6. Project Management. OM .pptx macroeconomics

macroeconomics

1. Project Management Amit Upadhyay & Manu Gupta IIT Roorkee

2. NPTEL course: Project and Production Management Prof. Arun Kanda, IIT Delhi CPM Project scheduling : https://youtu.be/yXj2AEVgs0U?si=bEto2cHJ06B5m2em Full course : https://youtube.com/playlist?list=PLB4BC2E831048362F&si=PtzzpiUVNM99JhxV

3. Project Management What is a project? A series of temporary jobs directed toward the creation of a unique product, service, or output. What is project management? Planning, directing, and controlling resources (people, equipment, material, etc.) to meet the technical, cost, and time constraints of the project. Why is project management important? Amit Upadhyay IITR

4. Amit Upadhyay IITR

5. Project Management How to start ? Project Appraisal ? Project Selection ? Defining the project objectives 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 Amit Upadhyay IITR

6. Project Terminology Task Subdivision of a project – usually a few weeks or months, and performed by a single group or organization Work Package A group of activities combined based on a desired criterion Work Breakdown Structure Breakdown of project tasks into components Project Milestone Amit Upadhyay IITR

7. WORK BREAKDOWN STRUCTURE A breakdown of the total project task into components to establish How will work be done? How will people be organized? How would resources be allocated? How would progress be monitored? Amit Upadhyay IITR

8. II Stage Solid fuel I Stage Re-entry vehicle Propulsion engine Ballistic shell Warhead Launching platform Rocket Guidance control sys Missile Illustrative WBS Amit Upadhyay IITR

9. ALTERNATIVE WAYS TO BREAKDOWN WORK Amit Upadhyay IITR

10. Subtask Subtask Subtask Task Task Subsystem Subsystem Subsystem System I System II System N Project WORK BREAKDOWN STRUCTURE Amit Upadhyay IITR

11. WORK BREAKDOWN STRUCTURE… Agency orientation (Based on assignment of responsibility to different agencies) Function oriented (e.g. Design, Procurement, Construction and Commissioning) Hardware orientation (Identification of basic work packages) Amit Upadhyay IITR

12. WORK BREAKDOWN STRUCTURE… Generally, a WBS includes 5-6 levels. More or less may be needed for a situation. All paths on a WBS do not go down to the same level. WBS does not show sequencing of work. A WBS should be developed before scheduling and resource allocation are done. Amit Upadhyay IITR

13. WORK BREAKDOWN STRUCTURE… A WBS should be developed by individuals knowledgeable about the work. Many groups involved in this process. Break down a project only to a level sufficient to produce an estimate of the required accuracy. Amit Upadhyay IITR

14. PROJECT REPESENTATION Project name and description. List of jobs that constitute the project. What next? Amit Upadhyay IITR

15. Amit Upadhyay IITR

16. WHY USE PROJECT NETWORKS ? A convenient way to show activities and precedence in relation to the whole project. Basis for Responsibility Allocation Definition of subcontracting units Role of different players Basic scheduling Time table for implementation Critical path determination and selective management control Amit Upadhyay IITR

17. WHY USE PROJECT NETWORKS… Resource planning, Resource allocation Project crashing with time cost tradeoffs Project implementation Monitoring and reporting progress Updation of schedules and resources Coordination of work with different agencies Therefore, the project network is a common vehicle for planning, communicating, and implementing the project right from inception. Amit Upadhyay IITR

18. PROJECT REPRESENTATIONS Activity on Arc (A-O-A) Event oriented networks Activity on Node (A-O-N) Activity oriented networks i j a activity, a Amit Upadhyay IITR Gantt or bar chart showing when activities take place. Project network showing activities, their dependencies and their relation to the whole.

