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Operations Management Project Management Chapter 16

Operations Management Project Management Chapter 16. Outline. Global Company Profile: Bechtel Group The Strategic Importance of Project Management Project Planning The Project Manager Work Breakdown Structure Project Scheduling Project Controlling. Outline - continued.

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Operations Management Project Management Chapter 16

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  1. Operations ManagementProject ManagementChapter 16 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  2. Outline • Global Company Profile: Bechtel Group • The Strategic Importance of Project Management • Project Planning • The Project Manager • Work Breakdown Structure • Project Scheduling • Project Controlling © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  3. 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: Anderson-Touche Consulting Services • Cost-Time Tradeoffs and Project Crashing • A Critique of PERT and CPM © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  4. Learning Objectives When you complete this chapter, you should be able to : • Identify or Define: • Work breakdown structure • Critical path • Event • Activity • Dummy activity © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  5. Learning Objectives - continued When you complete this chapter, you should be able to : Describe or Explain: • The role of the project manager • Program evaluation and review technique (PERT) • Critical path method (CPM) • Crashing a project © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  6. 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  7. 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  8. BechtelOther Projects • Building and running a rail line between London and the Channel Tunnel ($4.6 billion) • Developing an oil pipeline from the Caspian Sea region to Russia ($850 million) • Expanding the Dubai Airport in the UAE ($600 million), and the Miami Airport in Florida $2 billion) • Building liquid natural gas plants in Yemen and in Trinidad, West Indies © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  9. BechtelOther Projects - continued • Building liquid natural gas plants in Yemen $2 billion) and in Trinidad, West Indies ($1 billion) • Building a new subway for Athens, Greece ($2.6 billion) • Constructing a natural gas pipeline in Thailand ($700 million) • Building a highway to link the north and south of Croatia ($303 million) © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  10. 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  11. Strategic Importance of Project Management - continued • Microsoft Windows 2000 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  12. Project Characteristics • Single unit • Many related activities • Difficult production planning and inventory control • General purpose equipment • High labor skills © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  13. An Example • Building construction  © 1995 Corel Corp. © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  14. An Example • Research project © 1995 Corel Corp. © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  15. 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  16. Planning • Objectives • Resources • Work break-down schedule • Organization • Scheduling • Project activities • Start & end times • Network • Controlling • Monitor, compare, revise, action Project Management Activities © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  17. Project Planning 1. Setting goals 2. Defining the project 3. Tying needs into timed project activities 4. Organizing the team Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details Project Scheduling 1. Tying resources to specific activities 2. Relating activities to each other 3. Updating and revising on a regular basis 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 Project Planning, Scheduling, and Controlling © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  18. New Figure 16.1 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  19. Project Planning • Establishing objectives • Defining project • Creating work breakdown structure • Determining resources • Forming organization © 1995 Corel Corp. © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  20. Project OrganizationWorks 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  21. Eng. Eng. Mkt. Acct. Mgr. Project Organization • Often temporary structure • Uses specialists from entire company • Headed by project manager • Coordinates activities • Monitors schedule & costs • Permanent structure called ‘matrix organization’ © 1995 Corel Corp. © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  22. A Sample Project Organization President Sales Finance Human Factors Engineering Quality Control Production Project Manager Project 1 Physiologist Propulsion Engineer Test Engineer Technician Project Manager Project 2 Psychologist Structural Engineer Inspection Technician Technician © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  23. Mkt Oper Eng Fin     Project 1     Project 2    Project 3      Project 4 Matrix Organization © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  24. (A) Functional Organization (B) Lightweight Project Manager FM FM FM FM FM Working Engineers Liaison People Project Manager (PM) (C) Heavyweight Project Manager (D) Tiger Team Organization FM FM FM FM FM FM PM PM Types of Organizations for Development Projects © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  25. Project Plan and Schedule Revisions and Updates Project Manager Project Team Information regarding times, costs, problems, delays Performance Reports Feedback Loop Top Management Resources The Role of the Project Manager © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  26. Work Breakdown Structure • 1. Project • 2.. Major tasks in the project • 3. Subtasks in the major tasks • 4. Activities © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  27. © 1995 Corel Corp. PERT J Test J M A Build M F Month Design J Activity Project Scheduling • Identifying precedence relationships • Sequencing activities • Determining activity times & costs • Estimating material & worker requirements • Determining critical activities © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  28. 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  29. Project Scheduling Techniques • Gantt chart • Critical Path Method (CPM) • Program Evaluation & Review Technique (PERT) © 1984-1994 T/Maker Co. © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  30. Time Period Activity J F M A M J J Design Build Test Gantt Chart © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  31. Figure 16.4 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  32. 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  33. PERT and CPM • Network techniques • Developed in 1950’s • 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  34. 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? © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  35. 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  36. Project: Obtain a college degree (B.S.) Receive diploma Register Attend class, study etc. 1 2 4 Years Activity (Arrow) Event (Node) Event (Node) Network Terms © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  37. 2 A 1 3 B A & B can occur concurrently Activity Relationships © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  38. A must be done before C & D can begin 2 D A C 1 4 3 B Activity Relationships © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  39. 2 D A C 1 4 3 B E B & C must be done before E can begin Activity Relationships © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  40. Dummy Activities • Activities are defined 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  41. 2-3 Incorrect 1-2 3-4 1 2 3 4 2-3 Correct 1-2 2-4 4-5 4 1 2 5 3 2-3 3-4: Dummy activity Dummy Activity Example © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  42. PERT Activity Times • 3 time estimates • Optimistic times (a) • Most-likely time (m) • Pessimistic time (b) • Follow beta distribution • Expected time: t = (a + 4m + b)/6 • Variance of times: v = (b - a)2/6  © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  43. Critical Path Analysis • Provides activity information • Earliest (ES) & latest (LS) start • Earliest (EF) & latest (LF) finish • Slack (S): Allowable delay • Identifies critical path • Longestpath in network • Shortesttime project can be completed • Any delay on critical path activities delays project • Critical path activities have 0 slack © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  44. Earliest Start and Finish Steps • Begin at starting event and 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  45. Latest Start and Finish Steps • Begin at ending event and 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 © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  46. Pour foundation & frame Do interior work 2 3 wk. 6 wk. 1 4 Roof 2 wk. 3 wk. 3 Buy shrubs etc. Landscape 4 wk. Critical path is longest path: 12 weeks. Critical Path in Network © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  47. Build House Project 1 1 1 Activity 1 2 3 4 5 6 7 8 9 0 1 2 1-2 Fdn & frame 1-3 Buy shrubs 2-3 Roof 2-4 Interior work 3-4 Landscape Gantt ChartEarliest Start and Finish © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  48. Build House Project 1 1 1 Activity 1 2 3 4 5 6 7 8 9 0 1 2 1-2 Fdn & frame 1-3 Buy shrubs 2-3 Roof 2-4 Interior work 3-4 Landscape Gantt Chart Latest Start and Finish © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  49. Project Times Used to obtain probability of project completion! • Expected project time (T) • Sumofcritical path activity times, t • Project variance (V) • Sum of critical path activity variances, v © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

  50. © 1995 Corel Corp. PERT Probability Example You’re 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? © 2001 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458

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