成本與進程管理

1、june 2002 mjoseph 200283backward passs tartprepareappetizers es ls ef lf03 03 09 0909015 015 01 501 801 801 803 07 57590en dshop foringredients es ls ef lf60pre pareingredients60 es ls ef lfmakemunu30 es ls ef lfcookfood30 es ls ef lf60w ashtableware45 es ls ef lfsettable15es ls ef lfservedi nner0 e

2、s ls ef lf03030909 015 01501801801803075759 0303 090901 501 501801801 8001 651 2016518 012018 0june 2002 mjoseph 200284critical path0303 09 09 09 015015015 018 018 018 03 07 57 590starte ndshop foringredients es ls ef lf60prepareingredients60 es ls ef lfmakemunu30 es ls ef lfcookfood30 es ls ef lfp

3、re parea ppetizers60 es ls ef lfwashtableware45 es ls ef lfsettable15 es ls ef lfserved inner0 es ls ef lf030909 0901501 501 501801 801803 07 575903030909 01 501 5018018 018001 651201 651801 201803 0june 2002 mjoseph 200285exerciseconsider the data, on the next page, for a small software development

4、project (all times are in days).a. draw a network diagram representing the project. put the nodenumbers in circles and draw arrows from node to node, labelingeach arrow with the activity letter and estimated time.b. determine how many paths there are in this network diagram, andlist the paths and th

5、eir lengths. for example, a path might bewritten as a-b-e-f-l with a length of 12 days.c. what is the critical path for this project and how long is it?d. what is the shortest time in which this project can be completed?e. can the critical path ever change on a project?f. can there be more than one

6、critical path?june 2002 mjoseph 200286exercise (cont抎)activity initial node final node estimated time a 122 b 134 c 245 d 256 e 352 f 363 g 472 h 582 i 594 j 696 k 781 l 8 103 m 9 104june 2002 mjoseph 200287time constraint030309 09 09 0150150150180180180307 57 590startendshop foringredients es ls ef

7、 lf60prepareingredients6 0 es ls ef lfmakemunu30 es ls ef lfcookfood30 es ls ef lfpreparea ppetizers6 0 es ls ef lfw ashtableware45es ls ef lfse ttable1 5 es ls ef lfserved inner0 es ls ef lf03090909 01501501 501801 8018030757 590-30-3030309090120120120-601651201 651801 2018030june 2002 mjoseph 2002

8、88adjusted pert chart030309 09 09 0150150150180180180307 56 09 0startendshop foringredients es ls ef lf60prepareingredients60 es ls ef lfmakemunu30 es ls ef lfcookfood30 es ls ef lfpreparea ppetizers60 es ls ef lfw ashtableware45es ls ef lfse ttable15 es ls ef lfserved inner0 es ls ef lf01560606 09

9、0120901 201201 20156 07 5751 515606090901201201200105601 051 206 01 2015june 2002 mjoseph 200289resource limitationid12345678task nametask atask btask ctask dtask etask ftask gfinishstart date1/23/951/23/952/2/952/2/952/13/952/21/952/13/952/27/95end date2 /1/952/ 10/952 /6/952 /8/952/ 15/952/ 22/952

10、/ 27/952/ 27/958d15d3d5d3d2d11d0djanuaryfebruary1995durationsenior worker 16.080 .0 80.080.0 120.0 88.0 16.0he lper 8.024 .0 24.019.240.0 40.0 8.0s chedule showing e ar liest poss ib le finishjune 2002 mjoseph 200290resource limitation (cont抎)id12345678task nametask atask btask ctask dtask etask fta

11、sk gfinishstart date1/23/951/23/952/2/952/28/952/28/953/7/952/13/953/13/95end date2 /1/952/ 10/952 /6/953 /6/953 /2/953 /9/952/ 27/953/ 13/958d15d3d5d3d3d11d0dsenior worker 16.080 .0 64.040.0 80.0 64.0 80.0 48.8 8.0he lper 8.024 .0 16.0 8.040.032.0 17.6 12.0 2.4s ch ed ule with resou rc e levelingja

12、nuaryfebruarymarch1995durationdesign structure matrixjune 2002 mjoseph 200292background? steps in a project represent a system? system: group of elements which are tiedtogether by common flows of materials ans/orinformation? systems analysis is also known as processanalysis and operations research?

13、investigates the basic structure of the system(process) to explore alternative processes andoverall system efficiencyjune 2002 mjoseph 200293what is a design structurematrix? basic tool of systems analysis? a directional graph that depicts relations ship ofelements? lists all activities, the informa

14、tion flow, anddependency patterns? a basic tool for managing complex projectsjune 2002 mjoseph 200294samplea c t iv it ie sabcdefghijklmnr e ce i v e sp e c i fi c a ti o naag e n e ra tec o n c e p tbxbd e si g nb e tac a rtrid g e scxxcp ro d u c e b e tac a rtrid g e sdxdd e ve l o p te sti n g p

15、 ro g ra mexxxet e st b e tac a rtrid g e sfxxxfd e si g np ro d u c ti o nca rti tri d g e s gxxxxgxxd e si g nm o l dhxxxxhxd e si g na sse m p lyto o l i n gixxip u rc h a sem f ge q u ip m e n tjxxxjf a b ri c a tem o l d skxkd e b u gm o l d slxxxlc e rti fyca rtrid g emxxmi n i ti a l p ro d u

16、 c ti o nru nnxxxnjune 2002 mjoseph 200295recyclegetsocksgetshoesputonshoesputonsocksinspectshoesg e t s o c k s1g e t s h o e s2xp u t o ns h o e sx3p u t o ns o c k sxx4in sp e c t s h o e sx5june 2002 mjoseph 200296recycle (continued)getshoesinspectshoesgetsocksputonshoesputonsocksg e t s h o e s

17、1xin sp e c t s h o e sx2g e t s o c k s3p u t o ns h o e sx4p u t o ns o c k sxx5june 2002 mjoseph 200297build a dsm for projectmanagement? start with a wbs? list the work packages as the rows and columnsof a square matrix in the same order? reading across the rows gives the inputsnecessary for a p

18、articular task? down the columns shows where the outputs fromeach task are used? real advantage is to find the most efficient tasksequence? this allows constructing a workable pertdiagramjune 2002 mjoseph 200298familiar exampleabcdefghip re p a res a n d w ic h e sa1g a t h e r e q u ip m a n tbp a

19、c klu n c hcx1xxp re p a rele m o n a d ed1p re p a rem u n c h ie se1p a c kc a rfxx1d rivec a r t og a ss t a t io ngx1g a su phx1d rivetop ic n icix11.l is t a ll t a s k s h o rizo nt a llya n dve rt ic a llyint h es a m eo rd e r2.a c ro s se a c hro wc orre s p o n d in gt oat a s k , m a rko ff t h e o t h e r t a s k st h a t s u p p lyn e c e s s a ryin fo rma t io n.june 2002 mjoseph 200299example (cont抎)abdecfghip re p a res a n d w ic h e sa1g a t h e r e q u ip m a n tbp re p a rel