PROJECT

MANAGEMENT

By ENGR.(MRS) OBANLA
 What is a Project?

• Temporary endeavor undertaken to create a

unique product, service, or result.

• a sequence of unique and connected

activities having one goal or purpose and
that must be completed at a specific time,
within a given budget, and according to
specification.
 Examples of Projects

• Planning for Xmas holiday

• Building a house
• Planning for Birthday party
• NSChE Election
• Planning for Wedding
• 500Level Research
• Road Construction
 Characteristics of a Typical Project
• It has well defined aim(s) and objectives
• It has a fixed completion date (it has a specified
beginning and an end)
• It is often unique, different from routine activities
• It consists of related activities
• It involves the allocation of resources
• Involves a team of people
• The project team dissolves once the objective(s)
is/are met.
 Class Work

List the various activities involved in the

following projects:
• Wedding plan and
• House building?
Show the dependency of the activities in
sequential order.
 A Project Versus an Operation
• The operations of an organization are
continuing and repetitive activities that are
executed to achieve its mission and sustain the
business, but without a definable end to their
performance and without a unique output—
that is, it is not produced or provided only once.

• For instance, the activities of staff of an

organisation are daily routines [operations], but
these [on few occasions] may involve certain
projects.
 A Project Versus a Programme
• A project differs from a programme in that “a
program is a group of related projects managed
in a coordinated way to obtain benefits and
control not available from managing them
individually.
• Programmes may include elements or related
work outside the scope of discrete projects in
the programme.
• For instance, A-5 year Engrg. programme
involves the carrying out of some projects by
the Engrg. students.
 What Is Project Management?

• Project management is the process of

the application of knowledge, skills,
tools, and techniques to project activities
to meet project requirements
 Project Management Life Cycle
• Initiating defines and authorizes the project or a
project phase.
• Planning defines and refines objectives and
plans the course of action required to attain the
objectives and scope that the project was
undertaken to address.
• Executing integrates people and other resources
to carry out the project management plan for
the project
 Project Management Life Cycle
• Monitoring and controlling regularly measures
and monitors progress to identify variances
from the project management plan so that
corrective action can be taken when necessary
to meet project objectives
• Closing formalizes acceptance of the product,
service, or result and brings the project or a
project phase to an orderly end
 Initiating
Develop and gain approval of a general statement
of the goal and business value of the project.
• Establishing the true needs of the project
• Documenting the project’s needs
• Negotiating with the sponsor/senior
management how these needs will be met
• Writing a description of the project
• Gaining senior management approval to plan
the project
 Plan the Project
Identify work to be done and estimate time, cost and
resource requirements and gain approval to do the project.
• Defining all of the work of the project
• Estimating how long it will take to complete this work
• Estimating the resources required to complete the work
• Estimating the total cost of the work
• Sequencing the work
• Building the initial project schedule
• Analyzing & adjusting the project schedule
• Writing a risk management plan
• Documenting the project plan
• Gaining senior management approval to launch the
project
 Launch The Project
Recruit the team and establish team operating rules
• Recruiting the project team
• Writing the Project Description Document
• Establishing team operating rules
• Establishing the scope change management
process
• Managing team communications
• Finalizing the project schedule
• Writing work packages
 Monitor and Control The Project
Respond to change requests and resolve
problem situations to maintain project progress.
• Monitoring project performance
• Establishing the project performance and
reporting system
• Monitoring risk
• Reporting project status
• Processing scope change requests
• Discovering and solving problems
 Close Out The Project
Assure attainment of management requirements
and issue deliverables.
• Gaining senior management approval of having
met project requirements
• Planning and issuing deliverables
• Writing the final project report
• Conducting the post-implementation audit
Project Management Life Cycle
 Elements of Successful Project
Management
• Clearly defined goals and objectives
• A well-defined project management
process
• A proven set of project management tools
• A clear understanding of the role of project
management.
• Resources utilisation/allocation is within
the budget
• Timely delivery of result/products/service
Stakeholders in a Project
Stakeholders in a Project
 Project Manager
Characteristics of an Effective Project Manager
• Credibility
• Creativity in a problem solver
• Tolerance for ambiguity
• Flexibility in management style
• Effectiveness in communicating
• Good interpersonal, technical, and administrative skills
• Good monitoring/controlling system
 Gantt Chart
• a chart that makes project management easy

• one of the most popular and useful ways of

showing activities (tasks or events) displayed
against time in a given project.

