成本与进程管理

1、Backward PassS tartMake 30Munu000330030Shop forIngredients6033003090090Pre pare Ingre die nts60LF990901155 001 50CookFood15050 1 50 18800 180June 2002W ash45TablewareES LS EF LF300 1 20 755 1 65SetTable15ESLSEFLF775516599018 0ServeDi nner0ES LS EF LF1808018 0 188001 80En d MJoseph 200283PrepareAppet

2、ize rs609012015 018 0Critical PathStartMa ke30MunuES LSEFLF003030Shop for Ingre die nts60ES LS EFLF303090090P re pare60A ppetize rsES LS EF LF900 1 20 1 500180Prepare60IngredientsES LS EF LF909 0 150 01 50CookFood30ES LSEFLF1 5001 50 180 018 0Wa shTabl eware45ESLSEFLF33012 077 51 65Set Tabl e15ES LS

3、 EF LF7551 65 90180June 2002 MJoseph 2002Serve D inner0ES LS EFLF1 80018 0180 018 0End84ExerciseConsider the data, on the next page, for a small software development project (all times are in days).Draw a network diagram representing the project. Put the node numbers in circles and draw arrows from

4、node to node, labeling each arrow with the activity letter and estimated time.Determine how many paths there are in this network diagram, and list the paths and their lengths. For example, a path might be written as A-B-E-F-L with a length of 12 days.What is the critical path for this project and ho

5、w long is it?What is the shortest time in which this project can be completed?Can the critical path ever change on a project?Can there be more than one critical path?June 2002 MJoseph 2002Exercise (cont抎）ActivityInitial NodeFinal NodeEstimated TimeA122B134C245D256E352F363G472H582I594J696K781L8103M91

6、04June 2002 MJoseph 200286Time ConstraintA ppetizers99 01 20150 01 80StartShop forIngredi ents60LF30-3090030PrepareIngredients60990 03011550090CookFood30155009011880012 0June 2002WashTableware45ESLSEFLF3012 077 516 5Se tTable15ES LS EFLF77 51 6590 01 80ServeD inner0EndES LS EFLF11880 012011880012 0

7、MJoseph 200287Adjusted PERT ChartJune 2002 MJoseph 200288Resource LimitationS CHE DU LE SH OW ING E AR LIES T PO SS IB LE FINISHJune 2002 MJoseph 200289IDTas k NameStart DateEnd DateDuration1995JanuaryFebruary12345678Task ATask BTask CTask DTask ETask FTask GFinish1/23/9 51/23/9 52/2/9 52/2/9 52/13/

8、9 52/21/9 52/13/9 52/27/9 52 /1/952/ 10/952 /6/952 /8/952/ 15/952/ 22/952/ 27/952/ 27/958d15d3d5d3d2d11d0dSenior Worker16.080 .080.080.012 0.08 8.016.0He lpe r8.024 .024.019.240.040.08. 0Resource Limitation （cont抎）S CH ED ULE WITH RES OU RC E LEVE LINGJune 2002 MJoseph 200290IDTas k NameStart DateEn

9、d DateDuration1995JanuaryFebruaryMarch1Task A1/23/952 /1/958d2Task B1/23/952/ 10/9515d3Task C2/2/952 /6/953d4Task D2/28/953 /6/955d5Task E2/28/953 /2/953d6Task F3/7/953 /9/953d7Task G2/13/952/ 27/9511d8Finish3/13/953/ 13/950dSenior Worker16.080 .064.040.080.064.080.048.88. 0He lpe r8.024 .016.08.040

10、.032.017.612.02.4Design Structure MatrixBackgroundSteps in a project represent a system System: group of elements which are tied together by common flows of materials ans/or information92Systems analysis is also known as process analysis and operations research Investigates the basic structure of th

11、e system (process) to explore alternative processes and overall system efficiencyJune 2002 MJoseph 2002What is a Design Structure Matrix?Basic tool of Systems AnalysisA directional graph that depicts relations ship of elementsLists all activities, the information flow, and dependency patternsA basic

12、 tool for managing complex projectsJune 2002 MJoseph 200293SampleACTIV ITIESABCDEFGHIJKLMNReceive sp ecificati onAAGe ne ra te conceptBXBDe sig n Be ta c a rtri d gesCXXCP ro d u c e b e ta c a rtri d g e sDXDDevelop te sti n g progra mEXXXETe st Be ta c a rtri dgesFXXXFDe sig n pro ductio n ca rti

13、tri dge sGXXXXGXXDesign m oldHXXXXHXDesign asse m ply to olingIXXIPu rch a se MFG equipm entJXXXJFabri cate moldsKXKDe bug mo ldsLXXXLCe rti fy ca rtri dg eMXXMInitial pro duction ru nNXXXNJune 2002 MJoseph 200294June 2002RecycletS e GtS e Gs e oh tcheS e sp InG e t S o c k s1G e t S h o e s2XP u t

14、O n S h o e sX3P u t O n S o c k sXX4In sp e c t S h o e sX5June 2002 MJoseph 2002Recycle (continued)tS e GtS e GG e t S h o e s1XIn sp e c t S h o e sX2G e t S o ck s3P u t O n S h o e sX4P u t O n S o ck sXX5 MJoseph 20029596Build a DSM for ProjectManagementStart with a WBSList the work packages a

15、s the rows and columns of a square matrix in the same orderReading across the rows gives the inputs necessary for a particular taskDown the columns shows where the outputs from each task are used? Real advantage is to find the most efficient task sequence97? This allows constructing a workable PERT

16、diagramJune 2002 MJoseph 2002Familiar ExampleJune 2002 MJoseph 2002981. L is t a ll ta s k s h o riz o nt a lly a n d ve rt ic a lly in th e s a m e o rd e r2. A c ro s s e a c h ro w c orre s p o n d in g to a ta s k , m a rk o ff th e o th e r ta s k s t h a t s u p p ly n e c e s s a ry in fo rm

17、a tio n.ABCDEFGHIP re p a re s a n d w ic h e sA1G ather equ ip m an tBP a c k lu n c hCX1XXP re p a re le m o n a d eD1P re p a re m u n c h ie sE1P ac k c arFXX1D rive c a r t o g a s s t a t io nGX1G as u pHX1D rive to p ic n icIX1Example （cont抎）3. Identify the e a rlie s t and la test tas ks .4. R e a rra n g e ta s k s to try to m o ve a ll m a rk s b e lo w th e d ia g o n a l.ABDECFGHIP re p a re s a nd w ic h e sA1G a th er e qu ip m an tBP re p a re