1

Chapter 3

Project Management
 2

OBJECTIVES

 Definition of Project Management

 Work Breakdown Structure

 Project Control Charts

 Structuring Projects

 Critical Path Scheduling

 3

Project Management
Defined
 Project is a series of related jobs usually
directed toward some major output and
requiring a significant period of time to
perform
 Project Management are the
management activities of planning,
directing, and controlling resources
(people, equipment, material) to meet the
technical, cost, and time constraints of a
project
 4

Gantt Chart
Vertical
VerticalAxis:
Axis:
Always Horizontal
Horizontalbars
barsused
usedtotodenote
denotelength
length
AlwaysActivities
Activities ofoftime
or
orJobs
Jobs timefor
foreach
eachactivity
activityor
orjob.
job.

Activity 1
Activity 2
Activity 3
Activity 4
Activity 5
Activity 6

Time Horizontal
HorizontalAxis:
Axis: Always
AlwaysTime
Time
 5

Pure Project
A pure project is where a self-contained team
works full-time on the project

Structuring Projects: Pure Project

Advantages
 The project manager has full authority

over the project

 Team members report to one boss
 Shortened communication lines
 Team pride, motivation, and commitment

are high
 6

Structuring Projects: Pure

Project
Disadvantages
 Duplication of resources
 Organizational goals and policies

are ignored
 Lack of technology transfer
 Team members have no functional

area "home"
 7

Functional Project
A functional project is housed within
a functional division
President

Research and
Engineering Manufacturing
Development

Project Project Project Project Project Project Project Project Project

A B C D E F G H I

Example,
Example, Project
Project “B”
“B” is
is in
in the
the functional
functional
area
area of
of Research
Research and
and Development.
Development.
 8

Structuring Projects
Functional Project:
Advantages
 A team member can work on
several projects
 Technical expertise is maintained

within the functional area

 The functional area is a “home”

after the project is completed

 Critical mass of specialized

knowledge
 9

Structuring Projects
Functional Project:
Disadvantages
 Aspects of the project that are not
directly related to the functional
area get short-changed
 Motivation of team members is

often weak
 Needs of the client are secondary

and are responded to slowly

 10

Matrix Project Organization

Structure
President

Research and
Engineering Manufacturing Marketing
Development

Manager
Project A

Manager
Project B

Manager
Project C
 11

Structuring Projects
Matrix: Advantages

 Enhanced communications between functional

areas
 Pinpointed responsibility
 Duplication of resources is minimized
 Functional “home” for team members
 Policies of the parent organization are followed
 12

Structuring Projects
Matrix: Disadvantages

 Too many bosses

 Depends on project manager’s

negotiating skills

 Potential for sub-optimization

 13

Work Breakdown Structure

A work breakdown structure defines the
hierarchy of project tasks, subtasks, and
work packages
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

 14

Network-Planning Models

 A project is made up of a sequence of activities

that form a network representing a project
 The path taking longest time through this
network of activities is called the “critical path”
 The critical path provides a wide range of
scheduling information useful in managing a
project
 Critical Path Method (CPM) helps to identify the
critical path(s) in the project networks
 15

Prerequisites for Critical

Path Methodology

A project must have:

 well-defined jobs or tasks whose

completion marks the end of the project;

 independent jobs or tasks;

 and tasks that follow a given sequence.

 16

Types of Critical Path

Methods
 CPM with a Single Time Estimate
– Used when activity times are known with certainty
– Used to determine timing estimates for the project, each
activity in the project, and slack time for activities
 CPM with Three Activity Time Estimates
– Used when activity times are uncertain
– Used to obtain the same information as the Single Time
Estimate model and probability information
 Time-Cost Models
– Used when cost trade-off information is a major
consideration in planning
– Used to determine the least cost in reducing total project
time
 17

