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Operations Management. Chapter 3 – Project Management. PowerPoint presentation to accompany Heizer/Render Principles of Operations Management, 11 e d.

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Operations Management


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    1. Operations Management Chapter 3 – Project Management PowerPoint presentation to accompany Heizer/Render Principles of Operations Management, 11ed. Some additions and deletions have been made by Ömer Yağız to this slide set. (revised March 2014)

    2. Outline • Global Company Profile: Bechtel Group • The Importance of Project Management • Project Planning • The Project Manager • Work Breakdown Structure • Project Scheduling

    3. Outline - Continued • Project Controlling • Project Management Techniques: PERT and CPM • The Framework of PERT and CPM • Network Diagrams and Approaches • Activity-on-Node Example • Activity-on-Arrow Example

    4. Outline - Continued • Determining the Project Schedule • Forward Pass • Backward Pass • Calculating Slack Time and Identifying the Critical Path(s) • Variability in Activity Times • Three Time Estimates in PERT • Probability of Project Completion

    5. Outline - Continued • Cost-Time Trade-Offs and Project Crashing • A Critique of PERT and CPM • Using Microsoft Project to Manage Projects • Creating a Project Schedule Using MS Project • Tracking Progress and Managing Costs Using MS Project

    6. Learning Objectives When you complete this chapter you should be able to: • Create a work breakdown structure • Draw AOA and AON networks • Complete both forward and backward passes for a project • Determine a critical path

    7. Learning Objectives When you complete this chapter you should be able to: • Calculate the variance of activity times • Crash a project • Use Microsoft Project software to create a project

    8. Bechtel Projects • Reconstruction projects in Iraq • Building 26 massive distribution centers in just two years for the internet company Webvan Group ($1 billion) • Constructing 30 high-security data centers worldwide for Equinix, Inc. ($1.2 billion) • 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)

    9. Bechtel Projects • 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 30 plants for iMotors.com, a company that sells refurbished autos online ($300 million) • Building a highway to link the north and south of Croatia ($303 million) • Jubail and Yabu industrial cities in Saudi Arabia • Have visited Jubail several times - ÖY

    10. Tepe Akfen Vie (TAV) • İstanbul Atatürk airport • Ankara Esenboğa airport • İzmir Adnan Menderes airport • Georgia Tbilisi & Batumi airports • Tunisia Habib Bourgiba airport • Macedonia (3 airports)

    11. Strategic Importance of Project Management • Microsoft Windows Vista Project: • hundreds of programmers • millions of lines of code • hundreds of millions of dollars cost • Hard Rock Cafe Rockfest Annual Concert Project: • 100,000 + fans • planning began 9 months in advance • U2 Concert in İstanbul (Sept. 2010)

    12. Organizations for PM • Project Management Institute http://www.pmi.org • Turkish chapter of PMI http://www.pmi-tr.org/cms2/ PMBOK – Project Management Book of Knowledge (excellent source)

    13. What is a project? • Project • series of related jobs usually directed toward some major output and requiring a significant period of time (and often funds) to perform. • Project Management • a series of activities (planning, scheduling, and controlling)in using resources (people, equipment, material) to meet the technical, cost, and time constraints of the project. • Project or Program? Apollo moon program; GAP program

    14. Management of Projects • Planning - goal setting, defining the project, team organization • Scheduling - relates people, money, machines and supplies to specific activities and activities to each other according to time dimension • Controlling - monitors resources, costs, quality, and budgets; revises plans and shifts resources to meet time and cost demands

    15. Project Management Activities • Planning • Objectives • Resources • Work break-down schedule • Organization • Scheduling • Project activities • Start & end times • Network • Controlling • Monitor, compare, revise, action

    16. Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

    17. Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

    18. Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

    19. Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

    20. Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details Budgets Delayed activities report Slack activities report CPM/PERT Gantt charts Milestone charts Cash flow schedules Before Start of project During project Timeline project Project Planning, Scheduling, and Controlling Figure 3.1

    21. Project Planning • Establishing objectives • Defining project • Creating work breakdown structure • Determining resources • Forming organization

    22. Project Organization • Often temporary structure • Uses specialists from entire company • Headed by project manager • Coordinates activities • Monitors schedule and costs • Permanent structure called ‘matrix organization’

    23. President Human Resources Finance Marketing Design Quality Mgt Production Project Manager Project 1 Mechanical Engineer Test Engineer Technician Project Manager Project 2 Electrical Engineer Computer Engineer Technician A Sample Project Organization Figure 3.2

    24. 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 • The project cuts across organizational lines

    25. Marketing Operations Engineering Finance Project 1 Project 2 Project 3 Project 4 Matrix Organization

    26. The Role of the Project Manager Highly visible Responsible for making sure that: • All necessary activities are finished in order and on time • The project comes in (i.e. completed) within budget • The project meets quality goals • The people assigned to the project receive motivation, direction, and information

    27. Project managers should be: • Good coaches • Good communicators • Able to organize activities from a variety of disciplines The Role of the Project Manager Highly visible Responsible for making sure that: • All necessary activities are finished in order and on time • The project comes in within budget • The project meets quality goals • The people assigned to the project receive motivation, direction, and information

