1. Project Management in General
and Some Methods
Ioan Gheorghe DUBAR
Master AES, Anul I

2. What is project management?
• Project management is the discipline of planning,
organizing and managing resources to bring about
the successful completion of specific project goals
and objectives.
• A project is a finite endeavor (having specific start
and completion dates) that requires the organization
and coordination of a group of two or more people,
to create a unique product or service which brings
about beneficial change or added value.
• Processes or operations, which are permanent or
semi-permanent functional work to repetitively
produce the same product or service.

3. What implies project
management?
• To achieve goals while honoring project constraints.
• Typical constraints are scope, time and budget.
• Project Scope Management includes the processes
required to ensure that the project includes all the work
required, and only the work required, to complete the
project successfully. It is primarily concerned with
defining and controlling what is or is not included in the
project

4. PERT
• The Program (or Project) Evaluation and Review Technique,
commonly abbreviated PERT, is a model for project
management designed to analyze and represent the tasks
involved in completing a given project.
• PERT is intended for very large-scale, one-time, complex, nonroutine projects.

5. CPM
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1.
2.
3.
The Critical Path Method, abbreviated CPM, or Critical Path
Analysis, is a mathematically based algorithm for
scheduling a set of project activities. It is an important tool
for effective PM.
Essential technique
A list of all activities required to complete the project (also
known as Work breakdown structure)
The time (duration) that each activity will take to
completion, and
The dependencies between the activities.

6. Gantt chart
• A Gantt chart is a type of bar chart that illustrates a project
schedule. Gantt charts illustrate the start and finish dates of
the terminal elements and summary elements of a project.
Terminal elements and summary elements comprise the work
breakdown structure of the project.
• Some Gantt charts also show the dependency (i.e, precedence
network) relationships between activities. Gantt charts can be
used to show current schedule status using percent-complete
shadings and a vertical "TODAY" line.

7. Work breakdown structure
•
The Work Breakdown Structure (WBS) is a tree
structure, which shows a subdivision of effort required
to achieve an objective; for example a program, project
and contract. The WBS may show hardware, product,
service or process oriented. In a project or contract, the
WBS is developed by starting with :
1. the end objective
2. successively subdividing it into manageable
components
in terms of size, duration, and responsibility (e.g.,
systems, subsystems, components, tasks, subtasks, and
work packages) which include all steps necessary to
achieve the objective.

8. Approaches to PM
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The traditional approach
Critical Chain Project Management.
Extreme Project Management.
Event Chain Methodology.
PRINCE2
Process Based Management.
Rational Unified Process.

9. The traditional approach
• Identifies a sequence of steps to be completed.
• distinguish 5 components of a project (4 stages plus control) in
the development of a project:
Typical development phases of a project
• Project initiation stage;
• Project planning or design stage;
• Project execution or production stage;
• Project monitoring and controlling systems;
• Project completion stage.

10. Critical chain PM
• Also known as CCPM method of planning and
managing projects that puts more emphasis on the
resources required to execute project tasks.
• an application of the Theory of Constraints (TOC)
to projects.
• Goal is to increase the rate of throughput (or
completion rates) of projects in an organization.
• Applying the first three of the five focusing steps of
TOC, the system constraint for all projects is
identified as resources
• Tasks on the critical chain are given priority over all
other activities.

11. Extreme PM
• Fundamentally PERT-based models are not well suited for the
multi-project company environment of today.
• Most of them are aimed at very large-scale, one-time, nonroutine projects.
• Nowadays all kinds of management are expressed in terms of
projects.
• Project management experts try to identify different
"lightweight" models, such as Agile Project Management
methods including Extreme Programming for software
development and Scrum techniques.

12. Event chain methodology
• Is the next advance beyond critical path method and
critical chain project management.
• An uncertainty modeling and schedule network analysis
technique.
• Focused on identifying and managing events and event
chains that affect project schedules.

13. PRINCE2
• Structured approach to project management.
• Released in 1996 as a generic project management
method.
• For managing projects within a clearly defined framework
• P project managementRINCE2
• Describes procedures to coordinate people and activities
in a project,
• How to design and supervise the project and what to do
if the project has to be adjusted if it doesn’t develop as
planned

14. Process-based management
• Advances the concept of project control.
• use of Maturity models such as the CMMI (Capability
Maturity Model Integration) and ISO/IEC15504 (SPICE Software Process Improvement and Capability
Determination).
• Project is seen as a series of relatively small tasks
conceived and executed as the situation demands in an
adaptive manner, rather than as a completely preplanned process.

15. Rational Unified Process
• An iterative software development process framework
created by the Rational Software Corporation, a division
of IBM since 2003.
• An adaptable process framework, intended to be tailored
by the development organizations and software project
teams that will select the elements of the process that
are appropriate for their needs.