MDCI Project Management ﺇﺩﺍﺭﺓ ﺍﻟﻤﺸﺮﻭﻋﺎﺕ Prof Mahmoud Moustafa

MDCI Project Management ﺇﺩﺍﺭﺓ ﺍﻟﻤﺸﺮﻭﻋﺎﺕ Prof. Mahmoud Moustafa El-Sherbiny C-18 -T Prof. M. El_Sherbiny

Course objectives ﺍﻫﺪﺍﻑﺍﻟﻤﻘﺮﺭ • • Project Definition , Attributes, Constraints Project Control Network Construction CPM PERT Resource Leveling Project Crashing Primavera Project Planning Prof. M. El_Sherbiny

What is a project ? A project is an interrelated set of activities that has a definite starting and ending point and that results in a unique product (service) ﺍﻟﻤﺸﺮﻭﻉ ﻫﻮ ﻋﺒﺎﺭﺓ ﻋﻦ ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻻﻧﺸﻄﺔ ﺫﺍﺕ ﻋﻼﻗﺎﺕ ﻣﺘﺮﺍﺑﻄﺔ ﻭﻟﻪ ﻧﻘﻄﻰ ﺑﺪﺍﻳﺔ ﻭﻧﻬﺎﻳﺔ ﻣﺤﺪﺩﺗﻴﻦ ﻭﻳﻬﺪﻑ ﺍﻟﻲ ( ﺍﻧﺘﺎﺝ ﻣﻨﺘﺞ ﻭﺍﺣﺪ )ﺍﺩﺍﺀ ﺧﺪﻣﺔ ﻣﺎ Prof. M. El_Sherbiny

What Is a Project? ● A project is “a temporary endeavor undertaken to create a unique product, service, or result. ”* ● . ﺍﻟﻤﺸﺮﻭﻉ ﻫﻮ "ﻣﺴﻌﻰ ﻣﺆﻘﺖ ﻳﺘﺨﺬ ﻻﻧﺘﺎﺝ ﻣﻨﺘﺞ ﻣﻌﻴﻦ ﺍﻭ ﺧﺪﻣﺔ ، ﺃﻮ ﻧﺘﻴﺠﺔ ● Operations is work done to sustain the business. . ﺍﻟﻌﻤﻠﻴﺎﺕ ﻫﻲ ﺍﻟﻌﻤﻞ ﺍﻟﻤﻨﺠﺰ ﻟﻠﺤﻔﺎﻅ ﻋﻠﻰ ﺍﻷﻌﻤﺎﻝ ● A project ends when its objectives have been reached, or the project has been terminated. . ﻳﻨﺘﻬﻲ ﺍﻟﻤﺸﺮﻭﻉ ﻋﻨﺪﻣﺎ ﻳﺘﻢ ﺍﻟﺘﻮﺻﻞ ﺇﻟﻰ ﺃﻬﺪﺍﻓﻪ، ﺃﻮ ﺗﻢ ﺇﻧﻬﺎﺀ ﻣﺸﺮﻭﻉ ● ● ● Projects can be large or small and take a short or long time to complete. *PMI, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) (2004), p. 5. Prof. M. El_Sherbiny

Project Attributes ﺧﺼﺎﺋﺺﺍﻟﻤﺸﺮﻭﻉ • A project: – Has a unique purpose . ﻟﻪ ﻏﺮﺽ ﻣﺤﺪﺩ – Is temporary. ﻣﺆﻘﺖ – Is developed using progressive elaboration. . – ﺗﻢ ﺗﻄﻮﻳﺮﻫﺎ ﺑﺎﺳﺘﺨﺪﺍﻡ ﻭﺿﻊ ﺍﻟﺘﺪﺭﻳﺠﻲ – Requires resources, often from various areas. . – ﻳﺘﻄﻠﺐ ﻣﻮﺍﺭﺩ، ﻭﻏﺎﻟﺒﺎ ﻣﻦ ﻣﻨﺎﻃﻖ ﻣﺨﺘﻠﻔﺔ – Should have a primary customer or sponsor. ( – ﻳﺠﺐ ﺍﻥ ﻳﻜﻮﻥ ﻟﻪ ﻣﺎﻟﻚ )ﺭﺍﻋﻲ • The project sponsor usually provides the direction and funding for the project. – May Involves uncertainty. Prof. M. El_Sherbiny

Project and Program Managers ● ● ● Project managers work with project sponsors, project teams, and other people involved in projects to meet project goals. ﻣﺪﻳﺮﻱ ﺍﻟﻤﺸﺎﺭﻳﻊ ﻳﻌﻤﻠﻦ ﻣﻊ ﺭﻋﺎﺓ ﺍﻟﻤﺸﺮﻭﻉ، ﻭﻓﺮﻕ ﺍﻟﻤﺸﺮﻭﻉ، ﻭﻏﻴﺮﻫﻢ ﻣﻦ . ﺍﻟﻨﺎﺱ ﺍﻟﻤﺸﺎﺭﻛﺔ ﻓﻲ ﺍﻟﻤﺸﺎﺭﻳﻊ ﻟﺘﺤﻘﻴﻖ ﺃﻬﺪﺍﻑ ﺍﻟﻤﺸﺮﻭﻉ Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. ”* ﺑﺮﻧﺎﻣﺞ: "ﻣﺠﻤﻮﻋﺔ ﻣﻦ ﺍﻟﻤﺸﺎﺭﻳﻊ ﺫﺍﺕ ﺍﻟﺼﻠﺔ ﺗﺪﺍﺭ ﺑﻄﺮﻳﻘﺔ ﻣﻨﺴﻘﺔ ﻟﻠﺤﺼﻮﻝ ﻋﻠﻰ ﻣﻨﺎﻓﻊ ﻭﺍﻟﺴﻴﻄﺮﺓ ﻟﻴﺴﺖ * ". ﻣﺘﻮﻓﺮﺓ ﻣﻦ ﺇﺩﺍﺭﺗﻬﺎ ﺑﺸﻜﻞ ﻓﺮﺩﻱ *PMI, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (2004), p. 16. Prof. M. El_Sherbiny

