Project Chart

SimpKfied Chart of Manhattan Project. Adapted from Leslie R. Groves, Now It Can Be Told (New York Harper Row, 1962). 

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The bar chart indicates that activity B can be performed at any time within days 2, 3 and 4, without delaying the project. It also shows that the resource loading can be smoothed out if activity B is performed in either day 3 or 4, such that the maximum loading in any period does not exceed 4 units. Resource units may be, for example, man hours or machine hours . 

Our work is a part of an ongoing research project for the development of an automated weld inspection system. The general flow chart of this research project is given by figure 1. 

Figure 1 Flow chart of the research project in which enter this work.

A visual inspection of a two-sample chart provides an effective means for qualitatively evaluating the results obtained by each analyst and of the capabilities of a proposed standard method. If no random errors are present, then all points will be found on the 45° line. The length of a perpendicular line from any point to the 45° line, therefore, is proportional to the effect of random error on that analyst s results (Figure 14.18). The distance from the intersection of the lines for the mean values of samples X and Y, to the perpendicular projection of a point on the 45° line, is proportional to the analyst s systematic error (Figure 14.18). An ideal standard method is characterized by small random errors and small systematic errors due to the analysts and should show a compact clustering of points that is more circular than elliptical. 

Fig. 1. Flow chart for a typical small molecule modeling project.

Actual progress made with construction work can be indicated on the bar chart by filhng in the open bars according to the percentage toward completion. Comparison of the actual progress bar for the whole project with the cumulative labor-hour curve indicates whether the job is ahead of schedule or not. If corrective action is required, effort should be concentrated on the key or critical items. 

The flow chart on the next page graphically represents the use of concepts presented in this chapter. As each tolling project is unique, your application of the guidance can be tailored to describe the process as it applies to your company. 

Is there a documented organizational chart showing departmental responsibilities at the facility If so, please attach along with a summary of technical, analytical, HS E professional staff (for example, number of process engineers, project engineers, production engineers). ... 

To provide a reference for those working on power projects or at sites, we provide some important data on different types of LT and HT power cables in this appendix. The cables described here are in use for all kinds of power distribution applications. Of these, XLPE cables are also used for power transmission applictiiions. To help a user to select the most appropriate types of cables, we also provide a brief comparative chart of the various types of cables being manufactured. Tables giving the technical particulars of such cables in all voltage ratings have also been provided. 

Once the bids are tabulated for specification compliance in the form of a chart for easy review by all others involved in the project, an overall evaluation should be made, factoring in energy cost, first cost, and time value of money using an established economic equation. Most companies have a standardized formula. If the data are available, total cost of ownership can be estimated, which for larger equipment is considered a good measure for evaluation. 

The size of the project team depends on the particular tasks that are to be performed and the hazards that may be encountered. Keep in mind that a wide variety of disciplines may not be required for every project. During the early stages of planning, an organizational chart should be developed. This chart can serve to visually depict the following ... 

The organizational chart further identifies key positions in the project team, including the project director, project manager, site safety and health officer (SSHO), site supervisor, emergency response coordinator, site security, and other specialized positions. 

With time duration determined for each task of the project, the next step is to determine the earliest and latest starting times for each task. There are two commonly used methods for charting the project Gantt charts and PERT diagrams. The details of these two methods are discussed on the following pages. 

A Gantt chart is a horizontal bar chart that graphically displays the time relationship of the steps in a project. It is named after Henry Gantt, the industrial engineer who introduced the procedure in the early 1900s. A line placed on the chart in the time period when it is to be undertaken represents each step of a project. When completed, the Gantt chart shows the flow of activities in sequence as well as those that can be under way at the same time. 

To create a Gantt chart, list the steps required completing a project and estimating the time required for each step. Then list the steps down the left side of the chart and time intervals along the bottom. Draw a line across the chart for each step, starting at the planned beginning date and ending on the completion date of that step. 

When your Gantt chart is finished, you will be able to see the minimum total time for the project, the proper sequence of steps, and which steps can be under way at the same time. 

Gantt charts are limited in their ability to show the interdependencies of activities. In projects where the steps flow in a simple sequence of events, they can portray adequate information for project management. However, when several steps are under way at the same time and a high level of interdependency exists among the various steps, PERT diagrams are a better choice. 

PERT is an acronym for Program Evaluation and Review Technique. It is a more sophisticated form of planning than Gantt charts, and is appropriate for projects with many interactive steps. There are three components of a PERT diagram circles or other convenient, closed figures represent events arrows connecting the circles represent activities and non-activities connecting two events are shown as dotted-line arrows. (A non-activity represents a dependency between two events for which no work is required.)... 

Another helpful tool is a project control chart, which uses budget and schedule plans in a quick status report of the project. It compares actual to plan, calculates a variance on each task completed, and tallies a cumulative variance for the project. 

To prepare a project control chart, refer to the work breakdown structure and list all of the tasks of the project. Then, use the schedule to list the time planned to complete each task, and use the budget to list the expected cost of each task. 

As each project task is completed, record the actual time and actual cost. Calculate variances and carry the cumulative total forward. This technique can easily be put into a spreadsheet format on your personal computer. Some large projects may be able to create this format for a report that uses cost and schedule data that is routinely captured by the company s computerized accounting system. Figure 51.10 illustrates a typical project control chart. 

A milestone chart presents a broad-bmsh picture of a project s schedule and control dates. It lists those key events that are clearly verifiable by others or that require approval before the project can proceed. If this is done correctly, a project will not have many milestones. Because of this lack of detail, a milestone chart is... 

It is often useful to prepare break-even charts in order to illustrate and give a clear picture of the position of a business. They can be adapted to help in showing the viability and profiles of individual projects. 

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