Project management an overview
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This document provides an overview of project management for a satellite mission. It discusses that project management involves planning, directing, scheduling, and controlling a project. It describes characteristics of projects and highlights that they are unique, temporary efforts to achieve specific goals. The document also discusses key aspects of project management like the triple constraints of scope, time and cost. It provides examples of scheduling tools like Gantt charts and PERT charts. It outlines the typical phases and milestones of a satellite project life cycle. Finally, it discusses techniques for monitoring and controlling projects, like critical path method and critical chain project management.
![M.V.Kannan Planet Aerospace
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TYPICAL NET WORK - MODEL
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Project management an overview
- 1. PROJECT MANAGEMENT – A SATELLITE MISSION M.V.Kannan Planet Aerospace 1 M. V. Kannan (Former ISRO Scientist) Director, Business Adviser Email: indukan@yahoo.com Contact:+91 9740317133 / 9886029133 14th October 2017
- 2. PROJECT MANAGEMENT – AN INSIGHT M.V.Kannan Planet Aerospace 2 “Project” is an Unique, well defined effort to accomplish a specified task with certain specified result at a particular point of time.
- 3. PROJECT MANAGEMENT – AN INSIGHT M.V.Kannan Planet Aerospace 3 Characteristics of a Project ! Projects are unique Projects are temporary in nature and have a definite beginning and end date Projects are completed when project goals are achieved A successful project is one that meets or exceeds the expectations of stake holders
- 4. M.V.Kannan Planet Aerospace 4 Project Management is defined as a set of • Principles • Practices and Methods • Procedures and techniques needed for planning and execution of an object oriented task, for establishing a sound basis for organising , scheduling, controlling and managing the project. PROJECT MANAGEMENT – AN INSIGHT
- 5. M.V.Kannan Planet Aerospace 5 PROJECTS TRIPLE CONSRAINTS
- 6. M.V.Kannan Planet Aerospace 6 Planning – “What” - What does this involve? Mission objective , Payload definition, Subsystem Design, Technology developments, Budget planning, Resource planning - project report Directing - “ Who” - Who should direct the project tasks and activities? Identification of project team, Budget & resource allocation , special Review committees PROJECT MANAGEMENT APPROACH
- 7. M.V.Kannan Planet Aerospace 7 Scheduling – “ When ” - When the work activities/tasks need to be done? Project duration, Work breakdown structure,, subsystem level schedules, Project level schedules Controlling - “How” - How to monitor and measure the performance of the project? Review mechanisms, status reviews, special reviews, Review by Top Management SATELLITE PROJECT MANAGEMENT APPROACH
- 8. M.V.Kannan Planet Aerospace 8 MATRIX MANAGEMENT – SIMPLE EXAMPLE Organisation Structure Team- Typical
- 9. M.V.Kannan Planet Aerospace 9 MAIN FRAME AIT QA MISSION PAYLOAD POWER TTC - BB TTC - RF STRUCTURE THERMAL MECHANISM AOCS AOCE SENSORS ACTUATORS PROPULSION WHEELS / TORQUERS SPACECRAFT COMMUNICATION REMOTE SENSING SCIENTIFIC MANNED MISSION NAVIGATION SPACECRAFT ELEMENTS
- 10. M.V.Kannan Planet Aerospace 10 PLANNING EXECUTION COMPLETION Concept & Design Fabrication & Testing Assembly & Testing Pre & Post Launch 20% 30% 40% 10% BDR PSR PDR DDR CDR MAJOR MILE STONES BDR : Baseline Design Review PDR : Preliminary Design Review DDR : Detailed Design Review CDR : Critical Design Review PSR : Pre-shipment Review T1 Months T2 Months T3 Months T4 Months SATELLITE PROJECT LIFE CYCLE – TYPICAL
- 11. M.V.Kannan Planet Aerospace 11 DETAILED ASPECT OF PLANNING ITERATIVE PROCESS TO ENHANCE THE PLAN STEPS INVOLVED: Time Estimates Identifying dependencies Constructing dependence network Assigning responsibilities Allocating Resources GANTT CHART – PERT/ CPM Schedule Plans– Various Levels SCHEDULING
- 12. M.V.Kannan Planet Aerospace 12 GANTT CHART (Bar Chart) NETWORK DIAGRAMS Task Date Activity-1 4/25 Activity-2 5/15 PROJECT SCHEDULING PLANNING TOOLS
- 13. M.V.Kannan Planet Aerospace 13 GANTT CHART-TYPICAL
- 14. M.V.Kannan Planet Aerospace 14 GANTT CHART-TYPICAL
- 15. M.V.Kannan Planet Aerospace 15 Activity networks – Diagram Symbols 12 6 21 9 Event No Slack Latest TimeEarliest Time X Y X Y Z X Y Z Event ( Situation which occurs on completion of a Job or Jobs ) Job X must be completed before Job Y can start Job X & Y must be completed before Job Z can start Z is a dummy activity, it is represented by dotted line. It does not require resources or completion time.
- 16. M.V.Kannan Planet Aerospace 16 STEPS in CPM & PERT Project Planning 1. Identify the specific activities 2. Determine the proper sequence of activities 3. Construct /Draw the network diagram 4. Estimate the time required for each activity 5. Identify the critical path ( Longest path through the network) 6. Update CPM/PERT Chart as the project in progress
- 17. M.V.Kannan Planet Aerospace 17 PERT - ACTIVITY TIME ESTIMATE For each activity – Three time estimates Optimistic time : Generally the shortest time in which the activity can be completed Most likely time : The completion time having the highest probability Pessimistic time : The longest time that an activity may require Expected time of each activity =(optimistic+4 x most likely +Pessimistic)/6
- 18. M.V.Kannan Planet Aerospace 18 ACTIVITY NET WORK - PERT CHART-TYPICAL
- 19. 19 M.V.Kannan Planet Aerospace CRITICAL PATH (Activity oriented) • The Critical Path method is used to determine what the shortest time is to complete the project, or a phase of the project. • The method analyzes every possible sequence of tasks based upon the network diagram to determine which sequence is the longest. • This sequence is called the critical path because it sets the minimum time in which the project can be completed.
