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Operations As a
Competitive Weapon
Operations Strategy
Project Management
Process Strategy
Process Analysis
Process Performance and
Quality
Supply Chain Strategy
Constraint Management
Location
Process Layout
Inventory Management
Lean Systems
Forecasting
Sales and Operations
Planning
Resource Planning
Scheduling
Projects
A project is an interrelated set of activities
with a definite starting and ending point,
which results in a unique outcome for a
specific allocation of resources.
The three main goals of project
management are
1. Complete the project on time or earlier.
2. Do not exceed the budget.
3. Meet the specifications to the satisfaction of the
customer.
2007 Pearson Education
Project Management
Project management is a systemized, phased
approach to defining, organizing, planning,
monitoring, and controlling projects.
A collection of projects is called a program, which is
an interdependent set of projects with a common
strategic purpose.
A cross-functional effort: Even though a project
may be under the overall purview of a single
department, other departments likely should be
involved.
2007 Pearson Education
Project Scope
and Objectives
Defining a projects scope, time frame,
allocated resources and objective, is
essential.
A Project Objective Statement provides the
objectives and essence of the project.
Time frame should be specific for start and
ending of the project.
Necessary resources are also defined, either
in dollar terms or in personnel allocation.
2007 Pearson Education
Project Team
Selecting the right project manager is
critical and specific skills are needed.
Facilitator: Able to resolve conflicts, have
leadership skills and a systems view.
Communicator: Ability to keep senior
management informed, communicate
progress, and work with team members.
Decision Maker: Able to organize members
and make difficult decisions.
Organizational Structure
The relationship of a project manager to the team is
determined by the firms organizational structure.
Functional Structure: The team is housed in a
specific functional area. Assistance from other areas
must be negotiated.
Pure Project: Team members work exclusively for
the project manager, which is best for large projects.
Matrix Structure: A compromise between the
functional and project structures. Members remain in
various functional areas and the project manager
coordinates across functional areas. Dual authority
can cause problems.
2007 Pearson Education
Planning Projects
Planning projects involves five steps:
1. Defining the work breakdown structure -a statement of all work that has to be
completed.
2. Diagramming the network -- a graphical
network
3. Developing the schedule -- specifying
start times for each activity
4. Analyzing cost-time trade-offs
5. Assessing risks
2007 Pearson Education
Precedence
Relationships
Precedence relationships determine a sequence
for undertaking activities, and specify that any given
activity cannot start until a preceding activity has
been completed.
Activity On Node approach
AON
S precedes T which
precedes U
2007 Pearson Education
Activity Relationships
S
U
T
S
U
Activity Relationships
Activity Relationships
Description
Immediate
Predecessor(s)
Responsibility
Description
Immediate
Predecessor(s)
Responsibility
Johnson
B Select site and do site survey.
Taylor
C Select equipment.
A
Adams
D Prepare final construction plans and layout. B
Taylor
E Bring utilities to the site.
B
Burton
F Interview applicants and fill positions in
A
Johnson
nursing, support staff, maintenance,
and security.
G Purchase and take delivery of equipment.
C
Adams
H Construct the hospital.
D
Taylor
I Develop an information system.
A
Simmons
J Install the equipment.
E,G,H
Adams
K Train nurses and support staff.
F,I,J
Johnson
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C
A
D
Start
Finish
B
E
B
F
A
G
C
H
D
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I
Time (wks)
A-I-K
A-F-K
A-C-G-J-K
B-D-H-J-K
B-E-J-K
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33
28
67
69
43
Start
Finish
Time (wks)
A-I-K
A-F-K
A-C-G-J-K
B-D-H-J-K
B-E-J-K
33
28
67
69
43
Project Expected
Time is 69 wks.
2007 Pearson Education
Start
Finish
Application 3.1
Application 3.1
Solution
or
S = LF EF
Slack
Activity
Earliest
Finish
Earliest
Start
Latest
Start Activity
Duration
Latest
Finish
0 A 12
12 F 22
63 K 69
12
10
12
Start
C 22
22
10
B 9
9
D 19
10
9 E 33
24
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15
Example 3.2
I 27
G 57
Finish
35
19
H 59
40
59
J 63
4
I 27
15
12
12 F 22
63 K 69
10
12
12
Start
Critical Path
Example 3.2
C 22
10
B 9
9
D 19
10
9 E 33
24
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22
G 57
Finish
35
19
H 59
40
59
J 63
4
12
27
48 15 63
12
12 F 22
2 12 14
53 10 63
12
22
14 1 24
Start
0
0
B 9
0 9
Example 3.2
2007 Pearson Education
9
19
9 10 19
9 E 33
35 24 59
Latest
start
time
63 K 69
63 6 69
22 G 57
24
59
Finish
35
H
19
59
19 40 59
Latest
finish
time
59
J 63
59 4 63
12
27
48 15 63
12
12 F 22
2 12 14
53 10 63
12
22
14 10 24
Start
B 9
0 9
Example 3.2
2007 Pearson Education
9
19
9 10 19
9 E 33
35 24 59
22 G 57
24
59
Finish
35
H
19
59
19 40 59
59
J 63
59 4 63
Project Schedule
A Gantt Chart is a project schedule, usually created
by the project manager using computer software,
that superimposes project activities, with their
precedence relationships and estimated duration
times, on a time line.
