1. Chp 1
PROJECT:-
A project is a sequence of unique, complex, and connected activities having one goal or purpose and
that must be completed by a specific time, within budget, and according to specification.
Characteristics of a Project
• Sequence of Activities
• Unique Activities
• Complex Activities
• Connected Activities
• One Goal
• Specified Time
• With in Budget
• According to Specification
Project Parameters
Five constraints operate on every project:
Scope
Quality
CostTime
RESOURCES
The Scope Triangle

2. TYPES OF CREEPS IN A PROJECT:-
1.SCOPE CREEP
2.HOPE CREEP
3.EFFORT CREEP
4.FEATURE CREEP
CHP 2------
What is Project Management?
PM is the application of knowledge, skills, tools and techniques to project activities in order to
meet project requirements. (PMI)
PM
is an art.
is a science.
has a set of tools and methods

3. Q.What do you understand by project management life cycle?
The project management life cycle consists of various phases in the life of a project.These
phases/stages are as under:-
1.Scope the Project.
2.Develop the Project Plan.
3.Launch the Plan.
4.Monitor/Control Project progress.
5.Close out the Project.
The TPM life Cycle

4. RELATIONSHIP Product Development Life Cycle and TPM

5. The Project Development Life Cycle Pain Curve

6. CHP 3
What do you understand by conditions of satisfaction in a Project? How are
these developed? Show Diagrammatically?
Ans:
Definition of Conditions of Satisfaction (COS):
These are the conditions on which the client and the Project Manager agree as a result of their
Negotiations about a particular project.
Development of COS:
The client makes a request for a project to the project Manager. At this point both parties
define exactly what the request is and what kind of response is appropriate. The deliverable
from the conversation is COS.
This process is explained with the help of following diagram.
Establishing the Condition of Satisfaction

7. What is POS? Discuss its purposes
Ans:
The project overview statement (POS) is a short document ideally one
page that concisely states; what is to be done in the Project? Why it is to be
done? And what business value, it will provide to the enterprise when
completed. The COS provides input to generate the POS.
Purposes of POS:
1. To obtain approval of the Project from Senior Management (Competent
Authority).
2. Inherited Project.
3. Unsolicited Individual Initiative.
4. A reference for the team.
Q. Discuss various parts of the POS and draw a
sample POS?
Ans:-
The POS has five component parts:-
1. Problem / Opportunity.
2. Project Goal.
3. Project objectives.
4. Success Criteria.
5. Assumptions, Risks, Obstacles.
Sample POS is drawn Below

8. SAMPLE FORM --POS
CHP 4
DEFINATION OF WBS:-
The work Breakdown Structure(WBS) is a hierarchical description of the work that must be
done to complete the Project,as defined in the Project over view Statement.(POS).Several
processes can be used to create this hierarchy.

9. Work Breakdown Structure
WBS for a house

10. Q.Explain briefly the Approaches to build/generate the WBS?
There are two main Approaches to build/generate WBS:-
1. TOP-DOWN APPROACH
2. BOTTOM-UP APPROACH.
CRITERIA TO ENSURE COMPLETENESS OF EACH ACTIVITY IN WBS.

11. Developing the WBS is the most critical part of the JPP session. If we do this part right, the rest
is comparatively easy. How do you know that you’ve done this right? Each activity must possess
six characteristics to be considered complete. That is, completely decomposed. The six
characteristics are as under:
1. SIX CRITERIA TO TEST FOR COMPLETENESS IN THE WBS
2. Status/completion is measurable.
(Measurable Status)
2. Start/end events are clearly defined.
(Bounded)
3. Activity has a deliverable.
4. Time/cost is easily estimated.
5. Activity duration is within acceptable limits.
6. Work assignments are independent.
If the activity does not possess these six characteristics, decompose the six activity and ask the
questions again. As soon as an activity possesses the six characteristics, there is no need to
further decompose it. As soon as every activity in the WBS possess these six characteristics, the
WBS is defined as complete.

12. CHP 5
Six Methods for Estimating Activity
Duration
• Similarity to other activities
• Historical data
• Expert advice
• Delphi technique
• Three point technique
• Wide-band Delphi technique
DELPHI TECHNIQUE
First Pass
DELPHI TECHNIQUE
Second Pass

13. THREE POINTS TECHNIQUES
DELPHI TECHNIQUE • PESSISMISTIC. The pessimistic time is that duration
that would be experienced ( or has been
Third Pass experienced) if every thing that could go wrong did
go wrong, yet the activity was completed.
• MOST LIKELY. The most likely time is that time
usually experienced.
APPLYING THREE POINT TECHNIQUE APPLYING THE WIDE-BAND DELPHI
TECHNIQUES
Combining the Delphi and three-point methods
results in the wide-band Delphi techniques. It
involves a panel. As in the Delphi technique. In
place of a single estimate the panel members are
asked, at each iteration, to give their single
estimates for the duration of the chosen activity.
The results are computed for each of the three
estimates, and the averages are used the
optimistic, pessimistic, and most likely estimates of
activity duration.

