Review for FinalReview for Final

Final will take place Monday, Final will take place Monday, This roomThis room

FormatFormat

85 multiple choice worth 50%85 multiple choice worth 50% 4 discussion problems worth 50%4 discussion problems worth 50%

exam is closed exam is closed notes/closed booknotes/closed book

Exam will be Exam will be comprehensivecomprehensive

BringBring

PencilsPencils CalculatorCalculator Orange Scantron sheetOrange Scantron sheet appetiteappetite

ContentContent

We have covered Chapters We have covered Chapters 2,3,4,6,7,9,10,11,12,13,14,152,3,4,6,7,9,10,11,12,13,14,15

material on project managementmaterial on project management Goldratt’s Critical ChainGoldratt’s Critical Chain At least half of the material will At least half of the material will

come from the last third of the come from the last third of the coursecourse

Typical discussion Typical discussion problemsproblems

Construct an activity on node Pert chart from a Construct an activity on node Pert chart from a table; Determine duration, ES, EF, LS, and LFtable; Determine duration, ES, EF, LS, and LF

Perform earned value analysis:BCWP, BCWS, Perform earned value analysis:BCWP, BCWS, ACWP, CV,SVACWP, CV,SV

Perform crashing of networksPerform crashing of networks PERTPERT Aggregate production planningAggregate production planning A business process re-engineering problemA business process re-engineering problem A quality control chartA quality control chart A simple house of quality (QFD) problemA simple house of quality (QFD) problem

Why has Project Why has Project Management become so Management become so in-vogue?in-vogue?

diversity of new products and product markets

shorter life span of products rapid technological changes

What are the major What are the major reasons for project failure?reasons for project failure?

Inadequate conceptualization and Inadequate conceptualization and definitiondefinition• Specifically, inadequate requirementsSpecifically, inadequate requirements

Absence of a planAbsence of a plan Unavailable resources when neededUnavailable resources when needed Scope and hope creepScope and hope creep Unresponsive contractors who Unresponsive contractors who

deliver their product latedeliver their product late

What are the four stages What are the four stages of the project lifecycle?of the project lifecycle?

Conceptualization and DefinitionConceptualization and Definition Planning and BudgetingPlanning and Budgeting Execution and ControlExecution and Control Termination and closureTermination and closure

In which of these stages is In which of these stages is a WBS started?a WBS started?

Conceptualization and DefinitionConceptualization and Definition• First 3 levelsFirst 3 levels

{The WBS is usually finished in the {The WBS is usually finished in the Planning and Budgeting stage}Planning and Budgeting stage}

What are the nine What are the nine knowledge areas?knowledge areas?

Scope Scope managementmanagement

Time Time managementmanagement

Cost managementCost management Quality Quality

managementmanagement Integration Integration

managementmanagement

Risk managementRisk management Procurement Procurement

managementmanagement Human resource Human resource

managementmanagement Communications Communications

managementmanagement

In which stage is scope In which stage is scope management most management most important?important?

The first stage: Conceptualization The first stage: Conceptualization and Definition and Definition

Activity definition is ___Activity definition is ___

a subprojecta subproject a processa process a problema problem a plana plan

WHICH???WHICH???

Activity definition is part of Activity definition is part of what knowledge area?what knowledge area?

Time managementTime management

Project Scope Project Scope Management ProcessesManagement Processes

InitiationInitiation Scope PlanningScope Planning

• Construction of the WBSConstruction of the WBS Scope DefinitionScope Definition

• Product scopeProduct scope• Project scopeProject scope

Scope VerificationScope Verification Scope Change ControlScope Change Control

Project Time Management Project Time Management ProcessesProcesses

Activity DefinitionActivity Definition Activity SequencingActivity Sequencing Activity Duration EstimatingActivity Duration Estimating Schedule DevelopmentSchedule Development Schedule ControlSchedule Control

Project Cost Management Project Cost Management ProcessesProcesses

Resource PlanningResource Planning Cost EstimatingCost Estimating Cost BudgetingCost Budgeting Cost ControlCost Control

Project Quality Project Quality Management ProcessesManagement Processes

Quality PlanningQuality Planning Quality AssuranceQuality Assurance Quality ControlQuality Control

The main purpose of a The main purpose of a project plan is ____project plan is ____

acquire resourcesacquire resources

guide project guide project executionexecution..

meet standards expectations.meet standards expectations. reduce risk.