Activity slack is useful because it highlights activities that
need close attention.
Node Duration
A
B
C
D
E
F
G
H
I
J
K
12
9
10
10
24
10
35
40
15
4
6
ES
LS
Slack
0
0
12
9
9
12
22
19
12
59
63
2
0
14
9
35
53
24
19
48
59
63
2
0
2
0
26
41
2
0
36
0
0
12
27
48 15 63
12
12 F 22
2 12 14
53 10 63
12
22
14 10 24
Start
B 9
0 9
Example 3.3
2007 Pearson Education
9
19
9 10 19
9 E 33
35 24 59
63 K 69
63 6 69
22 G 57
24
59
Finish
35
H
19
59
19 40 59
59
J 63
59 4 63
Application 3.2
Application 3.2
Critical Path and Project Duration
Analyzing Cost-Time
Trade-Offs
There are always cost-time trade-offs in
project management.
You can completing a project early by hiring more
workers or running extra shifts.
There are often penalties if projects extend
beyond some specific date, and a bonus may be
provided for early completion.
Project Costs
The total project costs are the sum of direct costs,
indirect costs, and penalty costs.
Direct costs include labor, materials, and any other
costs directly related to project activities.
Indirect costs include administration, depreciation,
financial, and other variable overhead costs that can
be avoided by reducing total project time.
The shorter the duration of the project, the lower
the indirect costs will be.
2007 Pearson Education
Cost to Crash
To assess the benefit of crashing certain activities,
either from a cost or a schedule perspective, the
project manager needs to know the following times
and costs.
Normal time (NT) is the time necessary to complete
and activity under normal conditions.
Normal cost (NC) is the activity cost associated
with the normal time.
Crash time (CT) is the shortest possible time to
complete an activity.
Crash cost (CC) is the activity cost associated with
the crash time.
2007 Pearson Education
CC NC
NT CT
8000
Crash cost (CC)
7000
6000
5000
5200
4000
3000
0
|
6
(Crash time)
2007 Pearson Education
|
7
|
9
|
10
|
11
(Normal time)
Time (weeks)
Activity
A
B
C
D
E
F
G
H
I
J
K
Normal
Time
(NT)
Normal
Cost
(NC)
12
9
10
10
24
10
35
40
15
4
6
$ 12,000
50,000
4,000
16,000
120,000
10,000
500,000
1,200,000
40,000
10,000
30,000
Totals
$1,992,000
Crash
Time
(CT)
11
7
5
8
14
6
25
35
10
1
5
Crash
Cost
(CC)
$ 13,000
64,000
7,000
20,000
200,000
16,000
530,000
1,260,000
52,500
13,000
34,000
$2,209,500
Maximum
Time
Reduction
(wk)
1
2
5
2
10
4
10
5
5
3
1
Cost of
Crashing per
Week
(CC-NC)
$ 1,000
7,000
600
2,000
8,000
1,500
3,000
12,000
2,500
1,000
4,000
Shorten
first
I
15
A
12
Start
B
9
F
10
C
10
G
35
D
8
H
40
E
24
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K
6
Finish
J
1
$ 1,000
7,000
600
2,000
8,000
1,500
3,000
12,000
2,500
1,000
4,000
$ 1,000
7,000
600
2,000
8,000
1,500
3,000
12,000
2,500
1,000
4,000
A
12
Start
B
9
I
15
F
10
C
10
G
35
D
8
H
40
E
24
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K
5
63 wks
Finish
J
1
Example 3.4
A
B
C
D
E
F
G
H
I
J
K
$ 1,000
7,000
600
2,000
8,000
1,500
3,000
12,000
2,500
1,000
4,000
Summary
Application 3.3
Application 3.3
Application 3.3
Application 3.3
Application 3.3
Application 3.3
Assessing Risks
Risk is a measure of the probability and
consequence of not reaching a defined
project goal.
