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PROJECT MANAGEMENT
ENCE-7323
TO 763-N
CLASS 2
September 10, 2000
Carl E. Edlund
214-665-8124
[email protected]
[email protected]
PROJECT PLANNING AND
SCHEDULING (PART 1)
1.0
Concepts in Class 1 [also discuss NPDES Outfall]
2.0
Review Homework No. 1
3.0
Nature/importance of Project Planning and Scheduling
4.0
Planning and Scheduling Tools
5.0
Fundamentals of the Critical Path Method (CPM)
6.0
Benefits/drawbacks of CPM
PROJECT MANAGERS CONSTRAINTS
TIME
RESOURCES
COST
PEOPLE
EQPT
$
FACIL.
MTL
INFO
TECH
PERFORMANCE / TECHNOLOGY
EVOLUTION OF WORK
1900 INDUSTRIAL MODEL
L
M
M
M
FOREMEN
T
T
T
T
T
DIFFERENCES:
[Production] Line vs Project Organization
LINE ORG.
PROJECT ORG.
PRODUCTS:
MASS
UNIQUE
EXISTANCE
LONG LIVED
TEMPORARY
AUTHORITY:
STRUCTURE
‘CHARTER’
HARD
EASY
CHANGE:
EVOLUTION OF WORK
2000 TALENTED TEAM MODEL:
WORK IS HOLISTIC
K. S. A’s:
PROJECT
- MGMT
TEAMS
- TASK
M
TS
L
- TEAM
- L- SHIP
T
HOMEWORK NO. 1
CRITIQUING A PROJECT
SCENARIO:
On October 28 of last year, John Smith, a
recently promoted project manager with the
consulting firm of Succup & Druel, Inc. (S&D),
received a call from Jane Doe, the
Environmental Manager for Acme Industries.
Ms Doe asked Smith to submit a proposal to
conduct an initial investigation of a suspected
release from one of the underground storage
tanks (USTs) at the company's fueling facility.
HOMEWORK #1
CRITIQUING A PROJECT
• 10/28 Jane Doe [Acme] called John Smith
[S&D]:
– Proposal for leaking [?] UST
– Fast! TNRCC needs
• John Smith
– Limited Project Management experience
– Consulted Hoss Ritter … good feedback
– Prepared proposal
HOMEWORK #1
CRITIQUING A PROJECT
• Smith’s proposal:
–
–
–
–
–
Consistent with regs
Soil gas survey
Sampling and analysis
4 borings developed as GW wells
Costs:
• Consistent with TNRCC requirements
• Lab and drilling contract estimates based on last year’s
project
HOMEWORK #1
CRITIQUING A PROJECT
• Jane Doe [Acme]:
– Verbal approval, contract #
– Agreed with scope, budget,schedule
– December 31 deadline !!
• Project Team:
–
–
–
–
John Smith
Gray Hare
Carole Lumbardy
Yan Nu
HOMEWORK #1
CRITIQUING A PROJECT
• Project Tasks:
–
–
–
–
–
–
1.
2.
3.
4.
5.
6.
Initial reconnaissance
Research site history
Compile data
Phase I field investigation
Evaluate Phase I data
Prepare report
HOMEWORK #1
CRITIQUING A PROJECT
SMITH
HARE
LUMBARDY
1.
X
2.
X
(S)
3.
X
(S)
4.
S
NU
R
5.
X
6.
X
R
(S)
X
(S)
S
(S)
(S)
HOMEWORK #1
CRITIQUING A PROJECT
• Planning meeting:
– Hare:
• Watch drilling and lab contractors .. No bids yet
• Available for ‘R’s
• Subcontracts:
– 3 Drillers:
• 15% higher than estimate
– 3 Labs:
• On target with estimate
HOMEWORK #1
CRITIQUING A PROJECT
• Progress:
– Tasks 1,2: on schedule
– Task 3:
• TNRCC approval delay resulted in 1.5 week delay to
start drilling
• PSH issue:
– 8 hour standby
– additional day per diem for 3 men
– Task 4
• Delay of sample delivery and holiday conflict
• Premium for fast delivery (‘only’ 25%)
HOMEWORK #1
CRITIQUING A PROJECT
• Task 5: done in 5 days
• Task 6:
–
–
–
–
to Hare for review Wednesday 12/20
Friday 12/22 = Tuesday 12/26
Thursday 12/28 (all nighter?)
Friday 12/29 hand delivered to empty Acme office
• Summation:
– Doe: ‘Great work .. More to come.’
– Hare: ‘You blew it by how much ?’
HOMEWORK NO. 1
CRITIQUING A PROJECT
Requirement: Analyze John Smith's initial
performance as a project manager in terms of
planning, organization, staffing, direction, and
control.
Project Life Cycle
DEFINE
PLAN
CONTROL
CLOSE
Project Life Cycle
DEFINITION
• ENLIST SPONSOR
• NAME STAKEHOLDERS
• MAKE RULES
• STATEMENT OF WORK
• RESPONSIBILITES MATRIX
• COMMUNICATION PLAN
• CHARTER
Project Life Cycle
PLANNING
• RISK MANAGEMENT
• DETAILED SCHEDULING
• RESOURCE ESTIMATING
• RISK LOG
• SCHEDULE
• BUDGET
• RESOURCE PLAN
Project Life Cycle
CONTROL
• MEASURE PROGRESS
• COMMUNICATION
• CORRECTIVE ACTION
• PROGRESS
REPORTS
Project Life Cycle
CLOSEOUT
• RECONCILE ACCOUNTS
• LESSONS LEARNED
• PREPARE FOR NEXT JOB
• FINAL PRODUCT
• CUSTOMER
ACCEPTS
Project Life Cycle
DEFINE
PLAN
CONTROL
FEEDBACK CHANGES
CLOSE
CORRECTIONS
PROJECT PLANNING AND
SCHEDULING
The project manager uses a planning and
scheduling process because most
projects are complex and of long duration
and require visualization of their parts,
when they should occur, and the
resources needed. A planning and
scheduling process:
PROJECT PLANNING AND
SCHEDULING
• Identifies project activities (tasks/steps)
• Identifies the sequence and duration of
project activities
