Fundamentals of Projects Management

MPM
Lecture
1
MPM
Ejaz Ahmed Bajwa
Project Scope and Time Management
Fundamentals of Projects Management
MPM-I
Lecture-7
1 17 March, 2014
MPM-I
Ejaz Ahmed Bajwa
Project Scope and Time Management
Project Management Framework
(10 Knowledge Areas &
Integration Management
Scope Management
Time Management
Cost Management
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Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
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Stakeholders Management
Project Management Framework
Knowledge Areas & 5 Process Groups)
Initiation
Planning
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Implementation/
Execution
Closure
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Monitoring, Evaluation &
Control
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Project Scope Management
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Project Scope Management
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Project Scope Management
Project Scope Management
required to ensure that the
required, and only the work
project successfully.
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Project Scope Management
involved in defining and controlling
included in the project.
e.g: Campus includes 34 class
auditorium, labs, waiting area,
Project Scope Management
Management includes the processes
project includes all the work
work required, to complete the
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Management includes the processes
controlling what is or is not
rooms, but does not include an
area, cafeteria.
Project Scope Management
Primarily, it is the definition
IS NOT included in the project.
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Project Scope Management
definition and control of what IS and
included in the project.
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Project Scope Management
Scope Management
1. Plan Scope Management
2. Collect Requirements
3. Define Scope
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3. Define Scope
4. Create Work Breakdown Structure
5. Validate Scope
6. Control Scope
Project Scope Management
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Create Work Breakdown Structure
Project Scope Management Processes
1. Plan for Scope Management
Planning about how scope will be managed
2. Statement of Requirements :
Deciding about the Client/Customer
3. Scope Definition:
Reviewing the Project Charter, preliminary
and adding more information and developing
of the Project.
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of the Project.
4. Creating the WBS:
Subdividing the major project
components.
5. Scope Verification:
Formal process of verifying that the
the documented scope.
6. Scope Control:
Controlling changes to project scope,
properly processed and managed.
Project Scope Management Processes
managed
Client/Customer requirements about the Project.
preliminary scope statement, change requests
developing a comprehensive scope statement
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deliverables into smaller, manageable
the product, service or result of project matches
scope, ensuring that Scope Change requests are
SoR Vs SoW
A Statement of Requirements (SoR) is
and is a list of detailed requirements of
Objectives.
A Statement of Work (SoW)/Scope Statement
required work. It stipulates the deliverables
tasks to be accomplished or services
Statement of Requirement
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tasks to be accomplished or services
meaningful terms.
It provides a single reference point for all
Project will deliver both in terms of tangible
benefits.
Project Scope Management
SoR Vs SoW
is a key to ensure successful Project Plan
of primary stakeholders to meet the Project
Statement is a narrative description of the
deliverables or services required and defines the
services to be delivered in clear, concise and
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services to be delivered in clear, concise and
all the stakeholders to see exactly what the
tangible features and the intangible wider
Project Scope Management
Stakeholders requirements are
Project Scope
Product Scope
Project Scope
Work required to be accomplished
Project Scope Management
Work required to be accomplished
(Work oriented)
Product Scope
Features and functions of Product/Service/result
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stipulated in following terms:
accomplished to deliver a Product /Service/Result
Project Scope Management
accomplished to deliver a Product /Service/Result
Product/Service/result ( Feature oriented)
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Scope Definition/Scope Statement
Preliminary Scope Statement, Project
and SoR provide a basis for creating
progresses, the scope of a project becomes
A definition of the end result or mission
Project Scope Management
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A definition of the end result or mission
for the client/customer in specific, tangible,
Scope Statement forms a basis for an
and the project customer by identifying
major project deliverables.
Scope Definition/Scope Statement
Project Charter, approved change requests,
creating the Project Scope Statement. As time
becomes more clearer and specific.
mission of the project a product or service
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mission of the project a product or service
tangible, and measurable terms.
an agreement between the project team
identifying both the project objectives and the
Project Scope Statement

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Project Scope Statement defines
project deliverables and serves as a
guide for developing the detailed
Project Plan.
Project Scope Statement
Purpose of the Scope Statement
To clearly define the deliverables
for the end user.
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To keep the Project focused on
successful completion of its goals.
To be used by the project owner
and participants as a planning tool
and for measuring Project Success
It is output-oriented , it:
Defines the work (What)
Project Scope Management
Create Work Breakdown Structure
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Identifies time to complete a work package
Identifies resources needed to complete a work package
Identifies a single person responsible for units of work
A Work Package is the Lowest Level of the WBS.
