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Producing Schedules.
How to Make Project Management Work in
Your Company ?
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WBS to do yard project
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Arrow diagram to do yard project
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Calculate project duration ( Longest Path )
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When two or more activities precede another
activity, the earliest time when that activity
can be started is the larger of the durations
of the activities preceding it.
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Calculating Early Start-Early Finish
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When doing backward-pass calculations,
always use the smallest number of LS as the
LF of previous activities.
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Calculating Late Start-Late Finish
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Why Bar Chart ?
• The people doing the work will find it much
easier to understand.
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Arrow Diagram
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Bar Chart
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Schedule with resources Overloaded
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We can use float of activity C until resources
are available
time-critical
resource
leveling
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Schedule with resources Overloaded
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We can use adjust activity C until resources
are available
resource-
critical
leveling
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Game!
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Break!
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Companies should reward people for
practicing the best methods and, if necessary,
fire them when they do not.
It helps to have the entire team trained in the
basics.
Team members need training in
understanding project management tools.
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Senior management should have a brief
overview of the principles so that it knows
what it is realistic to expect.
After the training is complete, pick a project
that already has a pretty high probability of
success—don’t pick your hardest job.
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Practice a lot of MBWA (management by
walking around) as the project progresses,
but do it to be helpful, not in the blame and-
punishment mode.
Do process reviews to learn and to try to
improve whenever possible.
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Be very proactive ,not reactive. Take the lead.
Have team members make presentations to
senior management on their part of the job.
Give them credit for their contributions.
You should pay special attention to critical
path activities.
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Track similar companies that applies
successful management methodologies.
Have individuals take responsibility for being
champions.
Join the Project Management Institute, attend
meetings, and learn more about project
management from other professionals.
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You should ignore resource limitations when
you begin developing a schedule. If two tasks
can logically be done in parallel, draw them
that way.
The critical path is the one that is longest and
has no float. Note that you can have a project
with a longest path that is not critical because
it has float.
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Nobody is available to do productive work
more than 80 percent of a workday. You lose
20 percent to personal time, fatigue, and
delays.
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Any Questions ?