• Organizes project resources (labor,
equipment, materials, technology, facilities)
• Enables monitoring of project progress
PLANNING AND SCHEDULING
TOOLS
• Bar (Gantt) charts
• Critical Path Method (CPM) and Program
Evaluation Review Technique (PERT)
• Level of Effort (Manual v/s Computerized
Applications)
BAR (GANTT) CHARTS
• Key Elements
– Activity List
– Time Line
– Activity Duration Assignments
• Example(next page)
• Strengths/Weaknesses
• Applications
– Proposals
– Status Briefings
– Work Schedules
• In-Class Practical Exercise
EXAMPLE
2001
Sep
Task Name
PROJECT KICKOFF MEETING
PROJECT COORD. & EQUIP. MOB.
FIELD WORK
LAB TESTING; DATA VALIDITY
DATA REVIEW & REPORT PREP.
DRAFT REPORT COMPLETION
29
October
6
13
20
November
27
3
10
17
24
PRACTICAL EXERCISE
On September 1 Horace Kantwate, a
seasoned project manager for S&D, received
a call from ERU's Bob Jones. Jones asked
Kantwate for a rough schedule of work that
would needed to submit a permit application
for a new solid waste landfill that ERU
planned. S&D was to assume a January 2002
start date for beginning the permitting project
[e.g. submit draft permit to SEA]. After getting
preliminary information on the type, size, and
location for the landfill, Kantwate
PRACTICAL EXERCISE
prepared a schedule. The tasks and estimated
durations were as shown below:
Activity
Estimated Duration(days)
Preliminary Investigation and
Feasibility Study
50
Field Investigation
60
Engineering Analysis and Design
40
Permit Preparation
80
Requirement: Prepare a Bar (Gantt) chart schedule for the
proposed landfill permitting project … CAN the permit be
submitted before the end of January?
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
Critical Path Method (CPM)
As a Planning and Scheduling Tool:
• It is a formal, graphic means of determining
the relationship between the activities (tasks)
in a project.
• It enables systematic isolation of activities
comprising the critical elements that set the
duration of a project.
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
• It helps the project manager analyze a project
before, during, and after operations.
The greatest asset of CPM is its portrayal of
critical activities, giving the project manager
forewarning of where he or she might expect
schedule problems.
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
About CPM
• The core of CPM is a network diagram that
represents the manager's best effort at efficient
planning and scheduling of project activities.
• The network diagram consists of arrows
(activities) and circles (events). Activities
represent work and consume resources and
time; events do not, rather they mark points in
time when activities begin or finish. The length
of an arrow has no relevance.
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
• The CPM network has one starting event and
one ending event.
• Each activity is bounded by two events, one at
the tail (starting point) and one at the head
(ending point).
Activity
Event
Event
1
i
Mobilize
2
2
j
Drill Borings
3
3
i
Duration (Days)
j
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
• The event circles bounding an activity are
numbered, the number of the tail event is that
activity's "i" designation; the number of the
head event is that activity's "j" designation.
By convention, j is numerically higher than i,
portraying left to right movement through the
network diagram. The j designation of a
preceding activity is the i designation of the
succeeding activity.
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
• Dummy arrows (dashed lines) may be needed
in a network diagram to show logic or achieve
unique i-j designation for activities; dummy
arrows do not consume resources or time.
A
3
A
3
1
3
B
2
2
DUMMY ARROW
0
1
3
B
2
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
• Network diagrams flow from left to right with
horizontal or vertical numbering of events. See
illustration on next page.
• Analysis of the network diagram will disclose the
float time (schedule flexibility) available for each
activity. An activity's Total Float time represents
the delay that can occur in starting the activity
without delaying the overall project; an activity's
Free Float time is the delay the activity can sustain
without delaying a subsequent activity.
VERTICAL & HORIZONTAL NUMBERING
2
6
3
7
VERTICAL
10
13
1
2
3
4
5
4
8
11
5
9
12
6
13
1
7
8
10
11
9
HORIZONTAL
12
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
Eight Steps to Using CPM to Manage a Project

