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Chp 1
PROJECT:-
A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specification.
Characteristics of a Project • Sequence of Activities
• Unique Activities
• Complex Activities
• Connected Activities
• One Goal
• Specified Time
• With in Budget
• According to Specification
Project Parameters
Five constraints operate on every project:
Scope
Quality
CostTime
RESOURCES
The Scope Triangle
TYPES OF CREEPS IN A PROJECT:-
1.SCOPE CREEP
2.HOPE CREEP
3.EFFORT CREEP
4.FEATURE CREEP
CHP 2------
What is Project Management?
PM is the application of knowledge, skills, tools and techniques to project activities in order to
meet project requirements. (PMI)
PM
is an art.
is a science.
has a set of tools and methods
Q.What do you understand by project management life cycle?
The project management life cycle consists of various phases in the life of a project.These
phases/stages are as under:-
1.Scope the Project.
2.Develop the Project Plan.
3.Launch the Plan.
4.Monitor/Control Project progress.
5.Close out the Project.
The TPM life Cycle
RELATIONSHIP Product Development Life Cycle and TPM
The Project Development Life Cycle Pain Curve
CHP 3
What do you understand by conditions of satisfaction in a Project? How are
these developed? Show Diagrammatically?
Ans:
Definition of Conditions of Satisfaction (COS):
These are the conditions on which the client and the Project Manager agree as a result of their
Negotiations about a particular project.
Development of COS:
The client makes a request for a project to the project Manager. At this point both parties
define exactly what the request is and what kind of response is appropriate. The deliverable
from the conversation is COS.
This process is explained with the help of following diagram.
Establishing the Condition of Satisfaction
What is POS? Discuss its purposes
Ans:
The project overview statement (POS) is a short document ideally one
page that concisely states; what is to be done in the Project? Why it is to be
done? And what business value, it will provide to the enterprise when
completed. The COS provides input to generate the POS.
Purposes of POS:
1. To obtain approval of the Project from Senior Management (Competent
Authority).
2. Inherited Project.
3. Unsolicited Individual Initiative.
4. A reference for the team.
Q. Discuss various parts of the POS and draw a
sample POS?
Ans:-
The POS has five component parts:-
1. Problem / Opportunity.
2. Project Goal.
3. Project objectives.
4. Success Criteria.
5. Assumptions, Risks, Obstacles.
Sample POS is drawn Below
SAMPLE FORM --POS
CHP 4
DEFINATION OF WBS:-
The work Breakdown Structure(WBS) is a hierarchical description of the work that must be
done to complete the Project,as defined in the Project over view Statement.(POS).Several
processes can be used to create this hierarchy.
Work Breakdown Structure
WBS for a house
Q.Explain briefly the Approaches to build/generate the WBS?
There are two main Approaches to build/generate WBS:-
1. TOP-DOWN APPROACH
2. BOTTOM-UP APPROACH.
CRITERIA TO ENSURE COMPLETENESS OF EACH ACTIVITY IN WBS.
Developing the WBS is the most critical part of the JPP session. If we do this part right, the rest
is comparatively easy. How do you know that you’ve done this right? Each activity must possess
six characteristics to be considered complete. That is, completely decomposed. The six
characteristics are as under:
1. SIX CRITERIA TO TEST FOR COMPLETENESS IN THE WBS
2. Status/completion is measurable.
(Measurable Status)
2. Start/end events are clearly defined.
(Bounded)
3. Activity has a deliverable.
4. Time/cost is easily estimated.
5. Activity duration is within acceptable limits.
6. Work assignments are independent.
If the activity does not possess these six characteristics, decompose the six activity and ask the
questions again. As soon as an activity possesses the six characteristics, there is no need to
further decompose it. As soon as every activity in the WBS possess these six characteristics, the
WBS is defined as complete.
CHP 5
Six Methods for Estimating Activity Duration
• Similarity to other activities
• Historical data
• Expert advice
• Delphi technique
• Three point technique
• Wide-band Delphi technique
DELPHI TECHNIQUE
First Pass
DELPHI TECHNIQUE
Second Pass
DELPHI TECHNIQUE
Third Pass
THREE POINTS TECHNIQUES
• PESSISMISTIC. The pessimistic time is that durationthat would be experienced ( or has beenexperienced) if every thing that could go wrong didgo wrong, yet the activity was completed.
• MOST LIKELY. The most likely time is that timeusually experienced.
APPLYING THREE POINT TECHNIQUE APPLYING THE WIDE-BAND DELPHI TECHNIQUES
Combining the Delphi and three-point methodsresults in the wide-band Delphi techniques. Itinvolves a panel. As in the Delphi technique. Inplace of a single estimate the panel members areasked, at each iteration, to give their singleestimates for the duration of the chosen activity.The results are computed for each of the threeestimates, and the averages are used theoptimistic, pessimistic, and most likely estimates ofactivity duration.
