Kuliah MO Ext 09 Sesi 7 - Ch 3

8/9/2019 Kuliah MO Ext 09 Sesi 7 - Ch 3

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2006 Prentice Hall, Inc. 3 1

OperationsManagement

Chapter 3 Project Management

2006 Prentice Hall, Inc.

PowerPoint presentation to accompanPowerPoint presentation to accompanHei!er"#en$erHei!er"#en$erPrinciples o% Operations Management, 6ePrinciples o% Operations Management, 6eOperations Management, &eOperations Management, &e


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Bechtel ProjectsBechtel Projects

Restoring over 650 oil wells in Kuwait left ablazeRestoring over 650 oil wells in Kuwait left ablazeor uncapped after Desert Storor uncapped after Desert Stor

Building !6 assive distribution centers in justBuilding !6 assive distribution centers in just

two "ears for the internet copan" #ebvantwo "ears for the internet copan" #ebvan$roup$roup

%onstructing &0 high'securit" data centers%onstructing &0 high'securit" data centersworldwide for ()uini*+ ,nc-worldwide for ()uini*+ ,nc-

Building and running a rail line between .ondonBuilding and running a rail line between .ondonand the %hannel /unnel 12-6 billion3and the %hannel /unnel 12-6 billion3

Developing an oil pipeline fro the %aspian SeaDeveloping an oil pipeline fro the %aspian Searegion to Russia 1450 illion3region to Russia 1450 illion3


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Bechtel ProjectsBechtel Projects

(*panding the Dubai irport in the ( 1600(*panding the Dubai irport in the ( 1600illion3+ and the 7iai irport in 8lorida 1!illion3+ and the 7iai irport in 8lorida 1!billion3billion3

Building li)uid natural gas plants in 9een 1!Building li)uid natural gas plants in 9een 1!billion3 and in /rinidad+ #est ,ndies 1: billion3billion3 and in /rinidad+ #est ,ndies 1: billion3

Building a new subwa" for thens+ $reece 1!-6Building a new subwa" for thens+ $reece 1!-6billion3billion3

%onstructing a natural gas pipeline in /hailand%onstructing a natural gas pipeline in /hailand1;00 illion31;00 illion3

Building a highwa" to lin< the north and south ofBuilding a highwa" to lin< the north and south of%roatia 1&0& illion3%roatia 1&0& illion3


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Strategic ,portance ofStrategic ,portance ofProject 7anageentProject 7anageent

Bechtel Kuwait Project=Bechtel Kuwait Project=

4+000 wor


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Strategic ,portance ofStrategic ,portance ofProject 7anageentProject 7anageent

7icrosoft #indows .onghorn Project7icrosoft #indows .onghorn Project==

hundreds of prograershundreds of prograers

illions of lines of codeillions of lines of code illions of dollars costillions of dollars cost

8ord Redesign of 7ustang Project=8ord Redesign of 7ustang Project=

250 eber project tea250 eber project tea

%ost 1;00'illion%ost 1;00'illion

!5> faster and &0> cheaper than!5> faster and &0> cheaper thancoparable project at 8ordcoparable project at 8ord


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Single unitSingle unit

7an" related activities7an" related activities

Difficult production planning andDifficult production planning andinventor" controlinventor" control

$eneral purpose e)uipent$eneral purpose e)uipent

?igh labor s


7/100 2006 Prentice Hall, Inc. 3 7

(*aples of Projects(*aples of Projects

Building %onstructionBuilding %onstruction

Research ProjectResearch Project



Project @rganizationProject @rganization

#or



7anageent of Projects7anageent of Projects

PlanningPlanning' goal setting+ defining the' goal setting+ defining theproject+ tea organizationproject+ tea organization

SchedulingScheduling' relates people+ one"+' relates people+ one"+and supplies to specific activitiesand supplies to specific activitiesand activities to each otherand activities to each other

