without delaying the whole project
3
b
1 a 2 2
c 3 5 f 1 6
1
d e 2 4
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x
y 3
16.29
Critical Path
Network diagrams have more that one sequence of activities which will lead from the start to the end of the project these sequence are called paths. Each path has a total duration which is the sum of all its activities. The path which has the longest sequence of activities is called the critical path.
It is called the critical path because any delay in and of the activities on this path will delay the whole project.
16.30
Network analysis for simple decorating project With earliest and latest event times
3
3
b 1 0 0 a 1 1 2 1 d 1 2 4 2
3
c 3 6 e 2 4 5 6 f 1 7 6 7
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Worked Example
The chief surveyor of a firm that moves earth in preparation for the construction of roads has identified the activities and their durations for each stage of an operation to prepare a difficult stretch of motorway (see table below). The surveyor needs to know how long the project will take and which are the critical activities.
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Activity A B
C
D
1
8
E
F G H I J K L M
10
9 3 7 4 3 5 8 4
B
B A, D A, D F F C, J H, E, I, K C, J
Operations Management, 4E: Chapter 16
16.33
D
10
H 8 E 10 F I 4 K
19 19
G 3
27 27
L 8
35
35
C 1
3J
22
Nigel Slack, Stuart Chambers & Robert Johnston, 2004
M 4
22
Operations Management, 4E: Chapter 16
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The End