Roberta Russell & Bernard W. Taylor, III
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Project Management презентация
Содержание
- 1. Project Management
- 2. Copyright 2006 John Wiley & Sons, Inc.
- 3. Copyright 2006 John Wiley & Sons, Inc.
- 4. Copyright 2006 John Wiley & Sons, Inc.
- 5. Copyright 2006 John Wiley & Sons, Inc.
- 6. Copyright 2006 John Wiley & Sons, Inc.
- 7. Copyright 2006 John Wiley & Sons, Inc.
- 8. Copyright 2006 John Wiley & Sons, Inc.
- 9. Copyright 2006 John Wiley & Sons, Inc.
- 10. Copyright 2006 John Wiley & Sons, Inc.
- 11. Copyright 2006 John Wiley & Sons, Inc. Example of Gantt Chart
- 12. Copyright 2006 John Wiley & Sons, Inc.
- 13. Copyright 2006 John Wiley & Sons, Inc.
- 14. Copyright 2006 John Wiley & Sons, Inc.
- 15. Copyright 2006 John Wiley & Sons, Inc. AOA Project Network for a House
- 16. Copyright 2006 John Wiley & Sons, Inc. Concurrent Activities
- 17. Copyright 2006 John Wiley & Sons, Inc. AON Network for House Building Project
- 18. Copyright 2006 John Wiley & Sons, Inc.
- 19. Copyright 2006 John Wiley & Sons, Inc. Activity Start Times
- 20. Copyright 2006 John Wiley & Sons, Inc.
- 21. Copyright 2006 John Wiley & Sons, Inc.
- 22. Copyright 2006 John Wiley & Sons, Inc. Earliest Activity Start and Finish Times
- 23. Copyright 2006 John Wiley & Sons, Inc.
- 24. Copyright 2006 John Wiley & Sons, Inc. Latest Activity Start and Finish Times
- 25. Copyright 2006 John Wiley & Sons, Inc. Activity Slack
- 26. Copyright 2006 John Wiley & Sons, Inc.
- 27. Copyright 2006 John Wiley & Sons, Inc. Examples of Beta Distributions
- 28. Copyright 2006 John Wiley & Sons, Inc. Project Network with Probabilistic Time Estimates: Example
- 29. Copyright 2006 John Wiley & Sons, Inc. Activity Time Estimates
- 30. Copyright 2006 John Wiley & Sons, Inc. Activity Early, Late Times, and Slack
- 31. Copyright 2006 John Wiley & Sons, Inc. Critical Path Earliest, Latest, and Slack
- 32. Copyright 2006 John Wiley & Sons, Inc.
- 33. Copyright 2006 John Wiley & Sons, Inc. Probabilistic Network Analysis
- 34. Copyright 2006 John Wiley & Sons, Inc. Normal Distribution Of Project Time
- 35. Copyright 2006 John Wiley & Sons, Inc.
- 36. Copyright 2006 John Wiley & Sons, Inc.
- 37. Copyright 2006 John Wiley & Sons, Inc.
- 38. Copyright 2006 John Wiley & Sons, Inc. Project Crashing: Example
- 39. Copyright 2006 John Wiley & Sons, Inc. Project Crashing: Example (cont.)
- 40. Copyright 2006 John Wiley & Sons, Inc. Normal Activity and Crash Data
- 41. Copyright 2006 John Wiley & Sons, Inc. FROM …
- 42. Copyright 2006 John Wiley & Sons, Inc.
- 43. Copyright 2006 John Wiley & Sons, Inc. Time-Cost Tradeoff
- 44. Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley & Sons, Inc. Lecture Outline Project Planning Project Scheduling Project Control CPM/PERT Probabilistic Activity Times Project Crashing and Time-Cost Trade-off
Слайд 1Beni Asllani
University of Tennessee at Chattanooga
Project Management
Operations Management - 5th Edition
Chapter
9
Слайд 2Copyright 2006 John Wiley & Sons, Inc.
