projectmanagement-123765482.pdf
- 2. Outline • GLOBAL COMPANY PROFILE: BECHTEL GROUP • THE IMPORTANCE OF PROJECT MANAGEMENT • PROJECT PLANNING – The Project Manager – Work Breakdown Structure • PROJECT SCHEDULING • PROJECT CONTROLLING 3-2
- 3. Outline - Continued • PROJECT MANAGEMENT TECHNIQUES: PERT AND CPM – The Framework of PERT and CPM – Network Diagrams and Approaches – Activity on Node Example – Determining the Project Schedule • Forward Pass • Backward Pass • Calculating Slack Time and Identifying the Critical Path(s) 3-3
- 4. Outline - Continued – Variability in Activity Times • Three Time Estimates in PERT • Probability of Project Completion • Cost-Time Tradeoffs and Project Crashing • A Critique of PERT and CPM • Visual PERT/CPM Computer Program Practice 3-4
- 5. Learning Objectives When you complete this chapter, you should be able to : Identify or Define: – Work breakdown structure – Critical path – AOA and AON Networks – Forward and Backward Passes – Variability in Activity Times 3-5
- 6. Learning Objectives – Cont.. When you complete this chapter, you should be able to : Describe or Explain: – The role of the project manager – Program evaluation and review technique (PERT) – Critical path method (CPM) – Crashing a project – The Use of MS Project 3-6
- 7. Bechtel – Case Study • Asked by Kuwait to begin rebuilding after Desert Storm • 650 wells ablaze, others uncapped • No water, electricity, food or facilities • Land mines! Bombs! Grenades! • Many fires inaccessible because of oil- covered roads 3-7
- 8. Bechtel • Project required: – Storage, docking, and warehousing facilities at Dubai – 125,000 tons of equipment and supplies – 150 kilometers of pipeline capable of delivering 20,000,000 gallons of water per day to the fire site – more than 200 lagoons with 1,000,000 gals of seawater 3-8
- 9. Bechtel Other Projects • Building 26 massive distribution centers in just two years for the internet company Webvan Group • Constructing 30 high-security data centers worldwide for Equinix, Inc. • Building and running a rail line between London and the Channel Tunnel ($4.6 billion) • Developing an oil pipeline from the Caspian Sea region to Russia ($850 million) • Expanding the Dubai Airport in the UAE ($600 million), and the Miami Airport in Florida ($2 billion) 3-9
- 10. Bechtel Other Projects – Cont. • Building liquid natural gas plants in Yemen $2 billion) and in Trinidad, West Indies ($1 billion) • Building a new subway for Athens, Greece ($2.6 billion) • Constructing a natural gas pipeline in Thailand ($700 million) • Building a highway to link the north and south of Croatia ($303 million) 3-10
- 11. Strategic Importance of PM • Bechtel Kuwait Project: – 8,000 workers – 1,000 construction professionals – 100 medical personnel – 2 helicopter evacuation teams – 6 full-service dining halls – 27,000 meals per day – 40 bed field hospital 3-11
- 12. • Microsoft Windows XP Project: – hundreds of programmers – millions of lines of code – millions of dollars cost • Ford Redesign of Mustang Project: – 450 member project team – Cost $700-million – 25% faster and 30% cheaper than comparable project at Ford Strategic Importance of PM 3-12
- 13. Project Characteristics • Single unit • Many related activities • Difficult production planning and inventory control • General purpose equipment • High labor skills 3-13
- 14. An Example • Building construction © 1995 Corel Corp. 3-14
- 15. An Example • Research project © 1995 Corel Corp. 3-15
- 16. Project Management • Project management is the discipline of carefully projecting or planning, organizing, motivating and controlling resources to achieve specific goals and meet specific success criteria. • A project is a temporary endeavour designed to produce a unique product, service or result with a defined beginning and end (usually time- constrained, and often constrained by funding or deliverables) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. 3-16
- 17. The Traditional Approach • A traditional phased approach identifies a sequence of steps to be completed. • Typical development phases of an engineering project – initiation – planning and design – execution and construction – monitoring and controlling systems – completion and finish point 3-17
- 18. Management of Large Projects • Planning - goal setting, project definition, team organization • Scheduling - relating people, money, and supplies to specific activities and activities to one and other • Controlling - monitoring resources, costs, quality, and budgets; revising plans and shifting resources to meet time and cost demands 3-18
- 19. Planning Objectives Resources Work break- down schedule Organization Scheduling Project activities Start & end times Network Controlling Monitor, compare, revise, action Project Management Activities 3-19
- 20. Project Organization Works Best When • Work can be defined with a specific goal and deadline • The job is unique or somewhat unfamiliar to the existing organization • The work contains complex interrelated tasks requiring specialized skills • The project is temporary but critical to the organization 3-20