Project Scope Management
Create Work Breakdown Structure
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Identifies time to complete a work package (How Long- Time)
Identifies resources needed to complete a work package (How much-Cost)
Identifies a single person responsible for units of work (Who)
A Work Package is the Lowest Level of the WBS.
Work Breakdown Structure (WBS)
An hierarchical outline (map)
work elements involved in Project
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Defines the relationship of the
its sub-deliverables, and in
packages
(WBS)
(map) that identifies the products or
Project Completion
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the final deliverable (the project) to
turn, their relationships to work
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Hierarchical
Breakdown of the
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Breakdown of the
WBS
FIGURE 4.3
Project Scope Management
Work Breakdown Structure
WBS , a mother document, a framework on which the project is built
serves as the Plan for project execution
WBS focuses on project objectives and encourages detailed planning and
documentation.
It clarifies responsibilities and used as a
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It clarifies responsibilities and used as a
It helps in estimating and assignment of work.
WBS is used throughout the project; it
updates.
WBS is the corner stone of quality project planning
WBS ensures that all work within a project is identified
and defined within a common framework
framework on which the project is built and it
Plan for project execution.
and encourages detailed planning and
and used as a accountability tool.
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and used as a accountability tool.
assignment of work.
; it needs revision in case of any changes or
corner stone of quality project planning!!
WBS ensures that all work within a project is identified
and defined within a common framework
Steps in Developing WBS
Gather all documents that defines Projects scope (Charter +
Review WBS for similar projects, use templates, historical Information
Prepare a hi-level WBS representing WHAT
Refine and decompose to manageable and track
Involve experienced project team members in developing WBS
Project Scope Management
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Involve experienced project team members in developing WBS
Mostly we prepare deliverable based WBS rather than activity based, if
so , you have to convert deliverables into activities at the end
Review structure with responsible stakeholders; get buy
responsible for deliverables
Avoid developing details before it is needed
Based on Good Judgment - There are no hard and fast rules
Gather all documents that defines Projects scope (Charter + SoR + CRs)
Review WBS for similar projects, use templates, historical Information
level WBS representing WHAT
Refine and decompose to manageable and track-able level
Involve experienced project team members in developing WBS
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Involve experienced project team members in developing WBS
Mostly we prepare deliverable based WBS rather than activity based, if
so , you have to convert deliverables into activities at the end
Review structure with responsible stakeholders; get buy-in from those
Avoid developing details before it is needed
There are no hard and fast rules
Verify Scope
Process of obtaining formal acceptance
stakeholders (Client, Sponsor, Customer,
It is very difficult to create an ideal Scope
Project Scope Management
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It is very difficult to create an ideal Scope
Proper verification will minimize scope
lead to repeated changes in Project
Despite all verifications , change in scope
Many Projects suffer from the problem
in work/features), and changing goal
acceptance of the project scope from the
Customer, top management etc.)
Scope Statement and WBS for a Project.
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Scope Statement and WBS for a Project.
scope changes, poor scope verification will
Scope
scope is constant during the Project life.
problem of scope creep (incremental increase
goal post
Scope Verification Process
Prepare Scope Statement and WBS
Review by SME (Subject Matter Expert) or the Consultant
Formal inspection by upper management
Verification/Acceptance by Client/Customer/Sponsor
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Verification/Acceptance by Client/Customer/Sponsor
Apply tools like Requirement Traceability Matrix
Results in:
Formal acceptance of the Scope of the Project.
Scope Verification Process
Prepare Scope Statement and WBS
Review by SME (Subject Matter Expert) or the Consultant
Formal inspection by upper management
Verification/Acceptance by Client/Customer/Sponsor
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Verification/Acceptance by Client/Customer/Sponsor
Apply tools like Requirement Traceability Matrix
Formal acceptance of the Scope of the Project.
Control Scope
Scope control involves controlling changes in the Projects Scope.
Scope Control involves:
Influencing the factors that cause scope changes.
Ensuring changes are processed according to prescribed procedures as
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Ensuring changes are processed according to prescribed procedures as
part of integrated change control.
Manage changes when they occur.
In making key changes to project activities, it is important to have a
formal change process and a formal approval of CCB, responsible for
approving or rejecting changes.
controlling changes in the Projects Scope.
