Académique Documents
Professionnel Documents
Culture Documents
SUBMITTED BY
MEERA R NAIR(221110)
POOJA PATIL(221123)
MANJUSHA PATIL(221124)
SHWETA PHANSALKAR(221129)
1
Overview
● Characteristics of a Project
● Project Management
● Project-Planning and Control Techniques
● Computer Software for Project Management
● An Evaluation of CPM/PERT
2
Characteristics of a Project
3
Definition of Planning
●
•Definition of Planning:
● “It is the process of representing the project
scope by its
● identifiable components and then established the
logical
● interdependence among these components”
(Handout, 2007)
4
Definition of Scheduling
● •Definition of Scheduling:
● “Scheduling=Planning + Time”. “Scheduling
establishes
● activity durations, project completion time, critical
● activities, floats.” (Handout, 2007)
5
Project-Planning and Control Techniques
● Planning inputs
● Tools
●
Scheduling and control charts
●
Horizontal bar charts
●
Expenditure charts and graphs
●
Personnel charts
●
Materials milestone charts
●
Critical path method (CPM)
●
Program evaluation and review technique (PERT)
6
Planning Inputs
8
View of CPM
9
CPM Terminology
● Activity
●
A task or a certain amount of work required in the
project
●
Requires time to complete
●
Represented by an arrow
● Dummy Activity
●
Indicates only precedence relationships
●
Does not require any time of effort
10
CPM Terminology
● Event
●
Signals the beginning or ending of an activity
●
Designates a point in time
●
Represented by a circle (node)
● Network
●
Shows the sequential relationships among
activities using nodes and arrows
11
CPM Terminology
● Path
●
A connected sequence of activities leading from
the starting event to the ending event
● Critical Path
●
The longest path (time); determines the project
duration
● Critical Activities
●
All of the activities that make up the critical path
12
CPM Terminology
14
Steps in CPM Analysis
15
Steps in CPM Analysis
17
PERT
18
PERT
te = ( to + 4tm + tp ) / 6
Vt = [ ( tp - to ) / 6 ] 2
19
Steps in PERT Analysis
20
Steps in PERT Analysis
21
Computer Software
for Project Management
● Microsoft Project (Microsoft Corp.)
● MacProject (Claris Corp.)
● PowerProject (ASTA Development Inc.)
● Primavera Project Planner (Primavera)
● Project Scheduler (Scitor Corp.)
● Project Workbench (ABT Corp.)
● SuperProject (Computer Associates International)
● TurboProject (IMSI)
22
Controlling is the final link in the functional chain
of management activities and brings the functions
of management cycle full circle.
23
Controlling is directly related to planning. The
controlling process ensures that plans are being
implemented properly.
24
The control process is a continuous flow between
measuring, comparing and action.
●
Establish Performance Standards
●
Measure Actual Performance
●
Compare Measured Performance Against
Established Standards
●
Take Corrective Action
25
Establish Performance Standards
●
Standards are created when objectives are set
during the planning process.
●
A standard is any guideline established as the
basis for measurement
●
It is usually expressed numerically and is set for
quality, quantity, and time.
●
Different types of control are-· Time controls,
Material controls , Equipment controls , Cost
controls , Financial controls , Operations control
methods , Statistical process control
26
Measure Actual Performance
●
Written data such as time cards, production tallies,
inspection reports, and sales tickets. Personal
observation, statistical reports, oral reports and
written reports can be used to measure
performance.
27
Types of Control
●
Feedforward controls
( Before the process begins )
●
Concurrent controls
(During the process )
●
Feedback controls
(After it ceases )
28
Feedforward controls
( Before the process begins )
●
Focus on operations before they begin. Their goal
is to prevent anticipated problems.
●
Scheduled maintenance on automobiles and
machinery, safety systems, training programs, and
budgets.
29
Concurrent controls
(During the process )
●
Concurrent controls enacted while work is being
performed include any type of steering or guiding
mechanism
●
Direct supervision, automated systems (such as
computers programmed to inform the user when
they have issued the wrong command), and
organizational quality programs.
30
Feedback controls
(After it ceases )
●
Focus on the results of operations. They guide
future planning, inputs, and process designs.
●
Timely (weekly, monthly, quarterly, annual)
reports
31
Characteristics of Effective Controls
●
Control at all levels in the business
●
Acceptability to those who will enforce decisions
●
Flexibility
●
Accuracy
●
Timeliness
●
Cost effectiveness
●
Understandability
●
Balance between objectivity and subjectivity
●
Coordinated with planning, organizing and
leading
32
THANK YOU
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