Professional Documents
Culture Documents
2. Divisional organization
3 a separate division with its own functional departments is set
up to implement a project.
The project manager has full line authority and total formal
control over the project.
Facilitates planning and control, brings about better integration
of efforts, and strengthens commitment of project personnel.
But it may entail inefficient use of resources-unnecessary
duplication of specialists
3. Matrix organization
4 Designed to achieve efficient use of resources and effective
realization of project objectives
Project personnel are responsible to their functional supervisor
and project manager (dual responsibility)
Violates the unity of command rule
Implies greater organizational complexity and creates inherent
conflicts
Why a plan?
5 Used as a basis for organizing project activities and allocating
responsibilities to individuals
A means of communication and coordination between all those
involved in the project
Encourages people to look ahead
Instills a sense of urgency and time consciousness
Establishes the basis for monitoring and control
What do we plan?
6 The work
Manpower and organization
Financial resources
Information system
Project objectives
Must help in answering the following questions
What are the technical and performance objectives?
What are the time and cost goals?
To what extent should project work be sub-contracted? How many
contractors? The
Project Financing terms
and of contract?
Management-Project
Project Financing and Management-Project Management Thursday, January 23, 2020
Management
7 of 85 8.2 Project Planning
Tools of planning
7Bar chart(Ghant chart)
Tools of planning
8Bar chart
Tools of planning
9Bar chart
Advantages Disadvantages
simple to understand cannot show interrelations
among activities in complex
projects
used for manpower planning physical limit to the chart
used to show project progress cannot easily cope with
frequent changes/updating
Tools of planning
10
Network Techniques
Activities, events and interrelationships are represented by a
network diagram
Advantages Disadvantages
effectively handles more complicated than bar charts
interrelationships
identifies critical activities do not define operational schedule
can handle complex projects
can be easily computerized
Project Financing and Management-Project Thursday, January 23, 2020
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Management
11 of 85 8.3 Project Control
Why control?
ensures regular monitoring of performance
11
Method of analysis…
16 Actual Cost of Work Performed(ACWP)
Budgeted Cost for Total Work (BCTW). Total budgeted cost for the
entire project
Additional Cost for Completion (ACC)
Given the above terms performance is evaluated as follows:
Cost variance= BCWP-ACWP
Schedule variance in cost terms = BCWP-BCWS
Cost performance index= BCWP/ACWP
Schedule performance index= BCWP/BCWS
Estimated cost performance index = BCTW/(ACWP+ACC)
Project Financing and Management-Project Thursday, January 23, 2020
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17 of 85 8.3 Project Control
Authority
20
to exercise leadership and influence, a PM has to
explain logic and rationale for activities rather
than giving orders
entertain the views and suggestions by others
avoid unilateral imposition of decisions
eschew dogmatic posture
Authority…
21
His authority stems from his
ability to develop a rapport with project personnel
skill in resolving conflicts
professional reputation and
skills in communication and persuasion
Orientation
Strengthen managerial orientation of the
22
Motivation…
expectation of reward rather than fear of
23
Group functioning
a project may comprise a vertical, horizontal,
or mixed groups
Group functioning…
an effective group can be established through
24
Example…
26
3. Administer entrance exam
4. Announce the result
5. Registration
3
4
5
1
2
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27 of 85 8.5 Network scheduling
No looping!