Influencing the factors that cause scope changes.
Ensuring changes are processed according to prescribed procedures as
Project Scope Management
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Ensuring changes are processed according to prescribed procedures as
when they occur.
In making key changes to project activities, it is important to have a
formal change process and a formal approval of CCB, responsible for
approving or rejecting changes.
Project Time Management Project Time Management
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Project Time Management Project Time Management
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This used to be
project management
How long will it take?
Are we on time?
Are we on schedule?
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Project Time Management
This used to be
project management
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Importance of Project Schedules (Time)
Delivering projects on time is one
because lost of time cant be recouped
Time has the least amount of flexibility
happens on a project.
Schedule issues are the main
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Schedule issues are the main
especially during the second half of
Some people prefer to follow schedules
others do not.
Different cultures and even countries
schedules.
Project Time Management
Importance of Project Schedules (Time)
one of the biggest challenge for P.M,
recouped
flexibility; it passes no matter what
reason of conflicts on projects,
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reason of conflicts on projects,
of projects.
schedules and meet deadlines while
countries have different attitudes about
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Project Time Management
Time Management
1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
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3. Sequence Activities
4. Estimate Activities Resources
5. Estimate Activities Duration
6. Develop Schedule
7. Control Schedule
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Plan Schedule Management
March, 2014
Estimate Activities Resources
Plan Schedule Management
Prepare Plan how time will be managed on Project
Activity Definition:
Identify the specific activities that the project team members and stakeholders must
perform to produce the project deliverables
Activity Sequencing:
Identify and document the relationships between project activities
Activity Resource Estimating:
Estimate how many resources a project te
Project Time Management Processes
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Estimate how many resources a project te
(Estimate 3-Ms for each activity).
Activity Duration Estimating:
Estimate the number of work periods that are needed to complete individual activities.
(Estimate time for each Activity)
Schedule Development:
Analyzing activity sequences, activity resource estimates
create the project schedule (Prepare Project Schedule).
Schedule control:
Controlling and managing changes to the project schedule
Prepare Plan how time will be managed on Project
the specific activities that the project team members and stakeholders must
perform to produce the project deliverables (Enlist Project Activities)
between project activities (Network diagram)
t team should use to perform identified activities
Project Time Management Processes
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t team should use to perform identified activities
that are needed to complete individual activities.
resource estimates, and activity duration estimates o
(Prepare Project Schedule).
Controlling and managing changes to the project schedule (Track Schedule/Progress)
Activity Definition
Project schedules grow out of the
project like Project Charter, Scope
Project work packages are divided
activities to provide a basis for
monitoring and controlling the Project
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An activity or task is an element
level of the WBS that has an expected
requirements.
Activity definition involves developing
activities involved in work packages,
the work to be done, so that you
duration estimates.
Project Time Management
Activity Definition
the basic documents that initiate a
Scope Statement, WBS
divided into smaller components called
for estimating, scheduling, executing,
Project work.
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of work normally found on the lower
expected duration, a cost, and resource
developing a more detailed WBS, Identifying
packages, giving explanations to understand
can develop realistic resources and
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Defined activities are performed in
project deliverables.
Activity Sequencing
Network diagrams are the preferred
activities.
Sequence Activities
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A network diagram is a schematic
sequencing of project activities
Always drawn from left to right to reflect
Two main formats are the AOA and
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in a logical manner to produce the
technique for sequencing the defined
Sequence Activities
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schematic display of the logical relationships or
reflect Project work chronology.
and AON diagramming methods
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Activity on Node Diagramming Method
It uses boxes or rectangles,
activities and connects them
dependencies. This technique
(AON).
2. Sequence Activities
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(AON).
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Activity on Node Diagramming Method
referred to as nodes, to represent
them with arrows that show the
technique is also called activity-on-node
. Sequence Activities
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Project Time Management
Activity on Arrow (A0A) Diagramming Method
A network diagramming technique in which schedule activities are
represented by arrows. The tail of the arrow represents the start,
and the head represents the finish of the schedule activity.
Sequence Activities
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AoA uses finish-to-start dependencies and can require the use of
dummy relationships called dummy activities, which are shown
as dashed lines, to define all logical relationships correctly.
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A) Diagramming Method
A network diagramming technique in which schedule activities are
represented by arrows. The tail of the arrow represents the start,
and the head represents the finish of the schedule activity.
