me 414w/415w project management project management

ME 414W/415W Project Management

Project Management


Project Management

DILBERT’S BOSS


A Balancing Act

Deliverables Cost Quality


Learning How

ME 414W/415W - http://www.me.psu.edu/sommer/me415/

MBA Industrial training programs


Planning

Technical Time Resources

– Personnel– Equipment and Facilities– Budget


Benefits of Planning

Framework for communication– Clients and coworkers

Allocate resources– Personnel, equipment and facilities, budget

Benchmark to measure progress


Planning - Fundamentals

Establish Performance Standards at the BEGINNING

Use Decision Trees/Matrices, QFD, Taguchi Methods

Assure Performance Standards as Project Progresses

Verify Final Performance Against Standards NO SUPRISES!


Time Planning

Identify TASKS Estimate DURATION of Tasks Establish PRECEDENCE of Tasks Record MILESTONES (Performance and

Dated) Plan Start and Finish DATES for Tasks


Models

Gantt Charts - Bar Charts CPM/PERT - Network Control Charts - Planned versus Actual http://www.mne.psu.edu/me415/resources/doc

s/gantt chart.pdf


Example Gantt ChartID Task Name Duration

1 Get final report from PSU 5d

2 Get blueprints for old hardware 1d

3 Time-motion study of existing hardware 2d

4 Design electrical and pneumatic renovations4d

5 Schedule down-time with production supervisor2d

6 Schedule truck to pickup hardware at PSU1d

7 Inform PSU about pickup 2d

8 Schedule contractor for electrical and pneumatic1d

9 Transport hardware from PSU 2d

10 Shut down production line 1d

11 Remove old hardware 2d

12 Store old hardware (just in case) 10d

13 Renovate electrical and pneumatic 2d

14 Install new hardware 3d

15 Shake-down test by engineering 2d

16 Training for production supervisor 2d

17 Shake-down test by production supervisor2d

18 Training for production workers 1d

19 Restart production 1d

20 Time-motion study of new hardware 2d

21 Scrap old hardware 3d

Wilbur

Wilbur

Orville,Production supervisor

Wilbur


Orville

Orville

Wilbur

Trucking company

Production supervisor

Shop machinist

Wilbur

Contractor for electrical and pneumatic

Shop machinist

Wilbur,Orville

Orville,Production superv

Wilbur,Orvill

Orville

Producti

O

S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T FApr 23, '00 Apr 30, '00 May 7, '00 May 14, '00 May 21, '00 May 28, '00


Gantt Chart

Tabulate Project Tasks– Title and ID Number for Each Task– Estimate Duration of Each Task– Estimate Resource Requirements for Each Task

(May Need Dummy Tasks for Critical Resources) Identify Prerequisite Tasks for Each Task Layout Bar Chart with One Bar per Task

based on Time Add Dated Milestones


Example Gantt ChartID Task Name Duration

1 Get final report from PSU 5d

2 Get blueprints for old hardware 1d

3 Time-motion study of existing hardware 2d

4 Design electrical and pneumatic renovations4d

5 Schedule down-time with production supervisor2d

6 Schedule truck to pickup hardware at PSU1d

7 Inform PSU about pickup 2d

8 Schedule contractor for electrical and pneumatic1d

9 Transport hardware from PSU 2d

10 Shut down production line 1d

11 Remove old hardware 2d

12 Store old hardware (just in case) 10d

13 Renovate electrical and pneumatic 2d

14 Install new hardware 3d

15 Shake-down test by engineering 2d

16 Training for production supervisor 2d

17 Shake-down test by production supervisor2d

18 Training for production workers 1d

19 Restart production 1d

20 Time-motion study of new hardware 2d

21 Scrap old hardware 3d

Wilbur

Wilbur


Wilbur


Orville

Orville

Wilbur

Trucking company

Production supervisor

Shop machinist

Wilbur

Contractor for electrical and pneumatic

Shop machinist

Wilbur,Orville

Orville,Production superv

Wilbur,Orvill

Orville

Producti

O

S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T FApr 23, '00 Apr 30, '00 May 7, '00 May 14, '00 May 21, '00 May 28, '00


Gantt Chart - Pros and Cons

Strengths– See Status of Each Task at Any Point in Time– See Overlapping and Parallel Tasks

