课程重要时间

課程重要時間10/16Project#1due("TheGoal"心得)11/13以前繳交一頁Project#3報告摘要以便安排報告時間11/27Project#2due("TheWorldisFlat"心得)2007/1/8Project#3書面報告dueProject#3分為二個部分:隨堂報告及書面報告可以自行指定隨堂報告（討論）時間所以不想要擠在期中考後報告的同學請儘早繳交一頁Project#3報告摘，要可以預先安排報告時間。

成績考核Project#1 20%

Project#2 25%Inclass 30%(includingpresentation&classparticipation)Project#3 25%ThoughtsofOperationsManagementOperationsManagement=StrategyExecution

StrategicProductDefinition:Quality+Cost+Time+Flexibility

OperationsManagementComponents:ProductDevlpt.+Process+SupplyChain

OperationsManagementActivities:Design+Planning+Control+Improvement

ServiceOperationsFeatures:Intangibility+Perishability+Heterogeneity+Simultaneity

By-JérémieGallien

ServiceVs.ManufacturingOperationsIntangibility(ExplicitandImplicit)“Wemanufactureperfume;wesellHope”--CharlesRevlon

Perishability(noinventorybuffer)Can’tinventoryseatingroom!CAPACITYPLANNING/FLEXIBILITY,PREVENTION/CULTUREHeterogeneity(supplyanddemandvariability)Considermedicalservicedelivery!HIRING,TRAINING,PLANNING,CUSTOMIZATIONSimultaneity(ofproductionandconsumption)Chapter3ProjectManagementDefinitionofProjectManagementWorkBreakdownStructureProjectControlChartsStructuringProjectsCriticalPathSchedulingOBJECTIVESProjectisaseriesofrelatedjobsusuallydirectedtowardsomemajoroutputandrequiringasignificantperiodoftimetoperformProjectManagementarethemanagementactivitiesofplanning,directing,andcontrollingresources(people,equipment,material)tomeetthetechnical,cost,andtimeconstraintsofaproject中華專案管理學會

PMIProjectManagement

DefinedGanttChartActivity1Activity2Activity3Activity4Activity5Activity6TimeVerticalAxis:AlwaysActivitiesorJobsHorizontalAxis:AlwaysTimeHorizontalbarsusedtodenotelengthoftimeforeachactivityorjob.OrganizationalstructuresPureprojectaself-containedteamworksfull-timeontheprojectFunctionalprojecthousedwithinafunctionaldivisionMatrixprojectUtilizepeoplefromdifferentfunctionareasAdvantagesPureProjectA

pureprojectiswhereaself-containedteamworksfull-timeontheprojectTheprojectmanagerhasfullauthorityovertheprojectTeammembersreporttoonebossShortenedcommunicationlinesTeampride,motivation,andcommitmentarehighStructuringProjects:PureProject

DisadvantagesDuplicationofresourcesOrganizationalgoalsandpoliciesareignoredLackoftechnologytransferTeammembershavenofunctionalarea"home"FunctionalProjectPresidentResearchandDevelopmentEngineeringManufacturingProjectAProjectBProjectCProjectDProjectEProjectFProjectGProjectHProjectIAfunctionalprojectishousedwithinafunctionaldivisionExample,Project“B”isinthefunctionalareaofResearchandDevelopment.FunctionalProject:AdvantagesAteammembercanworkonseveralprojectsTechnicalexpertiseismaintainedwithinthefunctionalareaThefunctionalareaisa“home”aftertheprojectiscompletedCriticalmassofspecializedknowledgeFunctionalProject:

DisadvantagesAspectsoftheprojectthatarenotdirectlyrelatedtothefunctionalareagetshort-changedMotivationofteammembersisoftenweakNeedsoftheclientaresecondaryandarerespondedtoslowlyMatrixProjectOrganizationStructurePresidentResearchandDevelopmentEngineeringManufacturingMarketingManagerProjectAManagerProjectBManagerProjectCStructuringProjects

Matrix:AdvantagesEnhancedcommunicationsbetweenfunctionalareasPinpointedresponsibilityDuplicationofresourcesisminimizedFunctional“home”forteammembersPoliciesoftheparentorganizationarefollowedStructuringProjects

