Chapter 9 Project Management Russell and Taylor Operations

Chapter 9 Project Management Russell and Taylor Operations and Supply Chain Management, 8 th Edition

Lecture Outline • • Project Planning – Slide 5 Project Scheduling – Slide 18 Project Control – Slide 21 CPM/PERT – Slide 22 Probabilistic Activity Times – Slide 34 Microsoft Project – Slide 46 Project Crashing and Time-Cost Trade-off – Slide 56 © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -2

Learning Objectives • Discuss the project planning process, including planning tools, evaluation methods, and key concepts • Discuss the benefits of and strategies for dealing with diverse project groups • Explain the basics of project scheduling and the use of Gantt charts • Define enterprise project management and discuss the key elements in project control © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -3

Learning Objectives • Define enterprise project management and discuss the key elements in project control • Develop and analyze both deterministic AND probabilistic project networks • Use Microsoft Project for network analysis • Determine and explain project crashing and time-cost tradeoffs © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -4

Project Planning • A Project … • • • Has a unique purpose IS not repetitive Is accomplished in a finite time by TEAMS Is a one-time operational activity or effort Has definite starting and stopping points Produces a unique product customized to meet customer requirements © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -5

The Project Management Process and Components © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -6

Project Management Components © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -7

Project Management Process © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -8

Elements of a Project Plan • • Objective or Purpose Scope Contract requirements Schedules—time, cost (budget) Resources—cost, time Personnel Control Risk and problem analysis © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -9

Project Return • • Project requires positive gain or benefit ROI is one measure, but not always applicable “Soft” returns Projects for public good (Gain from project – cost of project) ROI = Cost of project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -10

Project Team and Project Manager • Project team • made up of individuals from various areas and departments within a company • Matrix organization • a team structure with members from functional areas, depending on skills required • Project manager • most important member of project team © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -11

Scope Statement • Scope statement • a document that provides an understanding, justification, and expected result of a project • Statement of work • written description of objectives of a project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -12

Requirements Document • A detailed description of customer requirements that will be accommodated by this project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -13

Work Breakdown Structure • Organizes the work in a project • Breaks project into components, subcomponents, work packages • Start at the top and work down • Brainstorm project scope • A graphic delineation of SCOPE © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -14

Work Breakdown Structure for Computer Order Processing System Project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -15

Responsibility Assignment Matrix • Organizational Breakdown Structure (OBS) • a chart that shows which organizational units are responsible for which work items • Responsibility Assignment Matrix (RAM) • shows who is responsible for the work in a project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -16

Responsibility Assignment Matrix © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -17

Global Cultural and Diversity Issues in Project Management • Global project teams are formed from different genders, cultures, ethnicities, etc. • Diversity among team members can add an extra dimension to project planning • Cultural research and communication are important elements in the planning process © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -18

Project Scheduling • Steps – – Define activities Sequence activities Estimate time Develop schedule © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e • Techniques – Gantt chart – CPM/PERT • Software – Microsoft Project 9 -19

Gantt Chart—the most important Graphics Tool • Graph or bar chart • TIME is the independent variable exhibited on the S-axis • Horizontal bars represent the time for each task • Bars also indicate status of tasks • Provides visual display of project schedule • Shows precedence – sequence of tasks • Shows slack – amount of time an activity can be delayed without delaying the project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -20

A Gantt Chart © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -21

Project Control • • • Time management Cost management Quality management Performance management Communication Enterprise project management © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -22

CPM/PERT—methods for project scheduling • Critical Path Method (CPM) • Du. Pont & Remington-Rand (1955) • Deterministic task times • Activity-on-node network construction • Project Evaluation and Review Technique (PERT) • US Navy and Booz, Allen & Hamilton (1952) • Probabilistic task time estimates • Activity-on-arrow network construction © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -23

Project Network • Activity-on-node (AON) – nodes represent activities – arrows show precedence relationships • Activity-on-arrow (AOA) – arrows represent activities – nodes are events for points in time • Event – completion or beginning of an activity in a project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -24

AOA Project Network for a House You will never see this type of network again!! © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -25

AON Network for House Building Project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -27

Activity Start Times A: B: C: D: 1 -2 -4 -7 3 + 2 + 3 + 1 = 9 months 1 -2 -5 -6 -7 3 + 2 + 1 + 1 = 8 months 1 -3 -4 -7 3 + 1 + 3 + 1 = 8 months 1 -3 -5 -6 -7 3 + 1 + 1 = 7 months © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e Critical path • Longest path through a network • Minimum project completion time 9 -28

Activity Scheduling • Forward pass • starts at beginning of CPM/PERT network to determine earliest activity times • Earliest start time (ES) • earliest time an activity can start • ES = maximum EF of immediate predecessors • Earliest finish time (EF) • earliest time an activity can finish • earliest start time plus activity time • EF= ES + t © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -29

Node Configuration © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -30

Earliest Activity Start and Finish Times © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -31

Activity Scheduling • Backward pass • Determines latest activity times by starting at the end of CPM/PERT network and working forward • Latest start time (LS) • Latest time an activity can start without delaying critical path time • LS= LF - t • Latest finish time (LF) • latest time an activity can be completed without delaying critical path time • LF = minimum LS of immediate predecessors © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -32