Steps in the CPM with Single

Time Estimate
 1. Activity Identification
 2. Activity Sequencing and Network

Construction
 3. Determine the critical path

– From the critical path all of the project

and activity timing information can be
obtained
 18

CPM with Single Time

Estimate
Consider the following consulting project :
Activity Designation Immed. Pred. Time (Weeks)
Assess customer's needs A None 2
Write and submit proposal B A 1
Obtain approval C B 1
Develop service vision and goals D C 2
Train employees E C 5
Quality improvement pilot groups F D, E 5
Write assessment report G F 1

Develop a critical path diagram and determine

the duration of the critical path and slack times
for all activities.
 19

First draw the network

Act. Imed. Pred. Time

A None 2
B A 1
C B 1
D C 2
E C 5
F D,E 5
D(2)
G F 1

A(2) B(1) C(1) F(5) G(1)

E(5)
 20

Determine early starts and early

finish times
ES=4
EF=6

ES=0 ES=2 ES=3 D(2)

ES=9 ES=14
EF=2 EF=3 EF=4 EF=14 EF=15

A(2) B(1) C(1) F(5) G(1)

ES=4
EF=9
Hint:
Hint:Start
Startwith
withES=0
ES=0
and
andgo
goforward
forwardininthe
the E(5)
network
networkfrom
fromAAtotoG.
G.
 21

Hint:
Hint:Start
Startwith
withLF=15
LF=15
Determine late or
orthe
thetotal
totaltime
timeofofthe
the
starts and late ES=4 project
project and
andgogo
finish times EF=6 backward
backwardin inthe
the
network
networkfrom
fromGGto toA.
A.
ES=0 ES=2 ES=3 D(2)
ES=9 ES=14
EF=2 EF=3 EF=4 LS=7 EF=14 EF=15
LF=9
A(2) B(1) C(1) F(5) G(1)
ES=4
LS=0 LS=2 LS=3 EF=9 LS=9 LS=14
LF=2 LF=3 LF=4 LF=14 LF=15
E(5)

LS=4
LF=9
 22

Critical Path & Slack

ES=4
Slack=(7-4)=(9-6)= 3 Wks
EF=6

ES=0 ES=2 ES=3 D(2)

ES=9 ES=14
EF=2 EF=3 EF=4 LS=7 EF=14 EF=15
LF=9
A(2) B(1) C(1) F(5) G(1)
ES=4
LS=0 LS=2 LS=3 EF=9 LS=9 LS=14
LF=2 LF=3 LF=4 LF=14 LF=15
E(5)

LS=4 Duration=15 weeks

LF=9
 23

Example 2. CPM with Three

Activity Time Estimates

Immediate
Task Predecesors Optimistic Most Likely Pessimistic
A None 3 6 15
B None 2 4 14
C A 6 12 30
D A 2 5 8
E C 5 11 17
F D 3 6 15
G B 3 9 27
H E,F 1 4 7
I G,H 4 19 28
 24

Example 2. Expected Time

Calculations ET(A)=
ET(A)=3+4(6)+15
3+4(6)+15
Immediate Expected 66
Task Predecesors Time
A None 7 ET(A)=42/6=7
ET(A)=42/6=7
B None 5.333
C A 14 Immediate
Task Predecesors Optimistic Most Likely Pessimistic
D A 5 A None 3 6 15
E C 11 B
C
None
A
2
6
4
12
14
30
F D 7 D A 2 5 8
E C 5 11 17
G B 11 F D 3 6 15
H E,F 4 G B 3 9 27
H E,F 1 4 7
I G,H 18 I G,H 4 19 28

Opt.
Opt. Time
Time ++ 4(Most
4(MostLikely
LikelyTime)
Time) ++ Pess.
Pess. Time
Time
Expected
ExpectedTime
Time == 66
 25

Ex. 2. Expected Time Calculations

Immediate Expected ET(B)=

ET(B)=2+4(4)+14
2+4(4)+14
Task Predecesors Time 66
A None 7
B None 5.333 ET(B)=32/6=5.333
ET(B)=32/6=5.333
C A 14
D A 5 Immediate
E C 11 Task Predecesors Optimistic Most Likely Pessimistic
A None 3 6 15
F D 7 B None 2 4 14
G B 11 C
D
A
A
6
2
12
5
30
8
H E,F 4 E C 5 11 17
F D 3 6 15
I G,H 18 G B 3 9 27
H E,F 1 4 7
I G,H 4 19 28

