MANAGING

PROJECTS
BSA 4-2
THE IMPORTANCE OF PROJECT MANAGEMENT

1. Human Focused – today’s employees are no longer satisfied with

comfortable work for which they do not take any responsibility.
2. Flexible but structured – project management completely merges
the two needs of organizations to be adoptable to changing
circumstances, and to be structured, predictable and organized.
3. Efficient – a core project team with an exceptional manager can be
much more resourceful than a whole stable of workers.
4. Manage risk - Execute a plan with taking a ccount of changing
circumstances.
Role of Project Manager

 Project manager- is one of an organizer who is capable of working through others to

accomplish the objectives of the project.
 Project manager is responsible for the following:
 Work
 Human resource
 Communication
 Quality
 Time
 Costs
Project manager- is one of an organizer who is capable of working through others to
accomplish the objectives of the project.
Project manager is responsible for the following:
l Work
l Human Resource
l Comminication
l Quality
l Time
l Costs
PROJECT PLANNING
PROJECT PLANNING

 project activities that will be executed , the products will be

created , and describes how these activities will be
accomplished and managed.
 described each main task, approximates the time,
resources and cost necessary, and offers a framework for
management review and control.
 engages identifying and documenting scope, task,
schedules, cost, risk, quality, and staffing requirements.
PLANNING CYCLE

A process that helps make good, well-considered,

firm plan.

INITIAL STEP SECOND STEP THIRD STEP

PROJECT PLANNING

Analysis of opportunity

Identity aim

Explore Selection
options of best
option

Plan
evaluation Detailed
planning

Plan implementation

Closure of plan
PROJECT MANAGEMENT
TECHNIQUES
• Gantt Chart
• CPM
• PERT
PROJECT MANAGEMENT TECHNIQUES

Gantt Chart

"Bar Charts"

Started at some point in

the industrial revolution of the
laye 1800's.

An industial engineer
named Henry Gantt develop this
charts to get better factory
efficiency.
PROJECT MANAGEMENT TECHNIQUES

Gantt Chart
is the simplest and quickest
method for formal planning.
commonly used for
scheduling task and tracking the
progress of project.
depicts activities as
horizontal lines whose strength
depends on the time required to
complete the activities.
PROJECT MANAGEMENT TECHNIQUES
Gantt Chart

Drawing a Gantt chart requires

information on:

1. The logic of the task

2. The duration of the tasks and

3. The resources available to

complete the tasks.
PROJECT MANAGEMENT TECHNIQUES

Critical Path Method

DuPont developed a Critical Path Method (CPM)

intended to adress the challenge of shutting
down chemical plants once the maintenance had
been completed.

CPM models the activities and events of a project

as a network.

Activities are shown as nodes on the network

and events that signify the beginning or ending of
activities are shown as arcs or lines between the
nodes.
PROJECT MANAGEMENT TECHNIQUES
Critical Path Method models the activity and
events of project as a network.
The following are four parameters for each
activity
1. ES (Earliest start time)- the earliest time at which the
activity can start given that its precedent activities
must be completed first.
2. EF (Earliest finish time)- equal to the earliest start
time for the activity plus the time required to complete
the activity.
3. LF (Latest finish time)- the latest time at which the
activity can be completed without delaying the project
4. LS ( latest start time)- equal to the latest time minus
the time required to complete the activity.
PROJECT MANAGEMENT TECHNIQUES

Critical Path Method

Critical Path - path through the network in which

none of the activities have slack.

Project Crashing - shortening of the project.

Slack Time - time between its earliest and latest

start time, or between its earliest anf latest finish
time.
PROJECT MANAGEMENT TECHNIQUES

Steps in CPM Project Planning

1. Specify the individual activities- all the activities in the project are
listed. The list can be used as the basis for adding sequence and duration
information in later steps.
2. Determine the sequence of the activities- Some activities are
dependent on the completion of other activities. A list of the immediate
predecessors of each activity is useful for constructing the CPM network
diagram.
3. Draw the Network Diagram- Once the activities and their sequence
have been defined, the CPM diagram can be drawn. CPM originally was
developed as an activity on node network.
PROJECT MANAGEMENT TECHNIQUES

4. Estimate activity completion time- The time required to complete

each activity can be estimated using past experience. CPM does not take
into account variation in completion time.
5. Identify the Critical Path- The critical path is the longest-duration path
through the network. The significance of the critical path is that the
activities that lie on it cannot be delayed without delaying the project.
PROJECT MANAGEMENT TECHNIQUES

Program Evaluation and Review Technique (PERT) – is a network model that allows
for randomness in activity completion times.
PROJECT MANAGEMENT TECHNIQUES

PERT is useful because it provides the following information:

1. Expected project completion time
2. Probability of completion before a specified date
3. The critical path activities that directly impact the completion time.
4. The activities that have slack time and that can be lend resources to
critical path activities
5. Activities start and end dates
PROJECT MANAGEMENT TECHNIQUES

The following are some of PERT’s limitations:

1. The activity time estimates are somewhat subjective and depend on
judgement.
2. The underestimation of the project completion time due to alternate
paths becoming critical is perhaps the most serious.
PROJECT MANAGEMENT TECHNIQUES

PERT PLANNING STEPS

1. Identify activities and milestones – The activities are the tasks required to
complete the project. The milestone are the events marking the beginning and end
of one or more activities.
2. Determibe activity sequence – This step may be combined with the activity
identification step since the activity sequence is known for some tasks.
3. Construct the Network Diagram – Using the activity sequence information, a
network diagram can be drawn showing the sequence of the serial and parallel
activities
4. Estimate activity times – Weeks are a commonly used unit of time for activity
completion, but any consistent unit of time can be used.
PROJECT MANAGEMENT TECHNIQUES

Expected time = (OT + 4 x MT + PT) / 6

[(PT – OT) / 6]2
The model usually includes three time estimates:
1. Optimistic time (OT) – generally the shortest time in which the activity can be
completed.
2. Most likely time (MT) – the completion time having the highest probability.
3. Pessimistic time (PT) – the longest time that an activity might require.
DETERMINING THE PROJECT
SCHEDULE
DETERMINING THE PROJECT SCHEDULE

PROJECT SCHEDULE
- tool that communicates what work needs to be performed, which
resources of the organization will perform the work and the timeframes in
which that work needs to be performed.
- ought to reflect all the work connected with delivering the project
on time.
- can be sighted and and updated by team members connected
with the project, keeping everyone well informed on the project as a
whole.
DETERMINING THE PROJECT SCHEDULE

Steps to be completed to develop an initial project schedule:

1. Identify immediate predecessors for all activities.
2. Immediate predecessors define the structure of the network diagram.
3. Determine the personal and non-personal resources required for all
activities.
4. The type, amount, and availability of resources affect how long need
each activity to be performed.
DETERMINING THE PROJECT SCHEDULE

5. Estimate durations for all activities.

6. See the section ‘Estimating Activity Duration’ for details on how to
do so.
7. Identify all intermediate and final dates that must be met.
8. These dates define the criteria the schedule must meet.
9. Identify all activities or milestones outside the project that affect
project’s activities.
DETERMINING THE PROJECT SCHEDULE

10. After, identify these external activities and milestones, set up the
appropriate dependencies between them and the project’s activities and
milestones.
11. Draw unknown diagram.
12. Use the network diagram to determine what schedules the project
can achieve.
13. Analyze project’s network diagram to identify all critical paths and
their lengths and to identify the slack times of noncritical paths.
 END
Thank you 
-BSA 4-2