Latest Activity Start and Finish Times © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -33

Activity Slack Activity LS ES LF EF Slack S *1 0 0 3 3 0 *2 3 3 5 5 0 3 4 3 5 4 1 *4 5 5 8 8 0 5 6 5 7 6 1 6 7 6 8 7 1 *7 8 8 9 9 0 * Critical Path © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -34

Probabilistic Activity Times • Beta distribution • probability distribution traditionally used in CPM/PERT Mean (expected time): Variance: where a + 4 m + b t= 6 b-a = 6 2 2 a = optimistic estimate m = most likely time estimate b = pessimistic time estimate © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -35

Examples of the Beta Distribution © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -36

Project with Probabilistic Time Estimates © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -37

Activity Time Estimates TIME ESTIMATES (WKS) ACTIVITY 1 2 3 4 5 6 7 8 9 10 11 MEAN TIME VARIANCE a m b t б 2 6 3 1 2 2 3 2 1 1 8 6 3 4 2 7 4 4 10 10 9 5 12 4 5 2 11 6 7 13 8 6 3 5 3 4 2 7 4 4 9 0. 44 1. 00 0. 44 2. 78 0. 11 0. 00 1. 78 0. 44 1. 00 4. 00 © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -38

Activity Early, Late Times & Slack ACTIVITY 1 2 3 4 5 6 7 8 9 10 11 t б ES EF LS LF S 8 6 3 5 3 4 2 7 4 4 9 0. 44 1. 00 0. 44 2. 78 0. 11 0. 00 1. 78 0. 44 1. 00 4. 00 0 8 6 3 3 9 9 13 16 8 6 3 13 9 7 5 16 13 17 25 1 0 2 16 6 5 14 9 12 21 16 9 6 5 21 9 9 16 16 16 25 25 1 0 2 8 0 2 11 0 3 8 0 © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -39

Earliest, Latest Times, and Slack © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -40

Total Project Variance 2 = б 22 + б 52 + б 82 + б 112 = 1. 00 + 0. 11 + 1. 78 + 4. 00 = 6. 89 weeks © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -41

CPM/PERT With OM Tools © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -42

Probabilistic Network Analysis Determine probability that project is completed within specified time where = = x= Z= Z= x- tp = project mean time project standard deviation proposed project time number of standard deviations that x is from the mean © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -43

Normal Distribution of Project Time © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -44

Southern Textile – 30 weeks 2 = 6. 89 weeks = 6. 89 = 2. 62 weeks Z= = x- 30 - 25 2. 62 = 1. 91 From Table A. 1, (appendix A) a Z score of 1. 91 corresponds to a probability of 0. 4719. Thus P(30) = 0. 4719 + 0. 5000 = 0. 9719 © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -45

Southern Textile – 22 weeks 2 = 6. 89 weeks = 6. 89 = 2. 62 weeks Z= x- 22 - 25 = 2. 62 = -1. 14 From Table A. 1, (appendix A) a Z score of 1. 14 corresponds to a probability of 0. 3729. Thus P(22) = 0. 5000 - 0. 3729 = 0. 1271 © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -46

Microsoft Project • Popular software package for project management and CPM/PERT analysis • Relatively easy to use • House-building example © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -47

Microsoft Project Click on “Tasks” First step; Start Date © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -48

Microsoft Project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -49

Microsoft Project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -50

Microsoft Project – Zoom View © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -51

PERT Analysis with Microsoft Project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -52

PERT Analysis with Microsoft Project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -53

PERT Analysis with Microsoft Project © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -54

Project Crashing • reducing project time by expending additional resources • Crash time • an amount of time an activity is reduced • Crash cost • cost of reducing activity time • Goal • reduce project duration at minimum cost © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -55

Normal Time and Cost vs. Crash Time and Cost $7, 000 – $6, 000 – Crash cost $5, 000 – Crashed activity Slope = crash cost per week $4, 000 – $3, 000 – $2, 000 – Normal activity Normal cost $1, 000 – – 0 Normal time Crash time | 2 | 4 © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e | 6 | 8 | 10 | 12 | 14 Weeks 9 -56

Project Network – Building a House © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -57

Project Crashing ACTIVITY 1 2 3 4 5 6 7 NORMAL TIME (WEEKS) CRASH TIME (WEEKS) NORMAL COST 12 8 4 12 4 4 4 7 5 3 9 1 1 3 $3, 000 2, 000 4, 000 500 500 15, 000 $5, 000 3, 500 7, 000 71, 000 1, 100 22, 000 $75, 000 $110, 700 © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e CRASH COST TOTAL ALLOWABLE CRASH TIME (WEEKS) 5 3 1 3 3 3 1 CRASH COST PER WEEK $400 500 3, 000 7, 000 200 7, 000 9 -58

Weekly Crash Costs – Fig 9 -16 a © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -59

Project Crashed to 31 Weeks Fig 9 -16 b © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -60

Time-Cost Relationship • Crashing costs increase as project duration decreases • Indirect costs increase as project duration increases • Reduce project length as long as crashing costs are less than indirect costs and you will be saving money as well as reducing project duration • You can crash the even further but it will cost more • Crashing should be done before execution in the planning phase © 2014 John Wiley & Sons, Inc. - Russell and Taylor 8 e 9 -61

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