• A bar chart that shows the relationship of

activities over some time period.

• Activities are tasks or jobs to perform eg.

Reading, Attending lecture, Eating, Singing etc.
 Gantt Chart
It shows 5 distinct facts
• what the various activities are
• when each activity begins and ends
• how long each activity is scheduled to last
• where activities overlap with other activities, and
by how much
• the start and end date of the whole project
 Example
Represent the following information on Gantt Chart
What activities remain
Duration
Task Start (Week) (Weeks)
uncompleted after 10th
A 1 5 week?
B 2 3 Obtain the percentage
C 1 8 completion of such
D 3 4 activities?
E 5 5
F 2 4
G 10 6
H 6 6
I 7 2
J 8 6
Solution
 Solution
Activities that remain uncompleted after 10th week
are:
Activity G
Activity H
Activity J
1
% Completion of Activity G = X 100 = 17%
6
5
% Completion of Activity H = X 100 = 83%
6
3
% Completion of Activity J = X 100 = 50%
6
Exercise: Represent this Gantt chart in tabular form
Day 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Task
A > > > > > > > > >
B > > > > > >
C > > >
D > > > > > > > > > > > > > > >
E > > > > > >
F > > > > >
G > > > > >
H > > > >
I > > > > > > > > >
J > >
K > > >
L > > >
M > > >
N >
 Exercise

Represent the information obtained on

house building and wedding plan project
on Gantt chart. You are to assign time
duration to each of the activities.
 Exercise
Represent the information below on
Gantt chart, note that the time duration is
expressed in hours.
 Exercise
Represent the information below on Gantt
chart. If the 5 tasks were performed by different
teams, how many days did the teams spent on
the project before completion? Which tasks
were completed same day(s)? And on which
day(s). Task Start (Day) Duration (Day)
A 1 4
B 2 5
C 3 3
D 1 6
E 2 3
 Network Analysis
• Simple Network Diagram
Event Event
Activity Y

Start of activity Y End of activity Y

Activities are actions that take place.

Events (nodes) are specific points in time when

activities start or end; date or time duration can be
allocated to events.
 Common Features of Network
Diagrams
• All diagrams must have one start node and one end
node

• Each event must have at least one preceding activity,

except the start node

• Each event must have at least one subsequent activity,

except the end node

• Any two events can be joined by only one activity

 Example
Represent the following activities on network
diagram
Activity Dependency
A -
B A
C A
D A
 solution

2
Start B
A 1 C 3

D
4
 Example
Represent the following activities on network
diagram
Activity Dependency
A -
B A
C A
D A
E B,D
F C
 solution
4

D
2
B E
A
1
F
C
3

N.B:
is called Dummy Activity. It is denoted by broken line
 Example
Represent the following activities on network diagram
Activity Dependency
A -
B -
C A
D A
E B
F C, E
G C, E
H F
I G, D
J H, I
Solution
 Exercise
Represent the following activities on network diagram
Activity Dependency
A -
B -
C A, B
D A
E C, D
F E
G E
H C, D
I F, G
J H, I
 Exercise
Represent the following activities on network diagram
Activity Duration Dependency
A 7 -
B 3 -
C 6 A
D 3 B
E 3 D, F
F 2 B
G 3 C
H 2 E, G
 Critical Tasks

• Are tasks that if delay, the completion of

the project will be delayed

• Tasks that lie on the critical path

 Critical Path

• is the sequence of project network activities

which add up to the overall duration,
regardless if that longest duration has float
or not.
• determines the shortest time possible to
complete the project.
• the significance of the critical path is that the
activities that lie on it cannot be delayed
without delaying the project
 Critical Path Analysis

