TimeTime Management Management (WBS/Gannt/Pert)(WBS/Gannt/Pert)

What is a Project?

Complex and Complex and numerous activities.numerous activities.

Unique – a one-time Unique – a one-time set of eventsset of events

Finite – with a begin Finite – with a begin and end date.and end date.

Limited resources Limited resources and budgetand budget

Many people Many people involved, usually involved, usually across several across several functional areas in functional areas in the organizations.the organizations.

Sequenced Sequenced activities.activities.

Goal-oriented.Goal-oriented. End product or End product or

service must result.service must result.

Project ManagementWhat is a Project Management?

PLANNINGPLANNING INVOLVES THE ESTABLISHMENT OF CLEAR AND PRECISE INVOLVES THE ESTABLISHMENT OF CLEAR AND PRECISE

OBJECTIVES IN ORDER TO REACH A FINAL, STATED GOAL OBJECTIVES IN ORDER TO REACH A FINAL, STATED GOAL

ORGANIZINGORGANIZING ASSEMBLY OF NECESSARY RESOURCES FOR CARRYING ASSEMBLY OF NECESSARY RESOURCES FOR CARRYING

OUT THE WORK DEFINED IN THE PLANOUT THE WORK DEFINED IN THE PLAN

CONTROLLINGCONTROLLING MONITOR AND MAINTAIN AS THE PROJECT PROGRESSESMONITOR AND MAINTAIN AS THE PROJECT PROGRESSES

CHANGECHANGE INSTITUTING MECHANISMS NEEDED FOR SITUATIONS INSTITUTING MECHANISMS NEEDED FOR SITUATIONS

THAT REQUIRE CHANGETHAT REQUIRE CHANGE

Project ManagementThe 5-Phase Method

The 5-Phase Method contains specific The 5-Phase Method contains specific steps that expand the general process steps that expand the general process into a detailed set of procedures.into a detailed set of procedures.

1. Define (5 Action Steps)1. Define (5 Action Steps) 2 Plan (5 Action Steps)2 Plan (5 Action Steps) 3. Organize (5 Action Steps)3. Organize (5 Action Steps) 4. Control (5 Action Steps)4. Control (5 Action Steps) 5. Close (5 Action Steps)5. Close (5 Action Steps)1 & 2 = Planning; 3, 4 & 5 = 1 & 2 = Planning; 3, 4 & 5 =

ImplementationImplementation

Project ManagementCauses of Project Failure

1.1. The Project is a solution in search of a problem.The Project is a solution in search of a problem.

2.2. Only the project team is interested in the end Only the project team is interested in the end result.result.

3.3. No one is in charge.No one is in charge.

4.4. The project plan lacks structure.The project plan lacks structure.

5.5. The project plan lacks detail.The project plan lacks detail.

6.6. The project is under budgeted.The project is under budgeted.

7.7. Insufficient resources are allocated.Insufficient resources are allocated.

8.8. The project is not tracked against its plan.The project is not tracked against its plan.

9.9. The project team is not communicating.The project team is not communicating.

10.10. The project strays from its original goals.The project strays from its original goals.

Project ManagementProblem Identification

What is the What is the problem/opportunity?problem/opportunity?

What is to be done?What is to be done?Who is responsible for Who is responsible for

the project?the project?When must the project When must the project

be completed?be completed?

Project ManagementProject Goals - Identification

Prepare and launch the new shuttle line Prepare and launch the new shuttle line AtlantisAtlantis from Earth to the Moon Colony by from Earth to the Moon Colony by March 5, 2025.March 5, 2025.

Connect Italy with Sicily via the new Connect Italy with Sicily via the new G.G. Garibaldi Garibaldi world's longest single-span world's longest single-span suspension bridgesuspension bridge and have it open for traffic and have it open for traffic no later then July 2008.no later then July 2008.

Design and complete testing by April, 2005, of Design and complete testing by April, 2005, of MS Project 2005, Project Management MS Project 2005, Project Management software.software.

Obtain an “MSc.” Degree in the EESI program Obtain an “MSc.” Degree in the EESI program from the Royal Institute of Technology by from the Royal Institute of Technology by spring next year.spring next year.

