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Project ManagementProject Management

Defining project Defining project management (1)management (1)

Management PracticesManagement Practices Project Management Project Management

FunctionsFunctions Project Planning and Project Planning and

SchedulingScheduling Project planProject plan Project scheduleProject schedule Project controlProject control

1.1. M. Pete Spinner, M. Pete Spinner, (1997)Project Management (1997)Project Management principles and practicesprinciples and practices

2.2. DK Harrison, DJ Petty, DK Harrison, DJ Petty, (2002) Systems for Planning (2002) Systems for Planning and Control in and Control in Manufacturing Newness Manufacturing Newness prentice hallprentice hall

3.3. Robert B Angus, Norman R Robert B Angus, Norman R Gundersen, Thomas P. Gundersen, Thomas P. Cullinane (2000), Planning Cullinane (2000), Planning performing, and controlling performing, and controlling projects 2projects 2ndnd edition, prentice edition, prentice hallhall

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Defining Project ManagementDefining Project Management

– Defined as managing and directing time, Defined as managing and directing time, material, personnel, and costs to material, personnel, and costs to complete a project (dates, objectives, complete a project (dates, objectives, result, cost, schedules and resources) to result, cost, schedules and resources) to meet established objectives of time, meet established objectives of time, cost, and technical and results.cost, and technical and results.

– Consist of 3 stagesConsist of 3 stagesPlanning (what to be done, plan of action, Planning (what to be done, plan of action,

network)network)Scheduling (activities, stage of work, Scheduling (activities, stage of work,

variation)variation)Controlling ( monitoring, progress, analysing Controlling ( monitoring, progress, analysing

performance, status reporting)performance, status reporting)

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Management PracticesManagement Practices– Network analysis (using graphic, plan of Network analysis (using graphic, plan of

action)action)– Management of objectives (to measure Management of objectives (to measure

performance)performance)– Management of exception (signal the specific Management of exception (signal the specific

problem requiring attention)problem requiring attention)– Cost minimizing (to reduce time to complete a Cost minimizing (to reduce time to complete a

project with minimum additional cost)project with minimum additional cost)– Resource allocation( to complete project in Resource allocation( to complete project in

time, include personnel, labour, cost allocation, time, include personnel, labour, cost allocation, equipment, facilities)equipment, facilities)

– Resource leveling (to keep day to day resource Resource leveling (to keep day to day resource requirement even)requirement even)

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Project Management FunctionsProject Management Functions

Managing the scopeManaging the scope Managing costsManaging costs Managing timeManaging time Managing human resourcesManaging human resources Managing communicationsManaging communications Managing the qualityManaging the quality Managing contract or procurementManaging contract or procurement Managing riskManaging risk Managing project integrationsManaging project integrations

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Management functionManagement function

Key (3)Key (3)– Plan: Plan:

ensure a project move smoothly with ensure a project move smoothly with appropriate personnelappropriate personnel

– Organize: Organize: must establish or enforce the use of must establish or enforce the use of

standard for reporting and record keeping in standard for reporting and record keeping in order to approve the purchase of materials, order to approve the purchase of materials,

monitor contract performance and control monitor contract performance and control expendituresexpenditures

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Management functionManagement function KeyKey

– Encourage: Encourage: work best when they work together and they need to work best when they work together and they need to

be part of the team, be part of the team, to perform as a team, to perform as a team, Treat people fairly and honestlyTreat people fairly and honestly Give credit to those who assist you in any wayGive credit to those who assist you in any way Be consistentBe consistent Act in ways that avoid personnel loss or Act in ways that avoid personnel loss or

embarrassmentembarrassment Be good listenerBe good listener

– ControlControl Monitor and control performance (task, schedule, and Monitor and control performance (task, schedule, and

budgets)budgets) Provide a quality product, perform within cost, people Provide a quality product, perform within cost, people

work wellwork well Material purchase as agreedMaterial purchase as agreed To guide the progress of workTo guide the progress of work

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Project Planning and SchedulingProject Planning and Scheduling

The commonly used is managing time The commonly used is managing time ((Figure 1.1Figure 1.1) (1)) (1)

Using bar charts in business and industry Using bar charts in business and industry for planning and scheduling projectsfor planning and scheduling projects

Project planning process using diagram as Project planning process using diagram as shown in shown in Figure 1.2Figure 1.2 (1) (1)

Other project requirementOther project requirement– What part of jobs can be performed What part of jobs can be performed

concurrency?concurrency?– What part of jobs must be completed before What part of jobs must be completed before

other jobs begin?other jobs begin?– Must certain jobs or parts of jobs be give Must certain jobs or parts of jobs be give

priority to avoid holding up the scheduled priority to avoid holding up the scheduled project completion?project completion?

