On the Shortcomings of the Classical Scheduling Techniques
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The Beginner's Guide to Project Management Methodologies
The Beginner’s Guide to Project Management Methodologies Brought to you by: Contents 2 CONTENTS Why Should I Read Lean About Project Management Methodologies? PRINCE2 Part 1: 16 Common Methodologies PRiSM Adaptive Project Framework (APF) Process-Based Project Management Agile Scrum Benefits Realization Six Sigma Critical Chain Project Management (CCPM) Lean Six Sigma Critical Path Method (CPM) Waterfall Event Chain Methodology (ECM) Appendix: Additional Resources Extreme Programming (XP) Kanban Learn more at wrike.com Do you like this book? Share it! Why Should I Read About Project Management Methodologies? 3 Why Should I Read About Project Management Methodologies? If you’ve been hanging around project management circles, In this ebook, you’ll get: you’ve probably heard heated debates arguing Agile vs. Waterfall, Scrum vs. Kanban, or the merits of PRINCE2. • Bite-sized explanations of each methodology. But what are project management methodologies exactly, • The pros and cons of each approach to help you weigh and how do they help project teams work better? And what your options. makes one methodology better than another? • The details you need to choose the right framework The truth is there is no one-size-fits-all approach. And if to organize and manage your tasks. there were, it definitely wouldn’t be, “Let’s wing it!” Project management methodologies are all about finding the best • A deeper confidence and understanding of the project way to plan and execute a certain project. management field. Even if you’re not a certified project manager, you may be expected to perform — and deliver — like one. This ebook will give you the essentials of 16 common PM methodologies so you can choose the winning approach (and wow your boss) every time. -
Managing Projects 12
MANAGING PROJECTS 12 LEARNING OBJECTIVES After completing this chapter, you should be able to: 12.1 Describe the primary concerns and objectives of project management 12.2 Develop a work breakdown structure and a Gantt chart 12.3 Understand and discuss the Critical Path Method and the Program Evaluation and Review Technique Master the content. 12.4 Perform project crashing edge.sagepub.com/wisner 12.5 Identify and manage project risks 12.6 Discuss the advantages and disadvantages of cloud-based project management applications SCOTTISHPOWER RENEWABLES TO BUILD WORLD’S LARGEST TIDAL ENERGY PROJECT The largest tidal energy project ever built will be located turbines will be built by Norway-based Hammerfest Strm, which has near the island of Islay, which is located off the west coast been operating a prototype in Norway for over six years. The electricity of Scotland. Planned by ScottishPower Renewables, the generated will be used primarily by Diageo, one of the largest distillers 10-megawatt project will harness the power of the sea in the on the island of Islay. “Alongside energy saving measures, wave and fast-moving currents of the Sound of Islay. “With around a tidal energy will have a critical role to play in helping Scotland reduce quarter of Europe’s potential tidal energy resource and a tenth climate emissions and phase out polluting coal and nuclear power,” of the wave capacity, Scotland’s seas have unrivalled potential to says Richard Dixon, director of the environmental conservation group generate green energy, create new, low carbon jobs and bring WWF Scotland. billions of pounds of investment to Scotland,” says John Swinney, Scotland’s finance secretary. -
Information Technology Project Management by Jack T
Information Technology Project Management by Jack T. Marchewka Power Point Slides by Jack T. Marchewka, Northern Illinois University Copyright 2006 John Wiley & Sons, Inc. all rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express permission of the copyright owner is unlawful. Request for further information information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein. Chapter 7 The Project Schedule and Budget Learning Objectives • Describe the Project Management Body of Knowledge (PMBOK®) called Project Cost Management. • Develop a Gantt chart. • Develop a project network diagram using the activity on the node (AON) technique. • Identify a project’s critical path and explain why it must be controlled and managed. • Develop a PERT diagram. • Describe the concept of precedence diagramming and identify finish-to-start, start-to-start, finish-to-finish, and start-to-finish activity relationships. • Describe the various costs for determining the project’s budget. • Define what is meant by the baseline project plan. The Project Planning Framework PMBOK® Project Cost Management • Resource planning • Cost estimating • Cost budgeting • Cost control - 0.0 Husky Air -
1. Introduction to Project Management
