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C10 project management
- 1. Operations Management Project Management Chapter 10 OPM 533 10-
- 16. Gantt Chart OPM 533 10- J F M A M J J Time Period Activity Design Build Test
- 20. A Comparison of AON and AOA Network Conventions OPM 533 10-
- 26. AON Example Milwaukee Paper Manufacturing's Activities and Predecessors Table 3.1 Activity Description Immediate Predecessors A Build internal components — B Modify roof and floor — C Construct collection stack A D Pour concrete and install frame A, B E Build high-temperature burner C F Install pollution control system C G Install air pollution device D, E H Inspect and test F, G
- 27. AON Network for Milwaukee Paper Figure 3.6 A Start B Start Activity Activity A (Build Internal Components) Activity B (Modify Roof and Floor)
- 28. AON Network for Milwaukee Paper Figure 3.7 C D A Start B Activity A Precedes Activity C Activities A and B Precede Activity D
- 29. AON Network for Milwaukee Paper Figure 3.8 G E F H C A Start D B Arrows Show Precedence Relationships
- 30. AOA Network for Milwaukee Paper Figure 3.9 H (Inspect/ Test) 7 Dummy Activity 6 F (Install Controls) E (Build Burner) G (Install Pollution Device) 5 D (Pour Concrete/ Install Frame) 4 C (Construct Stack) 1 3 2 B (Modify Roof/Floor) A (Build Internal Components)
- 32. Determining the Project Schedule Perform a Critical Path Analysis Table 3.2 Activity Description Time (weeks) A Build internal components 2 B Modify roof and floor 3 C Construct collection stack 2 D Pour concrete and install frame 4 E Build high-temperature burner 4 F Install pollution control system 3 G Install air pollution device 5 H Inspect and test 2 Total Time (weeks) 25
- 33. Determining the Project Schedule Perform a Critical Path Analysis Table 3.2 Activity Description Time (weeks) A Build internal components 2 B Modify roof and floor 3 C Construct collection stack 2 D Pour concrete and install frame 4 E Build high-temperature burner 4 F Install pollution control system 3 G Install air pollution device 5 H Inspect and test 2 Total Time (weeks) 25 Earliest start (ES) = earliest time at which an activity can start, assuming all predecessors have been completed Earliest finish (EF) = earliest time at which an activity can be finished Latest start (LS) = latest time at which an activity can start so as to not delay the completion time of the entire project Latest finish (LF) = latest time by which an activity has to be finished so as to not delay the completion time of the entire project
- 34. Determining the Project Schedule Perform a Critical Path Analysis Figure 3.10 A Activity Name or Symbol Earliest Start ES Earliest Finish EF Latest Start LS Latest Finish LF Activity Duration 2
- 37. ES/EF Network for Milwaukee Paper Start 0 0 ES 0 EF = ES + Activity time
- 38. ES/EF Network for Milwaukee Paper Start 0 0 0 A 2 2 EF of A = ES of A + 2 0 ES of A
- 39. ES/EF Network for Milwaukee Paper B 3 Start 0 0 0 A 2 2 0 3 EF of B = ES of B + 3 0 ES of B
- 40. ES/EF Network for Milwaukee Paper C 2 2 4 B 3 0 3 Start 0 0 0 A 2 2 0
- 41. ES/EF Network for Milwaukee Paper 7 C 2 2 4 B 3 0 3 Start 0 0 0 A 2 2 0 D 4 3 = Max (2, 3)
- 42. ES/EF Network for Milwaukee Paper D 4 3 7 C 2 2 4 B 3 0 3 Start 0 0 0 A 2 2 0
- 43. ES/EF Network for Milwaukee Paper Figure 3.11 E 4 F 3 G 5 H 2 4 8 13 15 4 8 13 7 D 4 3 7 C 2 2 4 B 3 0 3 Start 0 0 0 A 2 2 0
- 46. LS/LF Times for Milwaukee Paper Figure 3.12 E 4 F 3 G 5 H 2 4 8 13 15 4 8 13 7 D 4 3 7 C 2 2 4 B 3 0 3 Start 0 0 0 A 2 2 0 LF = EF of Project 15 13 LS = LF – Activity time
- 47. LS/LF Times for Milwaukee Paper Figure 3.12 E 4 F 3 G 5 H 2 4 8 13 15 4 8 13 7 13 15 D 4 3 7 C 2 2 4 B 3 0 3 Start 0 0 0 A 2 2 0 LF = Min(LS of following activity) 10 13
- 48. LS/LF Times for Milwaukee Paper Figure 3.12 E 4 F 3 G 5 H 2 4 8 13 15 4 8 13 7 13 15 10 13 8 13 4 8 D 4 3 7 C 2 2 4 B 3 0 3 Start 0 0 0 A 2 2 0 LF = Min(4, 10) 4 2
- 49. LS/LF Times for Milwaukee Paper Figure 3.12 E 4 F 3 G 5 H 2 4 8 13 15 4 8 13 7 13 15 10 13 8 13 4 8 D 4 3 7 C 2 2 4 B 3 0 3 Start 0 0 0 A 2 2 0 4 2 8 4 2 0 4 1 0 0
- 51. Computing Slack Time Table 3.3 Earliest Earliest Latest Latest On Start Finish Start Finish Slack Critical Activity ES EF LS LF LS – ES Path A 0 2 0 2 0 Yes B 0 3 1 4 1 No C 2 4 2 4 0 Yes D 3 7 4 8 1 No E 4 8 4 8 0 Yes F 4 7 10 13 6 No G 8 13 8 13 0 Yes H 13 15 13 15 0 Yes
- 52. Critical Path for Milwaukee Paper Figure 3.13 E 4 F 3 G 5 H 2 4 8 13 15 4 8 13 7 13 15 10 13 8 13 4 8 D 4 3 7 C 2 2 4 B 3 0 3 Start 0 0 0 A 2 2 0 4 2 8 4 2 0 4 1 0 0
Hinweis der Redaktion
- It is helpful here to provide an expanded discussion of the activities.
- A useful project management technique must contribute in all areas.
- If students have been assigned a term project, this material can be covered early in the semester and the students asked to develop a plan for their project.
- This may be a good time to look, at least briefly, at alternative organizational structures. Certainly hierarchical and matrix structures should be examined. The role of information technology in each of the alternatives should be examined. The following several slides illustrate various organizational structures.
- Given that a project is something the firm is relatively unfamiliar with, how does one go about determining the appropriate costs and times? You might point out that specifying the beginning and end points for an activity is often a difficult task. Work breakdown may be the most difficult aspect of many projects.
- You might point out to students that there are those who claim that the real benefit of using project management tools comes from the planning and organizing effort, not the actual management of the tasks during the project.
- As you discuss the various project scheduling techniques, you should include at least: - the basic assumptions of the technique - problems typically encountered in applying it - the nature of the effort required to keep the tool current - sources of problems - the nature of the decisions supported by the tool - the nature of the management effort and cost associated with using the tool.
- What circumstances lead the two organizations to develop different, yet similar tools for the management of complex projects? In your discussion of PERT/CPM, you should probably note that PERT helps us identify critical tasks/activities and look at the probability of completing the project by a given date; CPM helps us analyze the cost/time tradeoffs possible if we need to speed the project up.
- This and the next several slides illustrate the definitions of terms appropriate to critical path analysis. There are many opportunities for good managers to truly manage a project once they have a PERT network established. For instance, sub-contractors know early start and late start times and the managers know the activities on the critical path upon which to focus effort.
- There are those that argue that the Polaris could not have been built without the use of project management techniques (PERT).