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PMS UNIT 5 Session

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69 views24 pages

PMS UNIT 5 Session

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tanusha
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PROJECT MANAGEMENT SKILLS UNIT-5 Project Control After reading this chapter you will know * To control the need and functions of project contro! ® To explain the various forms of project control ® To discuss the significance of different techniques of projects contro! ‘Structure 10.1 Introduction ‘Once the project has been launched, it is essential to control the projects to achieve the desired results. In this process the control becomes closely inter-wined in an integrated managerial process. Project control involves a regular comparison of performance against targets, a search for the causes of deviation and a commitment to check adverse variances, rr) o > a} re] 3) 2 (o) Project control serves two major functions: Project Control apse, sip Weel, ces RO; apess-5 I, 2s SOeLILO® Srexppobaiah 1.00 dosd aly} Sounded ® Beemdob Sabogred eri, 8 shay sabe rivaty aboSten © Sneesiod Saboseed Sq desiree, Saiddo & mBpiss abodes detach Oe dogrd anaivay Sada eee Serasobay en dowad sosd, wckegs oenogrivny, mOricn larewinivay Dobos mach wad. dra chobd ‘The next step is the compute the critical path and the slack time. A critical path or critical sequence of activities is one, which takes the longest time to accomplish the work and the least slack time, Advantage of PERT PERT is a very important of managerial planning and control at the top level concemned with overall responsibility of a project. PERT has the following merits. i) Gi) Gi) (iv) ) PERT forces managers and subordinate managers to make a plan for production because time event analysis is quite impossible without planning and seeing how the pieces fit together, PERT encourage management control by exception, It concentrates attention on critical element that may need correction. It enables forwards-working control, as a delay will affect the succeeding events and possibly the whole project. The production manager can somehow make up the time by shortening that of some other time. The network system with its sub-systems, creates a pressure for action at the right spot and Jevel and at the right event, PERT can be effectively used for re-scheduling the activities. Sonam dakar PERT ob dainw fBqi,, cada PERT Moh mehr Digas egies wal, 88. SeAidadrieh PERT od sina, eorieaha () dey Bohys woberiuh SecteeaS doOaicded. selosstrivay stocividod doebxenrbgd. 3a 10g, Sabie" cioch esorktog aleensSetv garortlateh ddan, Deg, edotach (i) BaoRaoch emeasp cond eaakMoinh JSIGOES, ach modegass cahad Schaord a eg, alosg penile dcbal ecicies, (ji) weamesao Behobeh Seioess sos, ATED Gemci aos aabahennt. chee PERT AQ, aoc end aiPaytish, Gr Boos venrbas: (a) t] (@m@EnH Bada): agile emmqadesswA Saas ach Sabos ea gats eorman San (©) 12 eg xehor): ayzias aow2abo Sos checked orig. fond doze Somme Habos) eaginn wenAesoln Some 200 shacaisrsaaigs ach sey earths aabobaaAG. (A) 193 (Dow Rabab). ach Soe SOLSIGO cord sensesodoAd. ath od enced ebob ahd) aco aetacieardoren ah Se SROs Bemd eomerivd dabobs edy,sad some Sor enbesainied Sord%ed angieg nod Sabot 1341 ¥Q)=-—— aba vob dysatat stor! Seca T4123, — e “ad women etn DackBolssy eobadbsS aord rosceahd> (i) Avo aos) Senecibd ature abs Debs Sahabetel Gogend ateabishch e.och Aeros ator eadew essnelessrty Demratie este aah Locand, arb Soxisis mown abaky aisha SabBou gS abd Sal Ooms Saabs Sfchdeda. PERT ob Sokacess PERT evoch cSineastod 2.86 esmenOA somnbec eras adic aLarnalé clowns ate Aododead, oad aiom,ceAd. PERT éefis eatedrivhsy Rooks. (i) PERT Aaweméch aah wed ajsteysscay comct3r ioeesiotsy atnedes 2.2 drys a8orid daha