- 21. Project Planning, Scheduling, and Controlling Project Planning 1. Setting goals 2. Defining the project 3. Tying needs into timed project activities 4. Organizing the team Project Scheduling 1. Tying resources to specific activities 2. Relating activities to each other 3. Updating and revising on a regular basis Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details CPM/PERT Gantt charts Milestone charts Cash flow schedules Project Controlling 1. Monitoring resources, costs, quality, and budgets 2. Revising and changing plans 3. Shifting resources to meet demands Reports • budgets • delayed activities • slack activities Before Project During Project 3-21
- 22. Project Planning, Scheduling, and Controlling 3-22
- 23. Project Planning • Establishing objectives • Defining project • Creating work breakdown structure • Determining resources • Forming organization © 1995 Corel Corp. 3-23
- 24. Project Organization • Often temporary structure • Uses specialists from entire company • Headed by project manager – Coordinates activities – Monitors schedule & costs • Permanent structure called ‘matrix organization’ Acct. Eng. Eng. Mkt. Mgr. 3-24
- 25. A Sample Project Organization Sales President Finance Human Resources Engineering Quality Control Production Technician Test Engineer Propulsion Engineer Physiologist Project Manager Psychologist Structural Engineer Inspection Technician Technician Project 1 Project 2 Project Manager 3-25
- 26. A Sample Project Organization Sales Finance Human Resources Engineering Quality Control Production Test Engineer Propulsion Engineer Technician Project 1 Project 2 Project Manager Technician Project Manager Structural Engineer Inspection Technician President 3-26
- 27. Mkt Oper Eng Fin Project 1 Project 2 Project 3 Project 4 Matrix Organization 3-27
- 28. Role of Project Manager Project Plan and Schedule Revisions and Updates Project Manager Project Team Top Management Resources Performance Reports Information regarding times, costs, problems, delays Feedback Loop 3-28
- 29. Work Breakdown Structure 1. Project 2. Major tasks in the project 3. Subtasks in the major tasks 4. Activities (or work packages) to be completed 3-29
- 30. J F M A M J J M o n th A c ti v it y D e s ig n B u il d T e s t P E R T Project Scheduling • Identifying precedence relationships • Sequencing activities • Determining activity times & costs • Estimating material & worker requirements • Determining critical activities 3-30
- 31. Purposes of Project Scheduling • Shows the relationship of each activity to others and to the whole project. • Identifies the precedence relationships among activities. • Encourages the setting of realistic time and cost estimates for each activity. • Helps make better use of people, money, and material resources by identifying critical bottlenecks in the project. 3-31
- 32. Project Management Techniques • Gantt chart • Critical Path Method (CPM) • Program Evaluation & Review Technique (PERT) 3-32
- 33. J F M A M J J Time Period Activity Design Build Test Gantt Chart 3-33
- 34. Service Activities for A Delta Jet During a 60 Minute Layover 3-34
- 35. Project Control Reports • Detailed cost breakdowns for each task • Total program labor curves • Cost distribution tables • Functional cost and hour summaries • Raw materials and expenditure forecasts • Variance reports • Time analysis reports • Work status reports 3-35
- 36. PERT and CPM • Network techniques • Developed in 1950’s – CPM by DuPont for chemical plants (1957) – PERT by Booz, Allen & Hamilton with the U.S. Navy, for Polaris missile (1958) • Consider precedence relationships and interdependencies • Each uses a different estimate of activity times 3-36
- 37. • Is the project on schedule, ahead of schedule, or behind schedule? • Is the project over or under cost budget? • Are there enough resources available to finish the project on time? • If the project must be finished in less than the scheduled amount of time, what is the way to accomplish this at least cost? Questions Which May Be Addressed by PERT & CPM 3-37
- 38. Six Steps Common to PERT & CPM 1. Define the project and prepare the work breakdown structure, 2. Develop relationships among the activities. (Decide which activities must precede and which must follow others.) 3. Draw the network connecting all of the activities 4. Assign time and/or cost estimates to each activity 5. Compute the longest time path through the network. This is called the critical path 6. Use the network to help plan, schedule, monitor, and control the project 3-38
- 39. A Comparison of AON and AOA Network Conventions 3-39
- 40. Milwaukee General Hospital’s Activities and Predecessors Activity Description Immediate Predecessors A Build internal components - B Modify roof and floor - C Construct collection stack A D Pour concrete and install frame A, B E Build high-temperature burner C F Install pollution control system C G Install air pollution device D, E H Inspect and test F, G 3-40
- 41. AON Network for Milwaukee General Hospital Start A B C D F F G H Arrows show precedence relationships 3-41
- 42. 1 3 2 4 5 6 7 H Inspect/Test G Install pollution control device D Pour concrete/ Install frame B Modify roof/floor C Construct stack F Install controls E Build burner AOA Network (With Dummy Activities) for Milwaukee General A B u i l d i n t e r n a l c o m p o n e n t s Dummy Activity 3-42
