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Introduction to Network Analysis:A) Used for the management of complex projects which have several (even hundreds) of activities, related to each other in specified ways. B) Enables us to calculate:
Calculating the Probability of Project Completion:A) The probability of completing the project in a specified scheduled time involves calculating the number of standard deviations the desired completi
Time Estimates for Individual Activities: A) Weighted Average Activity Time, t = (a + 4m + b)/6B) Standard deviation of activity times, σt = (b-a)/6C) Standard deviation of project
Guidelines for Estimating Times and Costs: Determine responsibilities. Use many people to estimate. Base estimates on general conditions. Select time units, and be consistent in their use. Inde
Types of Cost: A) Direct costs: clearly chargeable to a work package: labour materials equipment other B) Direct project overhead costs: those overheads that can be tied to a work package
Factors Influencing Time or Cost Estimation: The planning horizon Project duration Skills and competencies of people in the organization The way the project is structured and designed The amoun
Process Breakdown Structure (PBS):A) Process-oriented projects: outcome is a series of steps or phases, rather an identifiably tangible item not suited to WBS definition B) A PBS example (i.e.
Work Breakdown Structure (WBS):A) Defines each and every element of the project in a hierarchical framework B) Helps with accountability: facilitates the setting (and, later, the evaluation) of co
Project Priorities:A) Remember the performance “triangle” B) Effective project managers know the importance of forcing a prioritisation between these criteria, rather than merely saying a
Project Scope:A) Setting the boundaries (i.e. the scope) of the project is an essential first step averts the danger of project “creep” helps to structure the project and assign respon
Feasibility Study: Should cover detailed plans for the project and the subsequent operation of its outcome, including:A) The requirements of the proposed project with respect to: the quantity, qual
Prefeasibility Analysis: Should include reports on potential projects: not too detailed – just sufficient to indicate general promise of alternative projects. could utilise project screening
What are the key criterion that comes in our mind when taking a project for organization?
Contingency Theory-Theories of LeadershipA) Is there a single ideal management style? B) Contingency approaches describe relationships between leadership styles and specific organizational settings.
Behavioural Approaches-Theories of LeadershipA) Closely associated with Human Relations School. B) Under scientific management, leadership is of an authoritarian style: leader centralizes control
Trait Studies-Theories of Leadership: A) The "great man" approach B) Traits are distinguishing personal characteristics of a leader such as intelligence, values, appearance, etc. C) Trait studies s
Sources of Leader Power: Legitimate power: stems from position in the management hierarchy and the authority given to this position. Reward power: stems from the capacity to control by providing val
What is LeadershipA) Some common themes within definitions of leadership: leadership is an influencing process; leaders need followers an unequal power distribution; leadership occurs when tryin
Management Practices-Improving Project Brainstorm a list of problems that prevent or distract from the successful completion of projects Produce a “fishbone” diagram to classify and c
Project Control-Stages of Projects: Ensuring the project proceeds to plan: Monitoring costs Monitoring time achievements Monitoring resource usage and people performance Assessing likely p
Project Scheduling-Stages of ProjectsA) Allocation of resources: people, finance and equipment B) Regular updating of the schedule and the reallocation of resources as the project commences and
Project Planning-Stages of Projects: A) Set project objectives B) Organize the project team C) Develop a clear project brief, specifying the scope of the project the responsibilities of team me
Project: A project is a ‘project’ regardless of whether it is technology based, for organizational/cultural change, or other complex change. A project can be a “plan” or a &ld
Factors unique to Project Managers: A) The project manager always has to deal with the constraint of limited resources. Timelines are mostly tight. Acquiring befitting resources from functional depar
Power Conflict: In a matrix organization, project managers have a lot of designated authorization; however they don’t have much formal authority. In project-centered organization like constructi