%ontrolling%ontrolling' onitors resources+' onitors resources+costs+ )ualit"+ and budgetsA revisescosts+ )ualit"+ and budgetsA revisesplans and shifts resources to eetplans and shifts resources to eettie and cost deandstie and cost deands



PlanningPlanning

@bjectives@bjectives

ResourcesResources#or< brea



Project Planning+Project Planning+

Scheduling+ and %ontrollingScheduling+ and %ontrolling

Figure 3.1Figure 3.1

BeforeBefore Start of projectStart of project DuringDuring

projectproject /ieline/ieline projectproject








Budgets

Dela"ed activities reportSlac< activities report

/iecost estiatesBudgets(ngineering diagras

%ash flow charts7aterial availabilit" details

%P7P(R/$antt charts7ilestone charts%ash flow schedules



(stablishing objectives(stablishing objectives

Defining projectDefining project

%reating wor



@ften teporar" structure@ften teporar" structure

ses specialists fro entire copan"ses specialists fro entire copan"

?eaded b" project anager?eaded b" project anager %oordinates activities%oordinates activities

7onitors schedule7onitors scheduleand costsand costs

PeranentPeranentstructure calledstructure calledEatri* organizationFEatri* organizationF

Project @rganizationProject @rganization



Saple Project Saple Project

@rganization@rganization

TestEngineer

MechanicalEngineer

Project 1Project 1 Project

Manager

Technician

Technician

Project 2Project 2 Project

Manager

ElectricalEngineer

ComputerEngineer

Marketing FinanceHuman

Resources

Design Quality

Mgt

Prouction

Presient



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7atri* @rganization7atri* @rganization

7ar


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/he Role of/he Role of

the Project 7anagerthe Project 7anager

?ighl" visible?ighl" visible

Responsible for a


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/he Role of/he Role of

the Project 7anagerthe Project 7anager

?ighl" visible?ighl" visible

Responsible for a


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#or< Brea


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#or< Brea


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,dentif"ing precedence,dentif"ing precedencerelationshipsrelationships

Se)uencing activitiesSe)uencing activitiesDeterining activit" ties costsDeterining activit" ties costs

(stiating aterial and wor


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Purposes of ProjectPurposes of Project

SchedulingScheduling:-:- Shows the relationship of each activit" toShows the relationship of each activit" to

others and to the whole projectothers and to the whole project

!-!- ,dentifies the precedence relationships,dentifies the precedence relationshipsaong activitiesaong activities

&-&- (ncourages the setting of realistic tie(ncourages the setting of realistic tie

and cost estiates for each activit"and cost estiates for each activit"2-2- ?elps a


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$antt chart$antt chart

%ritical Path 7ethod%ritical Path 7ethod

%P73%P73 Progra (valuationProgra (valuation

and Reviewand Review/echni)ue P(R/3/echni)ue P(R/3

Project 7anageentProject 7anageent/echni)ues/echni)ues


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Siple $antt %hart Siple $antt %hart

/ie 8 7 7 S

DesignProtot"pe

/est

ReviseProduction


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Passengers

Baggage

8ueling

%argo and ail

$alle" servicing

.avator" servicingDrin


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Project %ontrol ReportsProject %ontrol Reports

Detailed cost brea


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Cetwor< techni)uesCetwor< techni)ues

Developed in :M50FsDeveloped in :M50Fs

%P7 b" DuPont for cheical plants :M5;3%P7 b" DuPont for cheical plants :M5;3

P(R/ b" Booz+ llen ?ailton with theP(R/ b" Booz+ llen ?ailton with the-S- Cav"+ for Polaris issile :M543-S- Cav"+ for Polaris issile :M543

%onsider precedence relationships and%onsider precedence relationships and

interdependenciesinterdependencies (ach uses a different estiate of(ach uses a different estiate of

activit" tiesactivit" ties

P(R/ and %P7P(R/ and %P7


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Si* Steps P(R/ %P7Si* Steps P(R/ %P7

:-:- Define the project and prepare theDefine the project and prepare thewor< brea