Role of the Project Manager ﺩﻭﺭﻣﺪﻳﺮﻱﺍﻟﻤﺸﺮﻭﻉ • The project manager is involved with the planning, controlling and monitoring, as well as managing and directing the resources associated with a project. • ﻳﺸﺎﺭﻙ ﻣﺪﻳﺮ ﺍﻟﻤﺸﺮﻭﻉ ﻓﻲ ﺍﻟﺘﺨﻄﻴﻂ ﻭﺍﻟﻤﺮﺍﻗﺒﺔ ﻭﺍﻟﺮﺻﺪ، ﻓﻀﻼ ﻋﻦ ﺇﺩﺍﺭﺓ ﻭﺗﻮﺟﻴﻪ . ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﺮﺗﺒﻄﺔ ﺑﺎﻟﻤﺸﺮﻭﻉ • The project manager is also responsible to the project stakeholders for delivering a project’s objectives within scope, schedule, cost, and quality. • ﻣﺪﻳﺮ ﺍﻟﻤﺸﺮﻭﻉ ﻣﺴﺆﻮﻝ ﺍﻣﺎﻡ ﺃﺼﺤﺎﺏ ﺍﻟﻤﺼﻠﺤﺔ ﻓﻲ ﺍﻟﻤﺸﺮﻭﻉ ﻟﺘﻘﺪﻳﻢ ﺃﻬﺪﺍﻑ ﺍﻟﻤﺸﺮﻭﻉ . ﺿﻤﻦ ﻧﻄﺎﻕ، ﻭﺍﻟﺠﺪﻭﻝ ﺍﻟﺰﻣﻨﻲ ﻭﺍﻟﺘﻜﻠﻔﺔ ﻭﺍﻟﺠﻮﺩﺓ ﺍﻟﻤﻄﻠﻮﺏ Prof. M. El_Sherbiny

Role of the Project Manager ﺩﻭﺭﻣﺪﻳﺮﻱﺍﻟﻤﺸﺮﻭﻉ The project manager: • Developing the project plan and all related component plans, ، • ﺗﻄﻮﻳﺮ ﺧﻄﺔ ﺍﻟﻤﺸﺮﻭﻉ ﻭﺟﻤﻴﻊ ﺧﻄﻂ ﻋﻨﺼﺮ ﺫﺍﺕ ﺍﻟﺼﻠﺔ • Keeping the project on track in terms of budget and schedule, ، • ﺣﻔﻆ ﺍﻟﻤﺸﺮﻭﻉ ﻋﻠﻰ ﺍﻟﻄﺮﻳﻖ ﺍﻟﺼﺤﻴﺢ ﻣﻦ ﺣﻴﺚ ﺍﻟﻤﻴﺰﺍﻧﻴﺔ ﻭﺍﻟﺠﺪﻭﻝ ﺍﻟﺰﻣﻨﻲ • Identifying, monitoring, and responding to risk, or • ﺗﺤﺪﻳﺪ ﻭﺭﺻﺪ، ﻭﺍﻻﺳﺘﺠﺎﺑﺔ ﻟﺨﻄﺮ، ﺃﻮ • Providing accurate and timely reporting of project metrics. . • ﺗﻮﻓﻴﺮ ﺗﻘﺎﺭﻳﺮ ﺩﻗﻴﻘﺔ ﻭﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﻤﻨﺎﺳﺐ ﻣﻦ ﻣﻘﺎﻳﻴﺲ ﺍﻟﻤﺸﺮﻭﻉ Prof. M. El_Sherbiny

The Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor! ﺇﺩﺍﺭﺓ ﻣﺸﺮﻭﻉ ﻧﺎﺟﺢ ﻳﻌﻨﻲ ، ﺗﻠﺒﻴﺔ ﺃﻬﺪﺍﻑ ﺛﻼﺛﺔ )ﻧﻄﺎﻕ ﻭﺍﻟﻮﻗﺖ، ﻭﺍﻟﺘﻜﻠﻔﺔ( – ﻭﺗﻠﺒﻴﺔ ! ﻣﺘﻄﻠﺒﺎﺕ ﺭﺍﻋﻲ ﻟﻠﻤﺸﺮﻭﻉ Prof. M. El_Sherbiny

The Triple Constraint ﺍﻟﻤﺤﺪﺩﺍﺕ ﺍﻟﺜﻼﺛﺔ • Every project is constrained in different ways by its: – Scope goals: What work will be done? – Time goals: How long should it take to complete? – Cost goals: What should it cost? • It is the project manager’s duty to balance these three often-competing goals. Prof. M. El_Sherbiny

Project Control ﻣﺮﺍﻗﺒﺔ ﺍﻟﻤﺸﺮﻭﻉ ü All activities identified and included ﺗﺤﺪﻳﺪ ﻭﺷﻤﻮﻝ ﻛﻞ ﺍﻻﻧﺸﻄﺔ ü ü Completed in proper sequence ﺍﻻﺗﻤﺎﻡ ﻓﻲ ﺗﺮﺗﻴﺒﻬﺎ ﺍﻟﻤﻨﺎﺳﺐ ü ü Resource needs identified ﺗﺤﺪﻳﺪ ﺍﻟﻤﻮﺍﺭﺩ ﺍﻟﻤﻄﻠﻮﺑﺔ ü Schedule adjusted ﺟﺪﻭﻟﺔ ﻣﻨﻀﺒﻄﺔ ü Maintain schedule and budget ﺻﻴﺎﻧﺔ ﺍﻟﺠﺪﻭﻟﺔ ﻭﺍﻟﻤﻴﺰﺍﻧﻴﺔ ü Complete on time ﺍﻻﻧﺘﻬﺎﺀ ﻓﻲ ﺍﻟﻮﻗﺖ ﺍﻟﻤﻨﺎﺳﺐ Prof. M. El_Sherbiny

What is Project Management? Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements. ” Project management is accomplished through the appropriate application and integration of the project management process groups. These process groups consist of: • Initiating, • Planning, • Executing, • Monitoring and Controlling, and • Closing. *PMI, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) (2004), p. 8. Prof. M. El_Sherbiny

