Слайд 1Beni Asllani
University of Tennessee at Chattanooga
Project Management
Operations Management - 5th Edition
Chapter
9
Roberta Russell & Bernard W. Taylor, III
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
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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
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Project Elements
Objective
Scope
Contract requirements
Schedules
Resources
Personnel
Control
Risk and problem
analysis
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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
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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
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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
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Project Scheduling
Steps
Define activities
Sequence activities
Estimate time
Develop
schedule
Techniques
Gantt chart
CPM
PERT
Microsoft Project
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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
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Example of Gantt Chart
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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
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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
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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
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AOA Project Network for a
House
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Concurrent Activities
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AON Network for House Building
Project
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Critical Path
Critical path
Longest path through
a network
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
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Activity Start Times
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Mode Configuration
Activity number
Activity duration
Earliest start
Latest
start
Earliest finish
Latest finish
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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
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Earliest Activity Start and Finish
Times
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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
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Latest Activity Start and Finish
Times
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Activity Slack
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Probabilistic Time Estimates
Beta distribution
a probability
distribution traditionally used in CPM/PERT
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Examples of Beta Distributions
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Project Network with Probabilistic Time
Estimates: Example
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Activity Time Estimates
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Activity Early, Late Times, and
Slack
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Critical Path
Earliest, Latest, and Slack
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Probabilistic Network Analysis
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Normal Distribution Of Project Time
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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
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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
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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
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Project Crashing: Example
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Project Crashing: Example (cont.)
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Normal Activity and Crash Data
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FROM …
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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
Time-Cost Relationship
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Time-Cost Tradeoff
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Copyright 2006 John Wiley &
Sons, Inc.
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