aom presentation - project management

7/31/2019 AOM Presentation - Project Management

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Advanced Operations

Management

Project Management


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Regular work vs. Projects Time

Stakes

Expertise

A project is a series of related jobs that give a unique andmajor output within a set timeframe: planning, organizing, securing, managing, leading, and controlling resources

Constraints: Scope, Time and Budget

Business as usual: repetitive, permanent, or semi-permanent functional activities to produce

products or services


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Stages of project development Initiation

Planning or development

Production or execution

Monitoring and controlling Closing

Mapping Projects (product vs. process changes) Derivative

Breakthrough

Platform Research and Development

Alliances and Partnerships


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Pure Project

Self-contained team working full time on the project

+ves: Authority of manager, reporting to one boss, short lines of communication,

motivation/ commitment is higher

-ves: resource duplication, Organizational goals are ignored, job insecurity after project

Functional Project: Housing the project within a functional division

+ves: share resources, technical expertise maintained within function, specialists can

advance upwards, synergies

-ves: aspects of project not related to the function are shortchanged, Motivation is weak,

Client needs are secondary

Matrix Project:

PM controls tasks and Functional manager controls resources

+ves: interfunctional communication is enhanced, less duplication of resources, functional

home remains after project completion, Policies of organization are followed

-ves: 2 bosses, PM need strong negotiation skills, suboptimization of other projects


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Project Milestones

WBS:

Levels

1: Program

2: Projects

3: Task

4: Subtask

5: Work Package

6: Activities


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CPM with Single Time Estimate

Identify Activities

Activity sequencing and network construction

Determine the critical path

CPM/ PERT with Three Time Estimates


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Activity Activity Designation Time Estimates Expected Time Variance

Design A 10 22 28 21 9

Build equipment B 4 4 10 5 1

Evaluate equipment C 4 6 14 7 2.78

Test prototype D 1 2 3 2 0.11

Write report E 1 5 9 5 1.78

Write methods report F 7 8 9 8 0.11

Write final report G 2 2 2 2 0


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Resource Management

Tracking progress

Cautions on CPM:

Activities have a clear beginning and end point

Sequences can be specified and networked

Critical path focus


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Measuring Productivity

Top Managements perspective

Factory/ operations perspective


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John is building a new restaurant. In order to complete the project, the required

activities, along with their estimates, are given below:

Activity Time Estimated(Weeks) Immediate Predecessor

A 2 4 7 -

B 1 4 9 A

C 3 6 9 AD 2 3 5 B, C

E 1 3 9 B

F 2 4 5 C, D

G 3 8 10 E

H 1 2 3 F, E

I 3 5 7 G, H

a) Calculate the expected time and variance for each activity

b) Draw the critical path diagram and show the critical path.

c) What is the probability that the project will be completed in 26 weeks?

d) Are there any other paths that can interfere with

completing this project on time?

aom presentation - project management

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