class 12 - 13
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Project Management
Project Representation
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Formation of Project Team
Appointment of Project Manager
Selection of Project team members
Briefing meetings amongst team
members
Broad consensus about scope of work
and time frame
Development of work breakdown
structure and allocation of responsibilities
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Work Breakdown Structure
A breakdown of the total project task into
components to establish
How work will be done?
How people will be organized?
How resources would be allocated?
How progress would be monitored?
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Alternative ways to breakdown work
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Work Breakdown Structure
Project
System I System II System III
Subsystem I Subsystem IISubsystem III
TASK I TASK II
SUB TASK I SUB TASK II SUB TASK II
Work Package A Work Package B
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Work Breakdown Structure
Hardware orientation (Identification of
basic work packages)
Agency orientation (Based on assignmentof responsibility to different agencies)
Function oriented (E.g. Design,
Procurement, Construction andCommissioning)
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Work Breakdown Structure
Generally a WBS includes 6 7 levels,more or less may be needed for a
situation All paths on WBS do not go down to
same level
WBS does not show sequencing of work
A WBS should be developed beforescheduling and resource allocation aredone
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Work Breakdown Structure (Cont.)
A WBS should be developed by
individuals knowledgeable about the
work. This means that levels will bedeveloped by various groups and
separate parts combined
Break down a project only to a levelsufficient to produce an estimate of the
required accuracy
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Illustrative Work Breakdown Structure
Missile
Guided ControlSystem
RocketLaunchingPlatform
Ballistic Shell PropulsionEngine
Re-entryVehicle
I Stage II Stage
Warhead
Solid Fuel
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Means of Project Representation
Project Name and description
List of jobs that constitute the project
Gantt or Bar Chart showing when
activities take place
Project network showing activities, their
dependencies and their relation to thewhole (A-O-A and A-O-N representations)
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Why use Project Networks?
A convenient way to show activities andprecedence in relation to the whole
project Basis of project planning:
Responsibility allocation
Definition of subcontracting units
Roles of different players
Basic scheduling and establishment ofwork time-tables
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Why use Project Networks - II?
Critical path determination and selective
management control
Deterministic vs probabilistic activity times
Resource planning for projects
Project crashing with time cost tradeoff
Resource aggregation Resource leveling
Limited resource allocation
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Why use Project Networks - III?
Project implementation:
Time-table for implementation
Monitoring and reporting progress Updating schedules and resources
Coordination of work with different agencies
The project network is thus a commonvehicle for planning, communicating andimplementing the project right from
inception
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Example IOrganizing a one day Seminar
Step I Generate the list of jobs to be
done:
1. Deciding date, budget, venue for seminar2. Identify speakers, participants
3. Contact and finalize speakers
4. Print seminar brochure5. Mail brochures to tentative participant
6. Estimate number of participants
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Example IOrganizing a one day Seminar (Cont.)
7. Decide the menu for lunch, tea & Coffee
8. Arrange the catering
9. Arrange projection facilities at venue10. Receive guests at registration
11. Conduct seminar as per brochure
12. See off guests
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Example IOrganizing a one day Seminar
Step II Tabulate the activities with predecessors:
Activity Predecessors
A1 Deciding date, budget, venue for seminar -
A2 Identify speakers, participants -
A3 Contact and finalize speakers A2
A4 Print seminar brochure A1, A3
A5 Mail brochures to tentative participant A4
A6 Estimate number of participants A5
A7 Decide the menu for lunch, tea & Coffee A6
A8 Arrange the catering A1, A7
A9 Arrange projection facilities at venue A6
A10 Receive guests at registration A5, A8, A9
A11 Conduct seminar as per brochure A8, A9, A10
A12 See off guests A11
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Drawing Project Network (A-O-A)
9
10
1 2 3 4 5 6 7 8A2 A3 A4 A5 A6 A7 A8
A11
A12
A9
A10
A1
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Drawing Project Network (A-O-N)
A2 A3
A1 A4 A5 A6 A7 A8
A10
A9 A11 A12
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Independent Activities
Dependent Activities
Basic Logic Patterns forArrowDiagrams
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Activity C depends upon the completion of both Activities A & B
Basic Logic Patterns forArrowDiagrams (cont.)
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Activities B and C both depend upon the completion ofActivity A
Basic Logic Patterns forArrowDiagrams (cont.)