Sequence Activities
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start dependencies and can require the use of
dummy relationships called dummy activities, which are shown
as dashed lines, to define all logical relationships correctly.
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Sequence Activities
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Sequence Activities
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Dependencies in Network Diagramming
Mandatory Dependency (Hard Logic)
Mandatory dependencies are
the work being done.
Mandatory dependencies are
logic (Dig Hole to plant a tree).
Network Diagram
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logic (Dig Hole to plant a tree).
Discretionary Dependency (Preferred
Discretionary dependencies are
be determined. Discretionary
to as Preferred or Soft Logic
Breakfast).
These are optional activities/dependencies
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Diagramming techniques
Logic)
those that are inherent in the nature of
are also sometimes referred to as hard
.
Network Diagram
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.
(Preferred or Soft Logic)
are not mandatory but are important to
dependencies are sometimes referred
Logic (Going for an Interview with/ without
activities/dependencies
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1 2
Dummy Activities
A
B
2. Sequence Activities
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Dummy Activities
B
D
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3
Dummy Activities
C
Sequence Activities
4
Dummy Activities
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Lead
A modification of a logical relationship
of the successor activity.
For example, If successor activity
predecessor activity has finished,
Leads & Lags in the Network Diagram
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predecessor activity has finished,
a lead of 10-days. A negative lead
Lag
A modification of a logical relationship
successor activity.
For example: If the successor activity
the predecessor activity has finished,
of 10-days.
relationship that allows an acceleration
activity can start ten days before the
finished, it means successor activity has
Leads & Lags in the Network Diagram
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finished, it means successor activity has
lead is equivalent to a positive lag.
relationship that allows a delay in the
activity can be started ten days after
finished, successor activity has a lag
2
4
1
3
(A)
(B)
(C)
Wake up
A simple Project Network Diagram
Activity List for a Simple Project - Going office for an interview
Activity Description Immediate
Predecessor
A Bath/Shower
B Dressing
C Making Breakfast
D Making up
E Taking Breakfast
F Drive to Office
5
(D) (E)
Reaching
Office for an
Interview
A simple Project Network Diagram
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(F)
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Going office for an interview
Immediate
Predecessor
-
A
B
C
D
E
Interview
Activity Resource Estimating
In project triangle, time is directly related to the cost
Once scope is clear, estimate the type and quantities of resources
Activities Resource Estimate
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Once scope is clear, estimate the type and quantities of resources
required, so that we may calculate the time, time depends on
resources
Estimate Skilled Human Resources, Services (
supplies, commodities (Materiel
perform each defined activity in the work package.
Resource Breakdown Structure
the identified resources by resource
time is directly related to the cost
Once scope is clear, estimate the type and quantities of resources
Activities Resource Estimate
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Once scope is clear, estimate the type and quantities of resources
required, so that we may calculate the time, time depends on
Estimate Skilled Human Resources, Services (Men), equipment,
Materiel), budgets or funds (Money) to
perform each defined activity in the work package.
Structure (RBS) is a hierarchical structure of
resource category and resource type.
Activity Duration Estimating
Estimating the number of work periods (hrs, days, weeks) that will
be needed to complete individual activities.
Estimating is estimating the future
Estimate Activity Duration
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Estimating is estimating the future
money necessary to produce a
it should not come as a surprise
wrong.
Wrong estimates doesnt work
stakeholders; especially clients,
Professional estimators - Cost
SMEs are therefore engaged to
Estimating the number of work periods (hrs, days, weeks) that will
be needed to complete individual activities.
future, trying to predict the time and
Estimate Activity Duration
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future, trying to predict the time and
a result, in a fairly accurate manner,
surprise and turns out to be miserably
work well with most of the Project
clients, sponsors etc.
Accountants, Engineers, Planners,
to prepare the estimates
Estimate Activity Duration
Effort is the number of labor units required
usually expressed as Man days or Man
will be completed by 10 persons working
Duration includes the actual amount of
e.g. If we put 10 men with standard 8
completed in 12.5 hrs
Effort does not normally equal duration,
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Effort does not normally equal duration,
decrease both Men and working hours
Time=Effort/Resources deployed
Elapsed Time: Number of hours/days/weeks
work. Mandatory amount of time taken
Elapsed time can't be compressed by throwing more people at the work.
You cant put two Pilots, to take Aircraft to Heathrow Airport in
Estimate Activity Duration
required to complete an activity in a WBS
Man Hours e.g. 100 man hours work effort
working for 10 hrs
of time required to complete an activity
hours work schedule, activity would be
duration, because you can increase or
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duration, because you can increase or
hours.