The most important The most important output of project output of project execution isexecution is

Work productsWork products Not---change requestsNot---change requests Not—the WBSNot—the WBS

What are the five steps of What are the five steps of the Theory of Constraints the Theory of Constraints (Goldratt)?(Goldratt)?

IDENTIFY the project constraint Decide how to EXPLOITE that

constraint SUBORDINATE everything to that

decision ELEVATE the system’s constraint Go back to step a

NOT…NOT…

SUBORIDNATE that decision to SUBORIDNATE that decision to everything elseeverything else

You should knowYou should know

How to construct a PERT chart How to construct a PERT chart from a tablefrom a table

How to construct a Gantt chart How to construct a Gantt chart from a tablefrom a table

How to perform PERT crashing How to perform PERT crashing How to do EVAHow to do EVA

Questions about MS Questions about MS ProjectProject

Which key for subordinationWhich key for subordination Which key for linkingWhich key for linking How to view project duration and How to view project duration and

cost on the project information cost on the project information dialog boxdialog box

How to see all of the activity costsHow to see all of the activity costs

For MS Project to cost your For MS Project to cost your project, it needs to knowproject, it needs to know

Resource hourly costsResource hourly costs Activity fixed costsActivity fixed costs THIS IS ALLTHIS IS ALL

In MS Project, durations of In MS Project, durations of phasesphases

Containing one of more Containing one of more subordinate tasks can be specified subordinate tasks can be specified only by MS Projectonly by MS Project

Task info is entered in Task info is entered in which view of MS Project, which view of MS Project, usually??usually??

The Gantt view, using the entry The Gantt view, using the entry tabletable

When using the standard When using the standard calendar, MS Project calendar, MS Project assumes assumes

8-hour work days8-hour work days No work on Sat or SunNo work on Sat or Sun

Questions over Questions over CRITICAL CRITICAL CHAINCHAIN

Major conclusions, Major conclusions, recommendationsrecommendations

Goldratt’s view of EVAGoldratt’s view of EVA What to MeasureWhat to Measure What to Focus onWhat to Focus on

More Questions on More Questions on CRITICAL CHAINCRITICAL CHAIN

To avoid non critical paths from To avoid non critical paths from becoming critical you should…becoming critical you should…

Critical chain is the sequence of Critical chain is the sequence of tasks performed by key persons tasks performed by key persons both on and off the critical pathboth on and off the critical path

Measurements shouldMeasurements should

Induce the parts to always do what Induce the parts to always do what is good for the system as a wholeis good for the system as a whole

Why does Goldratt not like Why does Goldratt not like BCWP, BCWS, ACWP?BCWP, BCWS, ACWP?

Because they have no sensitivity Because they have no sensitivity to the critical pathto the critical path

If you have task on the If you have task on the critical path andcritical path and

Your time to complete that task Your time to complete that task has arrived, then Goldratt has arrived, then Goldratt recommends that you drop recommends that you drop everything and just focus on that everything and just focus on that task until you get it done!!task until you get it done!!

Notes on shortening Notes on shortening project durationsproject durations

This must be done in the Planning and This must be done in the Planning and Budgeting stageBudgeting stage

CrashingCrashing• Reducing the duration of tasks on the critical pathReducing the duration of tasks on the critical path

Fast-trackingFast-tracking• Starting tasks soonerStarting tasks sooner

Adding resources??Adding resources?? Checking for parallelism opportunities in the Checking for parallelism opportunities in the

scheduleschedule• Pull as much work off of the critical path as you Pull as much work off of the critical path as you

cancan

More Tips on shortening More Tips on shortening project durationsproject durations

REUSE, REUSE, REUSEREUSE, REUSE, REUSE Do it right the first timeDo it right the first time Avoid changes to requirementsAvoid changes to requirements

More techniques for More techniques for shortening projectsshortening projects

Scrub the requirementsScrub the requirements• Remove from the requirements those items that Remove from the requirements those items that

add little or no valueadd little or no value• Remember the Pareto principle—80% of the Remember the Pareto principle—80% of the

value comes from 20% of the functionalityvalue comes from 20% of the functionality

Do everything right the first time Do everything right the first time (AGAIN)(AGAIN)

REMOVE SAFETY--REMOVE SAFETY--GOLDRATTGOLDRATT

For each chapter….For each chapter….