14. CHP 6
BASIC TERMINOLOGY IN BASIC TERMINOLOGY IN
CONSTRUCTING PERT/CPM CONSTRUCTING PERT/CPM
4. Slack/ Float of an Activity:- It is the time
1. Project Network Diagram:- It is a duration for which an activity can be
Pictorial representation of the sequence slacked/Floated.
in which the project work can be done 5.EST:- Earliest Start time of an activity.
6.LST:- Latest Start time of an activity.
2.Activity:- Chunk Of Work. 7.EFT:-Earliest Finish time of an activity.
3.Slack/Float Activity:- it is that type of 8.LFT:- Latest Finish Time of an activity.
Activity which can be started earlier or 9.Critical Path:- It is the largest path or
sequence of Activities (in terms of Activity Time
finished later without affecting the time Duration), through the Network Diagram.
duration of the Project
CONSTRAINTS WHICH EFFECT
SAMPLE NETWORK DIAGRAM SEQUENCING OF PROJECT
ACTIVITIES
There are Four type of constraints which
2 effect the sequence of Project
Activities:-
1. Technical constraints.
1 3
2. Management constraints.
4 3. Inter Project constraints.
4. Date Constraints.
Question: Calculate Critical Path From Above Network Diagram
ACTIVITIES DEPENDENCIES ACTIVITIES DEPENDENCIES
A dependency is a relationship that exist 1. Finish to Start (FS):- When A
between activities. To say that Activity B finishes B start.
depends on Activity A. It means Activity A B
A produces a deliverable which is 2. Start to Start(SS):- Activity A & B
needed in order to do the work Start Together
associated with Activity B. there are A
Four type of Activity Dependencies.
B

15. ACTIVITIES DEPENDENCIES ACTION PLAN
3. Start to Finish (SF):- Activity B can
Activity Precedence Time Duration
only finish when Activity A has Started. A - 5 Days
B - 4 Days
C A 6 Days
A B D B 2 Days
E B 5 Days
4. Finish to Finish (FF):- Activity A and
F C, D 8 Days
Activity B finish at the same time. Assignment:- Draw a PERT/CPM from above Action Plan.
Calculate critical Path? Please submit this Assignment to
A the Teacher in next Class.
B
PERT/CPM OF ACTION PLAN
GIVEN AS ASSIGNMENT
2
4
1
5
3
Critical Path =A+C+F
= 5 Days + 6 Days + 8 Days
= 19 Days

16. CHP 7
RESOURCE LEVELLING Resource Scheduling Problem
Resource Leveling is a process that
Project Manager follows to schedule how
each resource is allocated to activities in
order to accomplish work with the
scheduled start and Finish dates of the
Activity. The Scheduled start and Finish
dates of every Activity are constrained by
the Project Plan to lie entirely within their
ES-LF window.
WORK PACKAGE
Resource- Leveling Strategies
It is a written document which
You can use three approaches describes the work (task) to be
to level project resources. done in an Activity. Each work
1. Utilizing available Slack. package is assigned to a single
2. Shifting the Project Finish individual called an activity
Date. Manager or work Package
3. Smoothing. Manager. The Manager is
responsible for completing the
Activity on Time.
WORK PACKAGE
FORMAT OF A WORK ASSIGNMENT SHEET
PACKAGE
1. Work Package Assignment
Sheet.
2. Work Package Description
Report.

17. WORK PACKAGE
DESCRIPTION REPORT

18. CHP8
Definition of JPP Session Objectives of JPP session
It is a group session in which all of the
people who are involved in the Project To develop a Project Plan,
meet to develop the detailed Plan. This which meets the conditions of
session can last from one to three days satisfaction (COS) as
and can be work-intensive. Often there is
a conflict between session Attendee, but negotiated between the client
the final result of this meeting is an and the Project Manager, and
agreement; about how the project can be as described in the Project
accomplished within specified time,
budget, resource Availability and overview statement (POS)
customer specification.
DELIVERABLES FROM JPP Project Proposal
The culmination of all the planning is the
SESSION project proposal. The project proposal is the
1. Work Break Down Structure. deliverable from the JPP session and is
2. Activity Duration Estimates. forwarded to the senior management team for
3. Resource Requirements. approval to do the project. It states the
complete business case for the project. This
4. Project Network Schedule. includes expected business value, as well as
5. Activity Schedule (start date cost and time estimates.
and End Date for each In addition to this information, the proposal
Activity. details what is to be done, who is going to do
6. Resources Assignments. it, when it is going to be done, and how it is
7. Project Notebook. going to be done. It is the roadmap for the
project
CONTENTS OF PROJECT
PROPOSAL
1. Back Ground.
2. Objectives.
3. Overview of Approach to be Taken.
4. Detailed Statement of Work.
5. Time and cost Summary.
6. Appendices (Annexures)

