Project management @ bec doms
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Project management @ bec doms
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Project management @ bec doms
- 20. Project Planning, Scheduling, and Controlling
- 23. A Sample Project Organization Sales President Finance Human Resources Engineering Quality Control Production Technician Test Engineer Propulsion Engineer Physiologist Project Manager Psychologist Structural Engineer Inspection Technician Technician Project 1 Project 2 Project Manager
- 24. A Sample Project Organization Sales Finance Human Resources Engineering Quality Control Production Test Engineer Propulsion Engineer Technician Project 1 Project 2 Project Manager Technician Project Manager Structural Engineer Inspection Technician President
- 25. Matrix Organization Mkt Oper Eng Fin Project 1 Project 2 Project 3 Project 4
- 26. The Role of the Project Manager Project Plan and Schedule Revisions and Updates Project Manager Project Team Top Management Resources Performance Reports Information regarding times, costs, problems, delays Feedback Loop
- 31. Gantt Chart J F M A M J J Time Period Activity Design Build Test
- 32. Service Activities for A Delta Jet During a 60 Minute Layover
- 37. A Comparison of AON and AOA Network Conventions
- 38. Milwaukee General Hospital’s Activities and Predecessors 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
- 39. AON Network for Milwaukee General Hospital Arrows show precedence relationships Start A B C D F F G H
- 40. AOA Network (With Dummy Activities) for Milwaukee General H Inspect/Test G Install pollution control device D Pour concrete/ Install frame B Modify roof/floor C Construct stack F Install controls E Build burner A Build internal components Dummy Activity 1 3 2 4 5 6 7
- 44. Latest Start and Finish Steps Latest Finish ES LS EF LF Earliest Finish Latest Start Earliest Start Activity Name Activity Duration
- 45. Critical Path for Milwaukee General Hospital Start A B C D F F G H Arrows show precedence relationships
- 46. AON Network for Milwaukee General Hospital Includes Critical Path Slack=0 Start A B C D F F G H H 13 13 2 15 15 H G 8 8 5 13 13 H F 4 10 3 7 13 H C 2 2 2 4 4 H E 4 4 4 8 8 H D 3 4 4 7 8 H B 0 1 3 3 4 H A 0 0 2 2 2 H 0 0 0 0 0 Slack=0 Slack=0 Slack=0 Slack=0 Slack=6 Slack=1 Slack=1 Start
- 47. Gantt Chart Earliest Start and Finish Milwaukee General Hospital A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16
- 48. Gantt Chart Latest Start and Finish Milwaukee General Hospital A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16
- 49. Gantt Chart Latest Start and Finish 1-2 Fdn & frame 1-3 Buy shrubs 2-3 Roof 2-4 Interior work 3-4 Landscape 4 5 6 7 8 9 1 0 1 1 1 2 3 2 1 Activity Build House Project
- 53. Converting to Standardized Variable T = 40 s = 5 50 X Normal Distribution Z X T = - = - = s 50 40 5 2 0 . m z = 0 s Z = 1 Z 2.0 Standardized Normal Distribution
- 54. Obtaining the Probability m z = 0 s Z = 1 Z 2.0 Z .00 .01 0.0 .50000 .50399 : : : : 2.0 .97725 .97784 .97831 2.1 .98214 .98257 .98300 Standardized Normal Probability Table (Portion) Probabilities in body .02 .50798 .97725
- 58. Crash and Normal Times and Costs for Activity B
- 59. Cost-Time Curves Used in Crashing Analysis
Hinweis der Redaktion
- It may be helpful here to ask students to compare the effort they believe necessary to manage this project to the effort they believe required to actually perform the physical tasks. Total cost might be a useful unit of comparison. One might expect the management cost to run 10% - 20% of the total.
- It is helpful here to provide an expanded discussion of the activities.
- A useful project management technique must contribute in all areas.
- Students should be asked to explain why these requirements are appropriate.
- 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.
- How does the structure of the project organization compare with the typical structure of the larger organization?
- How does the structure of the project organization compare with the typical structure of the larger organization?
- 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.
- This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.
- This and the following slide illustrate the translation of Early and Late Start and Finish time to Gantt charts.
- In your discussion of activity times, you should probably at least make note of the difference between “most likely” and “average” or “ expected” completion times.
- There are those that argue that the Polaris could not have been built without the use of project management techniques (PERT).
- Another issue with respect to the use of PERT/CPM is the cost and amount of management time required to keep the system up to date.