Opt.
Opt. Time
Time ++ 4(Most
4(MostLikely
LikelyTime)
Time) ++ Pess.
Pess. Time
Time
Expected
ExpectedTime
Time == 66
 26

Ex 2. Expected Time Calculations

Immediate Expected ET(C)=
ET(C)=6+4(12)+30
6+4(12)+30
Task Predecesors Time
A None 7 66
B None 5.333
C A 14 ET(C)=84/6=14
ET(C)=84/6=14
D A 5
E C 11 Immediate
Task Predecesors Optimistic Most Likely Pessimistic
F D 7 A None 3 6 15
G B 11 B
C
None
A
2
6
4
12
14
30
H E,F 4 D A 2 5 8
E C 5 11 17
I G,H 18 F D 3 6 15
G B 3 9 27
H E,F 1 4 7
I G,H 4 19 28

Opt.
Opt. Time
Time ++ 4(Most
4(MostLikely
LikelyTime)
Time) ++ Pess.
Pess. Time
Time
Expected
ExpectedTime
Time == 66
 27

Example 2. Network

Duration = 54 Days
C(14) E(11)

A(7) H(4)
D(5) F(7)

I(18)

B G(11)
(5.333)
 28

Example 2. Probability Exercise

What
What isis the
the probability
probability of
of finishing
finishing this
this project
project in
in
less
less than
than 53
53 days?
days?

p(t < D)
D=53
t
TE = 54
DD -- TTEE
ZZ ==

 cpcp
 22
 29

Pessim.
Pessim. -- Optim.
Optim.) 22
Activity variance,  =22
(
Activity variance,  = ( )
66

Task Optimistic Most Likely Pessimistic Variance

A 3 6 15 4
B 2 4 14
C 6 12 30 16
D 2 5 8
E 5 11 17 4
F 3 6 15
G 3 9 27
H 1 4 7 1
I 4 19 28 16
(Sum the variance along the critical
path.) 
  == 4141
 22
 30

p(t < D)

t
D=53 TE = 54
D
D -- TTEE 53
53--54
54
ZZ == == == -.156
-.156

 cp
cp
22 41
41

p(Z
p(Z << -.156)
-.156) == .438,
.438, or
or 43.8
43.8 %
% (NORMSDIST(-.156))
(NORMSDIST(-.156))

There
There isis aa 43.8%
43.8% probability
probability that
that this
this project
project will
will be
be
completed
completed in in less
less than
than 53
53 weeks.
weeks.
 31

Ex 2. Additional Probability
Exercise

 What

What is
is the
the probability
probability that
that the
the
project
project duration
duration will
will exceed
exceed 56
56
weeks?
weeks?
 32

Example 2. Additional Exercise

Solution

p(t < D)

t
TE = 54
D=56
D
D -- TTEE 56 56--54
54
ZZ == =
22 =
== .312
.312

 cp
 cp
41
41

p(Z
p(Z >> .312)
.312) == .378,
.378, or
or 37.8
37.8 %
% (1-NORMSDIST(.312))
(1-NORMSDIST(.312))
 33

Time-Cost Models
 Basic Assumption: Relationship
between activity completion time and
project cost

 Time Cost Models: Determine the

optimum point in time-cost tradeoffs
– Activity direct costs
– Project indirect costs
– Activity completion times
 34

CPM Assumptions/Limitations
 Project activities can be identified as entities
(There is a clear beginning and ending point
for each activity.)
 Project activity sequence relationships can be
specified and networked
 Project control should focus on the critical
path
 The activity times follow the beta distribution,
with the variance of the project assumed to
equal the sum of the variances along the
critical path
 Project control should focus on the critical
path