...project. Fortunately, two closely related operations research techniques, PERT (program evaluation and review technique) and CPM (critical path method), are available to assist the project manager in carrying out these responsibilities. These techniques make heavy use of networks (as introduced in the preceding chapter) to help plan and display the coordination of all the activities. They also normally use a software package to deal with all the data needed to develop schedule information and then to monitor the progress of the project. Project management software, such as MS Project in your OR Courseware, now is widely available for these purposes. PERT and CPM have been used for a variety of projects, including the following types. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Construction of a new plant Research and development of a new product NASA space exploration projects Movie productions Building a ship Government-sponsored projects for developing a new weapons system Relocation of a major facility Maintenance of a nuclear reactor Installation of a management information system Conducting an advertising campaign PERT and CPM were independently developed in the late 1950s. Ever since, they have been among the most widely used OR techniques. The original versions of PERT and CPM had some important differences, as we will point out later in the chapter. However, they also had a great deal in common, and the two techniques have gradually merged further over the years. In fact, today’s...
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...product design) • Easier to respond to market changes • Fast feedback on quality problems • Delayed differentiation (Postponement) – Lower inventory costs (due to Little’s Law) Processing System Inputs Outputs Flow Time Analysis T Flow time = processing time + wait time (total time in the box) Presentation by Adam Fleischhacker Assistant Professor of Operations Management JP Morgan Chase Scholar University of Delaware Theoretical Flow Time is the time to process a typical flow unit assuming NO waiting. Wondershed Inc. : Schematic Representation Flowcharting Activity - Buffer Decision Physical flow Event Punch base Form base Punch roof Form roof Information flow See the total process; a systems view Define flow units and process boundaries Include only the key steps Clarify the level of detail needed. Processes can be broken down into sub-activities. On the other hand, cascading allows several activities to be combined in a single sub-process - Depicts resources required to carry out activities - Identify the processes that need attention (weak points) Start Start Sub assemble base Separate Sheet Activity A Activity B Activity C Assemble Inspect End End 1 9/28/2015 Wondershed Inc. Theoretical Flow Time Finding Theoretical Flow Time Sequential & Parallel Path 1: 1-3-5-7-8 (T1=80) Activity Times at Wonder Shed Inc. Activity Activity Time (minutes) ...
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...Final Questionnaire 2007 Health Insurance Survey Prepared by Princeton Survey Research Associates International for The Commonwealth Fund N=3500 adults 19 and older (sample drawn to over-represent low income households) June 6, 2007 (Final Field Version) INTRODUCTION: Hello, my name is _______ and I am calling for Princeton Survey Research International. We are conducting an important national opinion survey about health care. To make sure our survey includes many different kinds of families, I’m going to start with a few questions about who lives in your household. S1 First, how many adults age 19 or older live in your household? 00 __ 10 99 None–THANK AND TERMINATE RECORD EXACT NUMBER 1-9 10 or more Don’t know/Refused S2 IF ONLY ONE ADULT AGE 19+ IN HH (S1=1) May I please speak to that person? 1 2 3 9 Continue with current respondent–GO TO S5 New respondent being brought to phone–REPEAT INTRO EXCEPT LAST SENTENCE THEN GO TO S5 New respondent not available–SCHEDULE CALL BACK Refused–THANK AND TERMINATE S3 IF TWO ADULTS AGE 19+ IN HH (S1=2) May I please speak to the [ROTATE: younger/older] of those two people? 1 2 3 9 Continue with current respondent–GO TO S5 New respondent being brought to phone–REPEAT INTRO EXCEPT LAST SENTENCE THEN GO TO S5 New respondent not available–SCHEDULE CALL BACK Refused–THANK AND TERMINATE S4 IF THREE OR MORE PEOPLE AGE 19+ IN HH (S1=3-10 OR 99) May I please speak to the person age 19 or older who has had the most recent...
