Download - planning, preparing, and coordinating efforts to a accomplish a specific set of objectives
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planning, preparing, and coordinating efforts to a accomplish a specific set of objectives
Lesson 01
Project Management
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A Project is a unique one time operation designed to accomplish a specific set of tasks in a limited time frame.
. Olympic Games
. Producing a movie
. Software development
. Product development
. ERP implementation
Leadership/Participation in a successful project will enhance your opportunities for career advancement!
Typically success is defined by. On time. Within budget
Project
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Managers have day to day operations as well as routine projects with which to deal. Some typical projects include:
. New product design
. Updating old products
. Marketing and advertising campaigns
. Information system development
. Quality improvement
. Process improvement
. Location selection, etc.
Doing day to day activities and routine projects will get you a “met expectations” on your performance review.
Day To Day Activities & Projects
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Those projects which are non-routine continual improvement projects are usually undertaken as a company initiative. However, no matter what your position in the organization, you have an opportunity to develop projects within your sphere of influence. These non-routine projects which add value to your organization will also add value to your career.
Projects which are undertaken outside of the normal routine day to day activities will set you apart from your peers. It is also what many superiors will use to evaluate you as a person who “exceeds expectations” or “does superior work”.
In my opinion, this is the secret to success!
Continual Improvement Projects
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Size - some projects are larger than others and have thousands of complex, large components requiring careful planning and coordination. Projects typically have a specified time-frame and a budget for costs. All projects require
. Goals
. Priorities
. Activities & tasks .. time estimates.. responsibility assignments
. Planning
. Scheduling
. Coordinating
. Resolving conflict
. Monitoring
Project Issues
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JAN FEB MAR APR MAY JUN
On time!
Build A
A Done
Build B
B Done
Build C
C Done
Build D
Ship
Project Tasks & Timelines
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Project Phases - projects have a life-cycle of phases which may require a different set of skills for each phase or task within phase. The major phases of a project are:
. Concept
. Feasibility
. Planning
. Execution
. Phase out
Project Phases
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Project Life Cycle
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Key Decisions in Project Management - :. Which projects are most important? (Pareto). Project manager. Project Team. Planning and designing the project. Managing and controlling the project resources(personnel, technology, money, etc.). Deciding if and when a project should be terminated
Project Management Decisions
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Project Issues
Projects may be departmental or company wide. In either case selection of the project participants is extremely important.
. Team members.. Departmental.. From many departments within the company
. Matrix organization … because the project member may be assigned to the project effort on a part time basis he/she may wind up with two supervisors. Conflicts will have to be resolved.. Project manager
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Work QualityHuman Resources TimeCommunications Costs
Project Manager
The project manager is key to the project success. Many hard decisions will have to be made and it will test their leadership abilities.
Many young managers are given projects to tests leadership ability.
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Complexity of projects - because large projects usually involve a very large number of activities, project managers and project planners must break down a project into the tasks and sequence them according to priority, timing, task length, and costs. Visual aids are very important for communicating the project tasks to all persons involved and interested in the project.
Two key tools to accomplish this are:. Work Breakdown Structures. Gantt Charts (named for Henry Gantt)
Project Issues
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A work breakdown structure is a hierarchical listing of what must be done during a project
Work Breakdown Structure
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MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Locate new facilities
Interview staff
Hire and train staff
Select and order furniture
Remodel and install phones
Move in/startup
Gantt Chart
Gantt Chart
A Gantt chart is a simple chart showing major tasks and time lines.
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The simplicity of the Gantt chart is very useful for communication of a project status; however, it does not contain details showing relationships between tasks. Two of the most popular and widely used techniques for planning and coordinating tasks in projects are:
. Project Evaluation and Review Technique (PERT) U.S. Navy Special Projects Office (1958) Polaris Missile Project . Critical Path Method (CPM) J. E. Kelly - Remington-Rand & M. R. Walker - Du Pont (1957) Scheduling maintenance of chemical processing plants
PERT & CPM
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These methods show . Project network diagrams which are graphical displays of project activities (tasks)indicating preceding and following activities. Length of time each activity takes. Estimates of how long the project (all activities) will take. An indication of which activities are the most critical to timely project completion. An indication of how long any activity can be delayed without lengthening the project
PERT & CPM
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1
2
3
4
5 6
Locatefacilities
Orderfurniture
Furnituresetup
InterviewHire and
train
Remodel
Move in
A project network diagram is a precedence relationship showing project activities showing sequential relationships by use of arrows and nodes
Project Network Diagram
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Activities - project steps that consume resources and/or timePath - a sequence of activities that leads from the starting node to the finishing nodeCritical Path - the longest path determines the expected project durationCritical Activities - activities on the critical pathSlack - allowable slippage for a path (the difference between the length of a path and the length of a critical path)Deterministic time estimates - estimates that can be made with a high degree of certaintyProbabilistic time estimates - estimates of times that allow for probable variation
Project Network Diagram Terminology
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Activity On Arrow (AOA)
Activity On Node (AON)
Network Conventions
S
T
U
1
2
3T
S
4U
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a
b
c
Both activities a and b have to be completed before activity c can begin. Activities a and b are independent of each other.
