The document discusses project management and outlines the key stages and areas of project management. It begins with defining the project, planning the work, managing the work plan, managing issues, scope, risk, communication, and documents. It then discusses quality, metrics, and reasons why projects fail. The basic phases of a project are outlined as initiation, planning, execution, controlling, and closing. Key terms related to project management including time, money, and scope are defined. The use of project management software to create project plans, monitor schedules, and generate reports is also summarized.

1. Project management
1
Project Management
Network Analysis
By : Farook A Azam

2. Project management
2
Stages
• Project – Initial Idea
• Project Formulation
• Pre-feasibility studies
• Feasibility study
• Project planning
• Detailed Project Report
• Project Network for Implementation
• Project Monitoring
• On course adjustments
• Closure

3. Project management
3
Key Areas
• Define Project –
– why, when, who wants it, who benefits, where is money, what is
the time frame – construction and life
• Plan the work
– Agencies involved, annual budget, work breakdown structure
• Mange work plan
– Implementation Planning, actual implementation
• Manage Issues
– Who decides, impact on project, alternatives, Root cause
Analysis

4. Project management
4
Key Areas
• Define Scope
– what comes with in the preview of project, Scope creep, end user
scope approval, Organizations implementing not accountable
• Manage Risk
– Expect things that can happen in the worst scenario –Leave it, monitor
it, Avoid (change the supplier), Move (Insurance), Mitigate (Plan in
advance)
• Mange Communication
– superiors, stakeholders, end users, financiers, with in the project –
Mandatory, informational, marketing
• Manage Documents
– Reports, drawings, bills, payment, communication, project changes

5. Project management
5
Key Areas
• Quality ‘of the and in the’ project
– Quality is not just best material and zero defects –
client needs, Quality control and Quality
assurance (Products and process)– anticipate
problem areas
• Manage Metrics
– Hard data – numbers, opinions, orders,
beneficiaries, Value for money)

6. Project management
Why Projects Fail?
6
• List and discuss
some failed
projects.
• Was it really needed?
• Was it value for money?
• Up-front planning?
• Where is the budget?
• Inadequate resources?
• Risks anticipated?
• People problem?
• Co-ordination between agencies?
• Poor work plan?
• Weak project management?

7. Project management
Why Projects Fail?
7
• List and discuss
some projects.
Konkan Railway, Channel
tunnel, Bangalore Metro.
Road Improvements,
Railway projects,
Veeranam water,
Flyovers, Large dams, …..
• Scope did not cover?
• New technology creates
complication?
• Poor technical design?
• Requirements change
through out the project?
• Different technologies
do not match?
• Poor initial work requires
huge costs later?

8. Project management
8
Basic Phases of Project
• Initiation
– Vision, goals, assemble team, define expectations and be
sure of Scope
• Planning
– With scope in mind, identify tasks, develop schedules,
ascertain resources needed, funds requirement
• Execute
– Lead the team, solve problems, build project,
communicate

9. Project management
9
Basic Phases of Project
• Controlling
– Monitor, make corrections, readjust schedules
• Closing
– Deliver project, acknowledge results, document
special features, success and failures – What
suggestions to others who will deal with similar
projects?

10. Project management
10
Monitoring -The whole team works
• Surprises and conflicts may occur during the course
of the project.
• It is important to remember that it is the team's
responsibility to make the project happen.
• If there are problems, the team should help figure
them out.
• If there are conflicts, the team should act together to
resolve them.
• This can be facilitated by regular meetings (daily,
weekly, monthly, whatever is practical) of the team.
• At the meetings the team should review the schedule
and the status (complete or not complete) of the
project goals.

11. Project management
11
Project Networks
• PERT – Program Evaluation and Review
Technique – 1980 – Missile program
• CPM – Critical Path Method – Du Ponts –
Chemical Industry
• Differences between PERT and CPM
– Probabilistic & Deterministic
– Research based & Repeated projects

12. Project management
12
Project
• A complex set of activities, with a definite
Goal
• Limited earlier experience
• It consumes time and resources
• Multiple agencies are usually involved
• Objective is finish the project at the
earliest possible time
• Project cost and revenues are related to
time

13. Project management
13
Project Management
• Project management is the process of
planning, organizing, and managing tasks
and resources to accomplish a defined
objective, usually within limitations on
time, resources, or cost

14. Project management
14
Basic Assumptions
• Every project can be broken up into a series
of independent activities / Tasks
• Every activity requires certain amount of
time to complete which can be estimated
• By adding more resources, the activity
duration can be reduced
• Activities, because they are independent,
can be carried out at the same time
independently, or due to the technological
nature of the activities have to be done in
specific order.