Cost & Staffing level in Project Life Cycle Prof. M. El_Sherbiny

Project Management Framework Prof. M. El_Sherbiny

Nine Project Management Knowledge Areas • Knowledge areas describe the key competencies that project managers must develop. – Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality). – Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management). – One knowledge area (project integration management) affects and is affected by all of the other knowledge areas. – All knowledge areas are important! Prof. M. El_Sherbiny

Prof. M. El_Sherbiny

Prof. M. El_Sherbiny

Project Boundaries Prof. M. El_Sherbiny

Initiating Process Group Prof. M. El_Sherbiny

Develop Project Charter (DPC) ﺑﻨﺎﺀﻭﺛﺎﺋﻖﺍﻟﻤﺸﺮﻭﻉ • DPC is the process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy the stakeholder’s needs and expectations. • The charter links the project to the ongoing work of the organization and authorizes the project. • Projects are chartered and authorized external to the project by the organization, a program or portfolio management body. • In multi-phase projects, this process is used to validate or refine the decisions made during the previous iteration of DPC. Prof. M. El_Sherbiny

Project Stakeholders • Stakeholders are the people involved in or affected by project activities. • Stakeholders include: – Project sponsor – Project manager – Project team – Support staff – Customers – Users – Suppliers – Opponents to the project Prof. M. El_Sherbiny

Identify Stakeholder Input Output Prof. M. El_Sherbiny

Prof. M. El_Sherbiny

Project Management Tools and Techniques • Project management tools and techniques assist project managers and their teams in various aspects of project management. • Specific tools and techniques include: – Project charters, scope statements, and WBS (scope). – Gantt charts, network diagrams, critical path analyses, critical chain scheduling (time). – Cost estimates and earned value management (cost). Prof. M. El_Sherbiny

Advantages of Using Formal Project Management • Better control of financial, physical, and human resources. • Improved customer relations. • Shorter development times. • Lower costs. • Higher quality and increased reliability. • Higher profit margins. • Improved productivity. • Better internal coordination. • Higher worker morale (less stress). Prof. M. El_Sherbiny

Project management used to manage ﺍﺳﺘﺨﺪﺍﻣﺎﺕ ﺍﻟﻤﺸﺮﻭﻋﺎﺕ ﺍﺩﺍﺭﺓ 1. Research and Development of new products and Processes ﺑﺤﺚ ﻭﺗﻄﻮﻳﺮ ﻣﻨﺘﺠﺎﺕ ﺟﺪﻳﺪﺓ ﺍﻭ ﻋﻤﻠﻴﺎﺕ 2. Construction of Plants, buildings, and highways ﺑﻨﺎﺀ ﺍﻟﻤﺼﺎﻧﻊ ﻭﺍﻟﻤﺒﺎﻧﻲ ﻭﺍﻟﻄﺮﻕ 3. Maintenance of large and complex equipment ﺻﻴﺎﻧﺔ ﺍﻟﻤﻌﺪﺍﺕ ﺍﻟﻜﺒﻴﺮﺓ 4. Design and installation of new system ﺗﺼﻤﻴﻢ ﻭﺗﺸﻴﺪ ﺍﻟﻨﻈﻢ ﺍﻟﺠﺪﻳﺪﺓ Prof. M. El_Sherbiny

Characteristics of Project ﺻﻔﺎﺕﺍﻟﻤﺸﺮﻭﻉ • A one-time focus ﻭﻗﺖ ﻭﺍﺣﺪ • A specific purpose and a desired result ﻫﺪﻑ ﻣﺤﺪﺩ ﻭﻧﺘﻴﺠﺔ ﻣﻄﻠﻮﺑﺔ • A start and a finish ﺑﺪﺍﻳﺔ ﻭﻧﻬﺎﻳﺔ • A time frame for completion ﻓﺘﺮﺓ ﺯﻣﻨﻴﺔ ﻟﻠﺘﻨﻔﻴﺬ • A limited set of resources ﻣﺠﻤﻮﻋﺔ ﻣﺤﺪﺩﺓ ﻣﻦ ﺍﻟﻤﻮﺍﺭﺩ • A logical sequence of interdependent activities ﺗﺘﺎﺑﻊ ﻣﻨﻄﻘﻲ ﻟﻼﻧﺸﻄﺔ • A clear user(customer, client) of the result ﻣﺴﺘﺨﺪﻡ )ﻋﻤﻴﻞ( ﻣﺤﺪﺩ ﻟﻨﺎﺗﺞ ﺍﻟﻤﺸﺮﻭﻉ Prof. M. El_Sherbiny

Elements of Project Planning ﻋﻨﺎﺻﺮ ﺗﺨﻄﻴﻂ ﺍﻟﻤﺸﺮﻭﻉ ü Define project objective(s) ﺗﺤﺪﻳﺪ ﻫﺪﻑ ﺍﻟﻤﺸﺮﻭﻉ ü Identify activities ﺗﺤﺪﻳﺪ ﺍﻻﻧﺸﻄﺔ ü Establish precedence relationships ﺗﺤﺪﻳﺪ ﺍﻷﺴﺒﻘﻴﺎﺕ ü Make time estimates ﺗﻘﺪﻳﺮ ﺍﻻﺯﻣﻨﺔ ü Determine project completion time ﺣﺴﺎﺏ ﺯﻣﻦ ﺍﻟﺘﻨﻔﻴﺬ ü Compare project schedule objectives ﻣﻘﺎﺭﻧﺔ ﺍﻫﺪﺍﻑ ﺍﻟﺠﺪﻭﻟﺔ ü Determine resource requirements to meet objective ﺗﻘﺪﻳﺮ ﺍﻻﺣﺘﻴﺎﺟﺎﺕ ﻣﻦ ﺍﻟﻤﻮﺍﺭﺩ Prof. M. El_Sherbiny

The Project Network consists of branches & nodes Node 1 2 3 Branch Figure 6. 3 Prof. M. El_Sherbiny