19. CHP 9
chapter9-1
MOTIVATORS(BY HERZBERG)
Herzberg identified following CHAPT 9-2
Motivators:- HYGIENE FACTORS(BY HERZBERG)
1. Achievement 1.Company Policy
2.Recognition 2.Administrative Practices
3.Advancement and growth 3.Working Conditions
4.responsibility
4.Technical Supervision
5.Work itself.
5.Interpersonal Relations
6.Job security
7.Salary.
Chapt 9-3
Motivators Which are Controlled by Chapt 9-4
the Actions of a Project Manager:- COMPONENTS OF PROJECT TEAM
1.Challenge
2.Recognition 1.Project Manager
3.Job design 2.Core Team
a.Skill variety 3.Contracted Team:-
a.Shortage of staff
b.Task identity b.Shortage of Skills
c.Task Significance
d.Autonomy
e.Feed back.

20. CHP 10
BALANCING CONTROL
PURPOSES OF CONTROL SYSTEM
High Control - Low risk
Low control - High Risk
1. To Track Progress
But control also implies rigidity
1. To detect variance from plan. and structure. Both tend to stifle
creativity. The project manager
2. To take corrective Action. should allow the Team members
to have some Latitude to
exercise their individuality. Hence
there should be optimum level of
control.
TOTAL COST OF CONTROL CHANGE CONTROL FORM
& RISK
TYPICAL CHANGE
CONTROL PROCESS

21. CHP 11
CHAPTER 11-1
STEPS IN CLOSING OUT THE PROJECT
1.GETTING CLIENT ACCEPTANCE
2.INSTALLING PROJECT
DELIVERABLES
3.DOCUMENTING THE PROJECT
4.POST IMPLEMENTATION AUDIT
5.THE FINAL REPORT
6.CELEBRATING SUCCESS
CHAPTER 11-2
POST IMPLEMENTATION AUDIT.
• The post implementation Audit is an
evaluation of the Project Goal and activities
achievement as measured against the project
plan,budget ,time,deadlines,quality of
deliverables,specifications and client
satisfaction.
• CONTINUED ON NEXT SLIDE
CHAPTER 11-3
SIX QUESTIONS TO BE ANSWERED DURING
POST IMPLEMENTATION AUDIT.
1.Was the project goal achieved?
2.Was the project work done on time,within
budget,and according to specifications?
3.Was the client satisfied with project results?
4.Was the business value realized?
5.What lessons were learned about your project
management methodology?
6.What worked?What did not?

22. CHP 12
Project Management Q: Define Critical Chain Project Management
(CCPM). Discuss statistical Validation of the
Approaches Critical Chain Approach?
Critical Chain Project Mangement
The critical Chain is defined as the longest duration
1. Traditional Project Management path through the project considering the task
dependencies and resource constraints.
(TPM) Approach. The planning, scheduling and maintenance of critical
2. Critical Chain Project chain throughout the course of the project. Moreover
by giving priority to the critical chain, the Project
Management (CCPM) Approach Manager identifies scheduled Tasks around the most
constrained resources and completes the Project in
less time as compared to TPM Approach.
Justification of CCPM Approach
1. Common Cause Variations. The CCPM approach use
These occur naturally and are mathematical statistics to handle
always Present. We live with that
common cause variations and in
and Plan accordingly.
this way, it completes the same
2. SPECIAL Cause Variations.
Project in less time as compared to
These are the variations which
can be managed by the Project TPM Approach.
Manager. For this we prepare Risk
Management Plan.
Statistical Validation of CCPM
Approach
CONCLUSION
Every task has a contingency. The contingency
is the difference between two probable estimate 1. An empirical study was carried out
estimatestimate. esestimates. D
A B C
and it has been proved that by
Statistical analysis, that CCPM
In the above Diagram, there are four tasks, and Approach completes a Project in
they have Four contingencies. less time as compared to TPM
A B C D
Approach. Therefore, we can say
In the above Diagram, (By CCPM that CCPM Approach is statistically
approach) all contingencies have been Valid.
aggregated. Therefore, it is easy to
manage it

23. Q: Assume that your organization is interested Comparison and Contrast of Two
in using CCPM along with TPM; what criteria approaches;TPM and CCPM.
would you use to decide, which approach 1. Both Approaches are identical to the
makes more sense for a given Project? point, where Project Network is drawn
Ans: and critical path is identified.
1. Definition of TPM:
Project Management is a method and set of techniques 2. Thereafter CCPM Manager develops
based on the accepted principles of management used critical chain Plan.
for planning estimating and controlling work activities to
reach as desired end result on time, with in budget and 3. CCPM is more scientific and make use of
according to specifications. Mathematical statistics to reduce special
2. Definition of CCPM: (Already given in previous slide)
cause variations, which reduces the time
duration of Project.
CONCLUSION
We have discussed both approaches, that
is TPM and CCPM. In order to decide which
approach makes more sense for a given
project, it depends upon the nature of the
Project. In case the time duration of the
Project is more essential, we would like to
have CCPM Approach otherwise we can
adopt TPM approach