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...of year « n » Step-by-step approach or formula approach Use of spreadsheets (Excel) 1. Int. 2. Scope 3. Time 4. Cost 5. Quality 6. HR 7. Com. 8. Risk 9. Proc. Investment: basics Present value (PV) PV = FVn / (1+I)n Step-by-step approach and formula approach Finding the interest rate « i » ? Finding the number of years « n » ? 1. Int. 2. Scope 3. Time 4. Cost 5. Quality 6. HR 7. Com. 8. Risk 9. Proc. Investment: basics Annuities (ordinary) A series of payments over time At the end of each period Periods 0 5% 1 2 3 Payments -100€ -100€ -100€ 1. Int. 2. Scope 3. Time 4. Cost 5. Quality 6. HR 7. Com. 8. Risk 9. Proc. Annuities (due) At the beginning of each period Investment: basics Future value of an ordinary annuity With ⎡ (1 + I )n − 1⎤ FVAn = PMT ⎢ ⎥ I ⎣ ⎦ Interest rate I Series of payment (= constant payment) 1. Int. 2. Scope 3. Time 4. Cost 5. Quality 6. HR 7. Com. 8. Risk 9. Proc. Investment: basics Future value of an ordinary annuity Periods 0 r=5% 1 2 3 Cash Flow 100€ 100€ 100€ 100.00€ 105.00€ 110.25€ 1. Int. 2. Scope 3. Time 4. Cost 5. Quality 6. HR 7. Com. 8. Risk 9. Proc. FVA 315.25€ Investment: basics Present value of an ordinary annuity ⎡1 ⎤ 1 PVAn = PMT ⎢ − I I (1 + I ) n ⎥ ⎣ ⎦ With Interest rate « I » Series of payment « PMT » 1. Int. 2. Scope 3. Time 4. Cost 5. Quality 6. HR 7. Com. 8. Risk 9. Proc....
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...ITECH1005 BUSINESS INFORMATION SYSTEMS Title: Code: Formerly: Business Information Systems ITECH1005 CP571 Level: Teaching Period: Pre-requisites: Co-requisites: Exclusions: Progress Units: ASCED Code: Organisation: Introductory 2012/23 Nil Nil (CP571 and CP857 and ITECH5005) 15 Delivery Mode: C ou r Structure: This course will be taught in a 6-week block mode where the first 2 weeks will cover all lecture material and the first 8 weeks of labs. The remaining labs will be completed over the following four weeks. Type Name Room Telephone Email Timetable: Type Day Time Room Staff Additional consultation time can be booked by contacting the staff member concerned directly. Objectives: This course provides an introduction to business information systems, taking a problem-solving approach, by highlighting the issues faced by managers in identifying, capturing and systematising information in order to improve organisational performance. fdlGrades COURSEDESC_ITECH1005_SZP_2012-23.pdf se Regular semester D es cr 020399 ip tio n In co m CRICOS Provider Number: VIC 00103D, NSW 01266K, SA 02235J pl et e Author: Faezeh Afshar -P School / Division: School of Science, Information Technology and Engineering re vi ew us e Page: 1/7 on Course Description ly ITECH1005 BUSINESS INFORMATION SYSTEMS After successfully completing this course, students should be able to: Knowledge: • Skills: • • •...
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...|[|[pic] | |p| | |i| | |c| | |]| | |[| |[| |p|[pic] |p| |i|PERT requires three estimates of activity completion time, while CPM only requires a single estimate. |i| |c| |c| |]|[pic] |]| | |[pic] ...
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...Chapter 13 Project Management Characteristics of a “project”: ■ A project is unique (not routine), ■ A project is composed of interrelated sub-projects/activities, ■ It is associated woth a large investment. What is Project Management ■ To schedule and control the progress and cost of a project. PERT/CPM: ■ Input: – – – Activities in a project; Precedence relationships among tasks; Expected performance times of tasks. The earliest finish time of the project; The critical path of the project; The required starting time and finish time of each task; Probabilities of finishing project on a certain date; ... ■ Output: – – – – – PERT/CPM is supposed to answer questions such as: ■ How long does the project take? ■ What are the bottle-neck tasks of the project? ■ What is the time for a task ready to start? ■ What is the probability that the project is finished by some date? ■ How additional resources are allocated among the tasks? PERT Network: • • • • • It is a directed network. Each activity is represented by a node. An arc from task X to task Y if task Y follows task X. A ‘start’ node and a ‘finish’ node are added to show project start and project finish. Every node must have at least one outgoing arc except the ‘finish’ node. Example of Foundry Inc., p.523 Activity A B C D E F G H Immediate Predecessors A B C C D, E F, G PERT Network for Foundry Inc. Example Example of a Hospital Project: ...
