PROJECT MANAGEMENT ENCE7323 TO 763N

1
PROJECT MANAGEMENTENCE-7323TO 763-N

• CLASS 2
• September 10, 2000
• Carl E. Edlund
• 214-665-8124
• cedlund_at_prodigy.net

edlund.carl_at_epa.gov
2
PROJECT PLANNING AND SCHEDULING (PART 1)

• 1.0 Concepts in Class 1 also discuss NPDES
  Outfall
• 2.0 Review Homework No. 1
• 3.0 Nature/importance of Project Planning and
  Scheduling
• 4.0 Planning and Scheduling Tools
• 5.0 Fundamentals of the Critical Path Method
  (CPM)
• 6.0 Benefits/drawbacks of CPM

3
PROJECT MANAGERS CONSTRAINTS
TIME
COST
PEOPLE EQPT FACIL. MTL INFO TECH
RESOURCES
PERFORMANCE / TECHNOLOGY
4
EVOLUTION OF WORK1900 INDUSTRIAL MODEL
L
M
M
M
FOREMEN
T
T
T
T
T
5
DIFFERENCESProduction Line vs Project
Organization
6
EVOLUTION OF WORK
2000 TALENTED TEAM MODEL WORK IS HOLISTIC
K. S. As - MGMT - TASK - TEAM - L- SHIP
PROJECT TEAMS
M
L
TS
T
7
HOMEWORK NO. 1CRITIQUING A PROJECT

• SCENARIO
• On October 28 of last year, John Smith, a
  recently promoted project manager with the
  consulting firm of Succup Druel, Inc. (SD),
  received a call from Jane Doe, the Environmental
  Manager for Acme Industries. Ms Doe asked Smith
  to submit a proposal to conduct an initial
  investigation of a suspected release from one of
  the underground storage tanks (USTs) at the
  company's fueling facility.

8
HOMEWORK 1 CRITIQUING A PROJECT

• 10/28 Jane Doe Acme called John Smith SD
• Proposal for leaking ? UST
• Fast! TNRCC needs
• John Smith
• Limited Project Management experience
• Consulted Hoss Ritter good feedback
• Prepared proposal

9
HOMEWORK 1 CRITIQUING A PROJECT

• Smiths proposal
• Consistent with regs
• Soil gas survey
• Sampling and analysis
• 4 borings developed as GW wells
• Costs
• Consistent with TNRCC requirements
• Lab and drilling contract estimates based on last
  years project

10
HOMEWORK 1 CRITIQUING A PROJECT

• Jane Doe Acme
• Verbal approval, contract
• Agreed with scope, budget,schedule
• December 31 deadline !!
• Project Team
• John Smith
• Gray Hare
• Carole Lumbardy
• Yan Nu

11
HOMEWORK 1 CRITIQUING A PROJECT

• Project Tasks
• 1. Initial reconnaissance
• 2. Research site history
• 3. Compile data
• 4. Phase I field investigation
• 5. Evaluate Phase I data
• 6. Prepare report

12
HOMEWORK 1 CRITIQUING A PROJECT
13
HOMEWORK 1 CRITIQUING A PROJECT

• Planning meeting
• Hare
• Watch drilling and lab contractors .. No bids yet
• Available for Rs
• Subcontracts
• 3 Drillers
• 15 higher than estimate
• 3 Labs
• On target with estimate

14
HOMEWORK 1 CRITIQUING A PROJECT

• Progress
• Tasks 1,2 on schedule
• Task 3
• TNRCC approval delay resulted in 1.5 week delay
  to start drilling
• PSH issue
• 8 hour standby
• additional day per diem for 3 men
• Task 4
• Delay of sample delivery and holiday conflict
• Premium for fast delivery

(only 25)
15
HOMEWORK 1 CRITIQUING A PROJECT

• Task 5 done in 5 days
• Task 6
• to Hare for review Wednesday 12/20
• Friday 12/22 Tuesday 12/26
• Thursday 12/28 (all nighter?)
• Friday 12/29 hand delivered to empty Acme office
• Summation
• Doe Great work .. More to come.
• Hare You blew it by how much ?

16
HOMEWORK NO. 1CRITIQUING A PROJECT

• Requirement Analyze John Smith's initial
  performance as a project manager in terms of
  planning, organization, staffing, direction, and
  control.