Matrix:DisadvantagesToomanybossesDependsonprojectmanager’snegotiatingskillsPotentialforsub-optimizationWorkBreakdownStructure

ProgramProject1Project2Task1.1Subtask1.1.1WorkPackageLevel1234Task1.2Subtask1.1.2WorkPackageA

workbreakdownstructure

definesthehierarchyofprojecttasks,subtasks,andworkpackagesNetwork-PlanningModelsAprojectismadeupofasequenceofactivitiesthatformanetworkrepresentingaprojectThepathtakinglongesttimethroughthisnetworkofactivitiesiscalledthe“criticalpath”ThecriticalpathprovidesawiderangeofschedulinginformationusefulinmanagingaprojectCriticalPathMethod(CPM要徑法)helpstoidentifythecriticalpath(s)intheprojectnetworksPrerequisitesforCriticalPathMethodologyAprojectmusthave:well-definedjobsortaskswhosecompletionmarkstheendoftheproject;independentjobsortasks;andtasksthatfollowagivensequence.TypesofCriticalPathMethodsCPMwithaSingleTimeEstimateUsedwhenactivitytimesareknownwithcertaintyUsedtodeterminetimingestimatesfortheproject,eachactivityintheproject,andslacktimeforactivitiesCPMwithThreeActivityTimeEstimatesUsedwhenactivitytimesareuncertainUsedtoobtainthesameinformationastheSingleTimeEstimatemodelandprobabilityinformationTime-CostModelsUsedwhencosttrade-offinformationisamajorconsiderationinplanningUsedtodeterminetheleastcostinreducingtotalprojecttimeStepsintheCPMwithSingleTimeEstimate

ActivityIdentificationActivitySequencingandNetworkConstructionDeterminethecriticalpathFromthecriticalpathalloftheprojectandactivitytiminginformationcanbeobtainedCPMwithSingleTimeEstimateConsiderthefollowingconsultingproject:ActivityDesignationImmed.Pred.Time(Weeks)Assesscustomer'sneedsANone2WriteandsubmitproposalBA1ObtainapprovalCB1DevelopservicevisionandgoalsDC2TrainemployeesEC5QualityimprovementpilotgroupsFD,E

5WriteassessmentreportGF1Developacriticalpathdiagramanddeterminethedurationofthecriticalpathandslacktimesforallactivities.FirstdrawthenetworkA(2)B(1)C(1)D(2)E(5)F(5)G(1)A None 2B A 1C B 1D C 2E C 5F D,E 5G F 1Act. Imed.Pred.TimeDetermineearlystartsandearlyfinishtimesES=9EF=14ES=14EF=15ES=0EF=2ES=2EF=3ES=3EF=4ES=4EF=9ES=4EF=6A(2)B(1)C(1)D(2)E(5)F(5)G(1)Hint:StartwithES=0andgoforwardinthenetworkfromAtoG.DeterminelatestartsandlatefinishtimesES=9EF=14ES=14EF=15ES=0EF=2ES=2EF=3ES=3EF=4ES=4EF=9ES=4EF=6A(2)B(1)C(1)D(2)E(5)F(5)G(1)LS=14LF=15LS=9LF=14LS=4LF=9LS=7LF=9LS=3LF=4LS=2LF=3LS=0LF=2Hint:StartwithLF=15orthetotaltimeoftheprojectandgobackwardinthenetworkfromGtoA.CriticalPath&SlackES=9EF=14ES=14EF=15ES=0EF=2ES=2EF=3ES=3EF=4ES=4EF=9ES=4EF=6A(2)B(1)C(1)D(2)E(5)F(5)G(1)LS=14LF=15LS=9LF=14LS=4LF=9LS=7LF=9LS=3LF=4LS=2LF=3LS=0LF=2Duration=15weeksSlack=(7-4)=(9-6)=3WksExample3.1(P.82)ActivityCPMactivitiesdesignationImmediateprocessorsTime(weeks)DesignA-21BuildprototypeBA5EvaluateequipmentCA7TestprototypeDB2WriteequipmentreportEC,D5WritemethodreportFC,D8WritefinalreportGE,F2Example2.CPMwithThreeActivityTimeEstimatesExample2.ExpectedTimeCalculationsET(A)=3+4(6)+156ET(A)=42/6=7Ex.2.ExpectedTimeCalculationsET(B)=32/6=5.333ET(B)=2+4(4)+146Ex2.ExpectedTimeCalculationsET(C)=6+4(12)+306ET(C)=84/6=14Example2.NetworkA(7)B(5.333)C(14)D(5)E(11)F(7)H(4)G(11)I(18)Duration=54DaysExample2.ProbabilityExerciseWhatistheprobabilityoffinishingthisprojectinlessthan53days?p(t<D)TE=54tD=53(Sumthevariancealongthecriticalpath.)Thereisa43.8%probabilitythatthisprojectwillbecompletedinlessthan53weeks.p(Z<-.156)=.438,or43.8%(NORMSDIST(-.156))TE=54p(t<D)tD=53Ex2.AdditionalProbabilityExerciseWhatistheprobabilitythattheprojectdurationwillexceed56weeks?