datosst Diecirbasn cine RE asad Heaciried Bor wkyh BaodBowas acenckly does emer. (i) Sawds cheod Dateainn Davos mash PERT SarsyaadgB. ach Scljsiaah erty, debs Oenrobs coca ied retict SeodyeO gS. (i) ach mairate-ddront Dahogratay AZcbRedmys, Sond Dvorsh choos serine aves BOmash Dechy ada aber abe oleess. Range ain.tewot Beracide dabaisaia, atvardesadiec ‘add dababs,ou saivtooabadch. (v) e503 eust-claindoodA Sister acid ain docind Ava gobi edcday a Qadgcd abs sbydada xOaind gestain, (v) esepaleséridah ati Drititaden PERT ext, BOmmebeOateN wedeombab. Project Control 187 Limitations in Using PERT The uses of PERT technique are subject to the following limitations: (i) Itisa time-consuming and expensive technique (ii) It is based on Beta Distribution and the assumption of Beta Distribution may not always be true. (iii) PERT is not suitable when programme is nebulous and a reasonable estimate of time schedule is not possible. (iv) It is not useful for routine planning of recurring events such as mass production because ‘once a repetitive in sequence is clearly worked out, elaborate and continuing control is not required. (v) The expected time and the corresponding variance are only estimated values. Difference in PERT and CPM Although these techniques (PERT and CPM) use the same and are based on network analysis yet they in the following respects differ from each other: Difference between PERT and CPM PERT is appropriate where time estimate are | CPM is good when time estimates are found uncertain in the duration of activities as with certainty. CPM assumes that the duration of and pessimistic time, activity is critical or not Is concemed with events, which are the Js concemed with activities. beginning or ending points of operation Suitable for non-repetitive projects Can be analysed statistically (i) PERT is appropriate where time estimate are uncertain in the duration of activities as measured by optimistic time, most likely time, and pessimistic time, where as CPM (Critical. Path Method) is good when time estimates are found with certainty. CPM assumes that the duration of every activity is constant and therefore every activity is critical or not. (ii) PERT is concerned with events, which are the beginning or ending points of operation while CPM is concerned with activities. (iii) PERT is suitable for non-repetitive projects while CPM is designed for repetitive projects. (iv) PERT can be analysed statistically whereas CPM not. (v) PERT is not concerned with the relationship between time and cost, whereas CPM establishes a relationship between time and cost is proportionate to time. 10.7 Construction of a Network We may take up a project involving manufacture: of a new model car. The activities involved are ntable-1 with their sequential order indicated. The duration and labour needs are also presented, amie oeligeet a PERT avabatQ So3rieb PERT dog errtdalh dens sO ewaegass: () acd Nahob SAchBaeys shay chad dos ans (li) Bh Bets DadeSabAay esGiA0 ada) Dees SsdkSab oadain aimavriewn DaiwonAdasabah. (ii) Baprao Sayer aid) Asiodis daiwesind somes socieseck? PERT Aagae, Seon] mg. (iv) mations eusydobods abaomtaes BEY aoBsab choca ach eumaingsiey ogodtd 2.2), eoriiainid) ainenahirdain qigjenA dow aiwld, Dey dand ahah, dowd Datearad eidde. (v) DOegs Sehod aisay omdrbessd a syckeh sommen efPez ied sing. PERT ix) CPMAO ARs Srdog ried ( ees Setaet OdeskSabay eAbssoinad oa) 820d eeirva soe Boa Os ant () Seamd aisha, mabanen Aabob, cbay DoeEDd acbodHod eodend seinatksériv etodd dalaied eocman edBsanAdS2 PERT aagemAdgsd, €) Sado (Aesser*, cost escs*) chats wounenrith metdawA soubnoren eva cbanAhss. a3 eseactksab wahain & denies cd abs qiOord 32 edensieain Aemroienhd excise ae Soc CPM eabadgc. (i) PERT SiSoesiOR BowoHAd, ach sooimerideSod aadow eins wogc mosivanss, edd CPM 2thneietariOR xoeoecl (ld PERT absonatrdstey o ofneesSrtOA slogan esd CPM awtouctirs cloeesSrtOrah Aamgihoeaenhes. (iv) PERT er, Som errrabah Ddeziamycd escid CPM BL, (V) PERT Schad aba aiej.d NobIH Roaogg, Soaohse, sid CPM Sabode Aasas Roavotiahh, maby Saba dels chads exirheardys. 