Network Construction ﺑﻨﺎﺀ ﺍﻟﺸﺒﻜﺔ ü In AON, nodes represent activities & arrows show precedence relationships ﺍﻟﻌﻘﺪ ﺗﻤﺜﻞ ﺃﻻﻧﺸﻄﺔ ﻭﺍﻟﺴﻬﺎﻡ ﺗﻈﻬﺮ ﻋﻼﻗﺎﺕ ﺍﻷﺴﺒﻘﻴﺔ ü In AOA, arrows represent activities & nodes are events for points in time ﺍﻷﺴﻬﻢ ﺗﻤﺜﻞ ﺃﻻﻧﺸﻄﺔ ﻭﺍﻟﻌﻘﺪ ﻫﻲ ﺍﻷﺤﺪﺍﺙ ü An event is the completion or beginning of an activity ﺍﻟﺤﺪﺙ ﻫﻮ ﺍﺳﺘﻜﻤﺎﻝ ﺃﻮ ﺑﺪﺍﻳﺔ ﺍﻟﻨﺸﺎﻁ ü A dummy shows precedence for two activities with same start & end nodes ﺍﻟﻨﺸﺎﻁ ﺍﻟﺰﺍﺋﻒ ﻳﻈﻬﺮ ﻧﺸﺎﻃﻴﻦ ﻟﻬﻢ ﻧﻔﺲ ﺑﺪﺍﻳﺔ ﻭﻧﻬﺎﻳﺔ ﺍﻟﻌﻘﺪ Prof. M. El_Sherbiny

AOA Network Representation for House-Building 3 Lay foundation ﺍﻷﺴﺎﺳﺎﺕ 1 3 2 Dummy ﺯﺍﺋﻒ/ ﺍﻓﺘﺮﺍﺿﻰ 2 0 1 Design house and obtain financing Order and receive materials ﺗﺼﻤﻴﻢ ﻭﺗﺪﺑﻴﺮ ﺍﻟﺘﻤﻮﻳﻞ ﻃﻠﺐ ﻭﺍﺳﺘﻼﻡ ﺍﻟﻤﻮﺍﺩ Build house Finish work ﺑﻨﺎﺀ ﺍﻟﻤﻨﺰﻝ ﺍﻟﺘﺸﻄﻴﺐ 4 Select paint 6 3 1 1 1 7 Select carpet ﺍﺧﺘﻴﺎﺭ ﺍﻷﺜﺎﺙ ﺍﻟﺪﻫﺎﻧﺎﺕ 5 Prof. M. El_Sherbiny

Concurrent Activities Lay foundation 2 Lay foundation 3 Order material (a) Incorrect precedence relationship 2 3 Dummy 2 0 1 4 Order material (b) Correct precedence relationship Figure 6. 5 Prof. M. El_Sherbiny

Critical Path ﺍﻟﻤﺴﺎﺭ ﺍﻟﺤﺮﺝ ü A Critical path is a sequence of connected activities running from start to end node in network ﺍﻟﻤﺴﺎﺭ ﺍﻟﺤﺮﺝ ﻫﻮ ﺳﻠﺴﻠﺔ ﻣﻦ ﺍﻷﻨﺸﻄﺔ ﺍﻟﻤﺘﺼﻠﺔ ﺗﻌﻤﻞ ﻣﻦ ﺍﻟﺒﺪﺍﻳﺔ ﻭﺣﺘﻰ ü ﻧﻬﺎﻳﺔ ﺍﻟﺸﺒﻜﺔ ü The critical path is the path with the longest duration in the network ﺍﻟﻤﺴﺎﺭ ﺍﻟﺤﺮﺝ ﻫﻮ ﺍﻃﻮﻝ ﺍﻟﻤﺴﺎﺭﺍﺕ ﻣﻦ ﺣﻴﺚ ﺍﻟﻮﻗﺖ ü ü Project cannot be completed in less than the time of the critical path ﻻ ﻳﻤﻜﻦ ﺍﻻﻧﺘﻬﺎﺀ ﻣﻦ ﺍﻟﻤﺸﺮﻭﻉ ﻓﻲ ﻣﺪﺓ ﺍﻗﻞ ﻣﻦ ﻣﺪﺓ ﺍﻟﻤﺴﺎﺭ ﺍﻟﺤﺮﺝ ü Prof. M. El_Sherbiny

3 Lay foundation The Critical Path 2 1 3 Design house and obtain financing 2 Dummy Build house 0 1 Order and receive materials 4 Select paint Finish work 6 3 1 1 1 7 Select carpet 5 A: 1 -2 -3 -4 -6 -7 3 + 2 + 0 + 3 + 1 = 9 months B: 1 -2 -3 -4 -5 -6 -7 3 + 2 + 0 + 1 + 1 = 8 months C: 1 -2 -4 -6 -7 3 + 1 + 3 + 1 = 8 months D: 1 -2 -4 -5 -6 -7 3 + 1 + 1 = 7 months Prof. M. El_Sherbiny

3 Lay foundation The Critical Path 2 1 3 Design house and obtain financing 2 Dummy Build house 0 1 Order and receive materials 4 Select paint Finish work 6 3 1 1 1 7 Select carpet 5 A: 1 -2 -3 -4 -6 -7 3 + 2 + 0 + 3 + 1 = 9 months B: 1 -2 -3 -4 -5 -6 -7 3 + 2 + 0 + 1 + 1 = 8 months th al Pa C: 1 -2 -4 -6 -7 Critic he T 8 months 3+1+3+1= D: 1 -2 -4 -5 -6 -7 3 + 1 + 1 = 7 months Prof. M. El_Sherbiny

3 Lay foundation 2 The Critical Path 1 3 2 Design house and obtain financing Dummy Build house 0 1 Order and receive materials 4 Select paint Finish work 6 3 1 1 1 7 Select carpet 5 Activity Start Times 3 Start at 5 months 2 1 3 2 Finish at 9 months 0 1 4 6 3 1 1 Start at 3 months 1 7 Start at 8 months 5 Figure 6. 6 Prof. M. El_Sherbiny

Early Times 3 Lay foundation 2 3 1 Design house and obtain financing 2 Dummy Build house 0 1 Order and receive materials 4 Select paint Finish work 6 3 1 1 1 7 Select carpet 5 ü ES - earliest time activity can start ü Forward pass starts at beginning of CPM/PERT network to determine ES times ü EF = ES + activity time 2003 ü ü ESij = maximum (EFi) EFij = ESij + tij ES 12 = 0 EF 12 = ES 12 + t 12 = 0 + 3 = 3 months Prof. M. El_Sherbiny