Network Conventions (AOA)
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ab
c
Activity a must precede activities b and c. Activities b and c are independent of each other.
Network Conventions (AOA)
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a
b
c
d
Both activities a and b have to be completed before activity c or d can begin. Activities a, b, c, and d are independent of each other.
Network Conventions (AOA)
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a
b
c
Dummyactivity
Independent activities a and b both have the same ending node. To preserve the independence a dummy node and activity must be created. The time allocated to a dummy activity is 0.
Network Conventions (AOA)
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AON Network
ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
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AON Network
ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AON Network
B
A
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AON Network
ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AON Network
B
A
C
D
E
F
I
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AON Network
ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AON Network
B
A
C G
H
K
D
JE
F
I
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AON Network
ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AON Network
B
A
C G
H
K
D
JE
F
I
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ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AOA Network
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ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AOA Network
A
B
2
4
1
AOA Network
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ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AOA Network
A
B
C
D
2
3
5
4
1
AOA Network
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ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AOA Network
F
A
B
C
D
H
E
G
I82
3 7
65
4
1
AOA Network
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ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AOA Network
F
A
B
C
D
H
E
GJ
I82
3 7
65
4
1
AOA Network
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ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AOA Network
F
A
B
C
D
H
E
GJ
I Dummy
82
3 7
65
4
1
AOA Network
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ImmediateActivity Predecessor(s)
A—B—CADBEBF AGCHDI AJE,G,HKF,I,J
AOA Network
F
A
B
C
D
H
E
G
K
J
I Dummy
82
3 7
65
4
91
AOA Network
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Fixed (Deterministic) Time Estimates
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*Predecessors* Duration Times
*Task* Start 1 2 3 "O" "M" "P" *Task*
A 0 8 Locate facilities
C A 6 Order furniture
D A 11 Remodel
E C 3 Furniture Setup
G E D F 1 Move in
B 0 4 Interview
F B 9 Hire and train
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ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
Draw the . AOA network diagram
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Locatefacilities8 Weeks
Orderfurniture6 Weeks
Furnituresetup
3 Weeks
Interview4 Weeks
Hire and train9 Weeks
Remodel11 Weeks
Move in1 Week
CA
B
E
G
F
D
Locatefacilities8 Weeks
Orderfurniture6 Weeks
Furnituresetup
3 Weeks
Interview4 Weeks
Hire and train9 Weeks
Remodel11 Weeks
Move in1 Week
CA
B
E
G End
F
Start D
Draw the . AON network diagram
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ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
Determine the . length of each path
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ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
A C E G 18
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ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
A D G 20
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ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
B F G 14
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A C E G 18 A D G 20 B F G 14
Determine the . critical path . project duration
ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
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Determine the . slack for each path
ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
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A C E G 2
ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
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A D G 0
ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
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B F G 6
ALocate
facilities8 Weeks
COrder
furniture6 Weeks E
Furnituresetup
3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks G
Move in1 Week
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A 8 Weeks
C6 Weeks
E3 Weeks
B4 Weeks
F9 Weeks
D11 Weeks
G1 Week
Determine the earliest start time and the earliest finish time for each activity.
0 8
8 14
14 17
8 19
19 20
4 130 4
Forward Pass
ES EFES = max(preceeding tasks)EF = ES + Time
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13.04.0F
4.00.0B
20.019.0G
17.014.0E
19.08.0D
14.08.0C
8.00.0A
FinishStartTask
Early
ALocate
facilities8 Weeks
COrder
furniture6 Weeks
EFurniture
setup3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks
GMove in1 Week
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Determine the latest start time and the latest finish time for each activity.
