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ManagementofProjectsTRidgmantwrengcamacuk
Management of Projects T Ridgman twr20@eng.cam.ac.uk What is a project? Costs of Project Failure Separating Objectives Project Objectives - the deliverable Project Management Objectives Execution Costs/Time/Quality Project Scoping Project Planning Work Breakdown Structure Resource Estimation Logical Dependencies Project Scheduling CPA, Critical Path Analysis PERT, Programme Evaluation and Review Technique Output - Gantt Charts Resource Histograms WBS Level Names Program Project Task Sub Task Work Package Activity Work Breakdown Structures 2.995m Municipal Truck WBS Task Level WBS Sub Task General Aspects of WBS WBS does not show the sequence of work Don’t plan in more detail than you can manage. Task Duration should be linked to the review period In Industrial NPD Engineering and programming sub-tasks should have durations no greater than one to three weeks. Estimating Resources An exact estimate is impossible The more experience there is of an activity the easier it is to estimate. If people are punished for failure they will pad estimates. Project estimating assumes 50% probability estimates are used unless specified otherwise. Consensual Estimating Logical Dependencies Activity Network (Activity on Node) Programme Evaluation Review Technique - PERT PERTfor a Task PERT for a Project: Gantt Chart Resource Histogram Schedule Computations(fixing the plan to a point in time) Forward Scheduling Backward Scheduling Resource Constraining Shortening the Project Add Resource Reduce Scope (or eliminate scope creep) Change Process Look for activities that can be done in parallel Reduce Quality Project Deliverable Review Design Does it Work? Can we make it? Is it still viable? Risk Project Management Review Current Project Status Future Status Status of Critical Tasks Risk Assessment Information Relevant to other Projects Limitations of Review Project Team Review Leadership Decision Making Problem Solving Communications Meet
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