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Si* Steps P(R/ %P7Si* Steps P(R/ %P7

2-2- ssign tie andor cost estiatesssign tie andor cost estiatesto each activit"to each activit"

5-5- %opute the longest tie path%opute the longest tie paththrough the networ


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:- #hen will the entire project becopletedN

!- #hat are the critical activities or tas


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5- ,s the project on schedule+ behindschedule+ or ahead of scheduleN

6- ,s the one" spent e)ual to+ less than+ orgreater than the budgetN

;- re there enough resources available tofinish the project on tieN

4- ,f the project ust be finished in a shortertie+ what is the wa" to accoplish thisat least costN

Ouestions P(R/ %P7Ouestions P(R/ %P7

%an nswer%an nswer


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%oparison of @C and %oparison of @C and@ Cetwor< %onventions@ Cetwor< %onventions

ctivit" on ctivit" ctivit" onCode @C3 7eaning rrow @3

coes before

B+ which coesbefore %a3 B % B %

and B ust bothbe copletedbefore % can start

b3

%%

B

B

B and % cannotbegin until iscopleted

c3

B

%

B

%Figure 3.5Figure 3.5


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% and D cannotbegin until and B haveboth beencopleted

d3

B

%

D B

%

D

% cannot beginuntil both and Bare copletedA Dcannot begin untilB is copleted- du" activit" isintroduced in @

e3%

B D

Du" activit"

B

%

D



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B and % cannotbegin until iscopleted- Dcannot beginuntil both B and% are copleted-

du"activit" is againintroduced in

@-

f3

%

DB B

%

D

Du"

activit"



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@C (*aple@C (*aple

ctivit"ctivit" DescriptionDescription,ediate,ediate

PredecessorsPredecessors

Build internal coponentsBuild internal coponents

BB 7odif" roof and floor7odif" roof and floor

%% %onstruct collection stac


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@C Cetwor< for@C Cetwor< for

7ilwau


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@C Cetwor< for@C Cetwor< for

7ilwau


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??

,nspect,nspect/est3/est3

;;Du"Du"ctivit"ctivit"

@ Cetwor< for@ Cetwor< for

7ilwau


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Deterining the ProjectDeterining the Project

ScheduleSchedulePerfor a %ritical Path nal"sisPerfor a %ritical Path nal"sis

/he critical path is the longest path/he critical path is the longest path

through the networ


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ctivit" Description /ie wee


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Table 3.2Table 3.2

ctivit" Description /ie wee


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ctivit" Caeor S"bol

(arliestStart

(S(arliest8inish(8

.atestStart

.S .atest8inish

.8

ctivit" Duration

2


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8orward Pass8orward Pass

Begin at starting event and wor< forwardBegin at starting event and wor< forward

(arliest Start /ie Rule=

,f an activit" has onl" one iediatepredecessor+ its (S e)uals the (8 of thepredecessor

,f an activit" has ultiple iediatepredecessors+ its (S is the a*iu of

all the (8 values of its predecessors

(S 7a* (8 of all iediate predecessors3


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8orward Pass8orward Pass

Begin at starting event and wor< forwardBegin at starting event and wor< forward

(arliest 8inish /ie Rule=

/he earliest finish tie (83 of an activit"is the su of its earliest start tie (S3and its activit" tie

(8 (S ctivit" tie


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(S(8 Cetwor< for(S(8 Cetwor< for

7ilwau


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B

3


7ilwau


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%

2

2 4


7ilwau


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%

2

2 4


7ilwau


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D

4

3 7

%

2

2 4


7ilwau


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(

4

8

3

$

5

?