A 8 Weeks
C6 Weeks
E3 Weeks
B4 Weeks
F9 Weeks
D11 Weeks G
1 Week
0 8
10 16
16 19
8 19
19 20
10 196 10
Backward Pass
LS LFLF = min(following tasks)LS = LF - Time
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19.010.0F
10.06.0B
20.019.0G
19.016.0E
19.08.0D
16.010.0C
8.00.0A
FinishStartTask
Late
ALocate
facilities8 Weeks
COrder
furniture6 Weeks
EFurniture
setup3 Weeks
BInterview4 Weeks
FHire and
train9 Weeks
DRemodel11 Weeks
GMove in1 Week
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Slack = Late Start – Early Start or Slack = Late Finish – Early Finish
Determine the . Slack for each task
6.019.010.013.04.0F
6.010.06.04.00.0B
0.020.019.020.019.0G
2.019.016.017.014.0E
0.019.08.019.08.0D
2.016.010.014.08.0C
0.08.00.08.00.0A
SlackFinishStartFinishStartTask
TaskLateEarly
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Variable (Probabilistic) Time Estimates
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*Predecessors* Duration Times
*Task* Start 1 2 3 "O" "M" "P" *Task*
A 0 4 8 10 Locate facilities
C A 3 6 8 Order furniture
D A 9 11 12 Remodel
E C 1 3 5 Furniture Setup
G E D F 1 1 1 Move in
B 0 2 4 6 Interview
F B 7 9 12 Hire and train
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Task Times - Beta () Distribution
O P M
Task Time Variance
Task Time Standard Deviation
2
22
6
O-P
tasktask
task
6
P4MO task
Expected Task Time
Task Times
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Path Times
O M P O M P O M P
Task 1
Task 2
Task n =
Path
Normal
path
taskpath Expected Path Time
pathtaskpath2Path standard
deviation
Path Times
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ALocate
facilities4 – 8 - 10
COrder
furniture3 – 6 - 8
EFurniture
setup1 – 3 - 5
BInterview2 – 4 - 6
FHire and
train7 – 9 - 12
DRemodel9 – 11 - 12
GMove in1 – 1 - 1
Determine the expected time, variance and standard deviation for each task
Task
A 7.7 1.0 1.0
C 5.8 0.7 0.8
D 10.8 0.3 0.5
E 3.0 0.4 0.7
G 1.0 0.0 0.0
B 4.0 0.4 0.7
F 9.2 0.7 0.8
Refer to distribution formulae
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Determine the expected duration (time) for each path
ALocate
facilities4 – 8 - 10
COrder
furniture3 – 6 - 8
EFurniture
setup1 – 3 - 5
BInterview2 – 4 - 6
FHire and
train7 – 9 - 12
DRemodel9 – 11 - 12
GMove in1 – 1 - 1
17.51.03.05.87.7
GECA
19.51.010.87.7
GDA
14.21.09.24.0
GFB
Refer to path times formulae
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Determine the critical path and expected project duration
ALocate
facilities4 – 8 - 10
COrder
furniture3 – 6 - 8
EFurniture
setup1 – 3 - 5
BInterview2 – 4 - 6
FHire and
train7 – 9 - 12
DRemodel9 – 11 - 12
GMove in1 – 1 - 1 19.51.010.87.7
GDA
Choose longest path time
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Determine the standard deviation for each path
ALocate
facilities4 – 8 - 10
COrder
furniture3 – 6 - 8
EFurniture
setup1 – 3 - 5
BInterview2 – 4 - 6
FHire and
train7 – 9 - 12
DRemodel9 – 11 - 12
GMove in1 – 1 - 1
1.462.10.00.40.71.0
GECA
1.121.30.00.31.0
GDA
1.071.10.00.70.4
GFB
Refer to path times formulae
Variability on Path A C E G is greater than variability of
the Critical Path (A D G)
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Path Probabilities
The probability that a path can be completed in less than a specified time (ST)
The probability under the normal path distribution less than the specified time
=
path
taskpath2
path
taskpath Path
Normal
ST
P ( < ST)
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0.9566P < ST7
6
20 (ST) Specified Time5
4
1.46Std Dev3
17.5Mean2
Path1
BA
=NORMDIST(B5,B2,B3,TRUE)
=1-B7
Determine the probability that Path – A C E G can be completed in . less than 20 weeks . more than 20 weeks
17.51.03.05.87.7
GECA
1.462.10.00.40.71.0
GECA
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Determine the probability that Path – A D G can be completed in . less than 20 weeks . more than 20 weeks
0.3276P > ST8
0.6724P < ST7
6
20 (ST) Specified Time5
4
1.12Std Dev3
19.5Mean2
Path1
BA
=NORMDIST(B5,B2,B3,TRUE)
=1-B7
19.51.010.87.7
GDA
1.121.30.00.31.0
GDA
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01 - 650.0000P > ST8
1.0000P < ST7
6
20 (ST) Specified Time5
4
1.07Std Dev3
14.2Mean2
Path1
BA
=NORMDIST(B5,B2,B3,TRUE)
=1-B7
Determine the probability that Path – B F G can be completed in . less than 20 weeks . more than 20 weeks
14.21.09.24.0
GFB
1.071.10.00.70.4
GFB
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Project Probabilities
There is a possibility that the variation on the critical path is not the largest or the variation on another path may extend to the right of the critical path variation; therefore, we must consider the other paths when determining project probability.