    28. Ethical Issues in PM • Bid rigging – divulging confidential information to give some bidders an unfair advantage • very common in Turkey (ihaleye fesat karıştırmak) • “Low balling” contractors – try to “buy” the project by bidding low and hope to renegotiate or cut corners • İlk defa duymuyorsunuz herhalde! • Bribery – particularly on international projects • Remember Lockheed scandal; it was investigated in every country except guess which? (hep bir ağızdan …. Türkiye…)

    29. Ethical Issues • Mercedes Benz bribery scandal in 22 countries. (http://www.hurriyet.com.tr/ekonomi/14208149.asp) • Expense account padding • Use of substandard materials • Compromising health and safety standards • Withholding needed information • Failure to admit project failure at close

    30. Statement of Work (SOW) • A project starts with a statement of work (SOW). (Proje Tanımı) • description of the objectives to be achieved • brief statement of the work to be done • proposed schedule with start and completion dates • performance measures in terms of budget • completion steps (milestones) (önemli aşamalar) • written progress reports (gelişme raporları) to be submitted

    31. Level • Project • Major tasks in the project • Subtasks in the major tasks • Activities (or work packages) to be completed Work Breakdown Structure(WBS)

    32. Develop Windows 8 Operating System 1.0 Level 1 Software Design Cost Management Plan System Testing 1.3 1.1 1.2 Level 2 Develop GUIs Design Cost Tracking Reports Module Testing 1.1.1 1.2.1 1.3.1 Level 3 Ensure Compatibility with Earlier Versions Develop Cost/Schedule Interface Defect Testing 1.1.2 1.2.2 1.3.2 Compatible with Windows 7 1.1.2.1 Level 4 (Work packages) Compatible with Windows Vista 1.1.2.2 Compatible with Windows XP 1.1.2.3 Work Breakdown Structure Figure 3.3

    33. Level Program 1 Project 1 Project 2 2 Task 1.1 Task 1.2 3 Subtask 1.1.1 Subtask 1.1.2 4 Work Package 1.1.1.1 Work Package 1.1.1.2 Another way to look at WBS

    34. Project Scheduling • Identifying precedence (öncelik) relationships • Sequencing activities • Determining activity times & costs • Estimating material & worker requirements • Determining critical activities

    35. Purposes of Project Scheduling • Shows the relationship of each activity to others and to the whole project • 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 in the project

    36. Scheduling Techniques • Ensure that all activities are planned for • Their order of performance is accounted for • The activity time estimates are recorded • The overall project time is developed

    37. Project Management Techniques • Gantt chart • Critical Path Method (CPM) • Program Evaluation and Review Technique (PERT)

    38. Time J F M A M J J A S Design Prototype Test Revise Production A Simple Gantt Chart

    39. Deplaning Baggage claim Container offload Pumping Engine injection water Container offload Main cabin door Aft cabin door Aft, center, forward Loading First-class section Economy section Container/bulk loading Galley/cabin check Receive passengers Aircraft check Loading Boarding Passengers Baggage Fueling Cargo and mail Galley servicing Lavatory servicing Drinking water Cabin cleaning Cargo and mail Flight services Operating crew Baggage Passengers 0 10 20 30 40 Time, Minutes Service For A Delta Jet Figure 3.4

    40. 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

    41. PERT and CPM • Network techniques • Developed in 1950’s • CPM by Kelley and Walker for DuPont’s chemical plants (1957) • PERT by Booz, Allen & Hamilton with the U.S. Navy, for Polaris missile (1958) • Consider precedence relationships and interdependencies • Each uses a different estimate of activity times

    42. Six Steps PERT & CPM • Define the project and prepare the work breakdown structure • Develop relationships among the activities - decide which activities must precede and which must follow others • Draw the network connecting all of the activities

    43. Six Steps PERT & CPM • Assign time and/or 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

    44. Questions PERT & CPM Can Answer When will the entire project be completed? What are the critical activities or tasks in the project? Which are the noncritical activities? What is the probability the project will be completed by a specific date?

    45. Questions PERT & CPM Can Answer Is the project on schedule, behind schedule, or ahead of schedule? Is the money spent equal to, less than, or greater than the budget? Are there enough resources available to finish the project on time? If the project must be finished in a shorter time, what is the way to accomplish this at least cost?

    46. A comes before B, which comes before C A C (a) B A B C A A A and B must both be completed before C can start (b) C C B B B B and C cannot begin until A is completed B A (c) A C C A Comparison of AON and AOA Network Conventions Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) Figure 3.5

    47. C and D cannot begin until both A and B are completed A C B A C (d) D B D C cannot begin until both A and B are completed; D cannot begin until B is completed. A dummy activity is introduced in AOA A C A C (e) Dummy activity B D B D A Comparison of AON and AOA Network Conventions Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) Figure 3.5

    48. B and C cannot begin until A is completed. D cannot begin until both B and C are completed. A dummy activity is again introduced in AOA. A B D B A Dummy activity C (f) C D A Comparison of AON and AOA Network Conventions Activity on Activity Activity on Node (AON) Meaning Arrow (AOA) Figure 3.5

    49. AON Example Milwaukee Paper Manufacturing'sActivities and Predecessors for installing air pollutioncontrol equipment in its facility Table 3.1

    50. Activity A (Build Internal Components) A Start Activity B (Modify Roof and Floor) B Start Activity AON Network for Milwaukee Paper Figure 3.6