Example2.AdditionalExerciseSolutiontTE=54p(t<D)D=56p(Z>.312)=.378,or37.8%(1-NORMSDIST(.312))

Examplecontinued(P.84)Completetheprojectin35weeksActivitydesignationambETvariancesA102228219B441051C4614727/9D12321/9E159517/9F78981/9G22220CP1:A-C-F-GCP2:A-B-D-F-GTime-CostModelsBasicAssumption:Relationshipbetweenactivitycompletiontimeandprojectcost

TimeCostModels:Determinetheoptimumpointintime-costtradeoffsActivitydirectcostsProjectindirectcostsActivitycompletiontimesCPMAssumptions/Limitations

Projectactivitiescanbeidentifiedasentities(Thereisaclearbeginningandendingpointforeachactivity.)ProjectactivitysequencerelationshipscanbespecifiedandnetworkedProjectcontrolshouldfocusonthecriticalpathTheactivitytimesfollowthebetadistribution,withthevarianceoftheprojectassumedtoequalthesumofthevariancesalongthecriticalpathProjectcontrolshouldfocusonthecriticalpathTime-CostTrade-offsActivitycrashing:reduceactivitytimestocompleteaprojectearlier(atacost,ofcourse)Toreduceprojectcompletiontime:Focusonthecriticalactivities!!Becareful!!Whenyoureducethecriticalpath,itmaynolongerbethecriticalpathanymore.Checkitagain!! CrashingExampleABCD4,3$10,$6$18,$9$8,$6$9,$52,13,15,2NT:normaltimeCT:crashtimeNC:normalcostCC:crashcostCrashingexampleActivityAvg.TimeCrashtimeNormalcostCrashcostCostperdaytoexpedite#ofdaysanactivitymaybeshortenedA21610(120-6)/1=41B52918(18-9)/3=33C4368(8-6)/1=21D3159(9-5)/2=22ProjectcompletiontimeCriticalpathLeastexpensiveactivityCostofexpeditingTotalCost10A-B-D-0269A-B-DD2288A-B-DD2307A-B-DB3336A-B-DA-B-CA4375A-B-DA-C-DB+C5425A-B-DA-C-DB??CrashingExampleA7B6C4D8E10CrashingexampleQ:ByhowmanydayscanIexpeditethisprojectifIhadabudgetof$24?ActivityAvg.TimeCrashtimeNormalcostCrashcostCostperdaytoexpedite#ofdaysanactivitymaybeshortenedA75$70100(100-70)/2=152B636080(80-60)/3=6.673C424060(60-40)/2=102D8680120(120-80)/2=202E1071040(40-19)/3=103例題活動描述立即活動預計完成時間製造活動A設計原型90B材料決定及購買A15C原型製造B5D設計修正G20E第一次生產D21訓練活動F訓練幕僚人員A25G幕僚人員建議C,F14H銷售人員訓練D28廣告活動I生產前廣告活動A30J生產後廣告活動D,I45活動ESEFLSLFSlack成本/日A090090025000B9010595110512000C105110110115518000D129149129149015000E1491701731942411000F9011590115010000G11512911512905000H1491771661941714000I901201191492917000J149194149194030000例題延遲分析單一延遲要徑活動非要徑活動多重延遲E延遲15天;I延遲15天B延遲4天;E延遲15天B延遲4天