Project Management:

Planning, Scheduling, and

Controlling
Project Management:
Planning, Scheduling, and
Controlling
OVERVIEW OF PROJECT
MANAGEMENT
T
I
M
E
C
O
S
T
PERFORMANCE/TECHNOLOGY
RESOURCES
Project Characteristics
Project Characteristics
Have a specific objective (which may be
unique or one-of-a-kind) to be completed
within certain specifications
Have defined start and end dates
Have funding limits (if applicable)
Consume human and nonhuman
resources (i.e., money, people,
equipment)
Be multifunctional (cut across several
functional lines)
Have a specific objective (which may be
unique or one-of-a-kind) to be completed
within certain specifications
Have defined start and end dates
Have funding limits (if applicable)
Consume human and nonhuman
resources (i.e., money, people,
equipment)
Be multifunctional (cut across several
functional lines)
Project Management
Project Management
Project Planning
Definition of work requirements
Definition of quantity and quality of work
Definition of resources needed
Project monitoring
Tracking progress
Comparing actual outcome to predicted
outcome
Analyzing impact
Making adjustments
Project Planning
Definition of work requirements
Definition of quantity and quality of work
Definition of resources needed
Project monitoring
Tracking progress
Comparing actual outcome to predicted
outcome
Analyzing impact
Making adjustments
PROJECT MANAGEMENT IS THE
ART OF CREATING THE
ILLUSION THAT ANY OUTCOME
IS THE RESULT OF A SERIES OF
PREDETERMINED, DELIBERATE
ACTS WHEN IN FACT IT WAS
DUMB LUCK !
PM
LM
LM LM
PM = Project Manager
APM = Assistant Project Manager
LM = Line or Functional Manager
APM
APM
SPONSOR
GM
Multiple Boss Reporting
Multiple Boss Reporting
Management
Functions
Management
Functions
Definitions
Definitions
Measuring: determining through formal
and informal reports the degree to which
progress toward objectives is being
made.
Evaluating: determining cause of and
possible ways to act on significant
deviations from planned performance.
Correcting: taking control action to
correct an unfavorable trend or to take
advantage of an unusually favorable
trend.
Measuring: determining through formal
and informal reports the degree to which
progress toward objectives is being
made.
Evaluating: determining cause of and
possible ways to act on significant
deviations from planned performance.
Correcting: taking control action to
correct an unfavorable trend or to take
advantage of an unusually favorable
trend.
Directing
Directing
Staffing: seeing that a qualified person is
selected for each position.
Training: teaching individuals and groups how
to fulfill their duties and responsibilities.
Supervising: giving others day-to-day
instruction, guidance, and discipline as required
so that they can fulfill their duties and
responsibilities.
Delegating: assigning work, responsibility, and
authority so others can make maximum
utilization of their abilities.
Staffing: seeing that a qualified person is
selected for each position.
Training: teaching individuals and groups how
to fulfill their duties and responsibilities.
Supervising: giving others day-to-day
instruction, guidance, and discipline as required
so that they can fulfill their duties and
responsibilities.
Delegating: assigning work, responsibility, and
authority so others can make maximum
utilization of their abilities.
Directing (Continued)
Directing (Continued)
Motivating: encouraging others to
perform by fulfilling or appealing to their
needs.
Counseling: holding private discussion
with another about how he might do
better work, solve a personal problem, or
realize his ambitions.
Coordinating: seeing that activities are
carried out in relation to their importance
and with a minimum of conflict.
Motivating: encouraging others to
perform by fulfilling or appealing to their
needs.
Counseling: holding private discussion
with another about how he might do
better work, solve a personal problem, or
realize his ambitions.
Coordinating: seeing that activities are
carried out in relation to their importance
and with a minimum of conflict.
Project Management
Project Management
T
i
m
e
T
i
m
e
Resources
Resources
C
o
s
t
C
o
s
t
Quality/Technology Quality/Technology
Benefits
Benefits
Identification of functional responsibilities
to ensure that all activities are accounted
for, regardless of personnel turnover.
Minimizing the need for continuous
improvement
Identification of time limits for scheduling
Identification of a methodology for trade-
off analysis
Measurement of accomplishment against
plans
Identification of functional responsibilities
to ensure that all activities are accounted
for, regardless of personnel turnover.