[Goes by standard wages and
work hours of the country]
hours/days/weeks from start to finish of a piece of
taken to do the work
Elapsed time can't be compressed by throwing more people at the work.
You cant put two Pilots, to take Aircraft to Heathrow Airport in 4.5 Hours
Follow the Golden Rules.
Have the right people to make the Estimates
Base the estimate on experience
Dont Negotiate the Estimate - Negotiate the Equilibrium
Three Levels of Accuracy.
Idea or Conception ---- Evaluation or Ballpark Estimate or Rough Order Magnitude
Estimate Activity Duration
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Idea or Conception ---- Evaluation or Ballpark Estimate or Rough Order Magnitude
Project Budgeting ------ Item-wise expenditure estimates,
Project Selection ------- Detailed or Bottom Up Estimates
Avoid the classical mistakes
Making Ballparks in Elevators
Estimating w/o Complete Specifications
Confusing an Estimate with a bid
Padding the Estimate
Adding more resources to the Project, resources not always reduce the time
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Have the right people to make the Estimates
Negotiate the Equilibrium Trust Expert Judgment
Evaluation or Ballpark Estimate or Rough Order Magnitude
Estimate Activity Duration
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Evaluation or Ballpark Estimate or Rough Order Magnitude
wise expenditure estimates,
Detailed or Bottom Up Estimates
Adding more resources to the Project, resources not always reduce the time
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Three Point Estimate (Technique)
This technique is applied to improve the
when the underlying activity or cost component
Its an analytical technique that uses three
the optimistic, most likely, and pessimistic
Three Point Estimate
Estimation Techniques
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Three Point Estimate
Three Point Estimate Formula = (O+4M+P)/
O: Optimistic: The activity duration is based
in the most likely estimate.
P: Pessimistic : The activity duration is
described in the most likely estimate.
M: Most likely : The duration of the schedule
assigned, their productivity, realistic expectations
dependencies on other participants, and interruptions
the accuracy of the estimates of cost or time
component is uncertain.
three cost or duration estimates to represent
pessimistic scenarios.
Estimation Techniques
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M+P)/6
based on a best-case scenario of what is described
is based on a worst-case scenario of what is
schedule activity, given the resources likely to be
expectations of availability for the schedule activity,
interruptions.
PERT & CPM
PERT (Program Evaluation and Review
technique, is a logical sequence of activities
By using PERT /CPM managers can obtain
A graphical display of the project activities
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A graphical display of the project activities
An estimate of how long the project
An indication of which activities are
An indication how long an activity
project
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PERT & CPM
Review Technique) is a network diagram
activities involved in the project.
obtain:
activities
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activities
will take
most critical
activity can be delayed without delaying the
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Framework of PERT & CPM
For proceeding with PERT/CPM following common six points have to be
followed:
Define the project with significant activities or tasks
Develop relationship among the activities
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Develop relationship among the activities
Draw network connecting all activities
Assign time and/or cost estimates to each activity
Identify the Critical Path
Calculate the total duration of Project
Use network to Plan, schedule, monitor and control the project
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Framework of PERT & CPM
For proceeding with PERT/CPM following common six points have to be
Define the project with significant activities or tasks
Develop relationship among the activities
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Develop relationship among the activities
Draw network connecting all activities
Assign time and/or cost estimates to each activity
Calculate the total duration of Project
Use network to Plan, schedule, monitor and control the project
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Terminology
Activity: Set of tasks required to complete the Project
Event: Outcome of one or more activities
Network: Combination of all activities and events
Path: Series of connected activities or between any two events
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Path: Series of connected activities or between any two events
Critical Path: Called Critical Path, because any delay of activities on
Critical Path would delay the project, means have zero lag
Slack or float: is an amount of time activity can be delayed without
delaying a succeeding activity or the project finish date.
Project Time Management
Terminology
: Set of tasks required to complete the Project
: Outcome of one or more activities
: Combination of all activities and events
Series of connected activities or between any two events
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Series of connected activities or between any two events
Called Critical Path, because any delay of activities on
Critical Path would delay the project, means have zero lag
an amount of time activity can be delayed without
delaying a succeeding activity or the project finish date.
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Critical Path Method (CPM)
CPM is a network diagramming technique used to predict
duration.