Skim the chapterSkim the chapter Examine the SUMMARY and the Examine the SUMMARY and the

SUMMARY OF KEY TERMS SUMMARY OF KEY TERMS SECTIONS at the end of each SECTIONS at the end of each chapterchapter

Chapter 2: Operations Chapter 2: Operations StrategyStrategy

Know the four process typesKnow the four process types Know the three types of make-toKnow the three types of make-to Know the difference between core Know the difference between core

competencies and support competencies and support competenciescompetencies

Chapter 14: Quality Chapter 14: Quality ManagementManagement

Name three quality gurusName three quality gurus Describe the relationship between Describe the relationship between

TQM and continuous improvementTQM and continuous improvement Understand the costs of qualityUnderstand the costs of quality What is the relationship between What is the relationship between

quality and productivity?quality and productivity?• Remember the yield formula??Remember the yield formula??

Chapter 15: Statistical Chapter 15: Statistical Quality ControlQuality Control

Know p-charts, c-charts, xbar-Know p-charts, c-charts, xbar-charts, rbar-chartscharts, rbar-charts

Which of these are used for Which of these are used for attributes, which for variables?attributes, which for variables?

Will not test you on AOQ, LTPDWill not test you on AOQ, LTPD• {old antiquated concepts}{old antiquated concepts}

Chapter 4: Processes and Chapter 4: Processes and TechnologiesTechnologies

Quality Function DeploymentQuality Function Deployment

House of QualityHouse of Quality

Chapter 4, Cont’d: Chapter 4, Cont’d: Process Planning, Process Planning, Analysis…Analysis…

Process analysis, flowchartsProcess analysis, flowcharts• SYMBOLS: Operation, Inspect, SYMBOLS: Operation, Inspect,

Transport, Delay, StorageTransport, Delay, Storage Flexible Manufacturing Sys, Flexible Manufacturing Sys,

RoboticsRobotics IT: Expert Systems, Decision IT: Expert Systems, Decision

Support SystemsSupport Systems CIMCIM

Reengineering design Reengineering design principlesprinciples

Eliminate handoffsEliminate handoffs Organize around outputsOrganize around outputs Capture information once at the Capture information once at the

sourcesource Eliminate multiple external contact Eliminate multiple external contact

pointspoints Simplify workSimplify work

Chapter 7: Supply Chain Chapter 7: Supply Chain ManagementManagement

Logistics by any other nameLogistics by any other name IT IntegrationIT Integration The bane of SCM is ______?The bane of SCM is ______?

Chapter 9: Capacity Chapter 9: Capacity Planning & Aggregate Planning & Aggregate Production PlanningProduction Planning

Long-range planningLong-range planning Medium range planning—Medium range planning—

aggregate prod planningaggregate prod planning Short-range planningShort-range planning

Chapter 10: Inventory Chapter 10: Inventory ManagementManagement

Basic EOQ modelBasic EOQ model Basic re-order point modelBasic re-order point model All units price discountingAll units price discounting

Chapter 11: Just-in-time Chapter 11: Just-in-time and Lean Productionand Lean Production

Chapter 12: Enterprise Chapter 12: Enterprise Resource PlanningResource Planning

ERP ImplementationERP Implementation Dependent demandDependent demand An information systemAn information system Inputs: MPS, Inventory Master file, Bill Inputs: MPS, Inventory Master file, Bill

of materials (product structure file)of materials (product structure file) Outputs: Purchase orders, shop ordersOutputs: Purchase orders, shop orders Taken by itself, is MRP at all sensitive Taken by itself, is MRP at all sensitive

to capacity??to capacity??

Chapter 13: SchedulingChapter 13: Scheduling

Sequencing and assignmentSequencing and assignment• FIFO, LIFO, SPT, EDD, etc.FIFO, LIFO, SPT, EDD, etc.

Johnson’s 2-machine schedulingJohnson’s 2-machine scheduling

Chapter 17: Project Chapter 17: Project ManagementManagement

Probabilistic Pert—be able to find Probabilistic Pert—be able to find the mean and standard deviation the mean and standard deviation when given an optimistic, most when given an optimistic, most likely and pessimistic estimatelikely and pessimistic estimate

BE able to calculate project BE able to calculate project duration, project variance for PERT duration, project variance for PERT projectsprojects