Minimizing the need for continuous
improvement
Identification of time limits for scheduling
Identification of a methodology for trade-
off analysis
Measurement of accomplishment against
plans
Benefits (continued)
Benefits (continued)
Early identification of problems so that
corrective action may follow
Improved estimating capability for future
planning
Knowing when objectives cannot be met
or will be exceeded
Early identification of problems so that
corrective action may follow
Improved estimating capability for future
planning
Knowing when objectives cannot be met
or will be exceeded
Obstacles
Obstacles
Project complexity
Customers special requirements and
scope changes
Organizational restructuring
Project risks
Changes in technology
Forward planning and pricing
Project complexity
Customers special requirements and
scope changes
Organizational restructuring
Project risks
Changes in technology
Forward planning and pricing
Classical Management
Classical Management
Planning
Organizing
Staffing
Controlling
Directing
Planning
Organizing
Staffing
Controlling
Directing
Which of the above is Usually NOT
performed by the project manager?
Interface Management
Interface Management
Managing human interrelationships within the
project team
Managing human interrelationships between the
project team and the functional organization
Managing human interrelationships between the
project team and senior management
Managing human interrelationships between the
project team and the customers organization,
whether an internal or external organization
Managing human interrelationships within the
project team
Managing human interrelationships between the
project team and the functional organization
Managing human interrelationships between the
project team and senior management
Managing human interrelationships between the
project team and the customers organization,
whether an internal or external organization
As part of interface
management, the project
managers role also includes
integration management.
As part of interface
management, the project
managers role also includes
integration management.
Integrated
Processes
Integrated
Processes
Integration Management
Integration Management
Capital
Materials
Equipment
Facilities
Information
Personnel
Capital
Materials
Equipment
Facilities
Information
Personnel
Resources
Resources
Inputs
Inputs
Integration
Management
Integration
Management
Products
Services
Profits
Products
Services
Profits
Outputs
Outputs
Organizational
Structures
Organizational
Structures
Pure Project Structure
General Manager
Project A
Manager
Project B
Manager
Project C
Manager
ENG. MFG.
ENG.
MFG. ENG. MFG.
The Matrix Management Structure
Engineering Operations Finance Others
Project Mgr.
X
Project Mgr.
Y
Project Mgr.
Z
General
Manager
Project Responsibility
F
u
n
c
t
i
o
n
a
l

R
e
s
p
o
n
s
i
b
i
l
i
t
y
The Matrix Management Structure
(With a Director of Project Management)
Director:
Project Mgmt.
Director:
Engineering
Director:
Manufacturing
Director:
Finance/Admin.
Project Mgr. X
Project Mgr. Y
Project Mgr. Z
General Manager
Network Scheduling
Techniques
Network Scheduling
Techniques
The Planning & Scheduling Process
Define Project Activities
Estimate Activity Duration
Develop activities sequencing
Develop Schedule
Review and analyze the
Schedule
OK?
NO
I mpl ement t he Sc hedul e
Yes
Scheduling Techniques
Scheduling Techniques
Gantt or bar charts
Milestone charts
Line of balance
Networks
Program Evaluation and Review Technique (PERT)
Arrow Diagram Method (ADM) [Sometimes called
the Critical Path Method (CPM)]
Graphical Evaluation and Review Technique (GERT)
Precedence Diagram Method (PDM)
Gantt or bar charts
Milestone charts
Line of balance
Networks
Program Evaluation and Review Technique (PERT)
Arrow Diagram Method (ADM) [Sometimes called
the Critical Path Method (CPM)]
Graphical Evaluation and Review Technique (GERT)
Precedence Diagram Method (PDM)
Bar (Gantt) Chart
Bar (Gantt) Chart
TASKS 1 2 3 4 5
4
MONTHS AFTER GO-AHEAD
3
2
1
5
Milestone Chart
Milestone Chart
ACTIVITY
TESTING
ANALYSIS
REPORT
PRESENTATION
TIME
Standard PERT Nomenclature
Standard PERT Nomenclature
6 3
COMPLETE TESTING COMPLETE FINAL REPORT
3 WEEKS
LEGEND
LEGEND
EVENT
ACTIVITY
Dependencies
Dependencies
7
26
18
31
7
18
31
26
BURST POINT SINK
Conversion From Bar To PERT
Conversion From Bar To PERT
4
2
3
1
5
6
7
3
2
2
2
2
1
1
1
4
1 2
3 4 5
6 7
TIME
BAR CHART
PERT CHART
Sample of Network Construction
Sample of Network Construction
AON
AON
AOA
AOA
Simplified PERT Network
Simplified PERT Network
1
9
3
4
2
8 7 6 5
LEGEND: (TIME = WEEKS)
EVENT
ACTIVITY
CRITICAL PATH ACTIVITY
Network Elements and their
features: Critical path
Critical path
It is the longest route through the plan from start
to finish through all the critical activities. The path
through the plan includes all the activities that
you should concentrate on. Delays to the critical
path delay the plan end date. There can often be
more than one critical path.
