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Project Managment

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mohamed ali
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13 views

Project Managment

Uploaded by

mohamed ali
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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PROJECT MANAGMENT

SUPERVISED BY : DR KHALED SEIF


PREPARED BY : MOHAMED SABRY MOHAMED
GROUP : G2
ID : 21225738
PROJECT MANAGMENT

 Projects are sum of activities designed and planned within predetermined budget in certain
time frame
 Project runs in uncertainity and risk conditions
 Types differ from huge to small projects
PROJECT AND FUNCTIONAL MANAGEMENT

Project management completely different than daily practice operational or functional


management in:
1. Predetermined precise objective
2. Limited time frame
3. Not routine in nature
4. May need team from different
departments coordination
PROJECT MANAGEMENT KEY METRICS

A. RESOURCES COST
B. TIME FRAME
C. SPECIFIC GOAL ACHIEVEMENTS
AND PERFORMANCE
PROJECT LIFE CYCLE

Projects scopes are variable in size,duration,cost and resources needed but typically consists of
four phases:
A. Definition
I. Concept exhibit the organization need for the project
II. Feasibility analysis exhibit cost and benefits
B. Planning describes work process,cost,time needed
C. Execution it is implementation
D. Termination it is the project closure and dealing
with left resources
KEY DECISION IN PROJECT MANAGEMENT

 CHOOSING THE PROJECT TO PROCEED


 CHOOSING THE PROJECT MANAGER
 SELECTING THE IDEAL TEAM
 DESIGN AND PLAN THE PROJECT
 USE AND MANAGE THE RESOURCES
 DETERMINE THE END OF THE PROJECT
 PROJECT MANAGER TRIANGLE
PROJECT MANAGER BEHAVIORAL ASPECTS

 ULTIMATE RESPONSIBILITY OF THE PROJECT


 FOLLOW CODE OF ETHICS
 TRUST,INTEGRITY AND PROFISSIONALISM
 CONTROL THERESOURCES EFFECTIVELY
 LEAD AND MOTIVATE THE TEAM
 COMMUNICATION
 WORK EVALUATED ON BASIS TEAM OVERALL
WORK BREAKDOWN STRUCTURE(WBS)

ORGANIZING IN SCHEMATIC STRUCTURE


1. THE PROJECT REQUIRED ACTIVITY
2. MAJOR ELEMENTS
3. MAJOR SUPPORTING ACTIVITY
4. LIST OF ACTIVITY NEEDED
PROJECT MANAGEMENT PLANNING AND
SCHEDULING
GANTT CHART
• IT IS VISUAL TOOL HELP PLANNING SIMPLE PROJECTS
• DISPLAY INITIAL ACTIVITY VERSUS TIME
• HELP MONITORING PROJECT PROGRESS
PERT and CPM

NETWORK DIAGRAM PROVIDE PROJECT MANAGER TOOLS FOR:


PROJECT ESTIMATION TIME
CRITICAL ACTIVITIES LOCATED IN CRITICAL PATH
ACTIVITY WHICH CAN BE DELAYED WITHOUT AFFECTING ESTIMATION PROJECT TIME
ALL ACTIVITY GRAPHICAL DISPLAY
DETERMINISTIC AND PROBABILISTICTIME
ESTIMATES
IT IS DESCRIPTION FOR ESTIMATED ACTIVITY TIME
DETERMINISTIC EXHIBIT CERTAINITY FOR THE ACTIVITY ESTIMATED TIME
PROBABILISTIC EXHIBIT PROBABILITY OF VARIATION TO HAPPEN
COMPUTING ALGORITHM

IT IS USED WITH HUGE PROJECTS WITH HUNDREDS OR THOUSANDS OF ACTIVITIES.


FOUR INFO USED TO DESCRIPE NETWORK ACTIVITIES
1. ES the earliest time activity can start
2. EF the earliest time activity can finish
3. LS the last time activity can start
4. LF the last time activity can finish
After these calculation managers can find
o Critical path
o Slack time
o Estimated project time
PROBABILISTIC TIME ESTIMATES

 OPTIMISTIC TIME DISPLAY PROJECT TIME UNDER OPTIMUM CONDITIONS


 PESSEMISTIC TIME DISPLAY PROJECT TIME UNDER THE WORST CONDITIONS
 MOST LIKELY THE MOST PROBABILITY CAN HAPPENED
 BETA DISTRIBUTION IT IS STATISTICAL CALCULATION REFLECT DESCRIBE INHERENT VARIATION
AND ATTRACTIVE FOR MANAGERS AND REFLECT HIS OR HER EXPERIENCE.
DETERMINING PATH PROBABILITY

