TAILIEUCHUNG - Lecture Fundamentals of operations management (4e): Chapter 3S - Davis, Aquilano, Chase

Chapter supplement 3 "Project management", after studying this chapter you will be able to: Recognize that project management involves both people skills to coordinate and motivate individuals from a range of disciplines and technical skills to properly plan and schedule a project, explain the role of the project manager in organizing and coordinating all activities performed in a project, introduce critical path scheduling as a tool for identifying activities that require immediate attention,. | F O U R T H E D I T I O N Project Management © The McGraw-Hill Companies, Inc., 2003 supplement 3 DAVIS AQUILANO CHASE PowerPoint Presentation by Charlie Cook Supplement Objectives Recognize that project management involves both people skills to coordinate and motivate individuals from a range of disciplines and technical skills to properly plan and schedule a project. Explain the role of the project manager in organizing and coordinating all activities performed in a project. Introduce critical path scheduling as a tool for identifying activities that require immediate attention. Identify the time–cost trade-offs involved in expediting the completion of a project. Discuss some of the criticisms often associated with project management techniques. © The McGraw-Hill Companies, Inc., 2003 S3– Definition of Project Management Project Series of related jobs or tasks focused on the completion of an overall objective. Project Management Planning, directing, and controlling resources to meet the technical, cost, and time constraints of the project. Program Synonym for a project, although it also can consist of several interrelated projects. © The McGraw-Hill Companies, Inc., 2003 S3– Project Management: Key Terms Task (Activity) A subdivision of a project perform by one group or organization. Subtask Used to break a project into more meaningful pieces. Work Package A group of activities combined to be assignable to a single organizational unit. Milestones Specific events to be reached at points in time. © The McGraw-Hill Companies, Inc., 2003 S3– Work Breakdown Structure Work Breakdown Structure Method by which a project is divided into tasks and subtasks. Level 1 Program 2 Project 3 Task 4 Subtask 5 Work Package © The McGraw-Hill Companies, Inc., 2003 S3– Exhibit © The McGraw-Hill Companies, Inc., 2003 S3– Key Factors in a Breakdown Structure Allow the activities to be worked on independently. Make them of manageable size. Give authority to

• Quản trị kinh doanh
• Operations management
• Fundamentals of operations management
• Operations strategy
• Quản lý vận hành
• Project management
• Organizational considerations
• Lecture Operations management
• Process management
• Supply chain
• Scope of operations management
• Decision making
• Ebook Operations management
• Operations performance
• Process design
• Operations management strategy
• Transformation process
• Lean operations
• Lean system characteristics
• Lean systems
• Production operations management
• Production Management
• Lecture Production operations management
• Business strategy
• Objectives of inventory management
• Inventory management
• Competitive advantage
• Operations consulting
• Business process reengineering
• Stages of operations consulting
• Operations consulting tool kit
• Aggregate sales
• Operations planning
• Operations planning activities
• Aggregate operations plan
• Management of quality
• Supply chain management
• Project characteristics
• Supply chain management
• Inventory management
• Disadvantages of inventory
• Modern production