15. Project management
15
Project Management
• Earlier methods
– By Experience
– By Checklists
– Bar diagram, Gantt charts
– and finally now through Project Network analysis
– In Future, using integrated Project management
software.

16. Project management
16
Basic Assumptions
• It is possible to arrive at the precedence
relationship between activities
• The project gets completed only when all
the activities are completed
• Project delay costs money – interest
costs, foregone benefits
• If this project is part of another bigger
project, Early completion may not help
• Early completion also costs money as
more resources will be consumed

17. Project management
17
Pictorial representation
• The project can be represented as a network, with
one specific beginning and one specific end point.
• The project has specific milestones when a set of
predetermined activities are completed. The final
milestone is the one when all activities are
completed.
• The project can be represented as a network in
either AOL or AON fashion
• Activity on links is more common in manual
analysis. Almost all computer packages use Activity
on node system

18. Project management
18
Graphical representation
Parallel
activities
A
B
Sequential
activities
Dummy activities
s
t
a
r
t
E
n
d
5
7
4
9
1
2
2
8
6
1
4
4
9
1
3
11
3
7
1
5,
5
12,
30
34,
34
22,2
3
14,
14
10,2
0
26,
26
9,1
0
0,
0

19. Project management
19
Step 1
• Breakdown the project into a series of
tasks
• Estimate the duration for each task
• Identify the agency responsible for
executing it
• Identify the resources required – labour,
material, machinary, software
• Identify the cost pattern – lumpsum,
prorata, at the beginning, at the end, …..

20. Project management
20
Step 2
• Identify the sequencing of activities by precedence
relationship
• Remember, one starting and one finishing point
• Remember no cycles
• Draw the network graphically
• Assign a node number sequentially, starting from 1
to start point
• The arrows to lead from a lower node number to
higher node number

21. Project management
21
Step 3
• For every node, find the earliest time the
node can be reached. This gives the
earliest starting time for each activity
starting from this node.
• Find the longest path from Start to finish.
• This is the critical path
• The length of the path is the minimum
duration of the project.

22. Project management
22
Step 4
• By backtracking from finishing node, for every node,
find the latest time the node can be reached without
upsetting the project completion date.
• This gives the latest starting time for each activity
starting from this node.
• This will allow you to schedule the activities at the
latest possible time.
• Observe the critical path. It has no leeway about
starting or finishing times
• For other activities, the difference between earliest
and latest starting time is called Slack (Float).

23. Project management
23
Step 5
• Use of Scheduling
– Agencies executing work can plan their activities
– Cost requirement at various time known
– Resource usage known
• Use of Slack
– Monitoring
– Cost and resource usage

24. Project management
24
Step 6
• Resource Leveling – Adjusting the
schedule to manage with in the resources
available – This may increase the project
duration and hence is costly
• Crashing - Getting more resources by
additional cost to finish the project with in
the original time. – This is also costly
• Intelligent use of slacks

25. Project management
25
Computer Software
• Can handle very large networks
• Can consider a large number of resources
• Can consider a variety of cost types
• Very fast calculation
• Can handle calendars, holidays, shifts, etc
• Can consider either specific starting date and
work forward or specific finish date and work
backwards

26. Project management
26
Computer Software
• Can handle many different types of precedence
relationships including leads and lags
• Can handle a large number of constraints on
starting or finishing of activities
• Can present different views of project in multi-
color for easy understanding
• Can generate a wide variety of reports, MIS
documents
• A comprehensive ‘Help’ facility

27. Project management
27
Types of programs
• Open source – free
• Commercial software at different prices

28. Project management
28
Definitions
• Time: The time to complete the project as
reflected in your project schedule.
• Money: The project budget, based on the cost of
the resources, that is, the people, equipment,
and materials required to do the tasks.
• Scope: The goals and tasks of the project and
the work required to complete them.
• This trio of time, money, and scope is the project
triangle

29. Project management
29
Project Plan
• When building project plan, the following types of
information is required:
• Tasks
• Duration
• Task dependencies
• Resources
• Costs
• With this information, One can calculate activity
schedule, costs, and resource work load.

30. Project management
30
Characteristics
• When managing a project, one can use
features such as:
• Custom fields to identify specific
information.
• Views and tables to display the exact
information one wants to review.
• Filters and groups to focus on the
information that needs your attention.

