managing project nguyen hong viet

8/19/2019 Managing Project Nguyen Hong Viet

1/25

Table of ContentsTask 1 ........................................................................................................................................... ...

I. Draw the network diagram ................................................................................................ ...

II. Determining the timing of activities and the total float ..................................................... ...

III. Determining the project duration and the critical path ...................................................... ...

IV. The earliest date the project can be completed on ............................................................. ...

V. The effect of the duration of activity changes on the whole project .................................. ...

VI. The limitations of network diagram .................................................................................. ...

Task 2 ........................................................................................................................................... ...

Introduction ............................................................................................................................. ... Main body ................................................................................................................................. ...

I. Projetc Defining ............................................................................................................. ...

II. Project Planning ............................................................................................................. ...

III. Project rganising .......................................................................................................... ...

IV. Project !"ecuting ........................................................................................................... .

V. Project Closing ............................................................................................................... .

Conclusion ................................................................................................................................ .Appendix ...................................................................................................................................... .

References .................................................................................................................................... .

#


2/25

Task 1

I. Draw the network diagram$or more details of $encefall %td&s project network diagram' see in Appendix 1

II. Determining the timing of activities and the total float

1. The timing of activities(imilarly to )ory *urke +,-- /' $ield and 0eller in ,--1 pointed out

that the timing of activities in project network diagram can be determined by a forward pass and a backward pass ' in which the starting or finishingday of each activity can be identified.

a. Forward pass2 forward pass includes earliest start time (EST) and earliest finish

time (EFT) +$ield 3 0eller' ,--1/. !arliest start time +!(T/ is defined as“the earliest date the activity can begin” and earliest finish time +!$T/ is“the earliest date the activity can end” +)ickman' ,-##' p.44/. +(ee moreabout e"planation in Appendix 2a /

b. Backward pass

*y doing backward pass through the network' it allows to determinethe latest start time (LST) and latest finish time (LFT) +$ield 3 0eller',--1/.

%atest start time +%(T/ can be understood as “the latest date theactivity can begin that still allow the pro ect to be completed on time” 'while latest finish time +%$T/ is “the latest date the activity can end that

still allow the pro ect to be completed on time” +)ickman' ,-##' p.44/.+(ee more about e"planation in Appendix 2b /

2. The total floatIn ,-- ' )ory *urke gave the definition5 6 Float is the meas!re of an

activity"s fle#ibility$ %!antifying how many working days the activity canbe delays before it will e#tend the completion date of the pro ect$ or anytarget finish dates”&

7owever' it can be simplified as “the difference between the latest finish and the earliest finish (or latest start and earliest start)” +%ester',-# ' p.#88/. The total float is determined by the formula5

Total float = latest start time !"T# $ earliest start time %"T#

r Total float = latest finish time !FT# $ earliest finish time %FT#

,


3/25

To illustrate' the total float of activity 9 is 8' which is the result of subtracting its !$T from its %$T +: ; 8< = 8/.

III.Determining the project duration and the critical path

The critical path is defined by )ichard' %. +,--,/ as 6 the path thro!ghthe network that takes the longest total time >. (o that' the critical path in$encefall&s project is the path A ! " D # $ I % & ' ( R .

The project duration is a period of time from the start of a project untilits final task is closed. 9oreover' the project duration also e?uals to totalduration of activities belonging to the critical path' which is 1@ days.

I). The earliest date that the project can *e completed on

If the project starts on the # st 2ugust ,-#8 +assuming that it is : dayworking week and there is no holiday/' by using Aantt chart +see more inthe Appendix & /' the date it can be completed is determined on #8 th

Bovember ,-#8.

). The effect of the duration of activit+ changes on the whole project

1. A 1 da+ dela+ during activit+ ,

2lthough in the critical path' activity P can float , days ma"imum withouthaving any effect on the project. (o that' a # day delay in activity P will not

make any change in the project.

2. Activit+ - is dela+ed 1 da+

2ctivity does not belong to critical path and has a float of 8 days' soit will not affect the project if it is delayed # day.

. A / da+ dela+ during activit+ '2ctivity B is in the critical path' which directly affects the project

duration and also has no float' so being delayed 8 days will make thewhole project 8 days late.