• a step-by-step project management technique for

process planning that defines critical and non-critical
tasks with the goal of preventing time-frame
problems and process bottlenecks,
• is ideally suited to projects consisting of numerous
activities that interact in a complex manner.
• acts as basis both for preparation of a schedule,
and of resource planning
 Critical Path Analysis

Critical Path Analysis is an effective and powerful method

of assessing:
• Tasks which must be carried out
• Where parallel activity can be carried out
• The shortest time in which a project can be completed
• Resources needed to achieve a project
• The sequence of activities, scheduling, and timings
involved
• Task priorities
 Critical Path Analysis
Steps involved in Critical Path Analysis
• Define the required tasks and put them down in
an ordered (sequenced) list.
• Create a flowchart or other diagram showing each
task in relation to the others.
• Identify the critical and non-critical relationships
(paths) among tasks.
• Determine the expected completion or execution
time for each task.
• Locate or devise alternatives (backups) for the
most critical paths.
 Identifying Critical Path
P Activity Y P

E L E L
Start of activity Y End of activity Y
P = Event,
E = Earliest Finish Time (EFT)
L = Latest Finish Time (LFT)
EFT is the time duration to finish an event.
EFT for one event indicates the EST (earliest start time) for the
next activity.
LFT is the time each event must be reached if the project is to
be completed by the end of EFT. It is obtained through
backward calculation
 Identifying Critical Path
The critical path can be identified by determining the
following four parameters for each activity:
• EST - earliest start time: the earliest time at which the
activity can start given that its precedent activities
must be completed first.
• EFT - earliest finish time, equal to the earliest start
time for the activity plus the time required to
complete the activity.
• LFT - latest finish time: the latest time at which the
activity can be completed without delaying the
project.
• LST - latest start time, equal to the latest finish time
minus the time required to complete the activity.
 Identifying Critical Path
• Slack time for an activity is the time between its earliest
and latest start time, or between its earliest and latest
finish time.
• Slack is the amount of time that an activity can be
delayed past its earliest start or earliest finish without
delaying the project.
• The critical path is the path through the project
network in which none of the activities have slack, that
is, the path for which EFT = LFT for all activities in the
path.
• A delay in the critical path delays the project. Similarly,
to accelerate the project it is necessary to reduce the
total time required for the activities in the critical path.
 Example
Establish the critical path of the network diagram obtained from the table below
Activity Time Taken (days) Preceding Activity
A 3 -
B 6 A
C 4 A
D 10 B, C
E 5 D
F 10 D
G 1 E, F
H 5 E
I 8 E
J 15 G, H, I
K 5 J
L 2 J
M 10 K
N 2 L, M
 Exercise
Establish the critical path of the network diagram obtained from the
table below
Activity Time Taken Preceding Activity
A 2 -
B 20 A
C 15 -
D 5 -
E 15 D
F 5 B, E
G 15 F
H 5 G
I 5 B, C
J 5 H, I
 Exercise
Establish the critical path of the network diagram obtained from the
table below
Activity Time Taken Preceding Activity
A 9 -
B 2 -
C 12 A
D 10 A
E 12 B
F 6 C, E
G 7 C,E
H 14 F
I 8 G, D
J 3 H, I
 Exercise
Establish the critical path of the network diagram obtained from the
table below
Activity Time Taken Preceding Activity
A 10 -
B 2 -
C 3 A, B
D 12 A
E 5 C, D
F 3 E
G 5 E
H 9 C, D
I 16 F, G
J 2 H, I
 Exercise
Establish the critical path of the network diagram obtained from the
table below
Activity Time Taken Preceding Activity
A 2 -
B 10 -
C 4 A
D 2 B
E 3 A, D
F 3 B
G 8 C, E, F
H 2 G
I 2 G
J 4 H
K 2 I, J
 Exercise
Establish the critical path of the network diagram obtained from the
table below
Activity Time Taken Preceding Activity
A 7 -
B 13 A
C 3 B
D 9 C
E 19 C
F 6 G
G 7 E
H 10 G
I 10.5 E
J 5 D, F, H, I
K 8 L
L 3.5 D, I
M 2 J, K