- 20. M.V.Kannan Planet Aerospace 20 IDENTIFICATION OF CRITICAL PATH Determine the four parameters for each activity ES: Earliest start time: EF : Earliest Finish time: LS : Latest start time LF: Latest Finish time: Slack= (ES-LS) or (EF-LF) . The critical path then is the path through the network in which none of the activities have slack
- 21. M.V.Kannan Planet Aerospace 21 TYPICAL NET WORK - MODEL 1 2 3 4 5 6 E [14, 17] 3 [22 , 25]A [ 0, 3] 3 [19, 22] G [ 25, 35] [25, 35] B [ 0, 14] 14 [0 , 14] D [ 14, 21] 7 [ 14, 21] F [ 21, 25] 4 [ 21, 25] CRITICAL PATH JOB NAME [ ES , EF ] DURATION [ LS , LF ] KEY C [ 14, 14] 0 [ 22, 22]
- 22. M.V.Kannan Planet Aerospace 22 PROJECT COSTING Direct Costs Indirect Costs Which are directly associated with project activities (Bill of materials, equipment / tools, Fabrication, salaries ,travel, outsourcing of jobs etc. ) Overhead costs (not directly associated with specific project activities – like office space, administrative expenses, taxes etc.)
- 23. M.V.Kannan Planet Aerospace 23 PROJECT SCHEDULE ANALYSIS TECHNIQUES CRITICAL PATH PERT CRITICAL CHAIN Details-CC
- 24. M.V.Kannan Planet Aerospace 24 Integrated monitoring of schedule and cost SV = (EV-PV) -ve: behind schedule +ve : Ahead of schedule SV % = 100* (SV/PV) CV= (EV-AC) -ve: over budget +ve : und budget CV % = 100* (CV/EV) EAC – Estimation cost at completion (Revision) EAC= AC/PC where PC is Percentage completion
- 25. M.V.Kannan Planet Aerospace 25 PROJECT MANAGEMENT SOFTWARE Microsoft Project is a project management software program developed and sold by Microsoft Designed to assist project managers in developing plans, assigning resources to tasks, tracking progress, managing budgets and analyzing workloads The application creates critical path schedules, and critical chain which can be visualized in a Gantt chart.
- 26. M.V.Kannan Planet Aerospace 26 “Planning without action is futile, action without planning is fatal.” — Cornelius Fitchner PMP
- 27. M.V.Kannan Planet Aerospace 27 Project Lead Project Managers Mechanical Systems POWER SYSTEMS TTC (BB & RF) Communication Systems Controls Systems Sensors systems Payload systems AIT QA Mission Project Management Office Review Board Matrix Management
- 28. M.V.Kannan Planet Aerospace 28 CRITICAL CHAIN : (1997 Eliyahu.M.Goldartt) Longest Chain of the tasks that consider both task dependencies and resource dependencies . Critical chain recognises that a delay in resource availability can delay a schedule just as a delay in dependent tasks Theory of constraints based “ Any system must have constraint .Otherwise its output would increase without bound or go to zero” Relay race approach : As fast as possible Buffer Management aproach Example
- 29. M.V.Kannan Planet Aerospace 29 CRITICAL CHAIN : (1997 Eliyahu.M.Goldartt) The resource for each activity placed by the side of each activity In CPM- RED color indicates critical path (project takes 65 days for completion) In Critical Chain ,each task duration reduced by 50%. Feeding buffer seen introduced where non critical chain activities intersect critical chain path. Project buffer introduced at the end of project. Project duration has come down by 10 days (15%) Back
Editor's Notes
- #25: An integrated project management system based on the earned value concept that uses a time phased budget base line to compare actual and planned schedule,cost EVA aids to get a pulse of the status of project
- #27: Note: An activity is a sub-set of process. For example, new business process in Insurance industry can comprise of activities such as Application Data Entry, Underwriting, and Policy Issuance. Activity-Something you do CPM is a deterministic model – does not take in to account variation in completion time –Hence only one number is used for an activity time estimate. Time required to complete activity can be estimated using past experience or the estimate of knowledgeable persons. CPM was developed for complex but fairly routine projects with minimal uncertainty in project completion time- Hence this limits usefulness of deterministic CPM Model
- #28: Note: An activity is a sub-set of process. For example, new business process in Insurance industry can comprise of activities such as Application Data Entry, Underwriting, and Policy Issuance. Activity-Something you do CPM is a deterministic model – does not take in to account variation in completion time –Hence only one number is used for an activity time estimate. Time required to complete activity can be estimated using past experience or the estimate of knowledgeable persons. CPM was developed for complex but fairly routine projects with minimal uncertainty in project completion time- Hence this limits usefulness of deterministic CPM Model
- #30: Project buffer : Protects critical chain over runs. It is placed at the end of the project after the last critical chain task Feeding Buffer : Project buffer Protects critical chain over runs. However,the critical chain is exposed to over runs from non critical chain task that link to the critical chain.Here the feeding buffer ,placed at the point where the feeding chain (non critical activities) intersects with the critical chain, protects the critical chain from the over runs of the non critical chain tasks.