- 43. Critical Path Analysis • Provides activity information – Earliest (ES) & latest (LS) start – Earliest (EF) & latest (LF) finish – Slack (S): Allowable delay • Identifies critical path – Longest path in network – Shortest time project can be completed – Any delay on critical path activities delays project – Critical path activities have 0 slack 3-43
- 44. Earliest Start & Finish Steps • Begin at starting event and work forward • ES = 0 for starting activities – ES is earliest start • EF = ES + Activity time – EF is earliest finish • ES = Maximum EF of all predecessors for non-starting activities 3-44
- 45. Latest Start and Finish Steps • Begin at ending event and work backward • LF = Maximum EF for ending activities – LF is latest finish; EF is earliest finish • LS = LF - Activity time – LS is latest start • LF = Minimum LS of all successors for non-ending activities 3-45
- 46. Latest Start and Finish Steps Latest Finish ES LS EF LF Earliest Finish Latest Start Earliest Start Activity Name Activity Duration 3-46
- 47. Critical Path for Milwaukee General Hospital Start A B C D F F G H Arrows show precedence relationships 3-47
- 48. AON Network for Milwaukee Hospital Includes Critical Path Slack=0 Start A B C D F F G H H 13 13 2 15 15 H G 8 8 5 13 13 H F 4 10 3 7 13 H C 2 2 2 4 4 H E 4 4 4 8 8 H D 3 4 4 7 8 H B 0 1 3 3 4 H A 0 0 2 2 2 H 0 0 0 0 0 Slack=0 Slack=0 Slack=0 Slack=0 Slack=6 Slack=1 Slack=1 Start 3-48
- 49. Gantt Chart Earliest Start and Finish Milwaukee General Hospital Milwaukee General Hospital A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16 3-49
- 50. Gantt Chart Latest Start and Finish Milwaukee General Hospital Milwaukee General Hospital A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16 3-50
- 51. 1-2 Fdn & frame 1-3 Buy shrubs 2-3 Roof 2-4 Interior work 3-4 Landscape 4 5 6 7 8 9 1 0 1 1 1 2 3 2 1 Activity Build House Project Gantt Chart Latest Start and Finish 3-51
- 52. PERT Activity Times • 3 time estimates – Optimistic times (a) – Most-likely time (m) – Pessimistic time (b) • Follow beta distribution • Expected time: t = (a + 4m + b)/6 • Variance of times: v = (b - a)2 /6 3-52
- 53. Project Times • Expected project time (T) – Sum of critical path activity times, t • Project variance (V) – Sum of critical path activity variances, v Used to obtain probability of project completion! 3-53
- 54. PERT Probability Example You’re a project planner for General Dynamics. A submarine project has an expected completion time of 40 weeks, with a standard deviation of 5 weeks. What is the probability of finishing the sub in 50 weeks or less? 3-54
- 55. T = 40 s = 5 50 X Normal Normal Distribution Distribution Z X T = - = - = s 50 40 5 2 0 . mz = 0 sZ = 1 Z 2.0 Standardized Normal Standardized Normal Distribution Distribution Converting to Standardized Variable 3-55
- 56. mz = 0 s Z = 1 Z 2.0 Z .00 .01 0.0 .50000 .50399 : : : : 2.0 .97725 .97784 .97831 2.1 .98214 .98257 .98300 Standardized Normal Probability Standardized Normal Probability Table (Portion) Table (Portion) Probabilities in body Probabilities in body Obtaining the Probability .02 .50798 .97725 3-56
- 57. Variability of Completion Time for Noncritical Paths • Variability of times for activities on noncritical paths must be considered when finding the probability of finishing in a specified time. • Variation in noncritical activity may cause change in critical path. 3-57
- 58. Factors to Consider when Crashing • The amount by which an activity is crashed is, in fact, permissible. • Taken together, the shortened activity durations will enable one to finish the project by the due date. • The total cost of crashing is as small as possible. 3-58
- 59. Steps in Project Crashing • Compute the crash cost per time period. For crash costs assumed linear over time: • Using current activity times, find the critical path • If there is only one critical path, then select the activity on this critical path that (a) can still be crashed, and (b) has the smallest crash cost per period. Note that a single activity may be common to more than one critical path • Update all activity times. ) Crash time time (Normal cost Normal cost (Crash period per cost Crash − − = 3-59
- 60. Crash and Normal Times and Costs for Activity B 3-60
- 61. Cost-Time Curves Used in Crashing Analysis 3-61
- 62. Advantages of PERT/CPM • Especially useful when scheduling and controlling large projects. • Straightforward concept and not mathematically complex. • Graphical networks aid perception of relationships among project activities. • Critical path & slack time analyses help pinpoint activities that need to be closely watched. • Project documentation and graphics point out who is responsible for various activities. • Applicable to a wide variety of projects. • Useful in monitoring schedules and costs. 3-62
- 63. Limitations of PERT/CPM • Assumes clearly defined, independent, & stable activities • Specified precedence relationships • Activity times (PERT) follow beta distribution • Subjective time estimates • Over-emphasis on critical path 3-63
- 64. Thank You 3-64