Computing Early Times 3 Lay foundation 2 1 3 Design house and obtain financing 2 Dummy Build house 0 1 Order and receive materials 4 Select paint Finish work 6 3 1 1 1 7 Select carpet 5 ü ES 23 = max EF 2 = 3 months ü ES 46 = max EF 4 = max 5, 4 = 5 months ü EF 46 = ES 46 + t 46 = 5 + 3 = 8 months ü EF 67 = 9 months, the project duration Prof. M. El_Sherbiny

3 Lay foundation Computing Early Times Dummy 2 3 1 1 2 Design house and obtain financing Build house 0 Order and receive materials 4 Select paint Finish work 6 3 1 1 1 7 Select carpet 5 Early Start and Finish Times 3 (ES = 3, EF = 5) (ES = 5, EF = 5) 2 1 3 (ES = 0, EF = 3) 2 0 1 (ES = 5, EF = 8) 4 (ES = 3, EF = 4) 6 3 1 1 (ES = 5, EF = 6) 1 7 (ES = 8, EF = 9) (ES = 6, EF = 7) 5 Prof. M. El_Sherbiny

Late Times ü LS - latest time activity can start & not delay project ü Backward pass starts at end of CPM/PERT network to determine LS times ü LF = LS + activity time üLSij = LFij - tij üLFij = minimum (LSj) Prof. M. El_Sherbiny

3 Lay foundation 2 Computing Late Times 1 3 Design house and obtain financing 2 Dummy Build house 0 1 Order and receive materials 4 Select paint Finish work 6 3 1 1 1 7 Select carpet 5 ü LF 67 = 9 months ü LS 67 = LF 67 - t 67 = 9 - 1 = 8 months ü LF 56 = minimum (LS 6) = 8 months ü LS 56 = LF 56 - t 56 = 8 - 1 = 7 months ü LF 24 = minimum (LS 4) = min(5, 6) = 5 months ü LS 24 = LF 24 - t 24 = 5 - 1 = 4 months Prof. M. El_Sherbiny

3 Lay foundation 2 Computing Late Times 1 3 Design house and obtain financing 2 Dummy Build house 0 1 Order and receive materials 4 Select paint Finish work 6 3 1 1 1 7 Select carpet 5 ü LF 67 = 9 months 3, ü LS 67= =LF = 5) -3 t 67 ES = 9 LF 15= 8 months LF = 5, - = (ES = 3, EF = 567 (LS = 5, EF = 5) LS = = = ü LF 56 = minimum (LS 6) 5, EF 8 8) 2 0 (ES = 5, LF = 8 months LS 1 3 1 ü LS 56 = LF 56 - t 56 =48 - 13 = 7 months 1 2 6 7 ES = 3, EF = 4 8, ES = 0, EF = 3 ü LFLF ==) minimum 5) 41 = 1 (ES =6)LF = 9) (LS ) min(5, = 8, EF = 9 (LS = 0, 24 3 (LS = 4, LF = LS = 5 months(ES = 5, EF = 6) 5 (ES = 6, EF = 7) LS = 6, LF = 7 LS =7, LF = 8 ü LS 24 = LF 24 - t 24 = 5 - 1 = 4 months Figure 6. 9 Early and Late Start and Finish Times Prof. M. El_Sherbiny

Activity Slack ü Activities on critical path have ES = LS & EF = LF ü Activities not on critical path have slack ü Sij = LSij - ESij ü Sij = LFij - EFij ü S 24 = LS 24 - ES 24 = 4 - 3 = 1 month Prof. M. El_Sherbiny

Activity Slack Data Activity *1 -2 *2 -3 2 -4 *3 -4 4 -5 *4 -6 5 -6 *6 -7 * Critical path 3 Lay foundation 2 1 3 Design house and obtain financing Dummy 1 2 Build house 0 Order and receive materials 4 Finish work 6 3 Select paint 1 1 1 7 Select carpet 5 LS ES LF EF Slacks 0 3 4 5 6 5 7 8 0 3 3 5 5 5 6 8 3 5 5 5 7 8 8 9 3 5 4 5 6 8 7 9 0 0 1 0 1 0 Prof. M. El_Sherbiny

3 Lay foundation 2 Activity Slack Data 3 1 Dummy 1 2 Design house and obtain financing Build house 0 Order and receive materials 4 Finish work 6 3 Select paint 1 1 1 7 Select carpet 5 Activity Slack LS *1 -2 S=0 *2 -3 2 -4 3 *3 -4 1 2 S=0 4 -5 *4 -6 5 -6 *6 -7 Figure 6. 10 * Critical path ES LF 0 3 S=0 0 3 3 2 0 4 3 1 5 5 4 S=1 6 5 5 5 S=1 7 6 8 8 EF 3 5 5 =0 S 5 3 7 1 1 8 8 5 9 3 5 4 5 6 6 8 =1 S 7 9 Slacks 0 0 1 1 0 S=0 1 0 7 Prof. M. El_Sherbiny

Resource Types ﺍﻧﻮﺍﻉﺍﻟﻤﻮﺍﺭﺩ • The resources can be classified into four main types: – Human resource – Materials – Equipment – Power Prof. M. El_Sherbiny

PERT & CPM answer the following ﺍﻟﻤﺸﺮﻭﻋﺎﺕﺗﺠﻴﺐﻋﻠﻰ ﺗﺨﻄﻴﻂ ﺍﺳﺎﻟﻴﺐ ● ● ● What is the total time to complete the project? ● ﻣﺎ ﻫﻮ ﺍﻟﻮﻗﺖ ﺍﻟﻼﺯﻡ ﻻﺗﻤﺎﻡ ﺍﻟﻤﺸﺮﻭﻉ What are the scheduled dates for each activity? (start and finish dates) ﻣﺎ ﻫﻮ ﺍﻟﻤﻴﻌﺎﺩ ﺍﻟﻤﺤﺪﺩ ﻟﻠﺒﺪﺍﺀ ﻭﺍﻻﻧﺘﻬﺎﺀ ﻣﻦ ﻛﻞ ﻧﺸﺎﻁ Which activities are “critical” ? ● ﻣﺎ ﻫﻲ ﺍﻻﻧﺸﻄﺔ ﺍﻟﺤﺮﺟﺔ How long can “non-critical” activities be delayed without delay in total project? ● ﻣﺎ ﻣﻘﺪﺍﺭ ﺍﻟﺘﺄﺨﻴﺮ ﺍﻟﻤﺘﺎﺡ ﻟﻼﻧﺸﻄﺔ ﺍﻟﻐﻴﺮ ﺣﺮﺟﺔ ﺩﻭﻥ ﺍﻟﺘﺄﺜﻴﺮ ﻓﻲ ﺍﻟﻤﺸﺮﻭﻉ Prof. M. El_Sherbiny