Identify the activities (tasks) in the project and
their durations.

Determine for each activity the logic that
governs when it can occur, i.e., what must precede
the activity, what can occur at the same time, and
what must follow (precedence, concurrence,
succession).
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)

Draw a network diagram that reflects the
best progression of the project (i.e., order
activities in a logical sequence that minimizes
project duration). For each activity, place the
name of the activity above the arrow and the
duration of the activity below the arrow.

Determine the earliest event times (EETs)
and latest event times (LETs) for each event in
the network diagram.
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
Compute EETs
• The EET for Event 1 is 0 (representing the
end of day 0 or the beginning of day 1).
• Trace each activity and add that activity's
duration to the preceding EET. The sum will
be the EET for the next event, unless two or
more activities enter that event. IF two or
more activities enter an event, the EET for
that event will be the largest of the computed
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
EETs, SINCE activities leaving that event cannot
begin until all activities entering the event are
complete. Place the EET in a box symbol
adjacent to the event symbol.
• Continue the procedure from left to right until
reaching the end of the diagram.
• The EET for the last event is the earliest possible
time the entire project can be completed, given
the network as drawn and the activity durations
assigned.
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
of the activity. The result will be the LET at the tail
of the activity, unless the tails of two or more
activities converge at the event. If the tails of two
or more activities converge, the LET at the tail
event will be the smallest computed time. To select
a larger LET would delay (extend) the time of the
project. Place the LET in a triangle symbol
adjacent to the event symbol.
• Continue from right to left to the beginning of the
diagram.
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)

Determine and highlight the critical path
(those critical activities that define the duration of
the project). Activities are critical if:
– The EET and LET at the tail of the activity are
equal.
– The EET and LET at the head of the activity
are equal.
– The difference between the EET (or LET) at
the head and the EET (or LET) at the tail
equals the activity duration.
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
There will be at least one critical path extending
from the beginning to the end of the project.

Tabulate activity times (early start, early
finish, late start, late finish, total float, and free
float) that can help you schedule resources and
identify schedule flexibility.
– Early Start (ES) = The EET (entered in the
box symbol) at the tail of the activity arrow
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
– Early Finish (EF) = ES + Activity Duration
– Late Start (LS) = LF - Activity Duration
– Late Finish (LF) = The LET (entered in the
triangle symbol) at the head of the activity
arrow
– Total Float (TF) = LS - ES = LF – EF
– Free Float (FF) = EET (at the head) - EF
FUNDAMENTALS OF THE
CRITICAL PATH METHOD (CPM)
Interfering float (that which delays a
subsequent activity, but not the total project)
equals TF - FF; for a given activity, it is also
equal to the difference between the LET and
EET at the head of that activity's arrow.

Schedule activities and allocate resources
to maximize efficiencies and minimize project
time.

During the project, measure progress;
taking action where necessary and modifying
the network diagram as needed.
SUMMARY OF BENEFITS OF
THE CRITICAL PATH METHOD
• Provides graphic representation of the
sequence and interdependency of activities
• Enables prediction of project duration
• Highlights critical path activities and project
float time
• Enables detailed planning/scheduling prior to
starting the project
BENEFITS OF THE CRITICAL
PATH METHOD (CPM)
• Enables tracking of project activities and
timely response to changed conditions
• Can be used for alternatives analysis
• Aids in estimating/allocating resources and
costs and visualizing constraints
“LOOSE CANNONS”
NO. 3
Susan Queue, S&D project manager, wrestled
with the enormity of the project. There were so
many tasks to accomplish. She wondered what
was the best arrangement of the tasks and how
long the project would take. She knew some
tasks could not start until others were finished,
while others were unconstrained. She
wondered how much flexibility she had in the
project, how critical task start and stop times
were, and how to allocate resources.