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