TAILIEUCHUNG - Operations Management-12e (23)

Chapter 17. Project . © 2015 McGraw­Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw­Hill 17: Learning should be able to:.LO Describe the project life Discuss the behavioral aspects of projects in terms of project . personnel and the project Explain the nature and importance of a work breakdown . structure in project Name the six key decisions in project Give a general description of PERT/CPM Construct simple network Analyze networks with deterministic Analyze networks with probabilistic times 17­2LO Describe activity ‘crashing’ and solve typical problems Project Life Cycle. 1. Initiating. 2. Planning. 3. Executing. 4. Monitoring and Controlling. 5. Closing. 17­ Behavioral Issues. Behavioral problems can be created or exacerbated by. Decentralized decision making Stress of achieving project milestones on time and within budget Surprises The team must be able to function as a unit. Interpersonal and coping skills are very important Conflict resolution and negotiation can be an important part of a project . manager’s job. 17­ Work Breakdown Structure (WBS). WBS. A hierarchical listing of what must be done during a project. Establishes a logical framework for identifying the required . activities for the project. 1. Identify the major elements of the project. 2. Identify the major supporting activities for each of the major . elements. 3. Break down each major supporting activity into a list of the . activities that will be needed to accomplish it 17­ Project Management Decisions. Project success depends upon making key managerial . decisions over a sequence of steps:. Deciding which projects to implement Selecting the project manager Selecting the project team Planning and designing the project Managing and controlling project resources Deciding if and when a project should be terminated. 17­ PERT and CPM. PERT (program evaluation and review technique) and . CPM (critical path method) are two techniques used to . manage large­scale projects. By using PERT or CPM Managers can obtain: 1. A graphical display of project activities. 2. An estimate of how long the project will take. 3. An indication of which activities are most critical to timely project . completion. 4. An indication of how long any activity can be delayed without . delaying the project 17­ Network Diagram. Network diagram. Diagram of project activities that shows sequential relationships by use . of arrows and nodes. Activity on arrow (AOA) Network diagram convention in which arrows designate activities Activity on node (AON) Network convention in which nodes designate activ

• Sáng kiến kinh nghiệm
• Operations management
• Ebook Operations management
• Operations performance
• Operations strategy
• Process design
• 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
• Lecture Operations management
• Quản lý vận hành
• Produce goods
• Critical decisions
• Global environment
• Global strategies
• Fundamentals of operations management
• Operations management strategy
• Transformation process
• Operational planning
• Supply chain management
• Supply chain processes
• Supply chain
• Aggregate operations plans
• Managing operations
• Lecture Managing operations
• Balancing objectives
• Operations competitive dimensions
• Strategy design process
• Productivity measures
• Bài giảng Quản lý vận hành
• Operations function
• Process management
• Scope of operations management
• Decision making