Engr. Jemarlyn B.
Maldia
Engineering
Design - Project
Management
Five key Develop a clear
detailed plan to
Initiate, facilitate,
and end activities
steps to reach the goal
design Work to control
cost and reduce
Assess
projects
uncertainty and
risk
Continually
monitor the
progress of the
plan
Projects are finite activities that
seek to develop new and
improved tools, methods,
products, and equipment.
Deliverable: Something of value
Things: Items, products, machines, prototypes,
software, production facilities, documents,
drawings
Reports and analysis: Key terms, parameters,
state-of-the-art, financial, test results,
recommendations
Plans: Evaluation, maintenance, business, phase-
out, renovation, implementation, specifications
Procedures/methods: Assessment, training,
reporting, corrective action, documentation,
process models
Services
Task: Work with a definite outcome
Subtasks: A task that is subdivided into a number of smaller
tasks
Event: Something that occurs to start and/or end a task
Milestone: A major event at the start or end of a major task
Manager: Somebody appointed to help organization, planning,
communication, and administration
Budget: A planned amount of money including contingencies
Stakeholder: Anybody with some direct or indirect interest in the
project
Customer or sponsor: The individual or group that is requesting
the project work; a project sponsor may be a person in the
same department, a paying customer, or a design that
anticipates customer needs
Scope: A limit for what is, and is not, part of the project
Speculation - Design business opportunities
are found and a quote, business plan, or
business proposal is developed. There is
some overlap between the business and
technical people.
Approval - The designers create a detailed
design, write programs, order parts, create
part drawings, etc. Eventually this process is
shifted to the manufacturing or fabrication
group.
Completion - The group responsible for
building and testing takes over and finishes
building. Once complete it delivers the
product to the customer.
Attributes of a perfect technical
design project:
1 Project satisfies every need and solves every problem
2 Immediate and infinite supply
Does not need maintenance, oversight, upkeep, or consumable
3 supplies
4 Does not require training or changes in behavior
5 Does not require materials, labor, or equipment
Attributes of a poor technical
design project:
1 Requires extreme manufacturing precision and complexity
2 Involves untested solutions and methods
3 Has excessive, unnecessary, or limited functionality
4 Requires major effort and change by the user
5 Has high costs and limited availability
Project Management
Project Management is the process and activity of planning,
organizing, motivating, and controlling resources, procedures and
protocols to achieve specific goals in scientific or daily problems.
Project Management is concerned with control of an activity for a
relatively short period of time after which management effort ends.
CPM – Critical Path
Method
TYPES OF
NETWORK
PERT –
PLANNING Program/Project
Evaluation and Review
Technique
Managing a project with
network planning
methods involves four
steps:
1 Describing the Project
2 Diagramming the Network
3 Estimating time of completion
4 Monitoring Project Progress
Project managers What is the
How long can
total time to
rely on complete the
noncritical
activities be
PERT/CPM to project?
delayed before
they cause an
help them What are the
increase in the
scheduled start and
answer questions finish dates for each
project
completion time?
such as: specific activity?
Which activities are critical and must be
completed exactly as scheduled to keep
the project on schedule?
Before an activity can begin, its
preceding activities must be completed
GUIDELINES Arrows indicate logical precedence
FOR Flow of the diagram is from left to right
NETWORK
DIAGRAM
Arrows should not intersect
Dangling should be avoided
CRITICAL PATH
METHOD The critical path is the longest path through
CPM/PERT network. The critical path is composed
of activities with zero slack time. The CPM/PERT is
the actual performance of a task which consumes
time and requires resources (such as labor,
materials, space, machinery and the like). It can be
understood as representing the time, effort, and
resources required to move from one event to
another. A CPM/PERT activity cannot be
performed until the predecessor event has
occurred.
CRITICAL PATH
METHOD
Activities that must be completed immediately prior to the start
of the activity in question are called Immediate Predecessors.
Activity Slacks is the amount of time that a task in a project
network can be delayed without causing a delay. It is also known
as Float Activity.
There are two main procedures in a CPM/PERT network: the
forward pass and the backward pass. Forward Pass involves
moving forward through the project network to determine the
earliest start and earliest finish time for each activity. Backward
Pass involves moving backward through the network to
determine the latest start and latest finish time for each activity.
PROGRAM / PROJECT
EVALUATION AND REVIEW
TECHNIQUE
Program / Project Evaluation and Review Technique (PERT) is a
network technique, designed for project planning and scheduling
that uses probabilistic activity times. It is used to handle uncertain
activity times. The PERT was developed under the sponsorship of
the US Navy Special Projects Office in 1958 as a tool for
scheduling and controlling the Polaris missile project.
Stochastic PERT is a project scheduling technique in which the activity times
are of a probabilistic nature, while Deterministic PERT is a project scheduling
technique in which the activity time are assumed to be known with
certainty. Expected Time is the average activity time and Beta Distribution is
a probability distribution used to describe activity times.
Three Estimates of the Activity Time
Optimistic Time is a PERT activity time estimate based on the
assumption that it would take the shortest possible time to complete
an activity if everything went right.
Most Probable Time is a PERT activity time estimate based on the
assumption that the time would occur most frequently if the activity
is repeated many times.
Pessimistic Time is a PERT activity time estimate based on the
assumption that it would take the longest possible time to complete
an activity if everything went wrong.
Thank you for
listening!