Lecture Outline
Project Planning
Project Scheduling
Project Control
CPM/PERT
Probabilistic
Activity Times
Project Crashing and Time-Cost Trade-off
Project Crashing and Time-Cost Trade-off
Слайд 3Copyright 2006 John Wiley & Sons, Inc.
What is a Project?
Project
unique, one-time
operational activity or effort
Examples
constructing houses, factories, shopping malls, athletic stadiums or arenas
developing military weapons systems, aircrafts, new ships
launching satellite systems
constructing oil pipelines
developing and implementing new computer systems
planning concert, football games, or basketball tournaments
introducing new products into market
Examples
constructing houses, factories, shopping malls, athletic stadiums or arenas
developing military weapons systems, aircrafts, new ships
launching satellite systems
constructing oil pipelines
developing and implementing new computer systems
planning concert, football games, or basketball tournaments
introducing new products into market
Слайд 4Copyright 2006 John Wiley & Sons, Inc.
Project Elements
Objective
Scope
Contract requirements
Schedules
Resources
Personnel
Control
Risk and problem
analysis
Слайд 5Copyright 2006 John Wiley & Sons, Inc.
Project Management Process
Project planning
Project scheduling
Project control
Project team
made up of individuals from various areas and departments within a company
Matrix organization
a team structure with members from functional areas, depending on skills required
Project Manager
most important member of project team
Слайд 6Copyright 2006 John Wiley & Sons, Inc.
Project Scope
Scope statement
a document that
provides an understanding, justification, and expected result of a project
Statement of work
written description of objectives of a project
Work breakdown structure
breaks down a project into components, subcomponents, activities, and tasks
Statement of work
written description of objectives of a project
Work breakdown structure
breaks down a project into components, subcomponents, activities, and tasks
Слайд 8Copyright 2006 John Wiley & Sons, Inc.
Organizational Breakdown Structure
a chart that
shows which organizational units are responsible for work items
Responsibility Assignment Matrix
shows who is responsible for work in a project
Responsibility Assignment Matrix
shows who is responsible for work in a project
Слайд 9Copyright 2006 John Wiley & Sons, Inc.
Project Scheduling
Steps
Define activities
Sequence activities
Estimate time
Develop
schedule
Techniques
Gantt chart
CPM
PERT
Microsoft Project
Слайд 10Copyright 2006 John Wiley & Sons, Inc.
Gantt Chart
Graph or bar chart
with a bar for each project activity that shows passage of time
Provides visual display of project schedule
Slack
amount of time an activity can be delayed without delaying the project
Provides visual display of project schedule
Slack
amount of time an activity can be delayed without delaying the project
Слайд 12Copyright 2006 John Wiley & Sons, Inc.
Project Control
Time management
Cost management
Quality management
Performance
management
Earned Value Analysis
a standard procedure for numerically measuring a project’s progress, forecasting its completion date and cost and measuring schedule and budget variation
Communication
Enterprise project management
Earned Value Analysis
a standard procedure for numerically measuring a project’s progress, forecasting its completion date and cost and measuring schedule and budget variation
Communication
Enterprise project management
Слайд 13Copyright 2006 John Wiley & Sons, Inc.
CPM/PERT
Critical Path Method (CPM)
DuPont &
Remington-Rand (1956)
Deterministic task times
Activity-on-node network construction
Project Evaluation and Review Technique (PERT)
US Navy, Booz, Allen & Hamilton
Multiple task time estimates
Activity-on-arrow network construction
Deterministic task times
Activity-on-node network construction
Project Evaluation and Review Technique (PERT)
US Navy, Booz, Allen & Hamilton
Multiple task time estimates
Activity-on-arrow network construction
Слайд 14Copyright 2006 John Wiley & Sons, Inc.