A Gantt Chart 0 | 2 | Month 4 | 6 | 8 | 10 Activity Design house and obtain financing Lay foundation Order and receive materials Build house Select paint Select carpet Finish work 1 3 Month 5 7 9 Prof. M. El_Sherbiny

Project Planning Techniques ﺍﻟﻤﺸﺮﻭﻋﺎﺕ ﺗﺨﻄﻴﻂ ﺍﺳﺎﻟﻴﺐ • CPM critical path method (certainty) • PERT project evaluation and review technique (uncertainty) Prof. M. El_Sherbiny

AON Conventions ﺍﻟﺸﻜﻞ ﺍﻟﻤﺘﺒﻊ ﻟﻠﻨﻘﻄﺔ ﺍﻟﻤﻤﺜﻠﺔ ﻟﻠﻨﺸﺎﻁ Activity number Earliest start Earliest finish 1 0 3 3 0 3 Activity duration Latest start Latest finish Prof. M. El_Sherbiny

AON Network Representation for House-Building Lay foundation 2 3 5 Build house 4 1 0 0 5 8 7 3 3 8 3 Start 5 3 6 5 4 1 Figure 6. 14 3 4 6 1 3 5 6 7 1 Design house and obtain financing 6 7 8 8 9 1 8 9 Finish work Select carpet 7 Select paint 5 Order and receive materials Prof. M. El_Sherbiny

AOA Network Representation for House-Building 3 Lay foundation ﺍﻷﺴﺎﺳﺎﺕ 1 3 2 Dummy ﺯﺍﺋﻒ/ ﺍﻓﺘﺮﺍﺿﻰ 2 0 1 Design house and obtain financing Order and receive materials ﺗﺼﻤﻴﻢ ﻭﺗﺪﺑﻴﺮ ﺍﻟﺘﻤﻮﻳﻞ ﻃﻠﺐ ﻭﺍﺳﺘﻼﻡ ﺍﻟﻤﻮﺍﺩ Build house Finish work ﺑﻨﺎﺀ ﺍﻟﻤﻨﺰﻝ ﺍﻟﺘﺸﻄﻴﺐ 4 Select paint 6 3 1 1 1 7 Select carpet ﺍﺧﺘﻴﺎﺭ ﺍﻷﺜﺎﺙ ﺍﻟﺪﻫﺎﻧﺎﺕ 5 Prof. M. El_Sherbiny

Project Network ﺷﺒﻜﺔﺍﻋﻤﺎﻝﺍﻟﻤﺸﺮﻭﻉ 2 3 4 5 3 3 2 2 1 4 6 2 4 Prof. M. El_Sherbiny

Project Dates ﺗﻮﺍﺭﻳﺦﺍﻟﻤﺸﺮﻭﻉ 4 4 2 2 2 3 4 5 3 0 0 3 2 2 1 7 7 2 4 11 11 6 4 Prof. M. El_Sherbiny

CPM ﻃﺮﻳﻘﺔﺍﻟﻤﺴﺎﺭ ﺍﻟﺤﺮﺝ This technique is used in the certainty case (i. e. . . we shore that each activity will be completed in a certain time) Prof. M. El_Sherbiny

PERT The average or Expected time (t) for each activity can be determined from t= a + 4 m + b 6 Where a is the Optimistic time m is the most Probably time b is the Pessimistic time Prof. M. El_Sherbiny

PERT The variance of the activity time is given by 2 var = [ ] b-a 6 Where a b is the Optimistic time is the Pessimistic time Prof. M. El_Sherbiny

Project Planning Language • Activity • Event Prof. M. El_Sherbiny

Activities Relationships ﻋ ﻗﺎﺕ ﺍ ﻧﺸﻄﺔ ﻻ ﻼ • • • FS SF SS FF Lag Finish to Start to Finish Start to Start Finish to Finish (the time between two related activities ) Prof. M. El_Sherbiny

Project Scheduling ﺟﺪﻭﻟﺔﺍﻟﻤﺸﺮﻭﻉ • Determine the ES, EF, LS, LF, TF for each activity. • Determine the total time of the project. • Define the critical activity. • Define the critical path. • Determine the total float for each activity. Prof. M. El_Sherbiny

The Project in ES case 2 1 3 4 5 6 Time 1 2 3 4 5 6 7 8 9 10 11 Prof. M. El_Sherbiny

The Project in LS case 2 1 3 4 5 6 Time 1 2 3 4 5 6 7 8 9 10 11 Prof. M. El_Sherbiny

Project Crashing ﺗﺨﻔﻴﺾ ﺯﻣﻦﺍﻟﻤﺸﺮﻭﻉ ü Crashing is reducing project time by expending additional resources ﺑﺎﺳﺘﺨﺪﺍﻡ ﻣﻮﺍﺭﺩﺍﺿﺎﻓﻴﺔ ﺗﺨﻔﻴﺾ ﺯﻣﻦﺍﻟﻤﺸﺮﻭﻉ ü Goal is to reduce project duration at minimum cost ﺍﻟﻬﺪﻑ ﻫﻮﺗﺨﻔﻴﺾ ﺯﻣﻦﺍﻟﻤﺸﺮﻭﻉﺑﺎﻗﻞﺍﻟﺘﻜﺎﻟﻴﻒ Prof. M. El_Sherbiny

Leveling ﺍﻟﺘﺴﻮﻳﺔ Playing a game with the non-critical activities to minimize the needs of certain resource per the unit of project time. ﺗﺤﺮﻳﻚ ﺍﻷﻨﺸﻄﺔ ﻏﻴﺮ ﺍﻟﺤﺮﺟﺔ ﻟﻠﺤﺪ ﻣﻦ ﺍﺣﺘﻴﺎﺟﺎﺕ ﺑﻌﺾ . ﺍﻟﻤﻮﺍﺭﺩ ﻓﻲ ﻭﺣﺪﺓ ﺍﻟﺰﻣﻨﻲ ﻟﻠﻤﺸﺮﻭﻉ Prof. M. El_Sherbiny

