Dr. P. P. PatelDirector of Extension

Education,Directorate of Extension

EducationUniversity Bhavan,Anand Agricultural

University, ANAND-388110

Prepared by:Dr. Arpita Sharma

Assistant Professor,Directorate of Extension

EducationUniversity Bhavan,

Anand Agricultural University, ANAND-388110

A project refers to a specific undertaking or venture that is to be carried out within an identified time frame. Is a temporary endeavor designed to produce a unique Product Service Result with a defined beginning End undertaken to meet unique goals and objectives.

Are efforts to achieve objectives. Have a start, a middle and an end. Different from operational activities. Core skills involved in project management including

identifying and agreeing on project objectives, scheduling and estimating.

In addition other issues such as managing risk, communication and dealing with other people are key areas of importance.

Objectives of any project should be:

S – Specific M – Measurable A – Agreed upon R – Realistic T – Time related

Cost

Quality Time

Organisational politics

PersonalObjectives

BusinessPressures

External and stakeholder issues

Project management is the discipline:

Projecting or planning, Organizing, Motivating and controlling resources To achieve specific goals and meet specific

success criteria.

To explain the main tasks undertaken by project managers. To introduce software project management and to describe its

distinctive characteristics. To discuss project planning and the planning process. To show how graphical schedule representations are used by

project management. To discuss the notion of risks and the risk management

process.

1. Initiate the project2. Identify the Project Manager3. Develop the Project Charter4. Conduct a Feasibility Study5. Define Planning Phase6. Sign off on the Project Charter

1. Organize and staff the project.2. Develop a Project Plan.3. Sign off on the Project Plan.

Execute the Project Plan Manage the Project Plan Implement the project’s results Sign off on project’s completion

Document the lessons learned during the project.

After-implementation review. Provide performance feedback. Close-out contracts. Complete administrative close-out. Deliver project completion report.

Proposal writing. Project planning and scheduling. Project costing. Project monitoring and reviews. Personnel selection and evaluation. Report writing and presentations.

Probably the most time-consuming project management activity.

Continuous activity from initial concept through to system delivery.

Plans must be regularly revised as new information becomes available.

Various different types of plan may be developed to support the main software project plan that is concerned with schedule and budget.

Establish the project constraints. Make initial assessments of the project parameters. Define project milestones and deliverables.While project has not been completed or cancelled loop

1. Draw up project schedule.2. Initiate activities according to schedule.

3. Wait ( for a while ) 4. Review project progress. 5. Revise estimates of project parameters. 6. Update the project schedule. 7. Re-negotiate project constraints.

The project plan sets out:

◦ The resources available to the project;◦ The work breakdown;◦ A schedule for the work.

Introduction. Project organisation. Risk analysis. Hardware and software resource requirements. Work breakdown. Project schedule. Monitoring and reporting mechanisms.

Split project into tasks and estimate time and resources required to complete each task.

Organize tasks concurrently to make optimal use of workforce.

Minimize task dependencies to avoid delays caused by one task waiting for another to complete.

Dependent on project managers intuition and experience.

Estimate resourcesfor activities

Identify activitydependencies

Identifyactivities

Allocate peopleto activities

Softwarerequirements

Activity chartsand bar charts

Create projectcharts

Graphical notations used to illustrate the project schedule.

Show project breakdown into tasks. Tasks should not be too small. They should take about a week or two. Activity charts show task dependencies and the the

critical path. Bar charts show schedule against calendar time.

4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

T4T1T2

M1T7T3

M5T8

M3M2T6T5

M4T9

M7T10

M6T11

M8T12

Start

Finish

PERT – Performance Evaluation and Review Technique[1] Better for software-oriented projects.[2] Uses 3 time estimates to determine most

probable.CPM – Critical Path Method

[1] Better for construction type projects.[2] One time estimate.

• The modern approach to project management may be traced back to the middle of the 20th Century when the US Navy’s special Projects Office was formed in 1957 to support the nuclear submarine project.

• The PERT method (program evaluation and review technique) was established to analyse the tasks involved in completing a complex project.

• Is the identification of the critical path, that minimum amount of time that the project will consume given the various activities involved and how they relate to each other.

1 2

3

4

53 months

1 month 3 months

2 months

4 months 3 months

A

B C

E

D F

CPM was developed as a joint venture between DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects.

Critical Path: Sequence of tasks that forms the longest duration of the project

Float◦ Amount of time that an activity may be delayed from its earliest

possible start date without delaying the project finish date◦ Latest possible finish date – earliest possible start – duration = total

float

CPM

A

B

C

D

E

F

G

H

I

J

K

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5

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0

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19

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9

6

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ES

LF

Forward

Backward

PERT stands Program Evaluation and Review Technique. CPM stands for Critical Path Method. Is used to plan the scheduling of individual activities that make up a

project. Can be used to determine the earliest/latest start and finish times for

each activity, the entire project completion time and the slack time for each activity.

Are similar in their basic approach, they do differ in the way activity times are estimated.

Three times (optimistic, pessimistic and most likely times) are combined to determine the expected activity completion time and its variance.

Thus, PERT is a probabilistic technique: it allows us to find the probability of the entire project being completed by any given date.

CPM is called a deterministic approach. It uses two time estimate, the normal time and the crash time, for

each activity..

3. Gantt Chart

31

Is a deliverable oriented grouping of the work involved in a project that defines the total scope of the project.

Is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes.

Decomposition is subdividing project deliverables into smaller pieces.

Breaks large project into manageable units:◦ Total project◦ Subprojects◦ Milestones ◦ Major activities ◦ Work packages

Helps to:

Identify all work needing to be done. Logically organize work so that is can be scheduled.Assign work to team members.Identify resources needed.Communicate what has to be done.Organize work using milestones.

Guidelines: Some organizations, such as the DOD, provide guidelines for preparing WBSs.

Analogy approach: Review WBSs of similar projects and tailor to your project.

Top-down approach: Start with the largest items of the project and break them down.

Bottom-up approach: Start with the specific tasks and roll them up.

Mind-mapping approach: Write tasks in a non-linear, branching format and then create the WBS structure.

The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived constraints.

The primary constraints are scope, time, quality and budget.

The secondary and more ambitious challenge is to optimize the allocation of necessary inputs and integrate them to meet pre-defined objectives.

Thanks