17
Project Life Cycle
DEFINE
CLOSE
CONTROL
PLAN
18
Project Life Cycle
DEFINITION

• STATEMENT OF WORK
• RESPONSIBILITES MATRIX
• COMMUNICATION PLAN
• CHARTER

• ENLIST SPONSOR
• NAME STAKEHOLDERS
• MAKE RULES

19
Project Life Cycle
PLANNING

• RISK LOG
• SCHEDULE
• BUDGET
• RESOURCE PLAN

• RISK MANAGEMENT
• DETAILED SCHEDULING
• RESOURCE ESTIMATING

20
Project Life Cycle
CONTROL

• MEASURE PROGRESS
• COMMUNICATION
• CORRECTIVE ACTION

• PROGRESS REPORTS

21
Project Life Cycle
CLOSEOUT

• RECONCILE ACCOUNTS
• LESSONS LEARNED
• PREPARE FOR NEXT JOB

• FINAL PRODUCT
• CUSTOMER ACCEPTS

22
Project Life Cycle
DEFINE
CLOSE
CONTROL
PLAN
FEEDBACK CHANGES CORRECTIONS
23
PROJECT PLANNING AND SCHEDULING

• The project manager uses a planning and
  scheduling process because most projects are
  complex and of long duration and require
  visualization of their parts, when they should
  occur, and the resources needed. A planning and
  scheduling process

24
PROJECT PLANNING AND SCHEDULING

• Identifies project activities (tasks/steps)
• Identifies the sequence and duration of project
  activities
• Organizes project resources (labor, equipment,
  materials, technology, facilities)
• Enables monitoring of project progress

25
PLANNING AND SCHEDULING TOOLS

• Bar (Gantt) charts
• Critical Path Method (CPM) and Program
  Evaluation Review Technique (PERT)
• Level of Effort (Manual v/s Computerized
  Applications)

26
BAR (GANTT) CHARTS

• Key Elements
• Activity List
• Time Line
• Activity Duration Assignments
• Example(next page)
• Strengths/Weaknesses
• Applications
• Proposals
• Status Briefings
• Work Schedules
• In-Class Practical Exercise

27
EXAMPLE
2001
Sep
October
November
Task Name
29
13
20
27
3
17
24
6
10
PROJECT KICKOFF MEETING
PROJECT COORD. EQUIP. MOB.
FIELD WORK
LAB TESTING DATA VALIDITY
DATA REVIEW REPORT PREP.
DRAFT REPORT COMPLETION
28
PRACTICAL EXERCISE

• On September 1 Horace Kantwate, a seasoned
  project manager for SD, received a call from
  ERU's Bob Jones. Jones asked Kantwate for a
  rough schedule of work that would needed to
  submit a permit application for a new solid waste
  landfill that ERU planned. SD was to assume a
  January 2002 start date for beginning the
  permitting project e.g. submit draft permit to
  SEA. After getting preliminary information on
  the type, size, and location for the landfill,
  Kantwate

29
PRACTICAL EXERCISE

• prepared a schedule. The tasks and estimated
  durations were as shown below
• Activity Estimated
  Duration(days)
• Preliminary Investigation and
• Feasibility Study
  50
• Field Investigation
  60
• Engineering Analysis and Design
  40
• Permit Preparation
  80
• Requirement Prepare a Bar (Gantt) chart schedule
  for the proposed landfill permitting project
  CAN the permit be submitted before the end of
  January?

30
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• Critical Path Method (CPM)
• As a Planning and Scheduling Tool
• It is a formal, graphic means of determining the
  relationship between the activities (tasks) in a
  project.
• It enables systematic isolation of activities
  comprising the critical elements that set the
  duration of a project.

31
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• It helps the project manager analyze a project
  before, during, and after operations.
• The greatest asset of CPM is its portrayal of
  critical activities, giving the project manager
  forewarning of where he or she might expect
  schedule problems.

32
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• About CPM
• The core of CPM is a network diagram that
  represents the manager's best effort at efficient
  planning and scheduling of project activities.
• The network diagram consists of arrows
  (activities) and circles (events). Activities
  represent work and consume resources and time
  events do not, rather they mark points in time
  when activities begin or finish. The length of
  an arrow has no relevance.

33
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• The CPM network has one starting event and one
  ending event.
• Each activity is bounded by two events, one at
  the tail (starting point) and one at the head
  (ending point).

Activity
Event
Event
Mobilize
Drill Borings
1
3
2
2
3
i
i
j
j
Duration (Days)
34
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• The event circles bounding an activity are
  numbered, the number of the tail event is that
  activity's "i" designation the number of the
  head event is that activity's "j" designation.
  By convention, j is numerically higher than i,
  portraying left to right movement through the
  network diagram. The j designation of a
  preceding activity is the i designation of the
  succeeding activity.

35
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• Dummy arrows (dashed lines) may be needed in a
  network diagram to show logic or achieve unique
  i-j designation for activities dummy arrows do
  not consume resources or time.