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Project management applicationsProject management applications

Participative management is defined as Participative management is defined as the combination of techniques and skills the combination of techniques and skills used to provide employees at all levels used to provide employees at all levels with opportunities to participate actively in with opportunities to participate actively in key managerial processes affecting job-key managerial processes affecting job-related matters.related matters.

Employee involvement is defined as the Employee involvement is defined as the process by which employees at all levels process by which employees at all levels have the opportunity to participate have the opportunity to participate actively in key managerial processes actively in key managerial processes affecting job-related mattersaffecting job-related matters

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Project planProject plan

Planning processPlanning process– Preparation of comprehensive Preparation of comprehensive

statements of the objectives, usually statements of the objectives, usually determines by management directives. determines by management directives.

– The objectives:The objectives:When the project will be completedWhen the project will be completedThe cost budgeted for the projectThe cost budgeted for the projectThe expected resultsThe expected results

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Project planProject plan Planning phase (steps)Planning phase (steps)

– Establish ObjectivesEstablish Objectives State the objectiveState the objective List interim objectives (milestones)List interim objectives (milestones) Designate responsible personnel or department Designate responsible personnel or department

needed to meet the objectivesneeded to meet the objectives– Develop a plan Develop a plan

list the joblist the job Develop WBS (work breakdown structure)Develop WBS (work breakdown structure)

– Construct the project planning diagramConstruct the project planning diagram– Identify the timing duration of each activity on Identify the timing duration of each activity on

the planning diagramthe planning diagram– Identify the cost and labour associated with Identify the cost and labour associated with

each activity on the planning diagrameach activity on the planning diagram

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Project planProject plan

The design/built project (steps)The design/built project (steps)– Establish objectivesEstablish objectives1.1. Define the required activities (Figure Define the required activities (Figure

2.1) (1)2.1) (1)2.2. Describe the activities (Figure 2.2) (1) Describe the activities (Figure 2.2) (1) 3.3. Divide activities into work groups Divide activities into work groups

(Figure 2.3)(1)(Figure 2.3)(1)4.4. Construct the Work Breakdown Construct the Work Breakdown

Structure (WBS) (Figure 2.4) (1)Structure (WBS) (Figure 2.4) (1)5.5. Draw subdiagrams (Figure 2.5) Draw subdiagrams (Figure 2.5)

(Figure 2.6) (Figure 2.7)(1)(Figure 2.6) (Figure 2.7)(1)

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Project scheduleProject schedule

Scheduling procedureScheduling procedure1.1. Determine the required time estimate to complete Determine the required time estimate to complete

each projecteach project2.2. Calculate available time to complete each projectCalculate available time to complete each project3.3. Compare the required time with the available time of Compare the required time with the available time of

each projecteach project4.4. Identify the critical project itemIdentify the critical project item5.5. Determine the float time ( a difference between how Determine the float time ( a difference between how

much time is available to perform that activity and much time is available to perform that activity and how much time is required) of non critical itemshow much time is required) of non critical items

6.6. Calculate the duration of the project (adjustment to Calculate the duration of the project (adjustment to plan)plan)

7.7. Validate the time schedule by getting concurrence Validate the time schedule by getting concurrence from all the concerned personsfrom all the concerned persons

8.8. Prepare a bar chart time schedulePrepare a bar chart time schedule

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Project scheduleProject schedule Manual time calculationsManual time calculations

– Commence calculating earliest start time with Commence calculating earliest start time with the beginning node of the project planning the beginning node of the project planning diagram (Figure 3.1) (1)diagram (Figure 3.1) (1)

– The largest sum total is the earliest start time The largest sum total is the earliest start time for the node.for the node.

– The calculation of latest finish time involves The calculation of latest finish time involves working from the end node back through each working from the end node back through each node to the first node in the project (Figure node to the first node in the project (Figure 3.2) (1)3.2) (1)

– Float: Optional start and finish times (Figure Float: Optional start and finish times (Figure 3.3)(1)3.3)(1)

Available time = latest finish time – earliest start Available time = latest finish time – earliest start timetime

Required time = time estimate for completing the Required time = time estimate for completing the activityactivity

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Project control: Project control: measuring project performancemeasuring project performance

Stages:Stages:1.1. Monitoring (periodic checking of the Monitoring (periodic checking of the

plan and schedule) (plan and schedule) (Figure 4.1Figure 4.1) (1)) (1)2.2. Assessing (identifying the critical item Assessing (identifying the critical item

and problems) (and problems) (Figure 4.2Figure 4.2) (1)) (1)3.3. Resolving problems (finding solutions Resolving problems (finding solutions

to the problems)to the problems)4.4. Communicating (advising Communicating (advising

management, project team members, management, project team members, suppliers, vendors and contractors of suppliers, vendors and contractors of project status)project status)