Professional Documents
Culture Documents
Overview
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Dcor Cabinets
Dcor Cabinets adopted a goal of 100 percent
on time delivery
Long-term customer loyalty
Enhance profitability
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Big Dig
Introduction
Project management concerned with
managing organizational activities
Often used to integrate and coordinate
diverse activities
Projects are special types of processes
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Defining a Project
Projects are a special type of process
Projects are a set of activities that, taken
together, produce a valued output
Each project is unique with a clear beginning
and end
They are performed infrequently and ad hoc,
with a clear specification of the desired
objective
Limited budget
Extremely important to the organization
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Examples of Projects
Constructing highways, bridges, tunnels and
dams
Building ships, planes, rockets, or a doghouse
Erecting skyscrapers, steel mills, and homes
Locating and laying out amusement parks,
camping grounds, and refuges
Organizing conferences and conventions
Managing R&D projects
Running political campaigns, war operations,
and advertising campaigns
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2. Breakthrough projects
3. Platform projects
4. R&D projects
Figure 6.1
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An Example of Aggregate
Project Plan
Figure 6.2
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Figure 6.3
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Project Plans
Initiation of a project should include the
development of a project charter
Also known as the project plan
Budgets
Schedules
Work plan
General management
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Goals, or scope
Contains a more detailed statement of the general
goals
Business case
Describes the justification for the project
General approach
Describes both the managerial and the technical
approaches
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Resources
The project budget and cost
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Evaluation method
Every project should be evaluated against
standards
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Figure 6.4
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Figure 6.5
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Figure 6.6
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Complexity of Scheduling
Project Activities
1. Large number of activities
2. Precedence relationships
3. Limited time of the project
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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
Which tasks have slack and how much
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Terminology
Activity
One of the project operations
Event
Completion of an activity
Network
Set of all project activities shown
graphically
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Terminology (Continued)
Path
A series of connected activities from start to
end
Critical path
Any path that delayed will delay project
Critical activities
The activities on the critical path
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Outputs
Figure 6.1
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Figure 6.8
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Outputs
t o 4t m t p
6
t p to
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Table 6.2
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Figure 6.9
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Figure 6.10
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Figure 6.11
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Simulation Results
Figure 6.12
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Figure 6.13
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Figure 6.14
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Figure 6.15
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Resource Dependence
Some activities need the same scarce
resource
If this happens, then one activity must
wait
As a result, resource dependency can
seriously delay a project
6-50
Goldratts Approach
The amount of safety time needed for the
critical path is less than the sum of the
individual safety times
Same idea as with inventory
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Figure 6.16
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Cost-Schedule Reconciliation
Charts
Figure 6.17
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Figure 6.18
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