OPERATIONS
MANAGEMENT
MODULE 7
MANAGING PROJECTS
DR DHRITIMAN CHANDA
ASSISTANT PROFESSOR
ALLIANCE UNIVERSITY
AGENDA
• Introduction
• Work Breakdown Structure
• Gantt Chart
• Project Network : Activity on Arrow, Activity on Node,
Critical Path, Slack
• PERT and numerical
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INTRODUCTION
• Project Management Institute (PMI) defines a project as a temporary endeavor
undertaken to create a unique product, service, or result. The temporary nature of
projects indicates a definite beginning and end.
• Project management is the application of processes, methods, skills, knowledge and
experience to achieve specific project objectives according to the project acceptance
criteria within agreed parameters.
• A key factor that distinguishes project management from just 'management' is that it
has this final deliverable and a finite timespan, unlike management which is an
ongoing process.
• Project management produces project outcomes within the three objectives of cost,
schedule, and resources.
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WORK BREAKDOWN STRUCTURE
• The Project Management Institute (PMI) Project Management Book of Knowledge
(PMBOK) defines the Work Breakdown Structure as a “deliverable oriented
hierarchical decomposition of the work to be executed by the project team.”
• There are two types of WBS: 1) Deliverable-Based and 2) Phase-Based.
• A Deliverable-Based Work Breakdown Structure clearly demonstrates the
relationship between the project deliverables (i.e., products, services or results) and
the scope (i.e., work to be executed).
• A Phase-Based WBS, also called a Process-Oriented WBS, focuses on the phases or
stages of the project life cycle. It breaks the project down according to the sequence
of work or the phases that the project goes through over time. Each phase contains
the activities and tasks needed to complete that part of the project.
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Basis of Difference Deliverable-Based WBS Phase-Based WBS
Definition Breaks down the project into major Organizes the project based on the phases or
deliverables or outcomes. stages of the lifecycle.
Structure Focuses on end products, services, or Focuses on the sequential phases or stages the
results that need to be completed. project must go through.
Focus End items or deliverables that the project Steps, activities, and transitions that lead to
must produce. project completion.
Flexibility More rigid; ideal for projects with clear More adaptable; suited for projects with
deliverables. evolving requirements or milestones.
Example Project Website Development Project Construction of a Building
Example
1st Level 1. Website Project 1. Building Construction
2nd Level 1.1 Frontend Development 1.1 Planning and Design
1.2 Backend Development 1.2 Groundwork and Foundation
1.3 Testing and QA 1.3 Structure Framing
1.4 Deployment 1.4 Electrical & Plumbing
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GANTT CHART
A Gantt chart is a project management
tool assisting in the planning and
scheduling of projects of all sizes; they
are particularly useful for visualizing
projects. A Gantt chart is defined as a
graphical representation of activity
against time; it helps project
professionals monitor progress.
Henry Gantt (1861–1919), designed his
chart around the years 1910–1915. Gantt
originally created his tool for systematic,
routine operations. He designed this
visualization tool to more easily measure
productivity levels of employees and
gauge which employees were under- or
over-performing.
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ACTIVITY ON ARROW, ACTIVITY ON NODE
Feature Activity on Arrow (AOA) Activity on Node (AON)
Definition Activities are represented on the arrows. Activities are represented on the nodes.
Focus Emphasizes the sequence and Emphasizes the activities and their
dependencies. durations.
Connections Nodes represent events or milestones. Arrows represent dependencies between
nodes.
Dummy Activities Requires dummy activities to show Does not require dummy activities.
dependencies.
Use in Practice Less common in modern project More commonly used in modern project
management. management.
Complexity Can become complex with many dummy Generally simpler and more straightforward.
activities.
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NUMERICAL
Find the total number of days required for the project to complete
Activity Predecessor Duration (days)
A - 3
B A 4
C A 2
D B 5
E C 1
F C 2
G D,E 4
H F,G 3
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NUMERICAL
Find the total number of days required for the project to complete
Activity Predecessor Duration (days)
A - 2
B A 3
C A 2
D B 3
E C 4
F D 2
G B 1
H D 3
I11 C 2
A cycle manufacturing company has the following activities for a new production batch:
Activity Description Duration (Days) Predecessor(s)
A Order materials 5 -
B Inspect materials 3 A
C Frame assembly 6 A
D Paint frame 4 C
E Wheel assembly 3 B, C
F Quality check 2 D, E
G Final assembly 5 F
Packaging and
H 3 G
shipping
Calculate the total time required to complete the project.
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NETWORK DIAGRAM, CRITICAL PATH AND CRITICAL DURATION
Activity Predecessor Duration
A - 2
B A 4
C A 5
D B 7
E C 3
F D,E 7
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NETWORK DIAGRAM, CRITICAL PATH AND CRITICAL DURATION
Activity Predecessor Duration
A - 7
B - 8
C - 2
D A 5
E B 6
F B 9
G C 4
H D 5
I E 7
J H,I 5
K F,G 9
L J,K 7
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NETWORK DIAGRAM, CRITICAL PATH AND CRITICAL DURATION
Activity Predecessor Duration
A - 8
B - 7
C B,D 6
D A 6
E A 3
F C 7
G F 9
H C 1
I E,G 5
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M I,H 2
NETWORK DIAGRAM, CRITICAL PATH AND CRITICAL DURATION
Activity Precedence Duration
A - 5
B - 4
C A 8
D B 8
E B 8
F B 5
G C,D 8
H E,I 22
I F 2
J F 12
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L G,H,I 2
