Anda di halaman 1dari 17

Characteristics of Project Management

Unique one-time focus


Difficulties arise from originality

Subject to uncertainties
Unexplained or unplanned events often arise,

affecting resources, objectives and timelines

Multiple stakeholders
Different interests in both the processes and

outcomes of the project

No clear authority
Project chain of command may conflict with the

formal structures of the participating organizational units


Chapter 13 - Real World Project Management 1

Measuring Project Success


Stakeholders determine the degree of success for each project undertaken
For example, success may be measured by

savings in operating costs or revenue generated Complications arise when different groups of stakeholders have different interests, values and objectives Stakeholders must be identified, prioritized and their measures of success well understood

Process must be developed to achieve the desired results

Chapter 13 - Real World Project Management

Qualitative Methods for Achieving Success The path to success lies in conservative planning
Establishes the opportunity to exceed

expectations Stakeholder expectations must be managed


Expectations

must be controlled and managed over

time

Project managers must possess both technical and soft skills Work objectives must be clearly defined in

order to decrease the possibility of scope creep


Chapter 13 - Real World Project Management 3

Qualitative Tools and Techniques for Project Management


Network diagramming is one of the most versatile techniques for planning
Graphic illustration of the activities in a project

and their relationship

Provides a timeline, critical path, activities on the critical path


System Development Project

Analysis

Design

Development

Testing and Implementation

Data Analysis

Process Analysis

Reports Design

Database Design

Code Data Entry

Code Database

Code Reports

System and Network Testing

Installation and Training

Chapter 13 - Real World Project Management

Choosing a Project Network Diagramming Technique To commonly accepted approaches are Activity on Node (AON) and Activity on Arrow (AOA)
B A C

Using activity on node (AON), nodes represent activities and arrows show precedence.
3

B 2 C

Using activity on arrow (AOA), arrows are activities and nodes are events. Precedence is captured in event relationships.

Chapter 13 - Real World Project Management

AOA
1
(a)

AON
C
4
A B C

Activity Relationships
A precedes B, which precedes C.

A
2

B
3

1 B
(b)

A 3

A C

4
B

A and B must be completed before C can be started. B and C cannot begin until A has been completed. C and D cannot begin until both A and B have been completed. C cannot begin until both A and B have been completed; D cannot begin until C has been completed. B and C cannot begin until A has been completed; D cannot begin until both B and C have been completed.

2 B 2 C 4 3 A

1
(c)

B C A B C D

1 A B
(d)

C 3 D

4 5

2 1 A 3

A B

C D

2
(e)

Dumm yD

4 C

B C

Dummy

3
(f)

Diagramming the Systems Development Project


A C E I

Start

Finish

Chapter 13 - Real World Project Management

Developing a Project Schedule

A project network can be used to develop a project schedule or plan

The duration of a project is equal to the longest path on the project network
This is the critical path A project may contain more than one critical path

Activity slack is the amount of time a project can be delayed before it becomes critical
Chapter 13 - Real World Project Management 8

Computing Earliest Start and Earliest Finish Times


0 A 4 4 4 C 9 5 9 E 13 4 16 I 17 1

Start

Finish 0 B 3 3 3 D 8 5 13 H 16 3

8 F 11 3

Early Finish

8 G 12
Early Start

Activity Duration

Chapter 13 - Real World Project Management

Computing Late Start and Late Finish Times


0 0 A 4 4 4 4 4 C 5 9 9 9 9 E 13

16

17

4 13

16 1 17

Start

Finish

0 1

B 3

3 4

3 4

D 5

8
9

11

13

16

10 3 13

13 3 16

Late Start

8 9

12

4 13

Late Finish

Chapter 13 - Real World Project Management

10

Probabilistic Project Management

Treat activities as if they are common variables and assign probabilities to activity times to reflect the inherent uncertainties
Calculate an optimistic time (a),a most likely time (m) and a pessimistic time (b) Probabilities for activity times are taken from the beta distribution The formula for te is a weighted average of the three time estimates in which the most likely time (m) is weighted four times that of either the optimistic or pessimistic times
Chapter 13 - Real World Project Management 11

Analyzing Probabilities

Assume that the duration of all activities are independent from each other

Activity times are random variables


Let T = due date for the project, TE = expected completion time for path T, TE and 2 can be used to calculate a zscore
The value of z is the number of standard deviations that the project due date is from the expected completion time
Chapter 13 - Real World Project Management 12

Making Time, Cost and Performance Trade-Offs


Project completion dates are generated in isolation of management expectations and may demonstrate no relationship to their desires To meet stakeholder expectations, you may:
Add resources Reduce performance specifications Change management expectations Combine the previous alternatives
Chapter 13 - Real World Project Management

13

Making Time-Cost Trade-Offs

Adding resources may add complexity and increase project length Accurate estimates regarding the times and costs involved are necessary
Normal time (NT) = Expected activity duration without crashing Normal cost (NC) = Expected activity costs without crashing Crash time (CT) = Expected activity duration with crashing Crash cost (CC) = Expected activity cost with crashing

Chapter 13 - Real World Project Management

14

Making Time-Cost Trade-Offs

Costs are linear, it costs proportionally the same to reduce an activity by one day as it does two days Per period crashing cost is referred to as bang for the buck
Only crash activities that are on the critical path Crashing an activity on the critical path may not reduce the project duration The process of crashing may cause the set of critical paths to change

The crashing technique for managing projects reduces the duration by making a trade-off between time and money
Chapter 13 - Real World Project Management 15

Thank you

16

Anda mungkin juga menyukai