chapter 6 project planning & scheduling

8/14/2019 Chapter 6 Project Planning & Scheduling

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Chapter 6

Project Planning

& Scheduling


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What is project

management? Activity 8

Measures of a project Quality Cost

Time


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Project planning Breaking down the project into

manageable units of activity

Estimating the resources required

Sequencing and scheduling eachunit in the most appropriate way

for coordinated performance.


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Project planning

tools


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Work break down

structure (WBS) Break a project down into its

component phases/stages: Discover exactly what work must be

accomplished

Determining the resources required

Sequencing and coordinating the workdone.


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Work break down

structure (WBS) (cont) E.g. building a house.


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Description ofwork/activity

Time (days)

1 2 3 4 5 6 7 8 9 10 11 12 13 14

1

2 Concretefoundation

3 Build walls

4 Construct roof

5 Fit garage door

6 Provide service

7 Plaster

8 Decorate

Exavate forfoundation

Using Charts: Gantt

chart


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Activity 9


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Using Charts (cont) Advantages:

Easily understood

Disadvantages: Display a restricted amount of

information

The links between activities are fairlycrude


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Network analysisES D EF

Description

LS F LF

ES = early start; EF = early finish = ES + D

LS = late start; LF = late finish = LS + D

D = activity duration; F = float (slack) = allowabledelay

ES =Maximum EF of all predecessors for non-starting activities= = -


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Network analysis (cont)

A B

Activity on node (AON)

A must be done before B can

start


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Activity 15


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Critical Path Analysis (CPA) Identifies critical path

Longestpath in network Shortesttime project can be

completed Any delay on critical path activities

delays project Critical path activities have 0 slack


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Resource Allocation


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Gantt charts Gantt charts


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End


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Mission

The organizations basic function insociety, in terms of the products

and services it produces for itsclients.


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Goals

Intentions behind decisions oractions, the states of mind that

drive individuals or organizationsto do what they do.


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Objectives

Targets of standards that orientatethe activities of the organization.


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Strategies

A course of action, including thespecification of resources required.


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Tactics

The most efficient deployment ofresources in an agreed strategy.


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Operational Plans

Concerned with the way in whichthe company is to be run from day-

to-day to optimize performance.


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At a strategic level

Decide what business theorganization should be in, and

what its overall objectives shouldbe.


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At a tactical level

Decide how it should go aboutachieving its overall objectives:

what products it should produce,how it will organize work and so on


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At the operational level

Decide what needs to be donefrom day to day and task to task.


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Two main consequences

Long-term objectives might conflictwith short-term plans.

Plan should not be rigid becausefuture is uncertain.


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Uncertainty

Plans and structures givedirections and predictability to the

work (a form of risk management)


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The need for coordination

Subunits know what to achieve.

Work flows between processes.

Resources required.

Work required to do by somebody.

Ensure goods/service available atthe right place, right time.


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The need for objectives

Human beings are purposive.

Objectives are important in

learning and motivation.


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Systems

An agreed-upon plan or process forcarrying out an activity. Operating system Accounting system

Quality management system


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Policies

General statements that provideguidelines for management

decision making. E.g.

Five year guarantees on all products


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Procedures

Chronological sequences of actionsrequired to perform a task.

Main advantages: Efficiency

Routine

Standardization


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Rules

Prescribes a specific, definite actionthat must be taken in a given

situation. It allows no discretion-unlike a

policy.

E.g. Company telephones cant be used for

personal calls.


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Programs

Coordinated groups or series ofplans to achieve a particular

objective.


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Budgets

A formal statement of expectedresults set out in numerical terms

usually summarized in moneyvalues.


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Risk assessment

All potential problems should belisted.

These risks should be assessed asto the impact and damage.


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Risk management

Once the potential damage hasbeen assessed, steps are taken to

minimize the damage.


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Risk transference

Insurance.

Contingency plan.


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Contingencies

In case unexpected anduncontrollable events may happen

contingency plans.


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Market driven (reactive)

Consumer expectation/preferences

Marketing strategy: meet customerexpectation better than thecompetition

Competitive advantage


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Driving markets(proactive)

Marketing strategy: anticipate andform customer expectation.

Create customer preferences forproducts and services.

Competitive advantage.


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Quality is subjective

Cant be measured in an absolutevalue.

Different customers will want,need, or expect different thingsfrom the same product type.


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Quality is distinctive

Different market segments willproduce differentiated definition of

quality.


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Quality is dynamic

Expectations change over time.


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The nature of the job

Regular contact with other people.

Prolonged or unnecessary

meetings


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The personality of themanager

Ability to say no.

Self-discipline.


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The influence anddemands of colleagues

Subordinates refer to the managerfor decisions.

Close supervision. Consultative style.

Relationship building.

chapter 6 project planning & scheduling

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