)I. The limitations of network diagram

There is a consideration that “'etwork diagram are the preferred techni%!e for showing activity se%!encing” +(chwalbe' ,-# ' p., /.7owever' to take full advantages of this techni?ue' a project manager alsoneeds to know the limitations of network diagram in order to avoid or handle them.

• Too many interconnected activities may cause confusion.


4/25

• Time of tasks is only as good as provided estimations' which probably does not fitthe real situation.

• (ignificant node changes may cause critical path no longer valid.• It will become complicated if the project has more than one critical path.•

Critical path and floats change' leading to the change in scheduling of personnel.• $ocusing too much on network diagram may cause the project manager distractedfrom other issues.

+$or more e"planation about network diagram&s limitations' see more in Appendix ' /

ords co!nt *+,

8


5/25

Task 2

IntroductionTennisright %imited is a (9! company specialising in the supplying

groundwork e?uipment and materials for the construction of tennis courts.

2t present' the company already has a storage facility and an office in

%ondon' and is about on a project building another warehouse in

(underland. It is e"pected that the new storage facility' will get higher

revenue for the company and will create a new market. *eing appointed

to the project manager' my responsibility is to prepare a report including

different aspects of the project' in order to follow up and to ensure the

project will be performed in the best possible manner with the least waste

of time and effort.

0ain *od+

This report will be presented in the form of a basic project life cycle'

which was shown up by eiss 3 ysocki in #


6/25

2s the e"pectation of Tennisright %td' building a new storage facility

+warehouse/ in (underland is for holding the tennis court materials and

groundwork e?uipment to be packed and shipped to the different venues.

9oreover' it is also a strategy that may give the company an opportunity to

increase their turnover and to e"pand their market.

2. ,roject o*jective

It is clear that the project aims to successfully manage the initiative'

ensuring that the new warehouse is completed on time and within the budget.

. easi*ilit+ stud+

$easibility study is a research to determine the feasibility of a project'

considering many dimensions +2ndre' ,-#8/. In the project building new

warehouse in (under land of Tennisright %td' it is necessary to review if some

of these factors are feasible5

• Technical 5 It can be seen clearly that there will be no serious problem in terms of

technology' resources or infrastructure needed to build a new storage facility in

(underland.• Legal 5 *uilding a new warehouse for the purposes storing holding the tennis court

materials and groundwork e?uipment is legal in (underland' and it must have

been allowed in Tennisright&s business license.• Financial 5 This aspect of the project depends on the benefits and functionalities

which the new warehouse delivers to Tennisright after being finished.• -!lt!ral There will probably no difference between %ondon and (underland in

building a warehouse.

/. takeholders anal+sis

@


7/25

In order to ensure the project engaged to the interests of stakeholders' it is

necessary to prioritise their importance and power levels' which are presented in

9endelow +#


8/25

whole project plan. (o' to increase the effectiveness of project performance'

motivation techni?ues can be used in order to encourage them to put more efforts

and to be more engaged to the project.• .igh interest$ high power These key players who are the Aeneral 9anager and

*usiness Development 9anagers have huge impact on the project' so it is

important to keep them happy with the project progress. The Project 9anager

should5G Constant progress update +but not overwhelmed/G Providing deliverable as needed for testingG Continual clarification of re?uirement

G Continual checking for change of re?uirement

II. ,roject ,lanning

2fter the project is defined' the ne"t phase is to give out a plan for

Tennisright %td in terms of project activities and estimated schedule' as

well as a resources and budget plan. 2dditionally' to make the plan of

resources and schedule easier to be estimated' the new warehouse of

Tennesright %td is assumed to be ,-- meters s?uare large.

1. 3ork *reakdown structure 43! 5

2s )odney Turner&s +#


9/25

2 network diagram refers to “a schematic display of the logical

relationships among pro ect activities and their se%!encing” +(chwalbe'

,-# ' p., /. The project schedule plan is represented by a list of

activities needed to be done during the whole project' and then' a network

diagram is drawn up to illustrate the estimated timing of these activities.

+(ee Tennisright&s list of activities' project diagram in Appendix *+ , /.

