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Project Operations

Agenda
Introduction
Characteristics of Project
Work Breakdown structure
Network Analyses
Critical Path Method (CPM)
Project Review & Evaluation Technique (PERT)
Network Representations
Activity on Node (AON diagram)
Activity on Arc (AOA diagram)

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Introduction: What’s Project?

A Project is defined as a set of inter-related activities that are
organized for a common goal or objective.
Each activity in a project consumes Resources (People, Equipment,
Material) and time.
Each project is temporary , unique, non-repetitive, time and cost
bound endeavor.
Examples:
Ship, Aircraft, Hospital Building
New Product Launch in the Market
High Low
Variety Project Job-shop Batch-shop Assembly-shop Continuous Flow Variety
Low VMPC Donner Exec Shirt Don’t NCC High
Volume Co. Co. Bother Volume
Me…
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Introduction: What’s Project Management?

Project Management is the managing activities of planning,
directing, and controlling resources (people, equipment, material) to
meet the technical, cost, and time constraints of a project.
Four phases of Project Management
Phase 1: Conceptualization
o Goals, Specifications.
o Choose among alternative ways
Phase 2: Planning
Phase 3: Execution, Monitoring & Control
Phase 4: Termination
o Handover
o Release of resources

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Characteristics of Project
Projects have specific life-cycle with a definite beginning and a
definite end called Project Duration.
Each Project consists of activities having inter-dependence. Some
activities cannot start till the predecessor activities are not
completed.
The requirements of resources are different during the progress of
the project and hence their assignment is a tricky business here.
Matrix form of organization is suitable when multiple projects are
being handled.

Work Break-down Structure (WBS)

Level
Program

1 Project 1 Project 2

2 Task 1.1 Task 1.2

3 Subtask 1.1.1 Subtask 1.1.2

4 Work Package 1.1.1.1 Work Package 1.1.1.2

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Project Scheduling Techniques a.k.a. Network Analyses

Critical Path Method (CPM):
Used when activity times are deterministic i.e. no uncertainty

Program Evaluation Review Technique (PERT):

Use when activity times are probabilistic or uncertain
Use three time-estimates (Optimistic, Most likely and Pessimistic times)

Critical Path Method (CPM)

STEP 1: Draw the Network Diagram.
STEP 2: Forward Pass Calculations:
Compute Earliest Start Time (EST) and Earliest Finish Time (EFT) for each
activity.
STEP 3: Backward Pass Calculations:
Compute Latest Start Time (LST) and Latest Finish Time (LFT) for each
activity.
STEP 4: Compute Total Float for each activity
STEP 5: Find out the Critical Activities.
STEP 6: Find out the Critical Path
STEP 7: Compute the Project Duration.

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CPM Analysis: VMPC Case

Activity Activity Description Immediate Time

Code Predecessors (weeks)
A Organize sales office None 6
B Hire sales people A 4
C Train sales people B 7
D Select advertising agency A 2
E Plan advertising campaign D 4
F Conducting advertising campaign E 10
G Design package None 2
H Set up packaging facilities G 10
I Package initial stocks H,J 6
J Order stock from manufacturer None 13
K Select distributors A 9
L Sell to distributors C,K 3
M Ship stock to distributors I,L 5
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CPM Analysis: Step-1 Draw Network Diagram

Activity:
A Project consists of several activities which are carried out in a specified
sequence.
Activity is the actual performance of a task which consumes resources and
time.
Activity begins and ends with an event.
e.g. Purchase Machinery, Install Machinery
Event:
An event is a specific instant of time which marks the start and end of an
activity.
It doesn’t consume resources and time.
e.g. Start the motor, Loan approved.

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CPM Analysis: Step-1 Draw Network Diagram

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CPM Analysis: Step-1 Draw Network Diagram

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CPM Analysis: Step-2 Forward Pass Calculations

In this step, we need to calculate Earliest Start Time (EST) and Earliest Finish Time (EFT)
EST= Max(EFTs of Predecessors)

EFT= EST + Activity Time

H,10 I,6
G,2

St J,13 B,4 C,7 L,3 M,5 Fn

A,6 K,9

D,2 E,4 F,10

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CPM Analysis: Step-3 Backward Pass Calculations

In this step, we need to calculate Latest Finish Time (LFT) and Latest Start Time (LST)
LFT= Min(LSTs of successors)

LST= LFT – Activity Time

H,10 I,6
G,2

St J,13 B,4 C,7 L,3 M,5 Fn

A,6 K,9

D,2 E,4 F,10

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CPM Analysis: Step-4 Compute Total Float/Slack

 Total Float or Total Slack:
It is the amount of time by which that activity can by delayed without
delaying the project completion

TF or TS = LST – EST or LFT – EFT

Activities with TF <= 0 are referred as critical activities.
These activities are called critical because if any of such activity is delayed
then entire project is delayed by the same amount of time.