A critical path for a project is the s
earliest time by which the project can be completed.
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The critical path is the longest path
the least amount of slack or float.
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Critical Path Method (CPM)
is a network diagramming technique used to predict total project
e series of activities that determines the
by which the project can be completed.
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longest path through the network diagram and has
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Determining the Critical Path/ Total Project Duration
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Determining the Critical Path/ Total Project Duration
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2
4
1
3
(A)
(B)
(C)
Wake up
A simple Project Network Diagram
Activity List for a Simple Project - Going office for an interview Activity List for a Simple Project - Going office for an interview
Activity Description Immediate
Predecessor
A Bath/Shower
B Dressing
C Making Breakfast
D Making up
E Taking Breakfast
F Drive to Office
5
(D) (E)
Reaching Office
for an Interview
A simple Project Network Diagram
6
(F)
7
Going office for an interview Going office for an interview
Immediate Expected
Predecessor Time in (Mins.)
- 30
A 15
B 30
C 30
D 15
E 30
2 Hr, 30 Min
2 Hr, 15 Min
Schedule Development
Analyze activity sequences,
durations, consider limitation,
create the Project Schedule.
Develop Schedule
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create the Project Schedule.
Use results of the other similar Projects
end dates of the Project.
Ultimate goal is to create a realistic Project Schedule
a basis for monitoring Project progress of the project
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estimate resource requirements,
limitation, constraints and assumptions to
Develop Schedule
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other similar Projects to determine the start and
realistic Project Schedule that provides
a basis for monitoring Project progress of the project
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Scheduling Tools
Network Diagram (To estimate
CPM
Gantt Chart ( Time line against
Develop Schedule
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Gantt Chart ( Time line against
Milestone Chart (Time line of main
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the total duration of the Project)
against each activity)
Develop Schedule
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against each activity)
main activities involved in the Project)
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Techniques for Changing Project Schedule
Two main techniques for Reducing/Compressing
Crashing
Increasing the assignment of resources
path, it increases cost.
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Fast Tracking
A Schedule compression technique
phases that would normally be done
and construction phase
Perform schedule activities in parallel
that were originally planned in series
Techniques for Changing Project Schedule
Reducing/Compressing the Project Schedule:
resources on schedule activities on critical
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technique that changes network logic to overlap
done in sequence, such as the design phase
parallel, doing critical path activities in parallel
series. It usually increases risk.
Gantt Charts
Gantt charts provide a standard
Schedule information by listing
corresponding start and finish dates
Symbols include:
Black diamonds: Milestones
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Thick black bars: Summary tasks
Lighter horizontal bars: Durations
Arrows: Dependencies between
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Gantt Charts
standard format for displaying Project
listing project activities and their
dates in a calendar format.
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tasks
Durations of tasks
between tasks
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Gantt Chart
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Gantt Chart
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Project Time Management
Sample Tracking Gantt Chart
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Sample Tracking Gantt Chart
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Schedule Control
Controlling changes to the Project Schedule.
Perform reality checks on schedules.
Schedule Control
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Allow for contingencies, dont plan for everyone to work at
percent capacity all the time.
Hold progress meetings with stakeholders and be clear and
honest in communicating schedule issues
Project Time Management
Controlling changes to the Project Schedule.
Perform reality checks on schedules.
Schedule Control
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, dont plan for everyone to work at 100
Hold progress meetings with stakeholders and be clear and
honest in communicating schedule issues
Project Time Management
Schedule Control is to know the status
that cause schedule changes, manage
Tools and techniques include:
Progress reports.
Schedule Control
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Progress reports.
A schedule change control system
Project management software, including
such as the tracking Gantt chart.
Variance analysis, such as analyzing
Performance management, such
Project Time Management
status of the Schedule, influence factors
manage changes when they occur.
Schedule Control
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system.
including schedule comparison charts,
.
analyzing float or slack.
such as earned value
Project Time Management
Working with People and Tools
Though tools and techniques equip you with knowledge , strong
leadership helps Projects succeed more than good PERT, CPM or
Gantt charts do.
Project managers should use:
3/17/2014
Project managers should use:
Empower People
Incentivize/Motivate HR
Discipline
Negotiation
Project Time Management
Working with People and Tools
Though tools and techniques equip you with knowledge , strong
leadership helps Projects succeed more than good PERT, CPM or
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Project Time Management
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Questions
/2014
Questions
Thanks
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Thanks Thanks
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Thanks