CHP 6
BASIC TERMINOLOGY IN
CONSTRUCTING PERT/CPM1. Project Network Diagram:- It is a
Pictorial representation of the sequence
in which the project work can be done
2.Activity:- Chunk Of Work.
3.Slack/Float Activity:- it is that type of
Activity which can be started earlier or
finished later without affecting the time
duration of the Project
BASIC TERMINOLOGY IN
CONSTRUCTING PERT/CPM4. Slack/ Float of an Activity:- It is the time duration for which an activity can be slacked/Floated.
5.EST:- Earliest Start time of an activity.
6.LST:- Latest Start time of an activity.
7.EFT:-Earliest Finish time of an activity.
8.LFT:- Latest Finish Time of an activity.
9.Critical Path:- It is the largest path or sequence of Activities (in terms of Activity Time Duration), through the Network Diagram.
SAMPLE NETWORK DIAGRAM
1
2
4
3
Question: Calculate Critical Path From Above Network Diagram
CONSTRAINTS WHICH EFFECT
SEQUENCING OF PROJECT
ACTIVITIES
There are Four type of constraints which effect the sequence of Project Activities:-
1. Technical constraints.
2. Management constraints.
3. Inter Project constraints.
4. Date Constraints.
ACTIVITIES DEPENDENCIES
A dependency is a relationship that exist
between activities. To say that Activity B
depends on Activity A. It means Activity
A produces a deliverable which is
needed in order to do the work
associated with Activity B. there are
Four type of Activity Dependencies.
ACTIVITIES DEPENDENCIES
1. Finish to Start (FS):- When A
finishes B start.
2. Start to Start(SS):- Activity A & B
Start Together
A B
A
B
ACTIVITIES DEPENDENCIES
3. Start to Finish (SF):- Activity B can
only finish when Activity A has Started.
4. Finish to Finish (FF):- Activity A and
Activity B finish at the same time.
BA
A
B
ACTION PLAN
Activity Precedence Time Duration
A - 5 Days
B - 4 Days
C A 6 Days
D B 2 Days
E B 5 Days
F C, D 8 Days
Assignment:- Draw a PERT/CPM from above Action Plan. Calculate critical Path? Please submit this Assignment to the Teacher in next Class.
PERT/CPM OF ACTION PLAN
GIVEN AS ASSIGNMENT
1
2
3
4
Critical Path = A + C + F= 5 Days + 6 Days + 8 Days= 19 Days
5
CHP 7
RESOURCE LEVELLING
Resource Leveling is a process that
Project Manager follows to schedule how
each resource is allocated to activities in
order to accomplish work with the
scheduled start and Finish dates of the
Activity. The Scheduled start and Finish
dates of every Activity are constrained by
the Project Plan to lie entirely within their
ES-LF window.
Resource Scheduling Problem
Resource- Leveling Strategies
You can use three approaches
to level project resources.
1. Utilizing available Slack.
2. Shifting the Project Finish
Date.
3. Smoothing.
WORK PACKAGE
It is a written document which
describes the work (task) to be
done in an Activity. Each work
package is assigned to a single
individual called an activity
Manager or work Package
Manager. The Manager is
responsible for completing the
Activity on Time.
FORMAT OF A WORK
PACKAGE1. Work Package Assignment
Sheet.
2. Work Package Description
Report.
WORK PACKAGE
ASSIGNMENT SHEET
WORK PACKAGE
DESCRIPTION REPORT
CHP8
Definition of JPP Session
It is a group session in which all of the people who are involved in the Project meet to develop the detailed Plan. This session can last from one to three days and can be work-intensive. Often there is a conflict between session Attendee, but the final result of this meeting is an agreement; about how the project can be accomplished within specified time, budget, resource Availability and customer specification.
Objectives of JPP session
To develop a Project Plan,
which meets the conditions of
satisfaction (COS) as
negotiated between the client
and the Project Manager, and
as described in the Project
overview statement (POS)
DELIVERABLES FROM JPP
SESSION1. Work Break Down Structure.
2. Activity Duration Estimates.
3. Resource Requirements.
4. Project Network Schedule.
5. Activity Schedule (start date and End Date for each Activity.
6. Resources Assignments.
7. Project Notebook.
Project ProposalThe culmination of all the planning is the project proposal. The project proposal is the deliverable from the JPP session and is forwarded to the senior management team for approval to do the project. It states the complete business case for the project. This includes expected business value, as well as cost and time estimates.
In addition to this information, the proposal details what is to be done, who is going to do it, when it is going to be done, and how it is going to be done. It is the roadmap for the project
CONTENTS OF PROJECT
PROPOSAL
1. Back Ground.
2. Objectives.
3. Overview of Approach to be Taken.
4. Detailed Statement of Work.
5. Time and cost Summary.
6. Appendices (Annexures)
CHP 9
chapter9-1
MOTIVATORS(BY HERZBERG)Herzberg identified following Motivators:-1. Achievement2.Recognition3.Advancement and growth4.responsibility5.Work itself.
