Project management. Module 4 ktu sem 6.pptx

Project management

1. Project Management Project management focuses on planning and organizing a project and its resources. This includes identifying and managing the lifecycle to be used, applying it to the user centered design process, formulating the project team and efficiently guiding the team through all phases until project completion.

2. Tools and techniques for project Management  1. Project selection techniques a) Cost benefit analysis b) Risk and sensitivity analysis  2. Project implementation (execution) planning techniques a) Work breakdown structure b) Project implementation plan c) Project responsibility matrix d) Project management manuals  3. Project scheduling techniques a) Line of balance b) Bar charts c) Network techniques (CPM, PERT)  4. Project Monitoring Techniques a) Progress measurement technique b) Performance monitoring technique c) Updating reviewing and reporting technique 5. Project cost and productivity techniques a) Value engineering b) Budgetary control c) Cost/WBS  6. Project communication techniques a) Computerized information system b) Control room and c) MIS

3. Phase of project management Planning Scheduling Controlling

4. Techniques in Network Analysis / Basic Panning & Control Techniques  Critical Path Method (CPM)  Project Evaluation Review Technique(PERT)

5. CPM Arrow diagram

6. Activity Any individual operation which utilizes resources and has an end and a beginning is called activity. 1. Predecessor activity – Activities that must be completed immediately prior to the start of another activity are called predecessor activities. 2. Successor activity – Activities that cannot be started until one or more of other activities are completed but immediately succeed them are called successor activities. 3. Concurrent activity – Activities which can be accomplished concurrently are known as concurrent activities. It may be noted that an activity can be a predecessor or a successor to an event or it may be concurrent with one or more of other activities. 4. Dummy activity – An activity which does not consume any kind of resource but merely depicts the technological dependence is called a dummy activity. Event An event represents a point in time signifying the completion of some activities and the beginning of new ones. This is usually represented by a circle in a network which is also called a node or connector.

7. EVENT

8. Rules  Try to avoid arrows which cross each other.  No event can occur until every activity preceding it has been completed  There must be no loops.  Use arrows from left to right.  Dummies should be introduced if it is extremely necessary.  The network has only one entry point called start event and one point of emergence called the end or terminal event.

9. Fulkerson’s Rule 1 2 3 4 5

10. 1

11. 1 2 3 4 5

12. Activity Days EST LST EFT LFT Float A 1 1 1 B 4 1 1 5 5 C 3 1 6 4 9 5 D 7 1 2 8 9 1 E 6 5 5 11 11 F 2 8 9 10 11 1 G 7 11 11 18 18 H 9 8 9 17 18 1 I 4 18 18 22 22

13. Steps involved in PERT  The project is broken down into different activities systematically  Activities are arranged in logical sequence  The network diagram is drawn  Events and activities are numbered in the network diagram  Using optimistic, pessimistic and normal time ,the expected time is calculated.  Standard deviation and variance for each activity is calculated  Earliest starting time (EST) and latest finishing time (LFT) are calculated.  Expected time, EST and LFT are marked on the network diagram.  Slack is calculated  Critical paths are identified and marked on the network diagram  Length of critical path or the total project duration is found.

14.  There are three different estimates of activity duration in PERT:  Optimistic  Pessimistic  Most likely 1. Optimistic Time - (to): It is the shortest possible time in which an activity can be completed if everything goes exceptionally well. 2. Pessimistic Time - ( tp ): It is the time which an activity will take to complete in case of difficulty i.e if mostly the things may not be in accordance with the plan( things go wrong). It is the longest of all the three time estimates. 3. Most likely time - (tm): It is the time in which the activity is normally expected to complete under normal contingencies.

15.   Estimated time Standard deviation   Variance   Project standard deviation   Probability   St = S.D, D = Scheduled date, Te = estimated time

16. Project Crashing Time is reduced Cost will increase. Crash cost per period = (crash cost – normal cost) / (normal time – crash time) C.T N.T Activity N.C Crash cost