2

4 8 13 15

4

8 13

7

D

4

3 7

%

2

2 4


7ilwau


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Bac


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Bac


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.S.8 /ies for.S.8 /ies for

7ilwau


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7ilwau


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7ilwau


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.S.8 /ies for.S.8 /ies for7ilwau


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%oputing Slac< /ie%oputing Slac< /ie

fter coputing the (S+ (8+ .S+ and .8 tiesfter coputing the (S+ (8+ .S+ and .8 tiesfor all activities+ copute the slac< or freefor all activities+ copute the slac< or freetie for each activit"tie for each activit"

Slac< is the length of tie an activit" canbe dela"ed without dela"ing the entire

project

Slac< .S G (S or Slac< .8 G (8


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%oputing Slac< /ie%oputing Slac< /ie

(arliest (arliest .atest .atest @nStart 8inish Start 8inish Slac< %ritical

ctivit" (S (8 .S .8 .S G (S Path

0 2 0 2 0 9es

B 0 3 1 4 1 Co% 2 4 2 4 0 9esD 3 7 4 8 1 Co( 4 8 4 8 0 9es8 4 7 10 13 6 Co$ 8 13 8 13 0 9es? 13 15 13 15 0 9es

Table 3.3Table 3.3


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%ritical Path for%ritical Path for7ilwau


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(S G (8 $antt %hart(S G (8 $antt %hart

for 7ilwau


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.S G .8 $antt %hart.S G .8 $antt %hart

for 7ilwau


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%P7 assues we


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/hree tie estiates are re)uired/hree tie estiates are re)uired

@ptiistic tie a3 G if ever"thing goes@ptiistic tie a3 G if ever"thing goes

according to planaccording to plan7ost7ostGGli


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(stiate follows beta distribution(stiate follows beta distribution

Lariabilit" in ctivit" /iesLariabilit" in ctivit" /ies

(*pected tie=(*pected tie=

Lariance of ties=Lariance of ties=

t t ((a a 44++ bb)/6)/6

v v [([(bb aa)/6])/6]22


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(stiate follows beta distribution(stiate follows beta distribution

Lariabilit" in ctivit" /iesLariabilit" in ctivit" /ies

(*pected tie=(*pected tie=

Lariance of ties=Lariance of ties=

t t ((a a 44++ bb)/6)/6

v v [([(bb aa)/6]2)/6]2 Probabilit"of 1in 100of b occurring

Probabilit" of1 in 100 of! a occurring

Probabilit"

@ptiistic/ie a3

7ost .i


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%oputing Lariance%oputing Lariance

7ost (*pected @ptiistic .i


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Probabilit" of ProjectProbabilit" of Project%opletion%opletion

Project variance is coputed b"Project variance is coputed b"suing the variances of criticalsuing the variances of criticalactivitiesactivities

22 Project variance Project variance

((variances of activitiesvariances of activities

on critical pathon critical path))

p

P b bili f P jP b bilit f P j t


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Project variance is coputed b"Project variance is coputed b"suing the variances of criticalsuing the variances of criticalactivitiesactivitiesProject variance

2 " .11 + .11 + 1.00 + 1.78 + .11 " 3.11

#r$%e&' 'a*ar* *eia'i$

p " #r$%e&' aria&e

" 3.11 " 1.76 ee-

p

P b bilit f P j tP b bilit f P j t


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P(R/ a


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Standard deviation" 1.76 wee


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#hat is the probabilit" this project can#hat is the probabilit" this project canbe copleted on or before thebe copleted on or before the 1616wee


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#hat is the probabilit" this project can#hat is the probabilit" this project canbe copleted on or before the :6 wee


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/ie

Probabilit"/ 16 wee


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Deterining ProjectDeterining Project%opletion /ie%opletion /ie

Probabilit"of 0.01

T

Figure 3.17

8ro ppendi* ,

Probabilit"of 0.99

2.33 Standarddeviations

0 2.33


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Lariabilit" of %opletionLariabilit" of %opletion

/ie for Concritical Paths/ie for Concritical Paths Lariabilit" of ties for activities onLariabilit" of ties for activities on

noncritical paths ust benoncritical paths ust be

considered when finding theconsidered when finding theprobabilit" of finishing in aprobabilit" of finishing in aspecified tiespecified tie

Lariation in noncritical activit" a"Lariation in noncritical activit" a"cause change in critical pathcause change in critical path