CHAPT 9-2
HYGIENE FACTORS(BY HERZBERG)1.Company Policy
2.Administrative Practices
3.Working Conditions
4.Technical Supervision
5.Interpersonal Relations
6.Job security
7.Salary.
Chapt 9-3Motivators Which are Controlled by the Actions of a Project Manager:-
1.Challenge2.Recognition3.Job design
a.Skill varietyb.Task identityc.Task Significance
d.Autonomye.Feed back.
Chapt 9-4
COMPONENTS OF PROJECT TEAM
1.Project Manager
2.Core Team
3.Contracted Team:-a.Shortage of staffb.Shortage of Skills
CHP 10
PURPOSES OF CONTROL
1. To Track Progress
1. To detect variance from plan.
2. To take corrective Action.
BALANCING CONTROL
SYSTEMHigh Control - Low risk
Low control - High Risk
But control also implies rigidity and structure. Both tend to stifle creativity. The project manager should allow the Team members to have some Latitude to exercise their individuality. Hence there should be optimum level of control.
TOTAL COST OF CONTROL
& RISKCHANGE CONTROL FORM
TYPICAL CHANGE
CONTROL PROCESS
CHP 11
CHAPTER 11-1
STEPS IN CLOSING OUT THE PROJECT
1.GETTING CLIENT ACCEPTANCE
2.INSTALLING PROJECT DELIVERABLES
3.DOCUMENTING THE PROJECT
4.POST IMPLEMENTATION AUDIT
5.THE FINAL REPORT
6.CELEBRATING SUCCESS
CHAPTER 11-2
POST IMPLEMENTATION AUDIT.
• The post implementation Audit is an evaluation of the Project Goal and activities achievement as measured against the project plan,budget ,time,deadlines,quality of deliverables,specifications and client satisfaction.
• CONTINUED ON NEXT SLIDE
CHAPTER 11-3
SIX QUESTIONS TO BE ANSWERED DURING POST IMPLEMENTATION AUDIT.
1.Was the project goal achieved?
2.Was the project work done on time,withinbudget,and according to specifications?
3.Was the client satisfied with project results?
4.Was the business value realized?
5.What lessons were learned about your project management methodology?
6.What worked?What did not?
CHP 12
Project Management
Approaches
1. Traditional Project Management
(TPM) Approach.
2. Critical Chain Project
Management (CCPM) Approach
Q: Define Critical Chain Project Management
(CCPM). Discuss statistical Validation of the
Critical Chain Approach?
Critical Chain Project Mangement
The critical Chain is defined as the longest duration path through the project considering the task dependencies and resource constraints.
The planning, scheduling and maintenance of critical chain throughout the course of the project. Moreover by giving priority to the critical chain, the Project Manager identifies scheduled Tasks around the most constrained resources and completes the Project in less time as compared to TPM Approach.
Justification of CCPM Approach
1. Common Cause Variations.
These occur naturally and are always Present. We live with that
and Plan accordingly.
2. SPECIAL Cause Variations.
These are the variations which can be managed by the Project Manager. For this we prepare Risk Management Plan.
The CCPM approach use
mathematical statistics to handle
common cause variations and in
this way, it completes the same
Project in less time as compared to
TPM Approach.
Statistical Validation of CCPM
Approach
Every task has a contingency. The contingency is the difference between two probable estimate estimatestimate. esestimates.
In the above Diagram, there are four tasks, and they have Four contingencies.
In the above Diagram, (By CCPM approach) all contingencies have been aggregated. Therefore, it is easy to manage it
A B C D
A B C D
CONCLUSION
1. An empirical study was carried out
and it has been proved that by
Statistical analysis, that CCPM
Approach completes a Project in
less time as compared to TPM
Approach. Therefore, we can say
that CCPM Approach is statistically
Valid.
Q: Assume that your organization is interested
in using CCPM along with TPM; what criteria
would you use to decide, which approach
makes more sense for a given Project?Ans: 1. Definition of TPM:
Project Management is a method and set of techniques based on the accepted principles of management used for planning estimating and controlling work activities to reach as desired end result on time, with in budget and according to specifications.
2. Definition of CCPM: (Already given in previous slide)
Comparison and Contrast of Two
approaches;TPM and CCPM.
1. Both Approaches are identical to the point, where Project Network is drawn and critical path is identified.
2. Thereafter CCPM Manager develops critical chain Plan.
3. CCPM is more scientific and make use of Mathematical statistics to reduce special cause variations, which reduces the time duration of Project.
CONCLUSION
We have discussed both approaches, that
is TPM and CCPM. In order to decide which
approach makes more sense for a given
project, it depends upon the nature of the
Project. In case the time duration of the
Project is more essential, we would like to
have CCPM Approach otherwise we can
adopt TPM approach