...St. Dismas Assisted Living Facility Case 1: Planning the Project St. Dismas Medical Center, an urban, nonprofit, 450 - bed rehabilitation hospital began to see a significant decline in admissions. St. Dismas’ mission focuses on inpatient and outpatient rehabilitation of the severely injured and catastrophically ill. While the patient census varied from month to month, it appeared to the St. Dismas Board of Trustees that the inpatient population was slowly but steadily declining. The hospital’s market researchers reported that fewer people were being severely injured due to the popularity of seat belts and bicycle/motorcycle helmets. In order to get a handle on the future of the organization, the Board, and the CEO, Fred Splient M.D. called for a major strategic planning effort to take place. In January 1999, St. Dismas held a planning retreat to identify future opportunities. The outcome of the retreat was that the Medical Center needed to focus its efforts around two major strategic initiatives. The first, a short run initiative, was to be more cost - effective in the delivery of inpatient care. The second, a long- run strategy, was to develop new programs and services that would capitalize on the existing, highly competent rehabilitation therapy staff and St. Dismas’s excellent reputation in the region. At the time of the retreat, Fred Splient’s parents were living with him and his family. Fred was an active member of the “sandwich generation.” His parents were aging and developing...
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...Chapter 3 Planning the Project This chapter begins by discussing the nine key elements of the project plan. The following two sections address the planning process in greater detail with considerable emphasis placed on the project launch meeting and the hierarchical planning process by which parts of the plan are sequentially broken down into finer levels of detail. This provides a natural transition to the creation of the Work Breakdown Structure. Finally, the chapter is concluded with a discussion of multidisciplinary teams including the topics of integration management and concurrent engineering. Cases and Readings Some cases appropriate to the subject of this chapter are: Harvard: 9-692-058 Taco Bell Corp. This 31-page best-selling case describes a project to implement a new strategic plan involving major changes in layout, staffing, quality, product design, and information systems. The coordination and integration of all these project activities is what makes the plan successful, and hard for competitors to imitate. Two teaching notes are available for this case: 5-692-091 (20 pages) and 5-196-073 (12 pages). Harvard: 9-694-059 Hardcard Project: Plus Development Corp. (A1); 9-694-060 Hardcard Project: Plus Development Corp. (A2) This 10-page (12-pages for A2) case allows the students to evaluate, using Microsoft Project software, the time line, resource allocations, and other aspects of a major project concerned with developing a hard disk drive...
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...9-613-021 Arrow Diagramming Exercise This 3-page case describes the marketing campaign for a newly developed industrial hardware item. Over two-dozen activities are noted and described. The case asks for the network diagram and critical path. A reading appropriate to the subject of this chapter is: L.P. Leach. Critical Chain Project Management Improves Project Performance (Project Management Journal, June 1999, p. 39-51). This article explains the procedures developed by E. Goldratt in his Critical Chain approach to project management. Includes a discussion of project and feeder buffers. Projects using the critical chain often report significantly improved schedule, cost, and scope performance. Answers to Review Questions 1. How would a PM managecritical path tasks differently than noncritical tasks? By definition, critical tasks are those tasks that if delayed will delay the completion of the entire project. Therefore, these tasks should be managed more closely than non-critical tasks. In cases where the activity times are not known with certainty, the tasks assumed to be critical at the beginning of the project may turn out not to be so critical. Therefore, when tasks times are uncertain, all tasks that may...
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...CHAPTER 8 Evaluating and Terminating the Project We now come to the final stage in any project—evaluating the result and shutting down the project. As we will see, there are many ways to do both, some relatively formal, some quick and dirty, and some rather casual. We discuss evaluation first, in the generic sense, and then discuss a very specific and often formal type of evaluation known as the project audit. Following this we discuss termination of the project. 8.1 EVALUATION The term “evaluate” means to set the value of or appraise. A project evaluation appraises the progress and performance relative to the project’s initial or revised plan. The evaluation also appraises the project against the goals and objectives set for it during the selection process—amended, of course, by any changes in the goals and objectives made during the project’s life. In addition, evaluations are sometimes made relative to other similar projects. The project evaluation, however, should not be limited simply to an afterthe-fact analysis. Rather, it is useful to conduct an evaluation at a number of crucial points during the project life cycle. Because the primary purpose of a project evaluation is to give feedback to senior management for decision and control purposes, it is important for the evaluation to have credibility in the eyes of both senior management and the project team. The control purpose of evaluation is meant to improve the process of carrying out projects....
