PROJECT MANAGEMENT

PRESENTED BY
SHRI. V. D. MENDHE
B.E.(Elect.), M.B.A. (Fin.& Mktg.)
CMA(ICWAI), CEA(BEE), LLB
SUPERINTENDING ENGINEER (Training)
Corporate Office, Mumbai




1
Project Management
A Successful project manager must
simultaneously manage 3M.
1)M
2)M
3)M



2
Steps in Project Managment
1
3
2
3
4
5
6
Project Definition and Scope
Technical Design
Financing
Contracting
Implementation
Performance Monitoring
Four Basic Elements of PM
Managing Resources

Managing Time & Schedule.

Managing Cost

80/20 Rule
4
Project Management Life Cycle.
5
Need
Identified
Initiate
Project
Plan Project
Execute Plan
Control
Project
Closeout
Project
Replacing an Existing Transformer with
New Transformer.
Activity Code Activity Duration in Days Depends On
A Prepare Technical
Specifications
10 -
B Tender Processing 25 A
C Release of work orders 3 B
D Supply of Transformer 60 C
E Supply of Auxiliaries. 20 C
F Supply of Pipes & Pipe
fittings.
10 C
G Civil Work 15 C
H Installation of Auxiliary
Equipment & Piping
5 E,F &G.
I Installation of Transformer 10 D&H
J Testing and Commissioning 2 I
6
Project Planning Techniques.
Gantt Chart


7
Task
Duration
(Days)
110 Days

A 10
Prepare Technical Specifications.
B 25
Tender Processing.


C 3
Release of work orders.
D 60
Supply of Transformer
E 20
Supply of Auxilaries.
F 10
Supply of Pipes and Pipe Fittings.
G 15
Civil Works.
H 5
Installation of Auxiliary Equipments & Piping
I 10
Installation of Transformer.
J 2
Testing & Commissioning
CPM-Critical Path Method (Dupont).
Steps in CPM Project Planning.
Specify the individual activities.
Determine the sequence of those activities.
Draw a network diagram.
Estimate the completion time for each activity.
Identify the critical path (longest path through
the network).
Update the CPM diagram as the project
progresses.
8
CPM Diagram.
9
A B C
E
D
F
G
H
I J
15
25
60
3
10
10
20
5
2
10
CP :- A-B-C-D-I-J = 110 Days
Program Evaluation and Review
Technique(PERT)
Developed in late 1950s for the U.S. Navy Polaris project.

Activities represented by Lines and milestones represented by
nodes.

PERT is most useful when there is uncertainty in activity
completion times.

Milestones generally are numbered so that the ending node of an
activity has a higher number than the beginning node.

Numbers are incremented by 10.
10
Steps in the PERT Planning Process.
Identify the specific activities and milestones.

Determine the proper sequence of the activities.

Construct a network diagram.

Estimate the time required for each activity.

Determine the critical path.

Update the PERT chart as the project progresses.
11
Estimate Activity Times.
PERT model consider three time estimates to calculate
Expected time.
Expected Time = (OT+4 x MT+PT)/6

1) Optimistic Time(OT)

2) Most Likely Time(MT)

3) Pessimistic Time(PT)

Note :- Expected time for each activity is displayed on the
network diagram.
12
PERT Diagram.
13
10 20
30
40
50
t= 3 wk
t= 1 wk
t= 4 wk
t= 2 wk
t= 2 wk
t= 3 wk
A
B
E
C
D
F
CP :- A-C-F = 7 WK
Benefits & Limitations of CPM & PERT.
14
CPM PERT
BENEFITS
Provides Graphical view of the project. Provides Graphical view of the project.
Predicts the time required to complete the
project.
Predicts the expected time required to complete
the project.
Shows which activities are critical to maintaining
the schedule and which are not.
Shows which activities are critical to maintaining
the schedule and which are not.
It is easy to understand and useful for routine
project where there is minimum uncertainty in
project completion time.
It is useful for the complex and new project
where there is uncertainty in project completion
times.
LIMITATIONS
It does not consider the time variations. The activity time estimates are somewhat
subjective and depend on judgement.
It is not useful for complex projects and for less
routine projects where there is more uncertainty
in completion times.
There may be bias in the estimate of expected
time and underestimation of project completion
time may create critical and serious limitations.
15
Wish You All Successful &
Prospective Carrier in MSETCL
THANKS