10.7 Sees Natwree a ————— anad Rad chonibob mba doinbéaiay, ewihood clecadobsy SAchkog wabcb. LM 0 0 wn o 0 Rees DateweS ‘Sir edods endowed achat (EST), edode awegodd Aabab (EFT), agers SoRSBad (LST) BOsyAned, eS ST Noire edeDaeoimy odwanl eleris Sicheoymardoanciah tests 3. A-B edensiessoin ado dodancudcerete) sia) 9 deta eogaaOt ade ABSUNSEOD DOF BHaS BC eleasettéivay SficbBoynabch, esocid Alc 80 etod Bott. (soni 9.Se Baked oa’), ese{00d), 6-0, BF B-H aba) B CEA EST BS 8d esod=nAd. BD 9S Bald ends eot siyAaingS aay D-6 rBA EST B3 sos, sahcas (Wonks. BIS 100 wos). GJ NEST 10 de OSS sod ay, o dai A p-G anhcings. 2280016 FG doc aor eesti G- exh agcogaienriahbo, Oats og, d See Ganong 12, 6c400t!, G-J rah EST Oda! 12 d wos, escias Ba 13 desdozd cba teh. EFT Saysich Deal esestedtads, cimsnrt seeserlotdawheh dowels aloes, eeckd EST ahend eoctay, ‘aqPodHieand ancd cnet’: Ads mo ach Osis deo, BOR achs & Od eog, BF Mach Oxid 11 deod, at Be CU AEFT 14:8¢ Bates wod.sond LsT ats) LET eh, Sado eenatséctnnd aoc reseed, coc Ge eeesSabO ao-arw' Oats 20d esos Bee Nato ABdeses, esc] O00, esckd LET 20 e BAIS coo =A eocid LST Bd 19:0 eo aOR, coos Bised 20d soa aBeGH each stnich 20 Se Oxiciow cSoeasain Raesetiondy a3. deeb &ond, Beh, LM eepstessoh LSI O9 18d ©og, sda) LFT OS 19 Seog aan. Bocas 2 Dd wessesérion EST EFT, UST aba LFT Dechy doege 2 ESTE TEST bay LET & g Project Control 191 Slack or float refers to be extent an activity can be delayed without affecting completion of the project on time. This is given by LST-EST or LET-EFT. Table-2 gives this also under total slack column. You will note that activities falling on the critical path have no slack. Because, none of the activities can be delayed, least project duration will increase. There are two concept of slack: total slack and free slack. Total slack is simple LST - EST or LFT — EFT. Free slack refers to slack or spare time available for an activity when all succeeding activities in the network can be started at their respective EST. Only three activities D-G, K-L and E-I have free slack. Uses of Network Techniques PERT and CPM techniques have become useful to management in many ways. These are: @ ‘The graphic representation of how each activity is dependent on others help in better scheduling, monitoring and control of project activities. (ii) To prepare the network itself considerable planning, analysis and in depth evaluation of the whole project are needed, which in turn help in better execution of the project. (iii) Network techniques can serve as indicators of bottle necks and potential trouble spots and this helps in effective preventive handling of pitfalls so that the project progress well as per original plans. (iv) Network diagram illustrates the type and extent of coordination required among several fimctionaries of the project team, viz., designers, managers, contractors and others. (v) Network diagram helps in identifying critical tasks and thereby helps diversion of resources to them so that they are not lagging behind schedule. (vi) Network diagram helps in identifying critical path, which may be changing a number of times as time estimates prove inaccurate. So the critical path has to be identified everytime time estimates are changed and this is easily done with the help of the network. (vii) Network techniques help in resource allocation. Resource such as labour and machine can be better allocated to project activities with the help of a network analysis. (viii) Network techniques help in ascertaining whether or not