2 4 5 2
1
4 12
8
6
4
3
1 4
2
4
4
3
7
4
4
7
18
24
27
29
36
48
48
Dummy Activities
Dummy Activities
A
B
C
D
DUMMY
ACTIVITY
PRECEDING
ACTIVITY
A -
B -
C B
D A,B
Networking Concurrent Activities
Networking Concurrent Activities
Activity c Not Required for e
Activity c Not Required for e
Showing Precedents
Showing Precedents
a precedes d; a & b precede e; b & c precede f; a does
not precede f
Slack Identification
Slack Identification
C (8,10)
2 (15,17)
EARLIEST START TIME
EARLIEST FINISH TIME
LATEST FINISH TIME
LATEST START TIME
ACTIVITY
TIME
Types Of Slack
Types Of Slack
[ 20, 26 ]
[ 24, 30 ]
[ 30, 36 ]
[ 24, 30 ]
POSITIVE SLACK NEGATIVE SLACK
Negative Slack
Negative Slack
FORWARD PASS
BACKWARD PASS
CUSTOMERS CUSTOMERS
START DATE FINISH DATE
3
2
4
1
Schedule Compression
Schedule Compression
Elimination of some parts of the project
Addition of more resources
Substitution of less time-consuming
components or activities
Parallelization of activities
Shortening critical path activities
Shortening early activities
Shortening longest activities
Elimination of some parts of the project
Addition of more resources
Substitution of less time-consuming
components or activities
Parallelization of activities
Shortening critical path activities
Shortening early activities
Shortening longest activities
Schedule Compression
(Continued)
Schedule Compression
(Continued)
Shortening easiest activities
Shortening activities that are least costly
to speed up
Shortening activities for which you have
more resources
Increasing the number of work hours per
day
Shortening easiest activities
Shortening activities that are least costly
to speed up
Shortening activities for which you have
more resources
Increasing the number of work hours per
day
Planning Objectives
(Primary)
Planning Objectives
(Primary)
Best time
Least cost
Least risk
Best time
Least cost
Least risk
Planning Objectives
(Secondary)
Planning Objectives
(Secondary)
Studying alternatives
Optimum schedules
Effective use of resources
Communications
Refinement of the estimating process
Ease of project control
Ease of time or cost revisions
Studying alternatives
Optimum schedules
Effective use of resources
Communications
Refinement of the estimating process
Ease of project control
Ease of time or cost revisions
Planning Objectives
(Limitations)
Planning Objectives
(Limitations)
Calendar completion
Cash or cash flow restrictions
Limited resources
Management approvals
Calendar completion
Cash or cash flow restrictions
Limited resources
Management approvals
Precedence Network
Precedence Network
TASKS 1 2 3 4 5
4
MONTHS AFTER GO-AHEAD
3
2
1
5
Types Of Precedence Charts
Types Of Precedence Charts
ACTIVITY 1
ACTIVITY 1
ACTIVITY 2
ACTIVITY 2
FINISH-TO-START
START-TO-START
FINISH START
START
START
Types Of Precedence Charts
Types Of Precedence Charts
ACTIVITY 1
ACTIVITY 1
ACTIVITY 2
ACTIVITY 2
FINISH-TO-FINISH
PERCENT COMPLETE
FINISH
FINISH
20 %
50 %
ACTIVITY INFORMATION
EARLY START
01/06/97
TIME DURATION
2 WORK-WEEKS
EARLY FINISH
14/06/97
ACTIVITY 4
TOTAL
SLACK(TS)
$250,000
LATE START
15/06/97
COST/PROFIT
CENTER 2810
LATE FINISH
28/06/97
FREE SLACK
(FS)