Bài giảng Operations Management - Chapter 17 Project Management

Project ManagementChapter 17Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.You should be able to:LO 17.1 Describe the project life cycleLO 17.2 Discuss the behavioral aspects of projects in terms of project personnel and the project managerLO 17.3 Explain the nature and importance of a work breakdown structure in project managementLO 17.4 Name the six key decisions in project managementLO 17.5 Give a general description of PERT/CPM techniquesLO 17.6 Construct simple network diagramsLO 17.7 Analyze networks with deterministic timesLO 17.8 Analyze networks with probabilistic timesLO 17.9 Describe activity ‘crashing’ and solve typical problemsLO 17.10 Discuss the advantages of using PERT and potential sources of errorLO 17.11 Discuss the key steps in risk managementChapter 17: Learning ObjectivesInitiatingPlanningExecutingMonitoring and ControllingClosingProject Life CycleLO 17.1Behavioral problems can be created or exacerbated byDecentralized decision makingStress of achieving project milestones on time and within budgetSurprisesThe team must be able to function as a unitInterpersonal and coping skills are very importantConflict resolution and negotiation can be an important part of a project manager’s jobBehavioral IssuesLO 17.2WBSA hierarchical listing of what must be done during a projectEstablishes a logical framework for identifying the required activities for the projectIdentify the major elements of the projectIdentify the major supporting activities for each of the major elementsBreak down each major supporting activity into a list of the activities that will be needed to accomplish itWork Breakdown Structure (WBS)LO 17.3Project success depends upon making key managerial decisions over a sequence of steps:Deciding which projects to implementSelecting the project managerSelecting the project teamPlanning and designing the projectManaging and controlling project resourcesDeciding if and when a project should be terminatedProject Management DecisionsLO 17.4PERT (program evaluation and review technique) and CPM (critical path method) are two techniques used to manage large-scale projectsBy using PERT or CPM Managers can obtain:A graphical display of project activitiesAn estimate of how long the project will takeAn indication of which activities are most critical to timely project completionAn indication of how long any activity can be delayed without delaying the projectPERT and CPMLO 17.5Network diagramDiagram of project activities that shows sequential relationships by use of arrows and nodesActivity on arrow (AOA)Network diagram convention in which arrows designate activitiesActivity on node (AON)Network convention in which nodes designate activitiesActivitiesProject steps that consume resources and/or timeEventsThe starting and finishing of activitiesNetwork DiagramLO 17.6Finding ES and EF involves a forward pass through the network diagramEarly start (ES)The earliest time an activity can startAssumes all preceding activities start as early as possibleFor nodes with one entering arrowES = EF of the entering arrowFor activities leaving nodes with multiple entering arrowsES = the largest of the largest entering EFEarly finish (EF)The earliest time an activity can finishEF = ES + tEarly Start, Early FinishLO 17.7Finding LS and LF involves a backward pass through the network diagramLate Start (LS)The latest time the activity can start and not delay the projectThe latest starting time for each activity is equal to its latest finishing time minus its expected duration:LS = LF - tLate Finish (LF)The latest time the activity can finish and not delay the projectFor nodes with one leaving arrow, LF for nodes entering that node equals the LS of the leaving arrowFor nodes with multiple leaving arrows, LF for arrows entering node equals the smallest of the leaving arrowsLate Start, Late FinishLO 17.7Slack can be computed one of two ways:Slack = LS – ESSlack = LF – EFCritical pathThe critical path is indicated by the activities with zero slackSlack and the Critical PathLO 17.7Probabilistic Time EstimatesThe beta distribution is generally used to describe the inherent variability in time estimatesThe probabilistic approach involves three time estimates:Optimistic time, (to)The length of time required under optimal conditionsPessimistic time, (tp)The length of time required under the worst conditionsMost likely time, (tm)The most probable length of time requiredLO 17.8CrashingShortening activity durationsTypically, involves the use of additional funds to support additional personnel or more efficient equipment, and the relaxing of some work specificationsThe project duration may be shortened by increasing direct expenses, thereby realizing savings in indirect project costsTime-Cost Trade-Offs: CrashingLO 17.9Among the most useful features of PERT:It forces the manager to organize and quantify available information and to identify where additional information is neededIt provides the a graphic display of the project and its major activitiesIt identifiesActivities that should be closely watchedActivities that have slack timePERT: AdvantagesLO 17.10Good risk management involvesIdentifying as many risks as possibleAnalyzing and assessing those risksWorking to minimize the probability of their occurrenceEstablishing contingency plans and budgets for dealing with any that do occurRisk ManagementLO 17.11