Project Input Prof. M. El_Sherbiny

Project Network 2 3 4 5 3 3 2 2 1 4 6 2 4 Prof. M. El_Sherbiny

Dummy Activity 4 4 2 2 2 3 4 5 3 0 0 3 2 2 1 7 7 2 4 11 11 6 4 Prof. M. El_Sherbiny

Resources Allocation in ES case 9 2 3 6 1 8 3 7 2 4 1 5 6 4 Time 1 2 22 22 3 24 4 24 5 10 6 2 7 2 8 1 9 1 10 1 11 1 Emp. No. Prof. M. El_Sherbiny

Resources Allocation “Case I” 9 8 3 1 2 6 7 3 2 4 1 5 6 4 Time 1 2 13 13 3 15 4 15 5 10 6 2 7 2 8 10 9 10 10 10 11 10 Emp. No. Prof. M. El_Sherbiny

Resources Allocation “Case II” 9 3 1 6 7 3 8 2 2 4 1 5 6 4 Time 1 2 10 10 3 10 4 10 5 10 6 10 7 10 8 10 9 10 10 10 11 10 Emp. No. Prof. M. El_Sherbiny

Cumulative Cost Analysis ion at m sti r. E U de n n tio EF itua S- S E le F ab ion -L S at uit L S tim Es er Ov Time Prof. M. El_Sherbiny

Project Network 2 4 3 5 4 5 3 6 4 1 4 3 C-18 -T Prof. M. El_Sherbiny

MDCI Project Scheduling 5 5 2 3 5 8 8 1 0 0 4 4 3 4 4 5 12 12 4 3 6 15 15 3 5 4 C-18 -T Dr. M. El_Sherbiny Prof. M. El_Sherbiny

MDCI Resource Leveling In ES 2 2 1 2 3 3 2 2 2 4 5 1 6 3 Time 1 2 3 4 5 5 C-18 -T 5 6 7 8 7 9 9 7 9 10 11 12 13 14 15 5 2 2 2 1 1 1 Emp. No. Dr. M. El_Sherbiny Prof. M. El_Sherbiny

MDCI Utilization of Resources 2 2 1 2 3 3 2 2 2 4 1 5 6 3 Time 1 2 3 4 5 5 C-18 -T 5 6 7 8 5 4 4 4 9 10 11 12 13 14 15 4 4 4 Emp. No. Prof. M. El_Sherbiny

Computer Programs • • Primavera Project Planner Time Line Harvard Total Project Management Microsoft Project Prof. M. El_Sherbiny

Primavera Needs 1 - Coding for the activity “ This step must be planned very will before working on the computer “ • Phase No. • Responsibility. • Department. • Person (who). • Cost Account. 2 - Resource Coding. • Resource Type. • Resource No. • Cost Account. 3 - Cost Account. Prof. M. El_Sherbiny

Project planning using Primavera 1. Creating a new project 2. Project target 3. Calendars 4. Budget 5. Resources & Resource Coding. 6. Costs & Cost accounts 7. Gant charts 8. Network charts 9. Crashing 10. Reports Prof. M. El_Sherbiny

Cost Form Calculations P 3 bases calculations in the Cost form on the following equations: Percent Expended = Actual Cost to Date/Budgeted Cost to Complete = Cost at Completion - Actual Cost to Date Earned Value = Percent Complete x Budgeted Cost Variance = Budgeted Cost - Cost at Completion Prof. M. El_Sherbiny

Budget Summary Calculations ﺣﺴﺎﺑﺎﺕﺍﻟﻤﻴﺰﺍﻧﻴﺔ ﻣﻠﺨﺺ Actual Quantity to Date = Budget x Percent Complete Actual Cost to Date = Actual Quantity to Date x Price/Unit Quantity to Complete = Rem Duration x Units/Time period Cost to Complete = Quantity to Complete x Price/Unit Estimate at Completion = Variance = Estimate to Complete + Actual to Date Budget - Estimate at Completion Prof. M. El_Sherbiny

Budget Summary Calculations ﺣﺴﺎﺑﺎﺕﺍﻟﻤﻴﺰﺍﻧﻴﺔ ﻣﻠﺨﺺ The Budget Summary form also shows the scheduled budget or budgeted cost for work scheduled (BCWS) and a quantitative earned value or budgeted cost for work performed (BCWP). ¨ P 3 calculates the BCWS only if you established a Target 1 schedule. You must also have updated the current schedule and the data date. Scheduled Budget (BCWS) = Target 1 Budget x Percent Complete Earned Value (BCWP) = Budget x Percent Complete Prof. M. El_Sherbiny

Project Management Budgeting, Cost Estimation and Project Cost Control Prof. Mahmoud El_Sherbiny Prof. M. El_Sherbiny

Project Budget • A Budget is a plan for allocating resources. • A Project Budget is a financial picture of the project plan • A budget (schedule) is a control mechanism. – A standard for comparison – Actual expenditures (schedules) are compared to the planned expenditures(schedules) – Variances are analyzed to • forecast future deviations • take corrective action Prof. M. El_Sherbiny

Project Budget • To develop a budget the following need to be forecasted: – what resources will the project need? – In what quantities? – When will they be needed? – How much will they cost? Prof. M. El_Sherbiny

How are budgets constructed? • Top-Down Budgeting – start with estimates of overall project cost and the costs of major sub-projects – to the lowest level in WBS • Bottom-up Budgeting – start with the lowest level in WBS and aggregate upwards – to reach the overall project budget • Iterative Budgeting Process Prof. M. El_Sherbiny

Budgeting Prof. M. El_Sherbiny

Prof. M. El_Sherbiny

Activity 1 -P 1 -T 111 1 -E 1 -P 1 -P 1 -E 112 113 0 1 2 3 4 1 -E 5 6 time, months Prof. M. El_Sherbiny

