_16ProjectManagement(运营管理,英文版)

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-1,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Operations Management,Project ManagementChapter 16,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-2,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Outline,Global Company Profile: Bechtel,The Strategic Importance of Project Management,Project Planning,The Project Manager,Work Breakdown Structure,Project Scheduling,Project Controlling,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-3,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Outline - continued,Project Management Techniques: PERT and CPM,The Framework of PERT and CPM,Activities, Events, and Networks,Dummy Activities and Events,PERT and Activity Time Estimates,Critical Path Analysis,The Probability of Project Completion,Case Study of PERT: Schware Foundry,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-4,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Outline - continued,Cost-Time Tradeoffs and Project Crashing,Applying Project Scheduling to Service Firms,A Critique of PERT and CPM,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-5,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Learning Objectives,Explain what a project is,Summarize the 3 main project management activities,Draw project networks,Compare PERT & CPM,Determine slack & critical path,Compute project probabilities,Critique PERT and CPM,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-6,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Bechtel,Asked by Kuwait to begin rebuilding after Desert Storm,650 wells ablaze, others uncapped,No water, electricity, food or facilities,Land mines! Bombs! Grenades!,Many fires inaccessible because of oil-covered roads,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-7,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Bechtel,Project required:,Storage, docking, and warehousing facilities at Dubai,125,000 tons of equipment and supplies,150 kilometers of pipeline capable of delivering 20,000,000 gallons of water per day to the fire site,more than 200 lagoons with 1,000,000 gals of seawater,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-8,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Strategic Importance of Project Management,Bechtel Kuwait Project:,8,000 workers,1,000 construction professionals,100 medical personnel,2 helicopter evacuation teams,6 full-service dining halls,27,000 meals per day,40 bed field hospital,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-9,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Strategic Importance of Project Management - continued,Microsoft Windows 98 Project,:,hundreds of programmers,millions of lines of code,millions of dollars cost,Ford Redesign of Mustang Project:,450 member project team,Cost $700-million,25% faster and 30% cheaper than comparable project at Ford,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-10,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Single unit,Many related activities,Difficult production planning and inventory control,General purpose equipment,High labor skills,Project Characteristics,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-11,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Building construction,?1995 Corel Corp.,_,_,An Example,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-12,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Research project,?1995 Corel Corp.,An Example,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-13,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,New product introduction,19 ?Nude Sandalfoot,Medium to Tall (B),No nonsense,Sheer to waist,pantyhose,New! Improved!,?1995 Corel Corp.,An Example,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-14,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Management of Large Projects,Planning,- goal setting, project definition, team organization,Scheduling,- relating people, money, and supplies to specific activities and activities to one and other,Controlling,- monitoring resources, costs, quality, and budgets; revising plans and shifting resources to meet time and cost demands,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-15,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Planning,Objectives,Resources,Work break-down schedule,Organization,Scheduling,Project activities,Start & end times,Network,Controlling,Monitor, compare, revise, action,Project Management Activities,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-16,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Project Planning, Scheduling, and Controlling,Project Planning,1. Setting goals,2. Defining the project,3. Tying needs into timed project,activities,4. Organizing the team,Project Scheduling,1. Tying resources to specific,activities,2. Relating activities to each other,3. Updating and revising on a,regular basis,Time/cost estimates,Budgets,Engineering diagrams,Cash flow charts,Material availability details,CPM/PERT,Gantt charts,Milestone charts,Cash flow schedules,Project Controlling,1. Monitoring resources, costs, quality,and budgets,2. Revising and changing plans,3. Shifting resources to meet demands,Reports,budgets,delayed activities,slack activities,Before Project,During Project,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-17,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Establishing objectives,Defining project,Creating work breakdown structure,Determining resources,Forming organization,?1995 Corel Corp.,Project Planning,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-18,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Project Organization Works Best When,Work can be defined with a specific goal and deadline,The job is unique or somewhat unfamiliar to the existing organization,The work contains complex interrelated tasks requiring specialized skills,The project is temporary but critical to the organization,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-19,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,?1995 Corel Corp.,Acct.,Eng.,Eng.,Mkt.,Mgr.,Project Organization,Often temporary structure,Uses specialists from entire company,Headed by project manager,Coordinates activities,Monitors schedule & costs,Permanent structure called 憁atrix organization,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-20,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,A Sample Project Organization,Sales,President,Finance,Human,Factors,Engineering,Quality,Control,Production,Technician,Test,Engineer,Propulsion,Engineer,Physiologist,Project,Manager,Psychologist,Structural,Engineer,Inspection,Technician,Technician,Project 1,Project 2,Project,Manager,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-21,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Types of,Organizations,for Development Projects,PM,PM,FM,FM,FM,FM,FM,FM,FM,FM,FM,FM,FM,(C) Heavyweight Project Manager,(A) Functional Organization,(B) Lightweight Project Manager,(D) Tiger Team Organization,Liaison,People,Working,Engineers,Project,Manager,(PM),Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-22,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Mkt,Oper,Eng,Fin,Project 1,Project 2,Project 3,Project 4,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,J,Matrix Organization,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-23,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,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,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-24,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Work Breakdown Structure,1.Project,2.Major tasks in the project,3.Subtasks in the major tasks,4.Activities,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-25,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Sequencing activities,Identifying precedence relationships,Determining activity times & costs,Estimating material & worker requirements,Determining critical activities,?1995 Corel