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...Week 2: Homework 1. Problems 3.3 The critical path is ACFH and the time is 21 days 3.6 Critical path is B–D–E–G Total project takes 26 days Activity | Time | ES | EF | LS | LF | Slack | Critical | A | 2 | 0 | 2 | 13 | 15 | 13 | No | B | 5 | 0 | 5 | 0 | 5 | 0 | Yes | C | 1 | 0 | 1 | 11 | 12 | 11 | No | D | 10 | 5 | 15 | 5 | 15 | 0 | YES | E | 3 | 15 | 18 | 15 | 18 | 0 | YES | F | 6 | 1 | 7 | 12 | 18 | 11 | NO | G | 8 | 18 | 26 | 18 | 26 | 0 | YES | 3.7 There are four paths: Path | Hours | ACEG | 19.5 | BDFG | 24.9 | ACDFG | 28.7 | BEG | 15.7 | Grant Chart 3.15 ABEF: 6 weeks ACF: 7 weeks The critical path is ACF Activity | Time | ES | EF | LS | LF | Slack | Critical | A | 1 | 0 | 1 | 0 | 1 | 0 | YES | B | 1 | 1 | 2 | 2 | 3 | 1 | NO | C | 4 | 1 | 5 | 1 | 5 | 0 | YES | E | 2 | 2 | 4 | 3 | 5 | 1 | NO | F | 2 | 5 | 7 | 5 | 5 | 0 | YES | 3.18 We have: AD (11 weeks), B (8 weeks), CE (12 weeks). So CE is the critical path Activity | Daily Crash Cost | Maximum Crash | A | 100 | 1 day | B | 50 | 2 days | C | 100 | 1 day | D | 150 | 2 days | E | 200 | 3 days | So if Crash C by 1 day ($ 100) to 11 days Crash C by 1 day ($200) and A by 1 day ($100) to 10 days Crash E by 2 days ($400) and D by 2 days ($300) to 8 days Totally, the minimum cost of crashing by 4 days is: $100 + $200 +$100+$400+$300 = $1,100 2. Find a recent or historical news story about a major mismanaged project...
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...Week 5 Review Questions March 2, 2013 1. The project manager’s primary attention must be on activities that are on the project’s critical path because if there is any delay at all, it would cause the project to be delivered late. 2. For any activities on the critical path, there is zero amount of slack. For activities not on the critical path, the slack is calculated by subtracting the ES (earliest start) from the LS (latest start) or by subtracting the EF (earliest finish) from the LF (latest finish). 3. To determine the ES for a item with 2 predecessors, the project manager should look at each predecessor to see if either one of them or both of them are on the critical path. The ES is the later of the 2 predecessor’s LF. The LF for an activity with 2 successors is determined by looking at each successor’s LS and determining which one has an earlier LS. 4. All the activities on the project’s non-critical path will not have the same slack because each of them can have different predecessors and different successors and different timeframes. 5. A. 4 B. 2 & 3 C. 5 6. Dummy tasks are used in situations where 2 activities have the same starting and ending nodes to make sure to be able to distinguish between the activities and not have the 2 activities be considered the same activity. 7. Because task d is only 6 days and task c is over double than task d so we can safely assume that a merge problem won’t occur because in all likelihood, task d...
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...ST. MARY’S MEDICAL CENTER A. The network for the given problem is as shown below B. The various activities given in the case may be broken down into sub-activities as follows. a. Meet with department heads i. Fix appointments with department head ii. Prepare agenda and inform department heads as needed iii. Meet department heads and discuss plans b. Appoint move advisory committee iv. Decide broad advice required from advisory committee and identify skill sets needed v. Decide various members required for committee vi. Inform members and get responses vii. Replace members based on responses viii. Call committee meeting and help committee gel together ix. Release official committee appointment communication c. Plan PR activities x. Decide channels necessary xi. Decide whether to be done in company or to appoint agency xii. Decide channel-appropriate PR material xiii. Populate to appropriate people for approvals xiv. Deploy d. Meet with police department xv. Fix appointments with police department xvi. Prepare agenda and inform department as needed xvii. Meet police department and discuss plans xviii. Get necessary approvals e. Meet with city traffic engineers xix. Fix appointments with engineers xx. Prepare agenda and inform city traffic...
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... | | | |Predecessor(s) | |A |7 |-- | |B |2 |A | |C |4 |A | |D |4 |B, C | |E |4 |D | |F |3 |E | |G |5 |E | Draw the network diagram for this project 3. Developing the schedule a. Activity slack is calculated from four times for each activity • Earliest start time (ES) • Earliest finish time (EF)...
