Professional Documents
Culture Documents
Chapter 3
Project Management
OBJECTIVES
Structuring Projects
Project Management
Defined
Project is a series of related jobs usually
directed toward some major output and
requiring a significant period of time to
perform
Project Management are the
management activities of planning,
directing, and controlling resources
(people, equipment, material) to meet the
technical, cost, and time constraints of a
project
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
5
Gantt Chart
Vertical
VerticalAxis:
Axis:
Always Horizontal
Horizontalbars
barsused
usedtotodenote
denotelength
length
AlwaysActivities
Activities
or ofoftime
timefor
foreach
eachactivity
activityor
orjob.
job.
or Jobs
Jobs
Activity 1
Activity 2
Activity 3
Activity 4
Activity 5
Activity 6
Time Horizontal
HorizontalAxis:
Axis:Always
AlwaysTime
Time
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
6
Pure Project
A pure project is where a self-contained team
works full-time on the project
are ignored
Lack of technology transfer
Team members have no functional
area "home"
Functional Project
A functional project is housed within
a functional division
President
Research and
Engineering Manufacturing
Development
Example,
Example, Project
Project “B”
“B” is
is in
in the
the functional
functional
area
area of
of Research
Research and
and Development.
Development.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
9
Structuring Projects
Functional Project:
Advantages
A team member can work on
several projects
Technical expertise is maintained
knowledge
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
10
Structuring Projects
Functional Project:
Disadvantages
Aspects of the project that are not
directly related to the functional
area get short-changed
Motivation of team members is
often weak
Needs of the client are secondary
Research and
Engineering Manufacturing Marketing
Development
Manager
Project A
Manager
Project B
Manager
Project C
Structuring Projects
Matrix: Advantages
Structuring Projects
Matrix: Disadvantages
1 Project 1 Project 2
Network-Planning Models
Construction
3. Determine the critical path
A None 2
B A 1
C B 1
D C 2
E C 5
F D,E 5
D(2)
G F 1
E(5)
Hint:
Hint:Start
Startwith
withLF=15
LF=15
Determine late or
orthe
thetotal
totaltime
timeofofthe
the
starts and late ES=4 project
project and
andgogo
finish times EF=6 backward
backwardin inthe
the
network
networkfrom
fromGGto toA.
A.
ES=0 ES=2 ES=3 D(2)
ES=9 ES=14
EF=2 EF=3 EF=4 LS=7 EF=14 EF=15
LF=9
A(2) B(1) C(1) F(5) G(1)
ES=4
LS=0 LS=2 LS=3 EF=9 LS=9 LS=14
LF=2 LF=3 LF=4 LF=14 LF=15
E(5)
LS=4
LF=9
Immediate
Task Predecesors Optimistic Most Likely Pessimistic
A None 3 6 15
B None 2 4 14
C A 6 12 30
D A 2 5 8
E C 5 11 17
F D 3 6 15
G B 3 9 27
H E,F 1 4 7
I G,H 4 19 28
Opt.
Opt. Time
Time ++ 4(Most
4(MostLikely
LikelyTime)
Time) ++ Pess.
Pess. Time
Time
Expected
ExpectedTime
Time == 66
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
26
Opt.
Opt. Time
Time ++ 4(Most
4(MostLikely
LikelyTime)
Time) ++ Pess.
Pess. Time
Time
Expected
ExpectedTime
Time == 66
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
27
Opt.
Opt. Time
Time ++ 4(Most
4(MostLikely
LikelyTime)
Time) ++ Pess.
Pess. Time
Time
Expected
ExpectedTime
Time == 66
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
28
Example 2. Network
Duration = 54 Days
C(14) E(11)
A(7) H(4)
D(5) F(7)
I(18)
B G(11)
(5.333)
p(t < D)
D=53
t
TE = 54
DD -- TTEE
ZZ ==
cpcp
22
Pessim.
Pessim. -- Optim.
Optim.)22
Activity variance, = 22
(
Activity variance, = ( )
66
path.)
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
31
p(t < D)
t
D=53 TE = 54
D
D -- TTEE 53 53--54
54
ZZ == == == -.156
-.156
cpcp
22 41
41
p(Z
p(Z<< -.156)
-.156) == .438,
.438, or
or 43.8
43.8 %
% (NORMSDIST(-.156)
(NORMSDIST(-.156)
There
There isis aa 43.8%
43.8% probability
probability that
that this
this project
project will
will be
be
completed
completed in in less
less than
than 53
53 weeks.
weeks.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
32
Ex 2. Additional Probability
Exercise
What
What is
is the
the probability
probability that
that the
the
project
project duration
duration will
will exceed
exceed 56
56
weeks?
weeks?
p(t < D)
t
TE = 54
D=56
D
D -- TTEE 56 56--54
54
ZZ == =
22 =
== .312
.312
cp
cp
41
41
p(Z
p(Z >> .312)
.312) == .378,
.378, or
or 37.8
37.8 %
% (1-NORMSDIST(.312))
(1-NORMSDIST(.312))
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
34
Time-Cost Models
Basic Assumption: Relationship
between activity completion time and
project cost
CPM Assumptions/Limitations
Project activities can be identified as entities
(There is a clear beginning and ending point
for each activity.)
Project activity sequence relationships can be
specified and networked
Project control should focus on the critical
path
The activity times follow the beta distribution,
with the variance of the project assumed to
equal the sum of the variances along the
critical path
Project control should focus on the critical
path
End of Chapter 3