X
28
1 2
3 Dummy
Activity
1 2
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Time estimation
29
Three times values are obtained
Optimistic time-time if no complications arise
Most likely time-takes into account normal
delays
Pessimistic time-time required if unusual
complications arise
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30 of 85 8.5 Network scheduling
Average Time
30
Example: Project A
31 2 5 8
3 7
1
4 6
32
Event to tm tp Average
1-2 5 12 17 12
1-3 8 10 13 10
1-4 9 11 12 11
2-3 5 8 9 8
2-5 9 11 13 11
4-6 14 18 22 18
3-7 21 25 30 25
6-7 8 13 17 13
5-8 14 17 21 17
7-8 6 9 12 9
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33 of 85 8.5 Network scheduling
Example: Project A
17
33 2 5 8
11
10 3 7
1
25
13
4 18 6
10 3 7
1
25
13
4 18 6
10 3 7
1
25
20 45
0
13
4 18 6
14
Project Financing and Management-Project 32
Project Financing and Management-Project Management Thursday, January 23, 2020
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10 3 7
1
25
20 45
0
13
4 18 6
14
Project Financing and Management-Project 32
Project Financing and Management-Project Management Thursday, January 23, 2020
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40 of 85 8.5 Network scheduling
Slack
Event LOT EOT (LOT-EOT)
40
1 0 0 0
2 12 12 0
3 20 20 0
4 14 11 3
5 37 23 14
6 32 29 3
7 45 45 0
8 54 54 0
Project Financing and Management-Project Thursday, January 23, 2020
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41 of 85 8.5 Network scheduling
Critical Path
17
41 2 5 8
12 11
37 54
10 3 7
1
25
20 45
0
13
4 18 6
14
Project Financing and Management-Project 32
Project Financing and Management-Project Management Thursday, January 23, 2020
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42 of 85 8.5 Network scheduling
2
44 Event to tp σ σ
1-2 5 17 2 4
2-3 5 9 0.67 0.44
3-7 21 30 1.5 2.25
7-8 6 12 1 1
Sum 7.69
47
risky.
focuses on variations in activity times as a result
of resource assignment.
the variations are planned and are within the
control of the project manager
it aims at finding a schedule that minimizes total
cost
Project Financing and Management-Project
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49 of 85 8.5 Network scheduling
CPM…
49
Assumptions
1. Costs associated with the project are divided into
two categories as Direct costs and Indirect costs.
2. Activities can be expedited by crashing using
more resources
3. Crashing reduces time but increases direct costs
4. Indirect costs increase with project duration.
Project Financing and Management-Project Thursday, January 23, 2020
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50 of 85 8.5 Network scheduling
STEPS
50
1. Obtain the critical path in the normal network and
determine project duration and direct cost
2. Examine cost-time slope of activities on the critical
path and crash activities with the smallest slope
3. Construct a new critical path, and determine
project duration and cost
4. Repeat steps (2) and (3) till activities on the critical
path are
Project crashed
Financing and Management-Project
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51 of 85 8.5 Network scheduling
Illustration…
Time Cost Cost to
52
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
1-3 4 2 1,000 2,000 500
3-4 7 4 4,000 8,000 1,333
4-7 9 5 6,000 9,200 800
3-5 12 3 16,000 19,600 400
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
5-9 12 7 4,000 8,500 900
Project Financing and Management-Project Thursday, January 23, 2020
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53 of 85 8.5 Network scheduling
Illustration
53
6 9 26
2
4 7
5 6 34
10
1
6 9 34
4 3
5 12 28
12
26
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54 of 85 8.5 Network scheduling
Illustration…
Time Cost Cost to
54
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
1-3 4 2 1,000 2,000 500
3-4 7 4 4,000 8,000 1,333
4-7 9 5 6,000 9,200 800
3-5 12 3 16,000 19,600 400
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
5-9 12 7 4,000 8,500 900
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Illustration…
55
CP 1 Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 34weeks Br 35,000
Illustration…