Estimated Cost/Budget for Activity 110 Prof. M. El_Sherbiny

Cumulative estimated Cost of Activity 110 Prof. M. El_Sherbiny

Steps in Establishing Project Control • Establish a plan: budgets, schedules, performance requirements • Measure results (actuals) and assess deviations from the original project plan • Report results to the appropriate project personnel and managers • Forecast the results of any deviations: analyze impact on project progress • Take corrective action: major replanning may be necessary. . Prof. M. El_Sherbiny

Earned Value Analysis (EVA) EVA • is a technique for tracking cost deviations and progress in a project. • Compares the budgeted costs with actual costs incurred throughout the project. • Also compares cumulative actual costs, incurred up to a given date, with the estimated cost of project work actually completed for any specified period of time • has an ultimate purpose of estimating, as accurately as possible, the final cost of the project. Prof. M. El_Sherbiny

Definitions • Budgeted Cost for the Work Scheduled (BCWS): – prepared at the planning phase – represents the estimate against which actual expenses are compared – BCWS is done for each activity, then aggregated to reach one final BCWS for the project. • Budget at Completion (BAC): – total planned project cost • Time at Completion (TAC): – the planned makespan of the project Prof. M. El_Sherbiny

Definition (Cont. ) • Actual Cost of Work Performed (ACWP): – calculated periodically (weekly, monthly etc. ) – ACWP for individual tasks are determined, then aggregated to obtain the ACWP for the project • IF ACWP < BCWS, “Under budget ? ? ” • Budgeted Cost of Work Performed (BCWP): – planned(budgeted) cost of the work “actually performed” – done for individual tasks and aggregated to obtain the project’s BCWP. Prof. M. El_Sherbiny

COST WORK Prof. M. El_Sherbiny

Variance Analysis • Cost Variance (CV) – CV = BCWP - ACWP • CV>0 • CV<0 project is “under budget” project is “over budget” • Schedule Variance (SV) – SV = BCWP - BCWS • SV > 0 project is “ahead of schedule” • SV < 0 project is “behind schedule. ” It will take approximately $SV to catch up. • Time Variance (TV) – TV = STWP - ATWP • TV>0 • TV<0 project is “ahead of schedule” project is “delayed” Prof. M. El_Sherbiny

Variances are also expressed in terms of ratios • Cost Performance Index: CPI = BCWP/ACWP • Schedule Performance Index: SPI = BCWP/BCWS • Time Performance Index: TPI= STWP/ATWP • Cost-Schedule Index: CSI = (CPI)(SPI) • CSI <1 is indicative of a problem. Prof. M. El_Sherbiny

BCWS-ACWP-BCWP S Schedule Variance BC W BAC Cost CW A P P } Cost Variance CW B Most Recent Reporting Date Time TAC Prof. M. El_Sherbiny

BCWS-ACWP-BCWP Cost schedule plan (baseline) P W C A Cost Variance S W BC BAC Cost P } Schedule Variance Time CW STWP B ATWP Time variance TAC Prof. M. El_Sherbiny

EXAMPLE • At the end of a given reporting period, tasks A, B, C, D and E were planned to be completed. The planned costs to complete each task were determined to be: – A: $10, 000 – B: $35, 000 – C: $47, 000 – D: $28, 000 – E: $22, 000 • A, B and C were completed and D and E were not started. • Actual costs to complete A, B and C turned out to be $100, 000. Prof. M. El_Sherbiny

• BCWS = 10, 000+35, 000+47, 000+28, 000+22, 000 = $142, 000 • ACWP = $100, 000 • BCWP = BC(A) + BC(B) + BC(C) = 10, 000+35, 000+47, 000 = $92, 000 • CV = BCWP - ACWP = 92, 000 - 100, 000 = -$8, 000 The project is $8, 000 over budget. • CPI = BCWP/ACWP = 92, 000/100, 000 = 0. 92 • SV = BCWP - BCWS = 92, 000 - 142, 000 = -$50, 000 The project is $50, 000 behind schedule. It would take approximately $50, 000 to catch up. • SPI = BCWP /BCWS = 92, 000/142, 000 = 0. 65 • CSI = (CPI) (SPI) = (0. 92)(0. 65) = 0. 598 Prof. M. El_Sherbiny

Level 1 Level 3 Level 2 Level 4 Prof. M. El_Sherbiny

• Each period (month) the PM should receive the BCWS, BCWP, ACWP for each level 2 task in WBS • Each level 2 manager receives these from level 3 managers and so on. • Periodically each level receives a “Cost Schedule Status Report” – – BCWS, BCWP, ACWP, CV, SV, BAC, TAC and Estimated Cost to Complete (ECT) Estimated Cost at Completion (ECAC) Estimated Time at Completion (ETAC) – variances of the above (budget and time) Prof. M. El_Sherbiny

• ECT, ECAC and ETAC are estimated periodically to help the PM determine the impact of slippages • ECT = (BAC-BCWP)/CPI • ECAC = (ACWP/BCWP) x BAC = BAC/CPI = ECT+ ACWP – – in the previous example assume BAC = $1. 2 M ECT = (1, 200, 000 - 92, 000)/0. 92 = 1. 204 M ECAC = (100, 000/92, 000) $1. 2 M = $1. 304 M we are over spending • ETAC =(BCWS/BCWP) x TAC – in the previous example assume TAC = 50 weeks – ETAC = (142, 000/92, 000) x 50 = 77 weeks – we are behind schedule Prof. M. El_Sherbiny

Project Planning Language ES EF LS LF TF PC = = = Early Start Early Finish Late Start Late Finish Total Float Percent to Complete Prof. M. El_Sherbiny

Dummy Activity 3 A E 5 1 B 4 D C 2 Prof. M. El_Sherbiny

Dummy Activity 3 A D G 5 E 1 B 4 C 7 F 2 Prof. M. El_Sherbiny

Dummy Activity 3 A D E 1 B 4 C 2 G 5 7 F 6 Prof. M. El_Sherbiny

Project Management Defined Process of leading a team of people in planning and managing a unique undertaking made up of a number of inter-dependant tasks that must be accomplished by a specific date. Characteristics – Unique Goal – One-time Organization – Resource Constrained – Deadline! Prof. M. El_Sherbiny