Project Management Karen J Kirkby DJ 18 01 School of Electronics & Physical Sciences.
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Transcript of Project Management Karen J Kirkby DJ 18 01 School of Electronics & Physical Sciences.
Project ManagementProject Management
Karen J Kirkby DJ 18 01
School of Electronics & Physical Sciences
ContentsContents
2 Lectures + 1 Assignment
Why Plan?
What Plan
Project Manager/ Leader
Network Analysis
Critical Path
Gantt charts
PERT
AssignmentAssignment
Week 6
Friday Lab groups
Tuesday 15:00 - 17:00
Tuesday Lab groups
Friday 15:00 - 17:00
(see timetable)
WHY PLAN?WHY PLAN?
Why do projects fail?
Failing to plan is planning to fail
ReappraiseProject
ReappraiseProject
What Plan?What Plan?
Define ProjectDefine Project
Define TasksDefine Tasks
Define PlanDefine Plan
Monitor Progress
Monitor Progress
Commence Work
Commence Work
AimsSpecFeasibility
Subprojects
DependenciesTimeResourcesFacilities
ReviewsTargetsCosts
CompleteProject
CompleteProject
RedefineProject
RedefineProject
Corrective Action
Corrective Action
The Project ManagerThe Project ManagerAbilities
* Organise & plan
* People Management
* Communication skills
* Problem solving
* Technical knowledge
* Enthusiasm & ability to motivate
* Focussed
* Ability to change
Network AnalysisNetwork Analysis
* Break project down into manageable sub-groups
* Define tasks in sub-group
* Establish linkages & dependencies between tasks
* Establish order in which tasks undertaken
* Establish sequential and parallel tasks
* Determine time & resources for each task
* Project objectives clearly defined
Network AnalysisNetwork Analysis
Activity on node diagrams
activity - rectangular box
linked by arrows - order
NETWORK ANALYSIS NETWORK ANALYSIS
1. open cereal box
1
2. put cereal in bowl
2
3. fetch milk from fridge
3 4
4. add milk to cereal EAT
Simple example - Breakfast
Network AnalysisNetwork Analysis
OK that was a simple example
Now move on to a more realistic case
Same principles
Break down problem into activities
What is the activity
What has to precede that activity
How long does the activity take
Don’t panic
Network AnalysisNetwork Analysis
ACTIVITY DURATION PRECURSORSA 4 -B 3 -C 6 A,BD 1 BE 7 DF 2 CG 5 C,EH 8 EJ 4 GK 5 F,GL 6 J,HM 3 L,K
DURATION
L6
START0
A4
C6
D1
F2
E7
B3
K5
H8
FINISH0
M3
G5
J4
NETWORK ANALYSISNETWORK ANALYSIS
Earliest Start, Earliest Finish
JSTART
0
A
4
C
6
D
1
F
2
E
7
B
3
K
5
H
8
FINISH
0
M
3
L
6
G
5 4
0 3
Earliest Finish
0
4
4 10
10 12
4 113 4
11 16
11 19
16 20
16 21
20 26 26 29 29 29
Earliest Start
0
0
NETWORK ANALYSIS NETWORK ANALYSIS
Latest Start, Latest Finish
Latest Start
Latest Finish
JSTART
0
A
4
C
6
D
1
F
2
E
7
B
3
K
5
H
8
FINISH
0
M
3
L
6
G
5 4
0 3
0
0
0
4
4 10
10 12
4 113 4
11 16
11 19
16 20
16 21
20 26 26 29 29 29
4 11
0
0
0
3
1 5 21 26
16 2011 16
3 4
19 21
5 11
29 2926 2920 2612 20
Project ManagementProject Management
Karen J Kirkby DJ 18 01
School of Electronics & Physical Sciences
ContentsContents
2 Lectures + 1 Assignment
Why Plan?
What Plan
Project Manager/ Leader
Network Analysis
Critical Path
Gantt charts
PERT
NETWORK ANALYSIS NETWORK ANALYSIS
Critical Path
Critical Path ES =LS EF=LFshown as a thick lineFLOAT = LF-duration-ES
JSTART
0
A
4
C
6
D
1
F
2
E
7
B
3
K
5
H
8
FINISH
0
M
3
L
6
G
5 4
0 3
0
0
0
4
4 10
10 12
4 113 4
11 16
11 19
16 20
16 21
20 26 26 29 29 29
4 11
0
0
0
3
1 5 21 26
16 2011 16
3 4
19 21
5 11
29 2926 2920 2612 20
If duration of activities on critical path increases then time required for project increases
NETWORK ANALYSISNETWORK ANALYSIS
Float
FLOAT = LF-duration-ES
JSTART
0
A
4
C
6
D
1
F
2
E
7
B
3
K
5
H
8
FINISH
0
M
3
L
6
G
5 4
0 3
0
0
0
4
4 10
10 12
4 113 4
11 16
11 19
16 20
16 21
20 26 26 29 29 29
4 11
0
0
0
3
1 5 21 26
16 2011 16
3 4
19 21
5 11
29 2926 2920 2612 20
ACTIVITY H 20-8-11 = 1 = FLOAT
ACTIVITYFLOAT
A
1
B
0
C
1
D
0
E
0
F
9
G
0
H
1
J
0
K
5
L
0
M
0
Critical path when float = 0
NETWORK ANALYSISNETWORK ANALYSIS
Activity on node diagrams in which finish to start (F-S) links have a duration will now be considered
Nature and duration of link shown on arrow
(F-S) Activity 2 cannot start until 1 week after completion of activity 1.
1 2F-S (1) 3F-S (2)
Activity 3 cannot start until 2 weeks after completion of activity 2
NETWORK ANALYSISNETWORK ANALYSIS
Activity Duration Precursor Link L duration
C 12 B S-S 6
F-F 3
A
A 4 -
0 4
40 4B
F-S (0)
B 24 A F-S 0
4 28
284 24
C10 31
3119 12
S-S (6)
Can start 6 weeks after the start of B 4+6 = 10
F-F (3)
Has to finish 3 weeks after the end of B 28+3 = 31
Critical Path
Gantt ChartsGantt Charts
Developed by Henry Gantt during the first world war
Activities drawn as bars across a time mapABCD
E
F
G
H
J
K
L
MCritical path Non critical activity
PERTPERT
Programme Evaluation & Review Technique
Developed by US Navy 58-60 for Polaris submarine construction programme
PERT takes into account the difficulty of estimating duration of activity
So uses:
most optimistic duration
most pessimistic duration
most likely duration
PERTPERT
6
bm4ate
6ab
s
uses a frequency distribution
calculates the expected mean duration and the standard deviation as follows:
te = expected mean duration
a = most optimistic duration b = most pessimistic duration
m = most likely duration s = standard deviation
PERTPERTACTIVITY a m b PRECURSORS
A 3 5 9 -B 4 6 8 -C 5 8 10 A,BD 3 6 9 BE 6 9 15 DF 3 4 5 CG 8 12 15 C,EH 2 6 8 EJ 4 7 9 GK 3 5 10 F,GL 7 9 11 J,HM 10 12 15 L,K
ACTIVITY te s
A 5.3 1B 6 0.67C 7.8 0.83D 6 1E 9.5 1.5F 4 0.33G 11.8 1.17H 5.7 1J 6.8 0.83K 5.5 1.17L 9 0.67M 12.2 0.83
PERTPERTThe variance for the project duration is the sum of the variances of the activities along the critical path
The standard deviation for the duration of
the project is the square root of the variance
ConclusionsConclusions
Why Plan?
What Plan
Project Manager/ Leader
Network Analysis
Critical Path
Gantt charts
PERT