A major responsibility of the project manager
at the start of a project is to develop a riskmanagement plan.
A Risk-Management Plan identifies the key
risks to a projects success and prescribes
ways to circumvent them.
2007 Pearson Education
Categories of
Project Risk
Strategic Fit: Projects should have a purpose that supports
the strategic goals of the firm.
1. Service/Product Attributes: If the project involves new
service or product, several risks can arise.
Statistical Analysis
The Statistical Analysis approach requires that
activity times be stated in terms of three reasonable
time estimates for each activity.
1. Optimistic Time (a) is the shortest time in which a
activity can be completed if all goes exceptionally well.
2. Most Likely Time (m) is the probable time for an activity.
3. Pessimistic Time (b) is the longest time required.
Probabilistic
Time Estimates
Probability
Beta
Distribution
a
Optimistic
2007 Pearson Education
b
Mean
Pessimistic
Time
Probabilistic
Time Estimates
Normal
Distribution
Probability
a
2007 Pearson Education
m
Mean
Time
b
Example 3.5
Mean
a + 4m + b
te =
6
Variance
2 =
Start
ba
6
2
E
Finish
Example 3.5
7 + 4(8) + 15
te =
= 9 weeks
6
=
2
15 - 7
6
) = 1.78
2
Start
Finish
Example 3.5
11
7
5
8
14
6
25
35
10
1
5
Likely
(m)
Pessimistic
(b)
12
8
10
9
25
9
36
40
13
2
6
13
15
15
16
30
18
41
45
28
15
7
Activity Statistics
Expected Variance
Time (te )
( 2 )
12
9
10
10
24
10
35
40
15
4
6
0.11
1.78
2.78
1.78
7.11
4.00
7.11
2.78
9.00
5.44
0.11
Application 3.4
Example 3.6
Probabilities
Critical Path = B - D - H - J - K
T = 72 days
TE = 69 days
2 = (variances of activities)
z=
T TE
2
Pz = .8078 .81
Normal distribution:
Mean = 69 weeks;
= 3.45 weeks
Length of
critical path
Probability of
meeting the
schedule is
0.8078
Probability of
exceeding 72
weeks is 0.1922
69 72
Project duration (weeks)
2007 Pearson Education
TE = 67 days
2 = (variances of activities)
z=
T TE
2
Pz = .8980 .90
Application 3.5
Application 3.5
Resource-Related Problems
Excessive Activity Duration Estimates:
Many time estimates come with a built-in
cushion that management may not realize.
Latest Date Mentality: The tendency for
employees to procrastinate until the last
moment before starting.
Failure to Deliver Early, even if the work
is completed before the latest finish date.
2007 Pearson Education
Resource-Related Problems
Path Mergers occur when two or more
activity paths combine at a particular node.
Both paths must be completed up to this
point, which will eliminate any built-up slack.
Multitasking is the performance of multiple
project activities at the same time. Work on
some activities is delayed for other work.
Loss of Focus by a manager can happen if
the critical path changes frequently.
2007 Pearson Education
Time Estimates: The most likely time (m) is used to build the
critical chain project plan. The difference between it and the
pessimistic time (b m) is used to develop the time buffers.
Buffers: Once the critical chain and all paths feeding it are
identified, time buffers can be added to protect the chain.
Using Latest Start Schedules has the advantage of
delaying project cash outlays.
Project Control: Managers, using the critical chain
approach, must control the behavioral aspects of their
projects.
Activity Duration ES
C
G
J
K
D
H
E
I
F
10
35
4
6
10
40
24
15
10
16
26
61
65
10
20
10
16
16
LS
Slack
14
24
59
63
9
19
35
48
53
2
2
2
2
1
1
25
32
37
Monitoring Project
Resources
SLACK CALCULATIONS
AFTER ACTIVITIES A AND B
HAVE BEEN COMPLETED
Start
Finish
Resource requirements
Start
2007 Pearson Education
Planning
Execution
Time
Close out
Finish
Solved Problem 1
Solved Problem 1
Solved Problem 2
What is the probability of
completing the project in
23 weeks?
Solved Problem 2
Solved Problem 2
4.0
8.0
0.0
4.0
A
4.0
Start
B
5.5
Finish
9.0
9.0
C
3.5
15.5
15.5
F
9.0
E
6.5
15.5
15.5
9.0
9.0
5.5
5.5
5.5
6.5
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12.0
16.0
20.0
4.0
8.0
5.5
5.5
0.0
0.0
14.5
15.5
G
4.5
20.0
20.0
Solved Problem 2