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CPM Analysis: Step-4 Compute Total Float/Slack

[2, 12] [13, 19]

[0, 2]
H,10 I,6
G,2
[4, 14] [14, 20]
[2, 4]
[0, 0] [0, 13] [6, 10] [10, 17] [17, 20] [20, 25] [25, 25]
St J,13 B,4 C,7 L,3 M,5 Fn
[0, 0] [1, 14] [6, 10] [10, 17] [20, 25] [25, 25]
[17, 20]
[0, 6] [6, 15]

A,6 K,9
[0, 6] [6, 8] [8, 17] [8, 12] [12, 22]

D,2 E,4 F,10

[9, 11] [11, 15] [15, 25] 16

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CPM Analysis: Step-5 Identify the critical activities

[ES, EF]
[2, 12] [13, 19]
[0, 2] [2] j,tj [TF]
[2] H,10 I,6 [1]
G,2 [LS, LF]
[4, 14] [14, 20]
[2, 4]
[0, 0] [0, 13] [6, 10] [10, 17] [17, 20] [20, 25] [25, 25]
[0] [0] [0] [0] [0]
St J,13 [1] B,4 C,7 L,3 M,5 Fn
[0, 0] [1, 14] [6, 10] [10, 17] [20, 25] [25, 25]
[17, 20]
[0, 6] [6, 15]
[2]
[0]
A,6 K,9
[6, 8] [8, 17] [8, 12] [12, 22]
[0, 6]
[3]
D,2 [3] E,4 [3] F,10
[9, 11] [11, 15] [15, 25]
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CPM Analysis: Step-6 Identify the Critical Path

Critical path is nothing, but the path made up of the Critical
activities.
A Project may have more than one critical paths.
Project Manager focuses more on critical path(s) and critical
activities for the timely completion of the project.
Critical Paths are usually shown by red lines on Network Diagram.

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CPM Analysis: Step-6 Identify the Critical Path

[ES, EF]
[2, 12] [13, 19]
[0, 2] [2] j,tj [TF]
[2] H,10 I,6 [1]
G,2 [LS, LF]
[4, 14] [14, 20]
[2, 4]
[0, 0] [0, 13] [6, 10] [10, 17] [17, 20] [20, 25] [25, 25]
[0] [0] [0] [0] [0]
St J,13 [1] B,4 C,7 L,3 M,5 Fn
[0, 0] [1, 14] [6, 10] [10, 17] [20, 25] [25, 25]
[17, 20]
[0, 6] [6, 15]
[2]
[0]
A,6 K,9
[6, 8] [8, 17] [8, 12] [12, 22]
[0, 6]
[3]
D,2 [3] E,4 [3] F,10
[9, 11] [11, 15] [15, 25]
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CPM Analysis: Step-6 Compute the Project Duration

Project duration or Project completion time is dictated by the critical
path.
It is computed as sum of activity times of all critical activities on a
given critical path.

T = tA + tB + tC + tL + tM
T=6+4+7+3+5
T = 25 Weeks

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Activity on Arrow/Arc (AOA) Diagramme

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VMPC Case: Impact of two suggestions

Activity Activity Description Immediate Time
Code Predecessors (weeks)
A Organize sales office None 6
B Hire sales people A 4
C Train sales people B 7
D Select advertising agency A 2
E Plan advertising campaign D 4
F Conducting advertising campaign E 10
G Design package None 2
H Set up packaging facilities G 10
I Package initial stocks H,J 6
J Order stock from manufacturer None 13
K Select distributors A 9
L Sell to distributors C,K 3
M Ship stock to distributors I,L 5
N Visit of sales people to plant 1
O Display material to distributors 2 22

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Questions!
[email protected]

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