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Project Management. Project Management. DILBERT’S BOSS. A Balancing Act. Deliverables Cost Quality. Learning How. ME 414W/415W - http://www.me.psu.edu/sommer/me415/ MBA Industrial training programs. Planning. Technical Time Resources Personnel Equipment and Facilities Budget.

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Presentation Transcript
project management2
Project Management

DILBERT’S

BOSS

a balancing act
A Balancing Act
  • Deliverables
  • Cost
  • Quality
learning how
Learning How
  • ME 414W/415W - http://www.me.psu.edu/sommer/me415/
  • MBA
  • Industrial training programs
planning
Planning
  • Technical
  • Time
  • Resources
    • Personnel
    • Equipment and Facilities
    • Budget
benefits of planning
Benefits of Planning
  • Framework for communication
    • Clients and coworkers
  • Allocate resources
    • Personnel, equipment and facilities, budget
  • Benchmark to measure progress
planning fundamentals
Planning - Fundamentals
  • Establish Performance Standards at the BEGINNING
  • Use Decision Trees/Matrices, QFD, Taguchi Methods
  • Assure Performance Standards as Project Progresses
  • Verify Final Performance Against Standards
  • NO SUPRISES!
time planning
Time Planning
  • Identify TASKS
  • Estimate DURATION of Tasks
  • Establish PRECEDENCE of Tasks
  • Record MILESTONES (Performance and Dated)
  • Plan Start and Finish DATES for Tasks
models
Models
  • Gantt Charts - Bar Charts
  • CPM/PERT - Network
  • Control Charts - Planned versus Actual
  • http://www.mne.psu.edu/me415/resources/docs/gantt chart.pdf
gantt chart
Gantt Chart
  • Tabulate Project Tasks
    • Title and ID Number for Each Task
    • Estimate Duration of Each Task
    • Estimate Resource Requirements for Each Task (May Need Dummy Tasks for Critical Resources)
  • Identify Prerequisite Tasks for Each Task
  • Layout Bar Chart with One Bar per Task based on Time
  • Add Dated Milestones
gantt chart pros and cons
Gantt Chart - Pros and Cons
  • Strengths
    • See Status of Each Task at Any Point in Time
    • See Overlapping and Parallel Tasks
  • Weaknesses
    • Unable to Tell if the Entire Project is on Time for Highly Dependent Projects
    • Difficult to Show Critical Path
cpm pert
CPM/PERT
  • Critical Path Method
  • Program Evaluation and Review Technique
cpm pert16
CPM/PERT
  • Tabulate Project Tasks
    • Title and ID Number for Each Task
    • Estimate Duration for Each Task D=(O+4M+P)/6
      • O = Optimistic, M = Most Likely, P = Pessimistic
    • Estimate Resource Requirements for Each Task (May Need Dummy Tasks for Critical Resources)
  • Identify Prerequisite Tasks for Each Task
  • Layout Flowchart of Tasks Based on Dependencies NOT Time
  • Indicate Performance Milestones on Flowchart
cpm pert continued
CPM/PERT - continued
  • Calculate Earliest Completion Time and Latest Completion Time
    • Beginning at start of project, ECT for task = ECT for preceding node + duration
    • Beginning at end of project, LCT for task = LCT for following node - duration
  • Calculate Slack Time for Each Task
    • Slack for Task= ECT - LCT
  • Determine Critical Path
    • Longest Time Path
    • Zero Slack
cpm pert pros and cons
CPM/PERT – Pros and Cons
  • Strengths
    • Shows Task Dependencies
    • Predicts Critical Path
    • Identifies Slack Time for Resources
  • Weaknesses
    • Assumes Subsequent Task Starts Immediately After Prerequisite Concludes
    • Difficult to Visualize Timing
control charts
Control Charts
  • Quality
    • Statistical Process Control
  • Schedule
    • Gantt, Milestone, PERT
  • Budget
    • Commitment
    • Performance
    • Cash Flow
resource planning
Resource Planning
  • LINK TO TIME PLANNING
  • Personnel
    • In-House
    • Vendors and Subcontractors
    • Circle-dot chart
resource planning continued
Resource Planning - continued
  • Equipment and Facilities
    • May Need to Add Dummy Tasks for Critical Resources
    • Downtime for Expected Maintenance or Failure
  • Budget
    • Often Not Under Direct Control of Project Team
    • Contingency Funds
    • Variable Value of Money
      • Inflation
      • International Currency