19. EXAMPLE 1: AoA v/s AoN Job Predecessors a -- b -- c -- d a,b e b,c Amit Upadhyay IITR Activity on Node e c d b a Start End

20. Critical Path method Deterministic time estimates when previous experience yields fairly accurate estimates of activity duration, e.g. construction activity, market surveys. A single time estimate is used for each activity. This is taken from experts who have prior knowledge and experience of the activity. Amit Upadhyay IITR

21. CRITICAL PATH The longest path in the network Lower bound on the project duration Selective control for management of project Can be determined by Enumeration of all paths in the network Event based computations (A-O-A networks) Activity based computations (A-O-N networks) Amit Upadhyay IITR

22. EXAMPLE Job Predecessors Duration (days) a -- 2 b -- 3 c a 1 d a, b 4 e d 5 f d 8 g c, e 6 h c, e 4 i f, g, h 3 Amit Upadhyay IITR

23. EXAMPLE Amit Upadhyay IITR

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26. EXAMPLE Amit Upadhyay IITR

27. EXAMPLE Amit Upadhyay IITR

28. EXAMPLE Amit Upadhyay IITR

29. PROJECT NETWORK EXAMPLE (A-O-N) a c g b d e h i f 2 1 6 3 4 8 3 4 5 Amit Upadhyay IITR

30. Will Start 7:05 pm Amit Upadhyay IITR

31. FORWARD PASS (A-O-N Networks) Initialization Early start (ES) for all beginning activities = 0 (or the start date of the project) Early finish (EF) for activity = ES + duration ES(j)= Max (EF all predecessors) i1 i2 j ip ES/ EF ES/EF ES/EF ES/EF Amit Upadhyay IITR

32. BACKWARD PASS (A-O-N Networks) Initialization Project duration, T = Max (EF of ending jobs). LF(all ending jobs) = T ; LS = LF- Duration LF = Min (LS of successors) LS/LF LS/LF LS/LF LS/LF Amit Upadhyay IITR

33. EARLY & LATE SCHEDULE - EXAMPLE Job duration ES EF LS LF TF a 2 0 2 1 3 1 b 3 0 3 0 3 0 c 1 2 3 11 12 9 d 4 3 7 3 7 0 e 5 7 12 7 12 0 f 8 7 15 10 18 3 g 6 12 18 12 18 0 h 4 12 16 14 18 2 i 3 18 21 18 21 0 Amit Upadhyay IITR

34. CRITICAL PATH - EXAMPLE a c g b d e h i f 2 1 6 3 4 8 3 4 5 Amit Upadhyay IITR

35. GANTT CHART SHOWING ACTIVITY SCHEDULE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 a *** ] b ^^^^^ c ** ] d ^^^^^^^^ e ^^^^^^^^^^^^^ f ****************** ] g ^^^^^^^^^^^^^^^ h ********** ] i ^^^^^^^^^ Amit Upadhyay IITR Assignment: Interpretation of different types of floats ?

36. Once in Persia reigned a king,                           Who upon a signet ring, Carved a maxim strange and wise,  When held before his eyes, Gave him counsel at a glance, Fit for every change and chance:  Solemn words and these were they:        “Even this will pass away”                                            Trains of camel through the sand Brought him gems from Samarqand; Fleets of galleys over the seas Brought him pearls to rival these, But he counted little gain, Treasures of mine or main; “What is wealth?” the king would say,       “Even this will pass away” Mid the pleasures of his court At the zenith of their sport, when the palms of all his guests Burned with clapping at his jests, Seated midst the figs and wine, Said the king: “Ah, friends of mine, Pleasures come but not to stay,  Even this will pass away”   THANKS

37. Woman, fairest ever seen Was the bride he crowned as queen, Pillowed on his marriage bed Whispering to his soul, he said “Though no monarch ever pressed Fairer bosom to his breast, Mortal flesh is only clay!      Even this will pass away”   Fighting on the furious field, Once a javelin pierced his shield. Soldiers with a loud lament Bore him bleeding to his tortured side, “Pain is hard to bear “, he cried, “But with patience, day by day,    Even this will pass away” Towering in a public square Forty cubits in the air, And the king disguised, unknown, Gazed upon his sculptured name, And he pondered, “What is fame? Fame is but a slow decay!    “Even this will pass away”     Struck with palsy, sore and old, Waiting at the gates of gold, Said he with his dying breath “Life is done, but what is death?” Then an answer to the king Fell a sunbeam on his ring; Showing by a heavenly ray,       Even this will pass away”     Theodore Tilten