. ,roject $uman Resources plan

This new warehouse project of Tennisright %td reallocates the

resource of labour following the table' which includes the jobs with their

responsibilities and ?uantity for each position. *y this 7uman )esource

plan' it will be easier for a project manager to identify the need of workG

force re?uired to complete the project.

'o. T+pes of la*our -uantit

+# Project 9anager Project team #, 2dministratorE(upervisor

s

Project team :

2ssistant Project team8 2rchitect utsource #: Technical engineer utsource@ !lectrician utsource ,1 (ecurity staff utsource4 *uilding worker utsource #:

/. ,roject *udget plan

Project budget plan is created to estimate the total cost that

Tennisright will pay for all activities of project. The costs of labour'

materials and e?uipment are all included in the budget plan' which is

attached to Appendix - .


10/25

6. Risk 0anagement

)isk management is defined by *urke +,-- / as “the systematic

processes of identifying$ analysing and responding to pro ect risk tro!gh

o!t the pro ect life cycle”&

There are many uncertainties that may be faced during progress of any

project' so a project manager needs to be wellGprepared to be able to

identify and to deal with the risks. To manage the risk effectively' a

project manager of Tennisright %td can use the Tactical risk assessment

and management of $ield and 0eller5

This tactical includes stages as follow5

G Identifyin /isks0 Identify where the uncertainties come from' and the impact

they cause to the project' which may be prevented from achieving the goal.G Assessin /isks 5 !ach risk is evaluated the probability of its happening and the

degree of its impact./ank risks0 )isks are prioritised based on their probability and level of impact./isk lo 0 )anked risks are listed into a log and coming with how the project

team will respond to identified risks.+)isk log of Tennisright&s project is included in Appendix 1 #

III. ,roject (rganising

#-


11/25

2fter setting up a plan for the project' in order to organise the project

well and ensure tasks are fulfilled fluently' suitable leadership and

motivations need to be practiced effectively be the project manager.

*urke +,-- / noted that5 “Leadership is abo!t setting goals and

ob ectives and generating enth!siasm and motivation amongst the pro ect

team$ and stakeholders$ to work towards those ob ectives”& In the

situation of Tennisright&s project' due to the fact that most of the

workforce are hired from outside the organisation for implementing a

project plan already set up by the project manager' so -ons!ltative

0!tocratic (disc!ss with individ!als) seems to be the most appropriate

style. It means that the project manager discuss the problems in specific

jobs with the people e"ecutive in that jobs' then make the decision by his

own. It is a way to collect the useful ideas for references and make

employees feel more engaged to project and put more effort on

performance.

*esides leadership style' motivating people is also important when

project manager wants to push the team to work more effectively.

*uilding a new warehouse is a technical work' which is suitable to the

monetary reward. In ,--


12/25

This phase is to implement the project plan created above. During the

progress of the project' team members need to keep information informed

to the project manager' so he can be able to follow up and to take control

over the project direction' ensuring it to follow the plan.

G Time management 5 !ach member should record the timing of each activity in a

timesheet' allowing the project manager to manage the time for completing each task.G -ost management 5 )efers to the process of identifying the e"penses and costs of

project that approved by project manager or recorded for financial audit.G 1!ality management 5 The performance of each activity is evaluated by the project

manager based on project ?uality plan.G -hanges management 5 During progress' the project can change in scopeE?uality'

scheduleEtime and costEresources' so the project manager needs to record the changes

and have appropriate adjustment in project to avoid or adapt the changes.G 2isk management 5 In planning phase' risks are identified and assessed how to respond

by the manager.

). ,roject closing

Project closing can be considered as the confirmation that Tennisright

project has been completed with all activities fulfilled. The project

manager will hand over the project report to the business and

acknowledge the e"periences can be learnt for the ne"t project.

"onclusion

The project building a new warehouse in (underland of Tennisright %imited was

reported in form of a basic Product %ife Cycle model' in which there are phases including

specific plan with activities and estimated schedule. 9oreover' some techni?ues such as work

breakdown structure' project network diagram are used to emphasiFe the content and

#,


13/25

importance of the plan. 2lso' leaderships and management techni?ues are practiced to lead

the team to effective performance and to control the uncertainties of the project.

ords co!nt 3,45

Appendix

Task 17 encefall8s ,roject network diagram

1. The 'etwork Diagram

#


14/25

#8

Critical path

BonGcritical path


15/25

2. Timing of activities and the total float

a. Forward pass2ssuming that $encefall %td.&s project begins at day -' the earliest

start time +!(T/ of activity 2 is -' and the earliest finish time +!$T/ is

calculated by adding the duration of 2 to its !(T' which will be # day.