20
Path A C E G
17.5
P ( < 20) = .9566
Path A D G
19.5
P ( < 20) = .6724
Path B F G
14.2
P ( < 20) = 1.0000
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The probability that a project can be completed in less than a specified time (ST)
=The product of all path probabilities less than the specified time
The project probability discussion relies on path independence (i.e. path duration times are independent of each other). The assumption of independent paths is considered to be met if only a few activities in a large project are on multiple paths.
If the paths are determined to be independent then,
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Determine the probability that the project can be completed in . less than 20 weeks . more than 20 weeks
P(Project < 20) = P(A C E G < 20) * P( A D G < 20) * P(B F G < 20) = .9566 * .6724 * 1 = .6432
P(Project > 20) = 1 – P (Project < 20) = .3568
Since there is only 1 task which overlaps paths we will determine that the paths are independent; therefore,
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To be 99% sure that complete the project in the scheduled amount of time, how many days should be scheduled?
The solution requires that a schedule time (ST) should be such that the product of the path probabilities is < .99.
The answer is 23 days.
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Project Management Software
Specialized software used to help manage projectsAssign resourcesCompare project plan versionsEvaluate changesTrack performance
Advantages:Imposes a methodology and common project management terminologyProvides a logical planning structureMay enhance communication among team membersCan flag the occurrence of constraint violationsAutomatically formats reportsCan generate multiple levels of summary and detail reportsEnables “what if” scenariosCan generate a variety of chart types
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Choose Project Plan
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Project Plan Menu Options
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ED (Enter Tasks and Times) Worksheet
OptionsClear Data 1. Enter/Modify Tasks 2. Enter/Modify Preceding Tasks
Data can also be entered directly in cells B through P and T. Cells Q, R, and S are locked.
or
using option1 then 2 (follow the dialogue boxes)
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Hire and train1297 B F
Interview642 0B
Move in111FDE G
Furniture Setup531 C E
Remodel12119 A D
Order furniture863 A C
Locate facilities1084 0A
*Task*"P""M""O"321Start*Task*
Duration Times*Predecessors*
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Completed ED Worksheet
If all three times (optimistic, most likely, and pessimistic) are entered the then the Beta Distribution calculations are made; otherwise, the Beta Distribution calculations are blank.
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CP Worksheet
Select the time estimate for the analysis you wish to perform from the drop down box at the upper left.
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All paths in the project network diagram are automatically calculated showing the expected duration, variance, slack and tasks for each path. The Critical Path is also identified.
Here, we see there are 3 paths, 1 critical path, and 7 tasks in the project.
If the “Expected” time estimate was chosen, the Project Summary shows the expected project duration (same as critical path), and provides a warning of whether the critical path variance is maximum.
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If the “Expected” time estimate was chosen, the Project Summary also shows project probability estimates.
Here, we see that the probability of completion in less than a specified time of 20 days is 64.33%.
The slider increments can be used to change the specified time.
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SF Worksheet
Shows each task early and late start finish times, slack, and whether or not the task is a Critical Task.
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For each path (selected by the slider increment in the upper left corner), it also show a GANTT Chart with the early start – early finish (bright green) and late start – late finish (bright orange) on the same graph.
The slider increments at the graph upper right can be used to adjust spacing in the graph.
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PERT Worksheet
Shows the AON project network diagram which may need to be adjusted (Adjust Task Y Plot Points) to minimize the overlapping lines.
You can also scroll (select path increment slider in upper left corner) through each of the paths in the project.
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Adjusted AON project network diagram showing Path (A C E
G) in highlighted (green)
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GANTT Worksheet
Can be used to track the project status by path task (Update Task Status). The project day (slider increment below paths) to the current project day.
Here we see task A can start (CS in yellow above task).
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Here we see for Project Day 5, Path (A C E G) that Task A has started at time 0 (yellow) and 5 days have been completed (blue).
None of the other tasks on this path can start because preceding tasks have not been completed.
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Here we see for Project Day 5, Path (A D G) that Task A has started at time 0 (yellow) and 5 days have been completed (blue).
None of the other tasks on this path can start because preceding tasks have not been completed.
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Here we see for Project Day 5, Path (B F G) that Task B is complete (blue). It started at time 0 (yellow) and 4 days have been completed (blue). We also see that Task F started at time 4 (yellow) and 1 day (blue) has been completed.
None of the other tasks on this path can start because preceding tasks have not been completed.
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Homework
Read and understand all material in the chapter.
Discussion and Review Questions
Do not begin the homework until you have recreated and understand all the examples in this presentation.
Exercises on chapter web page