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Chapter 6 Project Planning & Scheduling

This document discusses project planning and scheduling. It explains that project planning involves breaking down a project into manageable activities, estimating resource requirements, and sequencing activities. Tools for project planning include work breakdown structures (WBS), Gantt charts, and network analysis. A critical path analysis identifies the longest path of activities to determine the shortest possible project duration. The document also discusses resource allocation and different levels of planning from strategic to operational.

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tinninety
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381 views47 pages

Chapter 6 Project Planning & Scheduling

This document discusses project planning and scheduling. It explains that project planning involves breaking down a project into manageable activities, estimating resource requirements, and sequencing activities. Tools for project planning include work breakdown structures (WBS), Gantt charts, and network analysis. A critical path analysis identifies the longest path of activities to determine the shortest possible project duration. The document also discusses resource allocation and different levels of planning from strategic to operational.

Uploaded by

tinninety
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 6

Project Planning
& Scheduling
What is project
management?
 Activity 8
 Measures of a project
 Quality
 Cost
 Time
Project planning
 Breaking down the project into
manageable units of activity
 Estimating the resources required
 Sequencing and scheduling each
unit in the most appropriate way
for coordinated performance.
Project planning
tools
Work break down
structure (WBS)
 Break a project down into its
component phases/stages:
 Discover exactly what work must be
accomplished
 Determining the resources required
 Sequencing and coordinating the work
done.
Work break down
structure (WBS) (cont)
 E.g. building a house.
Using Charts: Gantt
 
chart
Description of 
work/activity
1 2 3 4 5 6
Time (days)
7 8 9 10 11 12 13 14

Exavate for 
1 foundation                            

2 Concrete                     
foundation

3 Build walls                

4 Construct roof                    

5 Fit garage door                      

6 Provide service                      

7 Plaster                      

8 Decorate                          
Activity 9
Using Charts (cont)
 Advantages:
 Easily understood
 Disadvantages:
 Display a restricted amount of
information
 The links between activities are fairly
crude
Network analysis
ES D EF
Description
LS F LF
ES = early start; EF = early finish = ES + D
LS = late start; LF = late finish = LS + D
D = activity duration; F = float (slack) = allowable
delay
ES =Maximum EF of all predecessors for non-starting activities
Network analysis (cont)

A B

Activity on node (AON)


•A must be done before B can
start
Activity 15
Critical Path Analysis (CPA)
 Identifies critical path
 Longest path in network
 Shortest time project can be
completed
 Any delay on critical path activities
delays project
 Critical path activities have 0 slack
Resource Allocation
Gantt charts
 Gantt charts
End
Mission
 The organization’s basic function in
society, in terms of the products
and services it produces for its
clients.
Goals
 Intentions behind decisions or
actions, the states of mind that
drive individuals or organizations
to do what they do.
Objectives
 Targets of standards that orientate
the activities of the organization.
Strategies
 A course of action, including the
specification of resources required.
Tactics
 The most efficient deployment of
resources in an agreed strategy.
Operational Plans
 Concerned with the way in which
the company is to be run from day-
to-day to optimize performance.
At a strategic level
 Decide what business the
organization should be in, and
what its overall objectives should
be.
At a tactical level
 Decide how it should go about
achieving its overall objectives:
what products it should produce,
how it will organize work and so on
At the operational level
 Decide what needs to be done
from day to day and task to task.
Two main consequences
 Long-term objectives might conflict
with short-term plans.
 Plan should not be rigid because
future is uncertain.
Uncertainty
 Plans and structures give
directions and predictability to the
work (a form of risk management)
The need for coordination
 Subunits know what to achieve.
 Work flows between processes.
 Resources required.
 Work required to do by somebody.
 Ensure goods/service available at
the right place, right time.
The need for objectives
 Human beings are “purposive”.
 Objectives are important in
learning and motivation.
Systems
 An agreed-upon plan or process for
carrying out an activity.
 Operating system
 Accounting system
 Quality management system
Policies
 General statements that provide
guidelines for management
decision making.
 E.g.
 Five year guarantees on all products
Procedures
 Chronological sequences of actions
required to perform a task.
 Main advantages:
 Efficiency
 Routine
 Standardization
Rules
 Prescribes a specific, definite action
that must be taken in a given
situation.
 It allows no discretion-unlike a
policy.
 E.g.
 Company telephones can’t be used for
personal calls.
Programs
 Coordinated groups or series of
plans to achieve a particular
objective.
Budgets
 A formal statement of expected
results set out in numerical terms
usually summarized in money
values.
Risk assessment
 All potential problems should be
listed.
 These risks should be assessed as
to the impact and damage.
Risk management
 Once the potential damage has
been assessed, steps are taken to
minimize the damage.
Risk transference
 Insurance.
 Contingency plan.
Contingencies
 In case unexpected and
uncontrollable events may happen
 contingency plans.
Market driven (reactive)
 Consumer expectation/preferences

 Marketing strategy: meet customer


expectation better than the
competition

 Competitive advantage
Driving markets
(proactive)
 Marketing strategy: anticipate and
form customer expectation.

 Create customer preferences for


products and services.

 Competitive advantage.
Quality is subjective
 Can’t be measured in an absolute
value.
 Different customers will want,
need, or expect different things
from the same product type.
Quality is distinctive
 Different market segments will
produce differentiated definition of
quality.
Quality is dynamic
 Expectations change over time.
The nature of the job
 Regular contact with other people.
 Prolonged or unnecessary
meetings
The personality of the
manager
 Ability to say “no”.
 Self-discipline.
The influence and
demands of colleagues
 Subordinates refer to the manager
for decisions.
 Close supervision.
 Consultative style.
 Relationship building.

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