Corp.,J,F,M,A,M,J,J,Month,Activity,Design,Build,Test,PERT,Project Scheduling,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-26,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Purposes of Project Scheduling,Shows the relationship of each activity to others and to the project as a whole,Identifies the precedence relationships among activities,Encourages the setting of realistic time and cost estimates for each activity,Helps make better use of people, money, and material resources by identifying critical bottlenecks,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-27,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Gantt chart,Critical Path Method (CPM),Program Evaluation & Review Technique (PERT),?1984-1994 T/Maker Co.,Project Scheduling Techniques,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-28,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,J,F,M,A,M,J,J,Time Period,Activity,Design,Build,Test,Gantt Chart,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-29,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Project Control Reports,Detailed cost breakdowns for each task,Total program labor curves,Cost distribution tables,Functional cost and hour summaries,Raw materials and expenditure forecasts,Variance reports,Time analysis reports,Work status reports,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-30,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Network techniques,Developed in 1950抯,CPM by DuPont for chemical plants,PERT by U.S. Navy for Polaris missile,Consider precedence relationships and interdependencies,Each uses a different estimate of activity times,PERT and CPM,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-31,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Questions Which May Be Addressed by PERT & CPM,Is the project on schedule, ahead of schedule, or behind schedule?,Is the project over or under cost budget?,Are there enough resources available to finish the project on time?,If the project must be finished in less than the scheduled amount of time, what is the way to accomplish this at least cost?,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-32,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,The Six Steps Common to PERT & CPM,Define the project and all of its significant activities or tasks,Develop relationships among the activities. (Decide which activities must precede and which must follow others.),Draw the network connecting all of the activities,Assign time and cost estimates to each activity,Compute the longest time path through the network. This is called the critical path,Use the network to help plan, schedule, monitor, and control the project,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-33,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,2,4 Years,Activity (Arrow),Register,Receive diploma,Project: Obtain a college degree (B.S.),Event (Node),Attend class, study etc.,1,Event (Node),Network Terms,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-34,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,1,A,B,A & B can occur concurrently,2,3,Activity Relationships,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-35,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,1,4,2,3,A,B,C,A must be done before C & D can begin,D,Activity Relationships,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-36,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,1,4,2,3,A,B,E,C,B & C must be done before E can begin,D,Activity Relationships,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-37,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Activities are defined often by beginning & ending events,Example: Activity 2-3,Every activity must have unique pair of beginning & ending events,Otherwise, computer programs get confused,Dummy activities maintain precedence,Consume no time or resources,Dummy Activities,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-38,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,1,4,3,1-2,2-3,Incorrect,1,4,2,3,5,2,2-3,3-4,1-2,2-3,2-4,4-5,3-4: Dummy activity,Correct,Dummy Activity Example,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-39,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,3 time estimates,Optimistic times (,a,),Most-likely time (,m,),Pessimistic time (,b,),Follow beta distribution,Expected time:,t,= (,a,+ 4,m,+,b,)/6,Variance of times:,v,= (,b,-,a,),2,/6,PERT Activity Times,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-40,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Provides activity information,Earliest (,ES,) & latest (,LS,) start,Earliest (,EF,) & latest (,LF,) finish,Slack (,S,): Allowable delay,Identifies critical path,Longest,path in network,Shortest,time project can be completed,Any delay on activities delays project,Activities have 0 slack,Critical Path Analysis,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-41,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Begin at starting event & work forward,ES = 0 for starting activities,ES is earliest start,EF = ES + Activity time,EF is earliest finish,ES = Maximum EF of all predecessors for non-starting activities,Earliest Start and Finish Steps,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-42,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Begin at ending event & work backward,LF = Maximum EF for ending activities,LF is latest finish; EF is earliest finish,LS = LF - Activity time,LS is latest start,LF = Minimum LS of all successors for non-ending activities,Latest Start and Finish Steps,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-43,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,1,4,2,3,Pour foundation & frame,3 wk.,3 wk.,4 wk.,2 wk.,6 wk.,Do interior work,Landscape,Roof,Buy shrubs etc.,Critical path is longest path: 12 weeks.,Critical Path in Network,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-44,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,1-2 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,Gantt ChartEarliest Start and Finish,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-45,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,1-2 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,Gantt Chart Latest Start and Finish,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-46,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Expected project time (,T,),Sum,of,critical path activity times,t,Project variance (,V,),Sum of critical path activity variances,v,Used to obtain probability of project completion!,Project Times,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-47,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,?1995 Corel Corp.,PERT Probability Example,You抮e a project planner for General Dynamics. A submarine project has an,expected completion time,of,40,weeks, with a,standard deviation,of,5,weeks. What is the probability of finishing the sub in,50 weeks or less,?,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-48,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,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,Converting to Standardized Variable,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-49,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,m,z,= 0,s,Z,= 1,Z,2.0,Z,.00,.01,.02,0.0,.50000,.50399,.50798,:,:,:,:,2.0,.97725,.97784,.97831,2.1,.98214,.98257,.98300,Standardized Normal Probability Table (Portion),Probabilities in body,.97725,Obtaining the Probability,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-50,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Benefits of PERT/CPM,Useful at many stages of project management,Mathematically simple,Uses graphical displays,Gives critical path & slack time,Provides project documentation,Useful in monitoring costs,Transparency Masters to accompany Operations Management, 5E (Heizer & Render),16-51,?,1998 by Prentice Hall, Inc.,A Simon & Schuster Company,Upper Saddle River, N.J. 07458,Advantages of PERT/CPM,Networks generated provide valuable project documentation and graphically point out w