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#hat Project 7anageent#hat Project 7anageent

?as Provided So 8ar?as Provided So 8ar /he projectFs e*pected copletion tie/he projectFs e*pected copletion tie

isis 1515wee


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/rade'@ffs nd Project/rade'@ffs nd Project

%rashing%rashing

/he project is behind schedule/he project is behind schedule

/he copletion tie has been/he copletion tie has beenoved forwardoved forward

,t is not uncoon to face the,t is not uncoon to face thefollowing situations=following situations=

Shortening the duration of theproject is called project crashing


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8actors to %onsider #hen8actors to %onsider #hen

%rashing Project%rashing Project /he aount b" which an activit" is/he aount b" which an activit" is

crashed is+ in fact+ perissiblecrashed is+ in fact+ perissible

/a


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Steps in Project %rashingSteps in Project %rashing

:-:- %opute the crash cost per tie period-%opute the crash cost per tie period-,f crash costs are linear over tie=,f crash costs are linear over tie=

%rash cost%rash costper periodper period

""%rash cost G Coral cost3%rash cost G Coral cost3

Coral tie G %rash tie3Coral tie G %rash tie3

!-!- sing current activit" ties+ find thesing current activit" ties+ find the

critical path and identif" the criticalcritical path and identif" the criticalactivitiesactivities


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&-&- ,f there is onl" one critical path+ then,f there is onl" one critical path+ thenselect the activit" on this critical pathselect the activit" on this critical paththat a3 can still be crashed+ and b3 hasthat a3 can still be crashed+ and b3 hasthe sallest crash cost per period- ,fthe sallest crash cost per period- ,fthere is ore than one critical path+ thenthere is ore than one critical path+ thenselect one activit" fro each critical pathselect one activit" fro each critical pathsuch that a3 each selected activit" cansuch that a3 each selected activit" canstill be crashed+ and b3 the total crashstill be crashed+ and b3 the total crash

cost of all selected activities is thecost of all selected activities is thesallest- Cote that a single activit" a"sallest- Cote that a single activit" a"be coon to ore than one criticalbe coon to ore than one critical

path-path-


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2-2- pdate all activit" ties- ,f the desiredpdate all activit" ties- ,f the desireddue date has been reached+ stop- ,f not+due date has been reached+ stop- ,f not+return to Step !-return to Step !-


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%rashing /he Project%rashing /he Project

/ie #


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%rash and Coral /ies%rash and Coral /iesand %osts for ctivit" Band %osts for ctivit" B

V V V

:: !! && /ie #ee


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%ritical Path nd Slac< /ies%ritical Path nd Slac< /ies8or 7ilwau


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dvantages of P(R/%P7dvantages of P(R/%P7

:-:- (speciall" useful when scheduling and(speciall" useful when scheduling andcontrolling large projectscontrolling large projects

!-!- Straightforward concept and notStraightforward concept and not

atheaticall" cople*atheaticall" cople*

&-&- $raphical networ


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dvantages of P(R/%P7dvantages of P(R/%P7

5-5- Project docuentation and graphicsProject docuentation and graphicspoint out who is responsible for variouspoint out who is responsible for variousactivitiesactivities

6-6- pplicable to a wide variet" of projectspplicable to a wide variet" of projects

;-;- seful in onitoring not onl" schedulesseful in onitoring not onl" schedulesbut costs as wellbut costs as well


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:-:- Project activities have to be clearl"Project activities have to be clearl"defined+ independent+ and stable in theirdefined+ independent+ and stable in theirrelationshipsrelationships

!-!- Precedence relationships ust bePrecedence relationships ust bespecified and networ


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sing 7icrosoft Projectsing 7icrosoft Project

#r$gra 3.1


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#r$gra 3.2


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#r$gra 3.3


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#r$gra 3.4


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#r$gra 3.5


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#r$gra 3.6


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#r$gra 3.7

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Kuliah MO Ext 09 Sesi 7 - Ch 3

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