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ProjectManagementAMAT 167
PROJECTManagerstypicallyoverseeavarietyofoperations.Someoftheseinvolveroutine,repetitiveactivities,butothersinvolvenonroutine activities.
ØProjects arenonroutine activities.Theyareunique,one-timeoperationsdesignedtoaccomplishasetofobjectivesinalimitedtimeframe.
Examples•Constructingashoppingcomplex
•Mergingtwocompanies
•Puttingonaplay•Designingandrunningapoliticalcampaign
•Designingnewproductsorservices•Designingadvertisingcampaigns
•Designinginformationsystems
•Reengineeringaprocess•Designingdatabases,softwaredevelopment,anddesigningWebpages
ProjectLifeCycle
ProjectManagementØAteam-basedapproachformanagingprojects
Howisitdifferentfromgeneraloperationsmanagement?•Limitedtimeframe.•Narrowfocus,specificobjectives.•Lessbureaucratic.
ProjectManagementKeymetrics:•Time.•Cost.•Performanceobjectives.
ProjectManagementKeysuccessfactors:•Top-downcommitment.•Arespectedandcapableprojectmanager.•Enoughtimetoplan.•Carefultrackingandcontrol.•Goodcommunications.
ProjectManagementMaintools:1.Workbreakdownstructure.Aninitialplanningtoolthatisneededtodevelopalistofactivities,activitysequences,andarealisticbudget.2.Network(precedence)diagram.A“bigpicture”visualaidthatisusedtoestimateprojectduration,identifyactivitiesthatarecriticalfortimelyprojectcompletion,identifyareaswhereslacktimeexists,anddevelopactivityschedules.
ProjectManagementMaintools:3.Ganttcharts.Avisualaidusedtoplanandmonitorindividualactivities.4.Riskmanagement.Analysesofpotentialfailuresorproblems,assessmentoftheirlikelihoodandconsequences,andcontingencyplans.
ProjectManagementCertification:TheProjectManagementInstitute(PMI)administersagloballyrecognized,examination-basedprofessionalcertificationprogram.ThecertificationprogrammaintainsISO9001certificationinQualityManagementSystems.Therearetwolevelsofcertification:AssociateandProjectManagementProfessional.
WorkBreakdownStructureØAhierarchicallistingofwhatmustbedoneduringaproject.
GanttChart
NetworkDiagramByusingoneofthetools,wecanobtain•Agraphicaldisplayofprojectactivities.•Anestimateofhowlongtheprojectwilltake.•Anindicationofwhichactivitiesarethemostcriticaltotimelyprojectcompletion.•Anindicationofhowlonganyactivitycanbedelayedwithoutdelayingtheproject.
NetworkDiagramActivities:Projectstepsthatconsumeresourcesand/ortime.
Events: starting and finishing of activities, designated by nodes in the AOA convention. Unlike activities, they consume neither resources nor time.
UseofdummyactivityinAOARule:wedonotallowmultipleedges(arcshavingsamestartingandendnodes)
Remark:WedonotneeddummyactivitiesinAON
UseofdummyactivityinAOAWhatisthemeaningofthis?
Remark:WedonotneeddummyactivitiesinAON
ExerciseDrawtheAOAandAONdiagrams
NetworkDiagramPath: asequenceofactivitiesthatleadsfromthestartingnodetotheendingnode.Forexample,intheAOAdiagram,thesequence1-2-4-5-6isapath.IntheAONdiagram,S-1-2-6-7isapath.Notethatinbothdiagramstherearethreepaths.Onereasonfortheimportanceofpathsisthattheyrevealsequentialrelationships.Ifoneactivityinasequenceisdelayedordoneincorrectly,thestartofallfollowingactivitiesonthatpathwillbedelayed.
NetworkDiagramExpectedprojectduration=expectedtimeofthelongestpath.Ifthereareanydelaysalongthelongestpath,therewillbecorrespondingdelaysinprojectcompletiontime.Attemptstoshortenprojectcompletionmustfocusonthelongestsequenceofactivities.Longestpath=criticalpath.Itsactivitiesarereferredtoascriticalactivities.
NetworkDiagramPathsthatareshorterthanthecriticalpathcanexperiencesomedelaysandstillnotaffecttheoverallprojectcompletiontimeaslongastheultimatepathtimedoesnotexceedthelengthofthecriticalpath.
Slack=lengthofagivenpath– lengthofthecriticalpath
NetworkDiagramCommontoolsforplanningandcoordinatinglargeprojects:
vCPM:Criticalpathmethod-deterministic
vPERT:Programevaluationandreviewtechnique-probabilistic