1. Introduction to Project Management Introduction Realization of these objectives requires systematic planning and careful implementation. To this effect, application of knowledge, skill, tools and techniques in the project environment, refers to project management. Project management in recent years has proliferated, reaching new heights of sophistication. It has emerged as a distinct area of management practices to meet the challenges of new economic environment, globalization process, rapid technological advancement, and quality concerns of the stakeholders. Project Definition Project in general refers to a new endeavor with specific objective and varies so widely that it is very difficult to precisely define it. Some of the commonly quoted definitions are as follows. Project is a temporary endeavor undertaken to create a unique product or service or result. (AMERICAN National Standard ANSI/PMI99-001-2004) Project is a unique process, consist of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective confirming to specific requirements, including the constraints of time cost and resource. (ISO10006) Examples of project include Developing a watershed, Creating irrigation facility, Developing new variety of a crop, Developing new breed of an animal, Developing agro- processing centre, Construction of farm building, sting of a concentrated feed plant etc. It may be noted that each of these projects differ in composition, type, scope, size and time. Project Characteristics Despite above diversities, projects share the following common characteristics. Unique in nature. Have definite objectives (goals) to achieve. Requires set of resources. Have a specific time frame for completion with a definite start and finish. -
Chapter 6 Network Analysis
Chapter 6 Project Implementation and Tools Tools for Project Scheduling The project manager uses a planning and scheduling process because most projects are complex, of long duration, require visualization of their parts and the resources needed. A planning and scheduling process: • Identifies project activities (tasks/steps) • Identifies the sequence and duration of project activities • Organizes project resources (labor, equipment, materials, technology, facilities) • Enables monitoring of project progress In any project: There will be many tasks to accomplish. Tasks have to go through a sequence Some tasks cannot start until others are finished (task dependency) Some tasks are unconstrained. Some are “critical tasks” Some task will have flexibility in time, cost, resources Some tasks will have uncertainty Project scheduling involves determination of precedence relationship between work elements(activities) determining extent of interdependency and developing the flow path of the activities to reach the objectivities of the project. Steps in Project Scheduling 1. Develop Work Breakdown Structure(WBS) to establish work elements constituting the project 2. Determine Interdependency among various work elements or activities/tasks and accordingly define logical sequence of the activities 3. Quantify each work element in terms of time/other resources requirements 4. Find out constraints, if any, external(e.g., Government policies, law and order problem, inadequacies of infrastructure etc.). and internal(e.g., poor choice of site, inadequacies in agreement with other stakeholders such as consultants etc.) 5. Review the work elements, their inter dependencies and quantification in light of the identified constraints 6. Develop a flow path of activities satisfying the logic of interdependency and constraints 7. -
Event Chain Methodology in Project Management
Copyright Notice: Materials published by Intaver Institute Inc. may not be published elsewhere without prior written consent of Intaver Institute Inc. Requests for permission to reproduce published materials should state where and how the material will be used. Event Chain Methodology in Project Management Intaver Institute Inc. 303, 6707, Elbow Drive S.W. Calgary, AB, T2V0E5, Canada tel: +1(403)692-2252 fax: +1(403)259-4533 [email protected] www.intaver.com Risk management become a critical component of project management processes. Quantitative schedule risk analysis methods enable project managers to assess how these risks and uncertainties will affect the project schedule. Event chain methodology is an uncertainty modeling and schedule network analysis technique that focuses on identifying and managing the events and event chains that affect projects. Event chain methodology improves the accuracy of project planning simplifying the modeling and analysis of uncertainties in the project schedules. As a result, it helps to mitigate the negative impact of cognitive and motivational biases related to project planning. Event chain metrology is currently used in many organizations as part of their project risk management process. Keywords: Project management, Project scheduling, Quantitative methods, Schedule network analysis Why Project Managers Ignore Risks in Project Schedules Virtually all projects are affected by multiple risks and uncertainties. These uncertainties are difficult to identify and analyze which can lead to inaccurate project schedules. Due to such uncertainties, most projects do not proceed exactly as planned. In many cases, they lead to project delays, cost overruns, and even project failures. Therefore, creating accurate project schedules, which reflect potential risks and uncertainties remains one of the main challenges in project management.