Weaknesses– Unable to Tell if the Entire Project is on Time for

Highly Dependent Projects– Difficult to Show Critical Path


CPM/PERT

Critical Path Method Program Evaluation and Review Technique


Example PERT Chart

Design electrical andpneumatic renovations

4 4d

5/4/00 5/9/00

Schedule down-time withproduction supervisor

5 2d

5/10/00 5/11/00

Renovate electrical andpneumatic

13 2d

5/17/00 5/18/00

Get final report from PSU

1 5d

4/27/00 5/3/00

Schedule contractor forelectrical and pneumatic

8 1d

5/12/00 5/12/00

Inform PSUabout pickup

7 2d

5/5/00 5/8/00

Removeold hardware

11 2d

5/15/00 5/16/00

Shut down production line

10 1d

5/12/00 5/12/00

Install new hardware

14 3d

5/19/00 5/23/00

Schedule truck to pickuphardware at PSU

6 1d

5/4/00 5/4/00

Get blueprints for oldhardware

2 1d

4/27/00 4/27/00

Time-motionstudy ofexisting hardware

3 2d

5/4/00 5/5/00

Store old hardware (justin case)

12 10d

5/17/00 5/30/00

Transport hardware fromPSU

9 2d

5/9/00 5/10/00


CPM/PERT Tabulate Project Tasks

– Title and ID Number for Each Task– Estimate Duration for Each Task D=(O+4M+P)/6

O = Optimistic, M = Most Likely, P = Pessimistic

– Estimate Resource Requirements for Each Task (May Need Dummy Tasks for Critical Resources)

Identify Prerequisite Tasks for Each Task Layout Flowchart of Tasks Based on

Dependencies NOT Time Indicate Performance Milestones on Flowchart


CPM/PERT - continued Calculate Earliest Completion Time and

Latest Completion Time– Beginning at start of project, ECT for task = ECT

for preceding node + duration– Beginning at end of project, LCT for task = LCT for

following node - duration

Calculate Slack Time for Each Task– Slack for Task= ECT - LCT

Determine Critical Path– Longest Time Path– Zero Slack


Example PERT Chart

Design electrical andpneumatic renovations

4 4d

5/4/00 5/9/00

Schedule down-time withproduction supervisor

5 2d

5/10/00 5/11/00

Renovate electrical andpneumatic

13 2d

5/17/00 5/18/00

Get final report from PSU

1 5d

4/27/00 5/3/00

Schedule contractor forelectrical and pneumatic

8 1d

5/12/00 5/12/00

Inform PSUabout pickup

7 2d

5/5/00 5/8/00

Removeold hardware

11 2d

5/15/00 5/16/00

Shut down production line

10 1d

5/12/00 5/12/00

Install new hardware

14 3d

5/19/00 5/23/00

Schedule truck to pickuphardware at PSU

6 1d

5/4/00 5/4/00

Get blueprints for oldhardware

2 1d

4/27/00 4/27/00

Time-motionstudy ofexisting hardware

3 2d

5/4/00 5/5/00

Store old hardware (justin case)

12 10d

5/17/00 5/30/00

Transport hardware fromPSU

9 2d

5/9/00 5/10/00


CPM/PERT – Pros and Cons Strengths

– Shows Task Dependencies– Predicts Critical Path– Identifies Slack Time for Resources

Weaknesses– Assumes Subsequent Task Starts Immediately

After Prerequisite Concludes– Difficult to Visualize Timing


Control Charts

Quality– Statistical Process Control

Schedule– Gantt, Milestone, PERT

Budget– Commitment– Performance– Cash Flow


Budget Control Chart


Resource Planning

LINK TO TIME PLANNING Personnel

– In-House– Vendors and Subcontractors– Circle-dot chart


Circle-dot Chart

TASKDueDate

DateCompleted MOE LARRY CURLY SHEMP

A

B

C

D

E


Resource Planning - continued Equipment and Facilities

– May Need to Add Dummy Tasks for Critical Resources

– Downtime for Expected Maintenance or Failure Budget

– Often Not Under Direct Control of Project Team– Contingency Funds– Variable Value of Money

Inflation International Currency


Project Management is …


… a Balancing Act

me 414w/415w project management project management

Documents