Operations Ch6

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Operations Ch6
2011-03-05 16:22:06
Operations Ch6

Operations Ch6
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  1. Chapter 6
    • Managing Process
    • Improvement Projects
  2. Background
    • Project management concerned with managing organizational activities.
    • Often used to integrate and coordinate diverse activities. —
    • Projects are special types of processes.
  3. Defining a Project
    Projects are processes that are performed infrequently and ad hoc, with a clear specification of the desired objective.
  4. Examples of Projects
    • Constructing highways, bridges, tunnels and dams —
    • Erecting skyscrapers, steel mills, and homes —
    • Organizing conferences and conventions —
    • Managing R&D projects
  5. The Project Portfolio
    The project portfolio also known as the aggregate project plan is to achieve the organization’s goals
  6. Four Categories of Project
    1.Derivative projects. Seek to make incremental improvements in the output and/or process.

    2.Breakthrough projects. Are at the opposite end of the continuum from derivative projects and seek the development of a new generation of outputs.

    3.Platform projects. Fall between derivative and breakthrough projects.

    4.R&D projects. Entail working with basic technology to develop new knowledge.
  7. Aggregate Project Plan
  8. An Example of Aggregate Project Plan
  9. Life Cycle of a Project (Stretched-S) & (Exponential)
  10. Organizing the Project Team
    • Ad Hoc Project Form —
    • Weak Functional Matrix —
    • Strong Project Matrix
  11. Types of Project Team Members
    • Those having a long-term relationship with the project. —
    • Those that the PM will need to communicate with closely. —
    • Those with rare skills necessary to project success.
  12. Three Project Objectives - Performance, cost and time
  13. Work Breakdown Structure
  14. Complexity of Scheduling Project Activities
    • Large number of activities —
    • Precedence relationships —
    • Limited time of the project
  15. Planning and Scheduling Projects
    • Planning. Determining what must be done and which tasks must precede others. —
    • Scheduling. Determining when the tasks must be completed; when they can and when they must be started; which tasks are critical to the timely completion of the project; and which tasks have slack and how much.
  16. Project Scheduling with Certain Activity Times: A Process Improvement
    • Inputs
    • ◦list of the activities that must be completed
    • ◦activity completion times
    • ◦activity precedence relationships
  17. Project Scheduling with Certain Activity Times: A Process improvement
    • Outputs
    • ◦graphical representation of project ◦time to complete project
    • ◦identification of critical path(s) and activities
    • ◦activity and path slack
    • ◦earliest and latest time each activity can be started
    • ◦earliest and latest time each activity can be completed
  18. Project Scheduling with Uncertain Activity Times
    • Inputs
    • ◦Optimistic (to), most likely (tm), and pessimistic (tp) time estimate for each activity
    • ◦activity precedence relationships

    • Outputs
    • ◦graphical representation of project ◦expected activity and path completion times
    • ◦variance of activity and path completion times
    • ◦probability that project completed by specified time
  19. Expected Activity Time and Variance of Activity Time
  20. Earned Value Chart