• CALCULATION AND EQUATIONS TO FIND VALUE OF (Z)THAT REFLECTS THE PROBABILITY OF PATH
TO FINISHED IN ITS ESTIMATED TIME
• RULE OF THUMB IT IS ARULE STATES THAT IF THE VALUE OF (Z )EQUAL +3 OR MORE THE
PROBABILITY TO FINISH THE PATH IN TIME IS 100%
• IF THE VALUE OF (Z) IS NEGATIVE
THE PATH CAN FINISH EARLIER IN TIME
SIMULATION

INDEPENDENCE USED TO DESCRIPE INTERLATED OF ONE ACTIVIT OR MORE WITH ONE OR


MORE PATHS
WHEN DEPENDENCE OCCUR PROJECT MANAGERS TEND TO USE SIMULATIONS
BUDGET CONTROL

BUDGET CONTROL IS SENSETIVE ISSUE IN PROJECT MANAGEMENT


COST OVERRUN CAN HAPPENED BECAUSE OF OPTIMISTIC PLANNING OR UNFORESEEN EVENTS
COST OVERRUN AFFECT ALL OTHER ACTIVITY AND MAY THREAT THE TOTAL PROJECT
PROJECT MANAGER SHOULD REVIEW ALL ACTIVITY ON DAILY OR WEEKLY BASIS AND TAKE
CORRECTIVE ACTION FOR ANY DEVIATION FROM THE PROJECT BUDGET
TIME –COST TRADE-OFF:CRASHING

PROJECT MANAGER MAY NEED TO FASTEN THE PROJECT TIME FOR COMPETITIVE OR OTHER STRATEGIC
NEEDS
PROJECT MANAGER CAN SHORTEN THE TIME BY MORE FUNDS OR EXTRA RESOURCES
PROJECT MANAGER CAN SHORTEN THE TIME BY CRASHING THE PATHS ACTIVITIES OR SHORTEN ACTIVITY
TIME
HE OR SHE NEEDS TO EVALUATE COST OF REGULAR AND CRASH TIME
HE OR SHE NEEDS TO EVALUATE BENEFITS OF REGULAR AND CRASH TIME
PROJECT MANAGER CAN HAVE BENEFITS OF
CRASHING TO LIMIT AFTER
IT THE BENEFITS OF SHORTENING
THE PATH WILL DECREASED.
CRITICAL CHAIN PROJECT MANAGEMENT

IT IS APPROACH LIKE TO NETWORK DIAGRAM.


IT IS USED BUFFERS LIKE TIME AND RESOURCES
IT IS USED TO MINIMIZE THE EFFECTS OF UNESSENTIAL ACTIVITY AND DECREASE SLACK TIME.
PROJECT MANAGEMENT SOFTWARE

PROJECT MANAGER USING SOFTWARE TO


DESIGN,PLAN,MONITOR,REPORT AND COMMUNICATE TEAM
MEMBERS.
PROVIDE HISTORICAL RECORDS.
CAN BE CUSTOMIZED FOR ANY UPDATE NEEDED.
MAKE REMOTE PLACES TEAM MEMBERS TO COMMUNICATE EASIER
AND EFFECTIVELY
EASY PERFORMANCE TRACKING
OPERATION STRATEGY

PROJECT NATURE TO BE OPERATED IN UNCERTAINITY CONDITIONS


PROJECT MANAGER SELECTION AND SKILLED TEAM GATHERING IS ESSENTIAL
TO REDUCE RISK PROJECT MANAGER HAVE TO BUILD VERY GOOD DESIGN AND PLAN AND
MONITOR ALL CHANGES.
PROJECT MANAGERS HAVE TO REVIEW ALL PATHS BECAUSE NON CRITICAL PATH MAY CHANGES
FOR CRITICAL OR AFFECTING IT INDIRECTLY
RISK MANAGEMENT

RISKS FROM UNEXPECTED ISSUES MAY BE VERY THREATFUL FOR THE PROJECT THROUGH ITS
LIFE TIME
RISK PROBABILITY IS HIGHER AT THE PROJECT BEGINNING AND LOWER AT THE END
RISK COST IS LOWER AT THE PROJECT BEGINNING AND LOWER AT THE END
PROJECT MANAGER HAVE TO MONITOR ANY CHANGES BY ANALYSING IT AND HAVE LEARNED
LESSONS TO
AVOID ANY FUTURE RISKS
THANK YOU

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