DUMMY ARROW
A
2
A
3
0
3
1
1
3
3
B
B
2
2
36
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• Network diagrams flow from left to right with
  horizontal or vertical numbering of events. See
  illustration on next page.
• Analysis of the network diagram will disclose the
  float time (schedule flexibility) available for
  each activity. An activity's Total Float time
  represents the delay that can occur in starting
  the activity without delaying the overall
  project an activity's Free Float time is the
  delay the activity can sustain without delaying a
  subsequent activity.

37
VERTICAL HORIZONTAL NUMBERING
2
6
VERTICAL
3
7
10
13
1
11
8
4
2
3
12
9
5
4
5
6
13
1
9
8
7
HORIZONTAL
12
11
10
38
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• Eight Steps to Using CPM to Manage a Project
• ? Identify the activities (tasks) in the project
  and their durations.
• ? Determine for each activity the logic that
  governs when it can occur, i.e., what must
  precede the activity, what can occur at the same
  time, and what must follow (precedence,
  concurrence, succession).

39
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• ? Draw a network diagram that reflects the best
  progression of the project (i.e., order
  activities in a logical sequence that minimizes
  project duration). For each activity, place the
  name of the activity above the arrow and the
  duration of the activity below the arrow.
• ? Determine the earliest event times (EETs) and
  latest event times (LETs) for each event in the
  network diagram.

40
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• Compute EETs
• The EET for Event 1 is 0 (representing the end of
  day 0 or the beginning of day 1).
• Trace each activity and add that activity's
  duration to the preceding EET. The sum will be
  the EET for the next event, unless two or more
  activities enter that event. IF two or more
  activities enter an event, the EET for that event
  will be the largest of the computed

41
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• EETs, SINCE activities leaving that event cannot
  begin until all activities entering the event are
  complete. Place the EET in a box symbol adjacent
  to the event symbol.
• Continue the procedure from left to right until
  reaching the end of the diagram.
• The EET for the last event is the earliest
  possible time the entire project can be
  completed, given the network as drawn and the
  activity durations assigned.

42
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• of the activity. The result will be the LET at
  the tail of the activity, unless the tails of two
  or more activities converge at the event. If the
  tails of two or more activities converge, the LET
  at the tail event will be the smallest computed
  time. To select a larger LET would delay
  (extend) the time of the project. Place the LET
  in a triangle symbol adjacent to the event
  symbol.
• Continue from right to left to the beginning of
  the diagram.

43
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• ? Determine and highlight the critical path
  (those critical activities that define the
  duration of the project). Activities are
  critical if
• The EET and LET at the tail of the activity are
  equal.
• The EET and LET at the head of the activity are
  equal.
• The difference between the EET (or LET) at the
  head and the EET (or LET) at the tail equals the
  activity duration.

44
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• There will be at least one critical path
  extending from the beginning to the end of the
  project.
• ? Tabulate activity times (early start, early
  finish, late start, late finish, total float, and
  free float) that can help you schedule resources
  and identify schedule flexibility.
• Early Start (ES) The EET (entered in the box
  symbol) at the tail of the activity arrow

45
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• Early Finish (EF) ES Activity Duration
• Late Start (LS) LF - Activity Duration
• Late Finish (LF) The LET (entered in the
  triangle symbol) at the head of the activity
  arrow
• Total Float (TF) LS - ES LF EF
• Free Float (FF) EET (at the head) - EF

46
FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

• Interfering float (that which delays a
  subsequent activity, but not the total project)
  equals TF - FF for a given activity, it is also
  equal to the difference between the LET and EET
  at the head of that activity's arrow.
• ? Schedule activities and allocate resources to
  maximize efficiencies and minimize project time.
• ? During the project, measure progress taking
  action where necessary and modifying the network
  diagram as needed.

47
SUMMARY OF BENEFITS OF THE CRITICAL PATH METHOD

• Provides graphic representation of the sequence
  and interdependency of activities
• Enables prediction of project duration
• Highlights critical path activities and project
  float time
• Enables detailed planning/scheduling prior to
  starting the project

48
BENEFITS OF THE CRITICAL PATH METHOD (CPM)

• Enables tracking of project activities and timely
  response to changed conditions
• Can be used for alternatives analysis
• Aids in estimating/allocating resources and costs
  and visualizing constraints

49
LOOSE CANNONSNO. 3

• Susan Queue, SD project manager, wrestled with
  the enormity of the project. There were so many
  tasks to accomplish. She wondered what was the
  best arrangement of the tasks and how long the
  project would take. She knew some tasks could
  not start until others were finished, while
  others were unconstrained. She wondered how much
  flexibility she had in the project, how critical
  task start and stop times were, and how to
  allocate resources.