Project ManagementObjectives – MilestonesThe S.M.A.R.T. method

SSpecific: Be specific in targeting an pecific: Be specific in targeting an objectiveobjective

MMeasurable: Establish a measurable easurable: Establish a measurable indicator(s) of progress.indicator(s) of progress.

AAassignable: Make the objective capable of assignable: Make the objective capable of being assigned to someone for completion.being assigned to someone for completion.

RRealistic: State what can be realistically ealistic: State what can be realistically achieved within budgeted time and achieved within budgeted time and resources.resources.

TTime-related: State when the objective can ime-related: State when the objective can be achieved, that is, the duration.be achieved, that is, the duration.

Project ManagementResources, Assumptions and Risks

Determine preliminary resources: Determine preliminary resources: 1. The resources were determined without project manager 1. The resources were determined without project manager

input.input.2. The project manager determined the needed resources 2. The project manager determined the needed resources

based on the plan.based on the plan. Identify Assumptions and risks:Identify Assumptions and risks:1. What resources are required to realistically complete this 1. What resources are required to realistically complete this

objective? What risks are associated with obtaining any of objective? What risks are associated with obtaining any of these resources in a timely manner?these resources in a timely manner?

2. What problems and delays are likely to occur in completing 2. What problems and delays are likely to occur in completing this objective?this objective?

3. What effect(s) will delays have on the budget and overall 3. What effect(s) will delays have on the budget and overall project schedule and plan?project schedule and plan?

4. What are the probable time, money, and personell cost 4. What are the probable time, money, and personell cost overruns to complete this project?overruns to complete this project?

5. What assumptions can be made to realistically correctfor 5. What assumptions can be made to realistically correctfor delays in completing this objective within given resources delays in completing this objective within given resources and constraints?and constraints?

Project ManagementWBS – Work Breakdown Structure (1)

WBS is a simple decomposition process, i.e. WBS is a simple decomposition process, i.e. a hierarchical representation of the project.a hierarchical representation of the project.

WBS identifies the activities that must be WBS identifies the activities that must be done tobegin and complete a project.done tobegin and complete a project.

WBS involves the envisioning of the project WBS involves the envisioning of the project as a hierarchy of a goal, objectives, as a hierarchy of a goal, objectives, activities, subactivities and work packages.activities, subactivities and work packages.

Milestones are events that signify the Milestones are events that signify the accomplishment or completion of major accomplishment or completion of major deliverables during a project. deliverables during a project.

Project ManagementSuccessful Work Breakdown Structure (2)

Each activity in the WBS will be:Each activity in the WBS will be:• Single-purposed;Single-purposed;• Of a specific time duration;Of a specific time duration;• Manageable;Manageable;• Its time and cost easily derived;Its time and cost easily derived;• Deliverables clearly understood;Deliverables clearly understood;• Responisibilities for its completion clearly Responisibilities for its completion clearly

assigned;assigned;• The final defined activities will be known as The final defined activities will be known as

entities;entities;

Project ManagementSteps – Work Breakdown Structure (3) Step 1:Step 1:

Divide the project into its major objectives such that the Divide the project into its major objectives such that the project is fully defined by the objectives.project is fully defined by the objectives.

Step 2:Step 2:Partition each objective into the activities that must be Partition each objective into the activities that must be

done in order to accomplish the objective.done in order to accomplish the objective. Step 3:Step 3:

For each activity having one or more missing For each activity having one or more missing characteristics divide that activity into the characteristics divide that activity into the subactivities comprising it.subactivities comprising it.

Step 4:Step 4:Repeat step 3 until all subactivities have the Repeat step 3 until all subactivities have the

characteristics desired.characteristics desired. Step 5:Step 5:

The lowest-level subactivities in the hierarchy will be the The lowest-level subactivities in the hierarchy will be the basis of the work packages that must be done in order basis of the work packages that must be done in order to complete the project.to complete the project.