31. Project management
31
Information from software
• To get to information, use these tools:
• Views present a subset of project
information in a format that's easy to
interpret. For example, the Gantt Chart
displays basic task information in columns
and a bar graph.
• Tables define the columns displayed.
• Filters focus on specific tasks or
resources.

32. Project management
32
Project Plan
• you start a new project plan and then enter and
organize the list of tasks to be completed, along
with each task's duration and any task
dependencies.
• Next, you add people, equipment, and materials
and their costs to your plan, and then assign
these resources to tasks. With this resource and
task information, The software creates a
schedule. One can verify the schedule and
adjust it as necessary.

33. Project management
33
MS Project
• Create a new project
• When you start a new project in Microsoft
Project, you can enter your project's start
or finish date, but not both.

34. Project management
34
Finish-to-start (FS)
• Task (B) cannot start until task (A) finishes.
For example, if you have two tasks.
"Construct fence" and "Paint fence," "Paint
fence" can't start until "Construct fence"
finishes. This is the most common type of
dependency.

35. Project management
35
Start-to-start (SS)
• Task (B) cannot start until task (A) starts.
For example, if you have two tasks, "Pour
foundation" and "Level concrete," "Level
concrete" can't begin until "Pour
foundation" begins

36. Project management
36
Finish-to-finish (FF)
• Task (B) cannot finish until task (A)
finishes. For example, if you have two
tasks, "Add wiring" and "Inspect electrical,"
"Inspect electrical" can't finish until "Add
wiring" finishes.

37. Project management
37
Start-to-finish (SF)
• Task (B) cannot finish until task (A) starts. This
dependency type can be used for just-in-time scheduling
up to a milestone or the project finish date to minimize
the risk of a task finishing late if its dependent tasks slip.
If a related task needs to finish before the milestone or
project finish date, but it doesn't matter exactly when and
you don't want a late finish to affect the just-in-time task,
you can create an SF dependency between the task you
want scheduled just in time (the predecessor) and its
related task (the successor). Then if you update
progress on the successor task, it won't affect the
scheduled dates of the predecessor task.

38. Project management
38
Constraints
• Start as Soon As Possible and As Late As
Possible are the most flexible constraints.
• Finish as Soon As Possible and As Late
As Possible are the most flexible
constraints
• Start No Earlier Than and Finish No Later
Than are moderately flexible constraints
• Must Start On and Must Finish On are the
most inflexible constraints.

39. Project management
39
Zoom
• In the Gantt view, You can zoom the
calendar and adjust the three layers –
• See it monthly, quarterly, yearly or adjust
for project duration

40. Project management
40
Other Main Constraints
• Resources – Use Resource leveling
• Costs – Time management

41. Project management
41
To start
• Identification of Activities are over.
• Their duration, resource requirement, cost
are known
• Precedence relations (dependencies) are
known
• Total resources available are known
• Responsibilities for different activities are
identified.

42. Project management
42
Project Planning
• Open a new project. Blank sheet
• Arrange the holidays in the calendar – Go to
tools, Change working times (non-default
working times)
• Go to Gantt chart
• Enter Task names, and durations
• Go to Project, enter Task information
including constraints and precedence
• Once OK, Create a baseline

43. Project management
43
Project Monitoring
• Add two more columns to Gantt chart called
Actual start and Actual Finish
• Enter these data as they come by after
authentication
• Generate reports to indicate:
– Scheduled and current project duration
– Scheduled starts and Actual starts
– Scheduled finishes and Actual finishes
– List of current critical activities

44. Project management
44
Project Monitoring
• Take up the report in the weekly meeting
and take corrective action
• Use the software to enter these corrective
actions to find out the effect
• Revise corrective action and implement

45. Project management
45
Software Inputs
• Tasks
• Their duration
• Precedence relationship
• Task constraints
• Resource requirements
• Money aspects
• Actual starts and Actual finishes

46. Project management
46
Software outputs
• Project duration
• Activity scheduling – start dates and finish dates
• Inter-relationship between activities
• Milestone dates – scheduled and achieved
• Resource requirement superimposed on
calendar
• Money requirement – cumulative or weekly,
superimposed on calendar
• List of critical activities, Slacks to help monitoring
• A variety of reports, MIS

47. Project management
47
Exercises
• From the net obtain a list of project
management software.
• Breakdown some typical projects into
tasks
• Manually draw the schedule for a number
of projects
• Verify them on computer software
• Learn the use of slack