Project management Using Pert
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This document discusses project management and the Program Evaluation and Review Technique (PERT). It begins with introductions to project management and PERT. PERT is a statistical tool used to analyze tasks in a project and determine the minimum time needed. Key PERT concepts discussed include critical path, float, expected and normal times. The document provides a theoretical example and then applies PERT to an industrial example of assembling a switch board. Key steps of PERT execution are outlined. Questions about project management responsibilities are also addressed.
Project management Using Pert
- 1. MODULE 6.3 PROJECT MANAGEMENT USING PERT VISHNU RC VIJAYAN ROLL NO 69 BE MECH A 1
- 2. INTRODUCTION Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria Project management is the application of processes, methods, knowledge, skills and experience to achieve the project objectives A project is a unique, transient endeavour, undertaken to achieve planned objectives, which could be defined in terms of outputs, outcomes or benefits A project is usually deemed to be a success if it achieves the objectives according to their acceptance criteria, within an agreed timescale and budget 2
- 4. CORE COMPONENTS OF PROJECT MANAGEMENT Defining the reason why a project is necessary Capturing project requirements Preparing a business case to justify the investment Developing and implementing a management plan for the project Leading and motivation Achieve the project delivery team Monitoring progress against plan Managing the project budget Maintaining communications with stakeholders and the project organisation Closing the project 4
- 5. WHY USE PROJECT MANAGEMENT Investment in effective project management will have a number of benefits to both the host organisation and the people involved in delivering the project. It will provide a greater likelihood of achieving the desired result ensure efficient and best value use of resources satisfy the differing needs of the project’s stakeholders 5
- 6. TOOLS OF PROJECT MANAGEMENT Project Selection Technique 1. Cost-Benefit Analysis 2. Risk and Sensitivity analysis Project Planning Techniques 1. Work Break down Structure (WBS) 2. Project Responsibility Matrix 3. Project Management Manual Project Scheduling and Coordinating Technique 1. PERT 2. LOB 3. CPM Project Cost and Productivity Control 6
- 7. PERT The program (or project) evaluation and review technique, commonly abbreviated PERT, is a statistical tool, used in project management, which was designed to analyze and represent the tasks involved in completing a given project PERT is a method to analyze the involved tasks in completing a given project, especially the time needed to complete each task, and to identify the minimum time needed to complete the total project PERT takes into account the uncertainty of activity times, it is a probabilistic model with uncertainty in activity duration 7
- 8. TERMINOLOGY Optimistic time: the minimum possible time required to accomplish an activity (o) or a path (O), assuming everything proceeds better than is normally expected Pessimistic time: the maximum possible time required to accomplish an activity (p) or a path (P), assuming everything goes wrong (but excluding major catastrophes) Normal Time: the best estimate of the time required to accomplish an activity (m) or a path (M), assuming everything proceeds as normal Expected time: the best estimate of the time required to accomplish an activity (te) or a path (TE), accounting for the fact that things don't always proceed as normal (the implication being that the expected time is the average time the task would require if the task were repeated on a number of occasions over an extended period of time) 8
- 9. Critical path: the longest possible continuous pathway taken from the initial event to the terminal event. It determines the total calendar time required for the project; and, therefore, any time delays along the critical path will delay the reaching of the terminal event by at least the same amount Float or slack is a measure of the excess time and resources available to complete a task. It is the amount of time that a project task can be delayed without causing a delay in any subsequent tasks (free float) or the whole project (total float). Positive slack would indicate ahead of schedule; negative slack would indicate behind schedule; and zero slack would indicate on schedule Critical activity: An activity that has total float equal to zero. An activity with zero float is not necessarily on the critical path since its path may not be the longest Lead time: the time by which a predecessor event must be completed in order to allow sufficient time for the activities that must elapse before a specific PERT event reaches completion 9
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- 12. FORMULA Critical Path = Expected time to complete project -Longest path of the project Standard Deviation: Days above Average (tp-to)/6 Variance And it informally measures how far a set of (random) numbers are spread out from their mean tp-(ta/6) Z (days Needed) (Due Date- Expected Date)/(std Dev X T) 12
- 13. INDUSTRIAL EXAMPLE PRODUCT: SWITCH BOARD ASSEMBLY 13
- 14. PERT CHART START A. LT Chamber B. CB Chamber C. LT Assembly D. CB Assembly E. LT & CB Assembly F. BUS BAR Assembly G. Cable Assembly H. BUS BAR Install I. CABLE ASSEMBLY FINISH •Each process takes a min of 3 days to a maximum of 5daysREF 1 14
- 15. Activity Predecessor Time estimates (days) Expected Time (days) O M P A - - 3 5 <4 B - - 3 5 <4 C A - 3 5 <4 D B - 3 5 <4 E C,D - 3 5 <4 F E - 3 5 <4 G E - 3 5 <4 H F - 3 5 <4 I G - 3 5 <4 Source REF 1 15
- 16. HOW IT HELPS? Before Getting Project All Vendor are shortlisted to find the delivery time Helps to find how much time to quote After Getting Project Multiple projects are taken in the industry at a time, so helps to monitor each project Real time tracking Ease of understanding 16
- 17. EXECUTION After a process is completed the responsible shop personnel initiates its completion in the system As a result it helps the supervisor to track the project from his desk itself Hence in case of some delay, it will be easy for him to track at what point the process is halt and can take necessary remedy against it Time is decided by factors When NO pert system was applied (CHART for O,M,P) Research and collaboration with vendors Guessing, but rarely accepted 17
- 18. SOME QUESTIONNAIRE 1. Who is responsible for the project management? -It varies from company to company. Usually PMG is made as a DEPT which involves in all project management activities. Hence that Dept head is responsible for project management activities 2. Who is below Project management Group? -No Dept is controlled by orders by PMG instead they monitors the activity of all Dept for the completion of the project. In case of issues find a solution for its remedy 3. Who is above project Management? -Company head or General Manager in case of MNC 18
- 19. 4. Who gives the Project? -Customer preference or sometimes the company itself in case of product manufacturing company. 5. What if estimated time fails? -Loss 6. Can PMG calculate with quotation Dept? -Depends on company policy. Mostly they estimates the cost, time and all other factors and provide this information to the quotation dept. It is always seen that purchase and PMG dept are placed together in the hierarchy of the company 19
- 20. REFERENCES Books 1. Siemens Cook Book 2. Industrial Engineering and Production Management (Martand Telsang) Pg 459-477 Websites 1. en.wikipedia.org/wiki/Project_management 2. lbre.stanford.edu 3. searchcio.techtarget.com 4. www.apm.org.uk 20