Project ManagementGantt Charts (1)Gantt Charts (1)

History developed by Henry Gantt (1861-1919)developed by Henry Gantt (1861-1919) First used in Frankford ammunition shops in First used in Frankford ammunition shops in

1914 (World War I – Naval Ships)1914 (World War I – Naval Ships) Milestone markers, time outlinesMilestone markers, time outlines Took 80 years to add task dependeciesTook 80 years to add task dependecies popular since inception and is widely used popular since inception and is widely used

todaytoday precusor of CPM/PERTprecusor of CPM/PERT

Project ManagementGantt Charts (2)Gantt Charts (2)

Project management toolProject management tool Horizontal line or bar chart Horizontal line or bar chart Time ordered listing of planned Time ordered listing of planned

events events Visual representation of an Visual representation of an

organizations schedule for organizations schedule for milestonesmilestones

Graph with bar representing Graph with bar representing time for each activitytime for each activity

Ideal for starting project work Ideal for starting project work descriptiondescription

schedules and plans activitiesschedules and plans activities

Project ManagementGantt Charts (3)Gantt Charts (3)

Helps identify start of activities end of activities slack time

amount of time an activity can be delayed without delaying the project

precedence relationships between activities

Project ManagementPERT Charts (1)PERT Charts (1)

What is a PERT Chart?What is a PERT Chart? Program Evaluation and Review Technique Project management tool Complex network diagrams Used to schedule, coordinate and organize tasks within a project

History of PERT Charts United States Navy (Polaris Program) 1958 RAND Corporation – Missile Development Post World War II (1950’s) Critical Path Method/Analysis (CPM) – Developed by Du Pont 1957 Gives managers greater control of larger projects

Project ManagementHow Charts Are MadeHow Charts Are Made

Gantt ChartsGantt Charts Time across the

top Tasks listed down

the sides Lines connecting

dependent tasks

PERT ChartsPERT Charts Grouped by most critical

path Dependencies are clearly

identified Task times are included in

boxes / circles

The Critical Path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of the project.

Tasks that are on the critical path cannot be delayed without delaying the entire project schedule.

The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project.

For each path, sum the durations of all tasks in the path.The path with the longest total duration is the Critical Path.The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest completion date of the project.The slack time available for any noncritical task is the amount of delay that can be tolerated between the starting time and completion time of a task without causing a delay in the completion date of the entire project.

Project ManagementSteps – Critical Path Method (CPM)

Project ManagementCritical Path Method (CPM)

The critical path is highlighted in red

TASKC

Fri 2/9/01 2 days

Fri 2/9/01 0 days

TASKD

Tue 2/20/01 7 days

Tue 2/20/01 0 days

TASKI

Tue 2/27/01 5 days

Tue 2/27/01 0 days

TASKE

Mon 2/19/016 days

Tue 2/20/01 1 day

TASKB

Wed 2/7/01 2 days

Wed 2/7/01 0 days

TASKA

Mon 2/5/01 3 days

Mon 2/5/01 0 days

TASKH

Thu 2/15/01 1 day

Tue 2/20/01 3 days

TASKF

Wed 2/14/013 days

Fri 2/16/01 2 days

TASKG

Fri 2/16/01 2 days

Tue 2/20/01 2 days

Duration

Slack Time

5-Phase Project ManagementTime, Cost and Project Activities

Estimating Activity Time:Estimating Activity Time: Optimistic completion Optimistic completion

timetime Pessimistic completion Pessimistic completion

timetime Most likely completion Most likely completion

timetimeSo we can use this So we can use this formula to calculate formula to calculate the the EE – Expected – Expected completion time of completion time of activity:activity:

Average activity completion Average activity completion time =E = (O+4M+P)/6 time =E = (O+4M+P)/6

Formula gives the weighted Formula gives the weighted averageaverage

Estimating Activity Cost:Estimating Activity Cost: LaborLabor MaterialsMaterials Other direct (travel, Other direct (travel,

telephone, contracted telephone, contracted services, etc.)services, etc.)

Indirect (overhead)Indirect (overhead)

CPMCPM = Critical Path = Critical Path Method (sequencing and Method (sequencing and identifying critical identifying critical project activities)project activities)

Figure 3-16Graphical diagrams that depict project plans (a) A Gantt Chart (b) A PERT chart

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