2fter the first activity' the !(T of the following activity is determined by its predecessor&s !$T. In detail' activity * would not be carried outunless 2 was completed' so the !$T of 2 is the !(T of * +which is day #/.Then' the !$T of * is calculated by adding the duration to its !(T' whichwill be presented as5 !$T = !(T +day #/ # day = day ,. (o that' aformula can be pointed out to determine the !(T and !$T of followingactivities5

%FT = %"T 3 4uration

7owever' when an activity will be launch depending of more than one predecessor' its !(T will be determined by the activity having the highest!$T. To illustrate' activity 7 will be launch after finishing three activities!' $' A which have !$T in turn of #< +!/' #1 +$/' #: +A/. (o' the !(T of 7 is when activity ! finished which is day #


16/25

. The 9antt chart showing earliest date that the project can *ecompleted on

#@


17/25

/. The limitations of network diagram

$irstly' if the project is so big that its network diagram possesses too manyinterconnected activities' it may “leave an ine#perienced person at a loss”+9ilosevic' ,-- ' p.,--/' so taking a lot of time for the team to catch up with the

process.

9oreover' the timing of tasks in network diagram is only as good as the provided

estimations +(pringer' ,--:/. It means that any uncertainty happening during the process' which may cause negative effect on project schedule' probably delays the project. (o' it can work precisely only when the project team is able to handle all theuncertainties and to ensure following up the diagram.

In many cases of the project progresses' there are significant node changes makingthe critical path no longer valid +(telth' ,--


18/25

during the process +(pringer' ,--:/. Therefore' to use this techni?ue effectively' it isnecessary to not only consider the characteristics of the project' but also balance

between different aspects having impact on the process.

Task 27 'ew warehouse project of Tennisright &td.

6. ield : %eller8s *asic ,roject &ife "+cle 0odel

#4


19/25

;. 3ork *reakdown tructure

#


20/25


21/25

,#


22/25

=. Tennisright8s project network diagram

,,

Critical path

BonGcritical path


23/25

>. ,roject *udget plana. &a*our cost

'o.

-uantit+?nit cost

4@ per da+5Time4da+s5

Total 4@5

# Project manager # #8: :# 1'


24/25

1B. Risk log

'o. Risk "hance Impact 3eightResponsecategor+

,riorit+ tatus

# %ate design #-K 8 # 2void ,)eview 3

manage

, (poiled material -K 8 )educe ,)eview 3manage

)aining all day :-K : 2ccept , Botmanaged

8 %ate transportation 8-K @ Transfer 8)eview 3manage

: Begative argument 8-K .: )educe)eview 3manage

@ ork accident -K @ 8 )educe ,)eview 3manage

1 9aterials stolen -K )educe 8)eview 3manage

,8


25/25

References

#. *urke' ). +,-- / 6ro ect 7nagement$ 6lanning and -ontrol Techni%!es& Lohn iley

and (ons.,. $ield' 9.' 0eller' %. +,--1/ 6ro ect 7anagement& pen Hniversity.. %ester' 2. +,-# / 6ro ect 7anagement$ 6lanning and -ontrol& *utterworth

7einemann.8. 9ilosevic' D. +,-- / 6ro ect 7anagement Toolbo# Tools and Techni%!es for the

6racticing 6ro ect 7anager& Lohn iley and (ons.:. )ichard' %. +,--,/ 6ro ect 7anagement Step/by/Step& 292C 9.@. )ichman' %. +,--,/ 6ro ect 7anagement Step/by/Step . 292C 9.1. (chwalbe' 0. +,-# / 8nformation Technology 6ro ect 7anagement& Cengage

%earning.4. (pringer' 9. +,--:/ 6ro ect 7anagement . Purdue Hniversity Press

managing project nguyen hong viet

Documents