CP2 Time Cost Cost to
56
Activity Normal Crash Normal Crash expedite
1-3 4 2 1,000 2,000 500
3-4 7 4 4,000 8,000 1,333
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 34weeks Br 27,000
Illustration
57
6 9 26
2
4 7
5 4 6 31
10
1
6 9 31
4 3
5 12 28
12
26
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58 of 85 8.5 Network scheduling
Illustration…
58
CP 1 Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 31weeks Br 35,900
Illustration…
CP2 Time Cost Cost to
59
Activity Normal Crash Normal Crash expedite
1-3 4 2 1,000 2,000 500
3-4 7 4 4,000 8,000 1,333
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 31weeks Br 27,900
Illustration
60
6 9 26
2
4 7
5 4 6 31
10
1
6 9 29
2 3
5 12 26
12
24
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Illustration…
61
CP 1 Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 31weeks Br 35,900
Illustration…
Cost and duration after crashing Activity 7-9
62
CP 1 Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 29weeks Br 37,100
Illustration
63
6 9 24
2
4 7
5 4 4 29
10
1
6 9 27
2 3
5 12 26
12
22
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64 of 85 8.5 Network scheduling
Illustration…
Cost and duration after crashing Activity 7-9
64
CP 1 Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 29weeks Br 37,100
Illustration…
Cost and duration after crashing Activity 7-9
65
CP 1 Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 25weeks Br 40,100
Illustration
66
6 9 24
2
4 7
5 4 4 25
6
1
6 9 23
2 3
5 12 26
12
22
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67 of 85 8.5 Network scheduling
Illustration…
CP2 Time Cost Cost to
67
Activity Normal Crash Normal Crash expedite
1-3 4 2 1,000 2,000 500
3-5 12 3 16,000 19,600 400
5-9 12 7 4,000 8,500 900
Total 26 weeks Br 22,000
Illustration…
CP2 Time Cost Cost to
68
Activity Normal Crash Normal Crash expedite
1-3 4 2 1,000 2,000 500
3-5 12 3 16,000 19,600 400
5-9 12 7 4,000 8,500 900
Total 17 weeks Br 25,600
Illustration
69
6 9 24
2
4 7
5 4 4 25
6
1
6 9 23
2 3
5 12 17
3
22
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Illustration…
70
Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 25weeks Br 40,100
Illustration…
Cost and duration after crashing Activity 2-4
71
CP 1 Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 22weeks Br 43,100
Illustration
72
3 9 21
2
4 7
5 4 4 22
6
1
6 9 23
2 3
5 12 17
3
22
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73 of 85 8.5 Network scheduling
Illustration…
73
Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-3 4 2 1,000 2,000 500
3-4 7 4 4,000 8,000 1,333
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 23weeks Br 33,100
Illustration…
Cost and duration after crashing Activity 3-4
74
Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-3 4 2 1,000 2,000 500
3-4 7 4 4,000 8,000 1,333
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 20 weeks Br 37,100
Illustration
75
3 9 21
2
4 7
5 4 4 22
6
1
6 9 20
2 3
5 12 17
3
19
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76 of 85 8.5 Network scheduling
Illustration…
76
Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 22weeks Br 40,100
Illustration…
Cost and duration after crashing Activity 1-2
77
CP 1 Time Cost Cost to
Activity Normal Crash Normal Crash expedite
1-2 5 2 Br 6,000 Br 9,000 Br 1,000
2-4 6 3 7,000 10,000 1,000
4-6 10 6 15,000 18,000 750
6-7 7 4 4,000 4,900 300
7-9 6 4 3,000 4,200 600
Total 19 weeks Br 46,100
Illustration
78
3 9 18
2
4 7
2 4 4 19
6
1
6 9 20
2 3
5 12 17
3
19
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79 of 85 8.5 Network scheduling
Illustration…
79 Project cost and duration
Time Direct Cost Indirect
Activity (Crash) (Crash) cost Total cost
1-3 2 2,000
3-4 4 8,000 (20weeks x
4-6 6 18,000 Br 1,000
6-7 4 4,900 per week)
7-9 4 4,200
Total 20 weeks Br 37,100 Br 20,000 Br 57,100
Administrative closure
80
the process of documenting the results of a
project work to ensure that all of the
requirements and specifications have been met
administrative closure should be performed at
completion of each phase of a project
Issues to be addressed…
82
Preparation of a final project report that summarizes
history of the project.
85