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...9-613-021 Arrow Diagramming Exercise This 3-page case describes the marketing campaign for a newly developed industrial hardware item. Over two-dozen activities are noted and described. The case asks for the network diagram and critical path. A reading appropriate to the subject of this chapter is: L.P. Leach. Critical Chain Project Management Improves Project Performance (Project Management Journal, June 1999, p. 39-51). This article explains the procedures developed by E. Goldratt in his Critical Chain approach to project management. Includes a discussion of project and feeder buffers. Projects using the critical chain often report significantly improved schedule, cost, and scope performance. Answers to Review Questions 1. By definition, critical tasks are those tasks that if delayed will delay the completion of the entire project. Therefore, these tasks should be managed more closely than non-critical tasks. (In cases where the activity times are not known with certainty, the tasks assumed to be critical at the beginning of the project may turn out not to be so critical. Therefore, when task times are uncertain, all tasks that may reasonably delay project completion must be carefully...
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...CHAPTER 6 Allocating Resources to the Project In this chapter we consider the problem of allocating physical and human resources to projects.* The physical and human resources are granted to and used by the project in order to meet the project’s performance objectives. The amount of resources that can be allocated, of course, depends on the timing of the allocation as well as on the total supply of resources available for allocation. Mainly, resource allocation concerns how we allocate specific, limited resources to specific activities (or projects) when there are competing demands for the same limited resources. Projects compete with each other for the same resources in two different ways. First, consider a resource that is limited but is not consumed when used, the services of a specific technical specialist for instance. The problem here is which project gets to use the resource first and which must wait. Second, consider a resource that is limited and is consumed when used, a specific chemical reagent for instance. In this case, the second project may have to wait until more of the reagent can be purchased and delivered. In both cases, the project that must wait may suffer a schedule delay that makes it late. Just as projects may compete for resources, different activities of the same project may compete. Two or more concurrent activities might require the same personnel, or equipment, or even work space. One activity will be given priority, and the other(s) must wait. In...
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...the topic of resource loading and in particular highlights the problems of over scheduling resources. The topics of resource leveling and resource allocation naturally follow in the subsequent sections. Finally, the chapter concludes with an overview of several of the concepts Goldratt raises in his provocative book Critical Chain. Cases and Readings A case appropriate to the subject of this chapter is: Harvard: 9-613-020 Space Constructors, Inc. This 3-page case involves a simple project where partial crashing has already been planned but more, and less, crashing is also to be considered. The network has some special characteristics that offer some worthwhile lessons for the student. Answers to Review Questions 1. Given the fact that a project’s resource requirements are clearly spelled out in the project’s action plan, why are PMs so concerned with resource allocation? There can be a variety of reasons why resource allocation is of concern to the PM despite having a properly completed action plan. For example: o The action plan only lists general categories of resource requirements such as engineering, purchasing, marketing, and production. In these cases, the project manager must still arrange to get the specific resources (e.g.,...
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...topic of resource loading and in particular highlights the problems of over scheduling resources. The topics of resource leveling and resource allocation naturally follow in the subsequent sections. Finally, the chapter concludes with an overview of several of the concepts Goldratt raises in his provocative book Critical Chain. Cases and Readings A case appropriate to the subject of this chapter is: Harvard: 9-613-020 Space Constructors, Inc. This 3-page case involves a simple project where partial crashing has already been planned but more, and less, crashing is also to be considered. The network has some special characteristics that offer some worthwhile lessons for the student. Answers to Review Questions 1. Given the fact that a project’s resource requirements are clearly spelled out in the project’s action plan, why are PMs so concerned with resource allocation? There can be a variety of reasons why resource allocation is of concern to the PM despite having a properly completed action plan. For example: o The action plan only lists general categories of resource requirements such as engineering, purchasing, marketing, and production. In these cases, the project manager must still arrange to get the specific...
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...Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright @ 2001 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2008 and 2005. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOC/DOC 1 0 9 8 7 6 5 4 3 2 1 0 ISBN 978–0–07–338018–6 MHID 0–07–338018–0 Vice President & Editor-in-Chief: Martin Lange Vice President EDP & Central Publishing Services: Kimberly Meriwether David Global Publisher: Raghothaman Srinivasan s Sponsoring Editor: Debra B. Hash ma Tho Developmental Editor: Lora Neyens . f Dr...
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...Media History Contents 1 Introduction 1.1 Mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6 1.1.7 1.1.8 1.1.9 Issues with definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Forms of mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Purposes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Professions involving mass media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Influence and sociology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Ethical issues and criticism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . See also . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1 1 2 6 6 7 8 10 10 10 10 11 11 12 12 12 12 16 16 17 17 17 17 17 17 18 19 20 21 21 21 1.1.10 Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.11 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.12 Further reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1.1.13 External links . . . . . . . . ....
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