Project Network
Activity-on-node (AON)
nodes represent activities,
and arrows show precedence relationships
Activity-on-arrow (AOA)
arrows represent activities and nodes are events for points in time
Event
completion or beginning of an activity in a project
Activity-on-arrow (AOA)
arrows represent activities and nodes are events for points in time
Event
completion or beginning of an activity in a project
Слайд 18Copyright 2006 John Wiley & Sons, Inc.
Critical Path
Critical path
Longest path through
a network
Minimum project completion time
Minimum project completion time
A: 1-2-4-7
3 + 2 + 3 + 1 = 9 months
B: 1-2-5-6-7
3 + 2 + 1 + 1 + 1 = 8 months
C: 1-3-4-7
3 + 1 + 3 + 1 = 8 months
D: 1-3-5-6-7
3 + 1 + 1 + 1 + 1 = 7 months
Слайд 20Copyright 2006 John Wiley & Sons, Inc.
Mode Configuration
Activity number
Activity duration
Earliest start
Latest
start
Earliest finish
Latest finish
Слайд 21Copyright 2006 John Wiley & Sons, Inc.
Forward Pass
Start at the beginning
of CPM/PERT network to determine the earliest activity times
Earliest Start Time (ES)
earliest time an activity can start
ES = maximum EF of immediate predecessors
Earliest finish time (EF)
earliest time an activity can finish
earliest start time plus activity time
EF= ES + t
Earliest Start Time (ES)
earliest time an activity can start
ES = maximum EF of immediate predecessors
Earliest finish time (EF)
earliest time an activity can finish
earliest start time plus activity time
EF= ES + t
Слайд 23Copyright 2006 John Wiley & Sons, Inc.
Backward Pass
Determines latest activity times
by starting at the end of CPM/PERT network and working forward
Latest Start Time (LS)
Latest time an activity can start without delaying critical path time
LS= LF - t
Latest finish time (LF)
latest time an activity can be completed without delaying critical path time
LS = minimum LS of immediate predecessors
Latest Start Time (LS)
Latest time an activity can start without delaying critical path time
LS= LF - t
Latest finish time (LF)
latest time an activity can be completed without delaying critical path time
LS = minimum LS of immediate predecessors
Слайд 26Copyright 2006 John Wiley & Sons, Inc.
Probabilistic Time Estimates
Beta distribution
a probability
distribution traditionally used in CPM/PERT
Слайд 28Copyright 2006 John Wiley & Sons, Inc.
Project Network with Probabilistic Time
Estimates: Example
Слайд 35Copyright 2006 John Wiley & Sons, Inc.
Southern Textile Example
What is the
probability that the project is completed within 30 weeks?
From Table A.1, (appendix A) a Z score of 1.91 corresponds to a probability of 0.4719. Thus P(30) = 0.4719 + 0.5000 = 0.9719
Слайд 36Copyright 2006 John Wiley & Sons, Inc.
Southern Textile Example
What is the
probability that the project is completed within 22 weeks?
From Table A.1 (appendix A) a Z score of -1.14 corresponds to a probability of 0.3729. Thus P(22) = 0.5000 - 0.3729 = 0.1271
Слайд 37Copyright 2006 John Wiley & Sons, Inc.
Project Crashing
Crashing
reducing project time by
expending additional resources
Crash time
an amount of time an activity is reduced
Crash cost
cost of reducing activity time
Goal
reduce project duration at minimum cost
Crash time
an amount of time an activity is reduced
Crash cost
cost of reducing activity time
Goal
reduce project duration at minimum cost
Слайд 42Copyright 2006 John Wiley & Sons, Inc.
Crashing costs increase as project
duration decreases
Indirect costs increase as project duration increases
Reduce project length as long as crashing costs are less than indirect costs
Indirect costs increase as project duration increases
Reduce project length as long as crashing costs are less than indirect costs
Time-Cost Relationship
Слайд 44Copyright 2006 John Wiley & Sons, Inc.
Copyright 2006 John Wiley &
Sons, Inc.
All rights reserved. Reproduction or translation of this work beyond that permitted in section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permission Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information herein.