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...Problems Question 1 #1 c only, Be sure to 1) identify all of the paths in the diagram and their lengths, 2) indicate which is the critical path, 3) work out the ES, EF, LS, LF for each activity, 4) what are the slack times for each activity? Solution Path | Expected Path Time | 1-2-5-12-16 | 44 | 1-3-6-13-16 | 39 | 1-3-7-14-16 | 41 | 1-4-8-9-10-11-15-16 | 35 | 1-4-8-10-11-15-16 | 38 | The critical path in this diagram is 44, that is 1-2-5-12-16 as the slack time is 0. Activity | ES | EF | LF | LS | Slack | 1-2 | 0 | 10 | 10 | 0 | 0 | 2-5 | 10 | 24 | 24 | 10 | 0 | 5-12 | 24 | 37 | 37 | 24 | 0 | 12-16 | 37 | 44 | 44 | 37 | 0 | | | | | | | 1-3 | 0 | 14 | 19 | 5 | 5 | 3-6 | 14 | 29 | 34 | 19 | 5 | 6-13 | 29 | 35 | 40 | 34 | 5 | 13-16 | 35 | 39 | 44 | 40 | 5 | | | | | | | 1-3 | 0 | 14 | 14 | 0 | 3 | 3-7 | 14 | 25 | 28 | 17 | 3 | 7-14 | 25 | 38 | 41 | 28 | 3 | 14-16 | 38 | 41 | 44 | 41 | 3 | | | | | | | 1-4 | 0 | 3 | 9 | 6 | 6 | 4-8 | 3 | 11 | 17 | 9 | 6 | 8-10 | 11 | 15 | 21 | 17 | 6 | 10-11 | 15 | 22 | 28 | 21 | 6 | 11-15 | 22 | 28 | 34 | 28 | 6 | 15-16 | 28 | 38 | 44 | 34 | 6 | | | | | | | 1-4 | 0 | 3 | 12 | 9 | 9 | 4-8 | 3 | 11 | 20 | 12 | 9 | 8-9 | 11 | 12 | 21 | 20 | 9 | 10-11 | 12 | 19 | 28 | 21 | 9 | 11-15 | 19 | 25 | 34 | 28 | 9 | 15-16 | 25 | 35 | 44 | 34 | 9 | Question 7 Three recent college graduates have formed a partnership and have opened an advertising firm. Their...
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...Fundamentals of Project Management Third Edition This page intentionally left blank Fundamentals of Project Management Third Edition JAMES P. LEWIS American Management Association New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco Shanghai • Tokyo • Toronto • Washington, D.C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Lewis, James P., 1941– Fundamentals of project management / James P. Lewis.—3rd ed. p. cm. Includes bibliographical references and index. ISBN-10: 0-8144-0879-6 ISBN-13: 978-0-8144-0879-7 1. Project management. I. Title. HD69.P75L488 2007 658.4'04—dc22 2006019308 “PMI” and the PMI logo are service and trademarks of the Project Management Institute, Inc. which are registered in the United States of America and other nations; “PMP” and the PMP logo are certification...
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...Ejercicios 3, 5 y 6 paginas 173 -174 Ejercicio de Capacidad: Cámaras Fecha de Entrega: martes, 7 de mayo de 2013 Profesor: G. Molinari Curso: Plan de Control de Operaciones Ejercicios Take Home Examen 2, Plan de Control de Operaciones I. Ejercicios asignados del libro 1. Ejercicio 3, página 173 The MPS Planner at Murphy Motors uses MPS time-phased records for planning end-item production. The planner is currently working on a schedule for the P24, one of Murphy’s top-selling motors. The planner uses a production lot size of 70 and a safety stock of 5 for P24 motor. Datos: Item: P24 motor Lot Size: 70 Safety Stock: 5 (Datos en azul son provistos por el ejercicio) (a) Complete the MPS time-phased record for product P24 Item: P24 MPS | | | | | | | | Week | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | Forecast | 30 | 30 | 30 | 40 | 40 | 40 | 45 | 45 | Orders | 13 | 8 | 4 | | | | | | Projected Available Balance // 20 | 60 | 30 | 70 | 30 | 60 | 20 | 45 | 70 | Available to promise | 69 | | 66 | | 70 | | 70 | 70 | MPS | 70 | | 70 | | 70 | | 70 | 70 | (b) Can Murphy accept the following orders? Update the MPS time-phased record for accepted orders. ORDER | AMOUNT | DESIRED WEEK | 1 | 40 | 4 | 2 | 30 | 6 | 3 | 30 | 2 | 4 | 25 | 3 | Todas las órdenes pueden ser aceptadas por Murphy. Item: P24 MPS with orders | | | (Datos en azul son provistos por el ejercicio) | | | | Week | 1 | 2 | 3 | 4 | 5 | 6...
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...Point) Gantt charts fail to indicate the interdependence among project activities. (T or F) 4. (One Point) The critical path refers to the sequence of activities that represent the longest time path through a project network. (T or F) 5. (One Point) The term total slack refers to the amount of time an activity can be delayed without delaying the start of a subsequent activity. (T or F) 6. (One Point) It is possible to delay the start of a non-critical activity and, in the process, make a following activity critical. (T or F) 7. (One Point) List the four sequential stages of team development: ANSWER: 8. (One Point) Which one of the following is not a critical time estimate for a Beta distribution? a. optimistic time. b. pessimistic time. c. most likely time. d. expected time. 9. (One Point) The five functions of a manager are? ANSWER: 10. (One Point) What would be a good mantra for a project manager? (It describes how a project Manager’s performance will be judged.) ANSWER: 11. (Ten points) Critical Path Method Problem: Schedule the following activities using CPM Activity Immediate Predecessor Time (weeks) O - 3 A - 1 B A 4 C O, A 8 D B 2 E C, D 5 F D 2...
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