advisable to crash project time and the impact of crashing on cost of the project. What activities have to be speeded up so as to minimise cost escalation on account of crashing are known with network analysis. (ix) Network techniques help in cost control too. Starting works by their LST could help in lock up of capital for a less period than when works are started by their EST. This is a cost ‘control exercise facilitated by network analysis. (x) Network techniques help in cost control too. Starting works by their LST could help in lock up of capital for a less period then works are started by their EST. This is cost control exercise facilitated by network analysis. Resource Allocation and Levelling Through Network ERT and CPM techniques are not simple static involving the computation of times, EST, LST, EFT, LFT and drawing the diagram. It is a dynamic tool. It helps in resource allocation and resource leveling. Resource allocation means how much resources be diverted to the project concerned day after day as the project progresses. dotkigee isi yet each aigrtst ancis wicbaihy, dOainA caradoh aeerttodebdeas See aiBemsh Dede aensestodn SWessmnrtenrhch, ack) LSTEST aise LFTEFT chaos Decenrbad, Borals-2 cht zk age meat wBoiy Deabycd, Derabe anBohd) Orval askotelteh cinabc WMedoiny dlaody aod Dead resis, Hors, cdmahde sensessrich Orlousmrbahhe, sa herentah waihoin Bayrhys. ayer ace BOsysrivat: ekg w~S adh Semper aby aye SOW LSTEST eck LETEFT GAS. 23¢ appt nya Sisto rIOH any Noted aknabsariehy, coin aa Hald a dodtcnrl akoaktdwh odds 66 weep Owbad Webatich Aoekdgd. declo shach senatesérieh 0:6, Ki addy £1 evets AAosoba, Hoods. Bester dogyiy eusickertiries PERT absdy CPM dod rieh ended Ordadd, Seieaiehh enslaingaahss, wah: () S39 esessaiesdosi alld aves ater eainodddaaAd wound meget am/SOq)c) Camda eseostersry eae Aevvaky, DeQundks cay Dados cack) aemobatacdyel, (i) Statatore cond ast rea Deod OLiaeers, Defeats aid) ertend aPe,cinatdahy Acjaeiadabcl Mosipcor corsiab ert4Od, ach cloesdad enjch mabertsaddiey xemob choct{s. (i) Aéstcietr lOrmchend detrei! Dsiratrbatse) atamob stonbyd andor! dloredaiy chien choemtrie amd eugahenh snortasooriag (\v) Bese Ceaneiss) eoand stds orig Dds aaodd Gadabs ay dioix Saohes (iio Senet reat materi riches teentictartg sth exmtiani tbh erie sehen amc watch Bevaait§ ob, orhOBe, esrjBon eniGh. (vi) Bistatae Beametia Ommecbe steriectsh rhcbsten denad cincdaes, tabob somearte say amdebaitatcar wich wench end wrtemrbgcesich. exjBoct a3 2nd eommenrivay aatendDatmart Dear ode stnvieaiaty rhebaatelee) cina) ach Stricter akmotiBod abextonh (Vil Sestatare Sos ried dostdin,o woekdabO Samod aoabas. wadoed aha ahog todat Woaiita, orivay, Aistaiote Dgeaintad aemaifod! cileendob eknadsirierl eu chanh aoekaacd. (vil) CBorestob atabod ahah, Seema anges ated aa 2" artist AOemoatct) te ,mt ctiorbvapch atayse eagle aeysse Soma wasaaeeayen Skier JoSrhb temah cinabgs. mo andabd deg devas, dash the ofbnas edenctesirida cteriotaidteeh aoeucity Sevier DgrcictoiinodHt Mobearogel. (ie) Bitsiote dodyteb deh Dabodeada che aanch atadhdss exid LST choc! Sexiriesy sm dodasahch esate EST choc Bexiriich am dodkbahaied dich exityi nocianuck) enat clockn ximabatnabyd, ach distor Dfeatetaed tendon Seg Dobos eyotacahS (0) iter dose ey, Dabodce) clue staph ciaebgs este LST thot Bextra eadodabitat SO ea mocha, ‘enet cincden demo staat Aodd waid EST chaos éenirivs) aadodwenrhys ach Abstsote Dyeaittitoodd Avtchretmend def Daboxmayatacband, Sesatetr choos dowde,w wor38 ada SOons ERT ade) CPM dog ib asbairid die, 2nd, ESTLST, EFT LFT aba Geametgahy aabaiddy 0a), ach Saing gmGkiaehd. ach oshia.o zoek sid) coakia, abey8 dead anes Hosida,e Bos Dodd Bacesoin svochadaos O36, Boman, orvay Tonogss RoeessSA ScbPidonris 3, nome _

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