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Fundamentals of Operations Mgmt Project Management September, 2012

Fundamentals of Operations Mgmt Project Management September, 2012. The Nature of Projects. One, or more, specific objectives Limited time frame Temporary organizational structure. The Key is to COMPLETE the work, achieve the RESULTS, and Move On. Background. Key Drivers Special needs

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Fundamentals of Operations Mgmt Project Management September, 2012

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  1. Fundamentals of Operations MgmtProject ManagementSeptember, 2012

  2. The Nature of Projects • One, or more, specific objectives • Limited time frame • Temporary organizational structure The Key is to COMPLETE the work, achieve the RESULTS, and Move On

  3. Background • Key Drivers • Special needs • Pressures for new or improves products or services • Critical Success Factors • Top-down commitment • Having a capable project manager • Having time to plan • Careful tracking and control • Good communications • Major Tools • Work breakdown structure • Network diagram • Gantt charts • Risk management

  4. Project Terminology • Activities • Work performed by project team members • Deliverable • A tangible or intangible object produced through project execution. A deliverable can be created from multiple smaller deliverables. • Milestone • A key event during the life of a project, usually completing project deliverables or other noteworthy achievement. • Dependencies • Any activities or deliverables that impact the schedule or quality of downstream project performance • Critical Path • The sequence of activities that must be completed on time for the entire project to be completed on schedule. It is the longest duration path through the work plan. If an activity on the critical path is delayed by one day, the entire project will be delayed by one day unless another activity on the critical path can be finished a day earlier than planned. Adapted from projectsmart.co.uk

  5. MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Gantt Charts Locate new facilities Interview staff Hire and train staff Select and order furniture Remodel and install phones Move in/startup Tasks Critical Path

  6. Plans are often made with Estimates; Progress must be monitored & Managed * From Cachon, Matching Supply with Demand, Third Edition, McGraw Hill Irwin

  7. Measurement and Exit Criteria • Schedule • Budget • Completion • Quality and Results from completion Project Managers often must INFLUENCE team members and others WITHOUT formal (Organizational Chart) authority

  8. An example of a Gantt Chart for this Class This Course and Semester are Projects Complete Final Draft Write First Draft Compare Book to Course Read Book 25-Oct 01-Nov 08-Nov 15-Novt 22-Novt 29-Nov In this example, you would know that you should start reading by Oct 25 to complete the assignment by Nov 29

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