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Example 2 (A-O-A)
Job predecessor
a -b -
c -
d a, be b, c
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Example 2 (A-O-A)
1 2
3
4
5
a
b
c
d
e
Job predecessor
a -b -
c -
d a, be b, c
D1
D2
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Example 3
Job predecessor
a -b -
c -
d a, be a, c
f a, b, c
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Example 3
Job predecessor
a -b -
c -
d a, be a, c
f a, b, c
1 2
3
4
6a
b
c
d
e
5
f
LogicalDummies
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Example 4
Job predecessor
a -
b a
c ad a
e b, c, d
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Example 4
2
3
4
5
b
1a
d
ec
Job predecessor
a -
b a
c ad a
e b, c, d
6
Dummies for uniqueness of activityrepresentation
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Example 5
Dummies for creation of single
source and sink
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The Role ofDummies in ProjectNetworks
Role of Dummy
Network type
I II III
AOA Yes Yes Yes
AON No No Yes
I Correct representation of precedence logic
II Uniqueness of activity representation
III Creation of single source / sink
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Example 6 (Inconsistent Network)
2
1
5
3
4
8
6
7
A closed loop in a project network is
alogica
lconsistency
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Example 7 (Redundancy A-O-N)
d
e
c
f
a
Job predecessor
a -
b a
c -
d a, b, c
e d
e d
b
Redundancy a in the predecessor setfor activity dcould be removedthereby deleting arc a dabove
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Prerequisites for a valid Project Network
Necessary Requirement
The project network must not have any
cycles or loops, since these represent logicalinconsistencies in representation
Desirable Features
The project network should have the
minimum number of dummies and no
redundancies since these unnecessarily
clutter the network
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Methods of consistency checking
Topological ordering of activities
Fulkersons Numbering rule
Squaring Adjacency Matrix
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Topological ordering
Step 1 Select a job which has no
predecessor and place it in top of the list
Step 2 Delete the job just placed from thepredecessor list of all remaining jobs
Step 3 Identify any new sources (jobs
without predecessors) so generated forplacement on the list and go to Step 2
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Topological ordering
Step 4 Continue until one of the following
happens:
There are no sources on the list of remainingjobs. This shows the presence of an
inconsistency
All jobs are placed on the list, which is now
Topologically ordered, showing there are noinconsistencies
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Example 1 (Topologically ordered)
a1
a2
Job predecessor
a1 -a2 -
a3 a1
a4 a1a5 a2, a3
a3
a5
a4
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Example 2
a1
a2
Job predecessor
a1 -a2 -
a3 a2, a5
a4 a1,a3a5 a4
a3
a5
a4
Inconsistent project
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Fulkersons Numbering rule
Each arc (i, j) of the project network is
numbered such that i
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Fulkersons Numbering rule (Cont.)
Step 3 Number the newly discovered
sources sequentially
Step 4 Continue till one of the followinghappens:
All the nodes are numbered indicating consistent
network
The absence of sources in the unnumberednodes indicating an inconsistency
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Example
An application of Fulkersons Numbering Rule
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Matrix Representation of ProjectNetwork
1 2 3 4
1 0 1 1 0 2
2 0 0 1 1 2
3 0 0 0 1 1
4 0 0 0 0 0
0 1 2 2
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Properties of the Adjacency Matrix
It is a square matrix (n x n) of 0s and 1s
There is no entry on the diagonal
The matrix is upper triangular if nodes arenumbered according to Fulkersons rule
Each entry of 1 indicates an arc in network
Row (column) sum indicates the no. of arcs
emanating from (converging into) the node
A vacant column indicates a source node
A vacant row indicate a sink node
The rank of the adjacency matrix is (n-1)
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Assignment 1Draw A-O-A & A-O-N Network
Activity Description Required Predecessor
a Product design ---
b Market research---
c Production analysis a
d Product model a
e Sales brochure a
f Cost analysis cg Product testing d
h Sales training b, e
i Pricing H h
j Project report f, g, i
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Assignment 2Draw A-O-A & A-O-N Network
Activity Predecessor
a ---
b ---
c a
d c
e c
f b,c
g d
h e,f
i e,g
j h,i
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Assignment 3Draw A-O-A & A-O-N Network
Activity Predecessor
a ---
b ---
c ---
d a
e a
f cg d
h a, b, f
i e, g, h
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Assignment 4Draw A-O-A & A-O-N Network
Activity Predecessor
a ---
b ---
c ---
d a, b
e a, c
f cg d
h g, e, f
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