I. PROJECT MANAGEMENT PROJECTS Unique, one-time operations designed to accomplish a specific set of objectives in a limited time frame. Examples of Projects • Contsructing a shopping complex • Merging two companies • Putting on a play • Designing and running a political campaign Examples of Projects within business organizations: • Designing new products or services • Designing advertising campaigns • Designing information systems • Reengineering a process • Designing databases
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A recall: A lesson learned from Project Management First of all, a Project Management is defined as “the application of knowledge, skills, tools and techniques to project activities to meet project requirements”. A project is a one-time effort that produces a specific result, for example, a building or a major new computer system. This is in contrast to a program, which is 1) an ongoing process, such as a quality control program, or 2) an activity to manage a series of multiple projects together
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Second Trimester Session 2012/2013 GSM 5113 Operations Management Case Study: Car Restoration at BASS Prepared By: Risidaxshinni Kumarusamy GM05090 Mogna Priya Pindaya GM05082 Saraniya Gunasegaran GM05092 Prepared For: Assc. Prof. DrAzmawaniAbdRahman Date of Submission: 7th March 2013 Introduction Background of BASS Bennett Auto Sales and Service (BASS) sells and services several American and Japanese cars, and owns two auto parts stores, a large body shop, a car
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Class 1 Project Management What’s a project – Projects can be defined as a series of related task directed towards a major output. Projects consists of numerous related task or jobs performed by a variety of departments and individuals, projects may be large or small. Characteristics of a project: • There must be a deadline or completion time • Must have clearly defined activities and tasks • These activities and tasks must have a projected starting time, duration and ending
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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
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Agenda | | Meeting | Date: 08.16.2014 | | | | Time: 5.30pm | | | | Location: White Weddings, 100 chapel street Melbourne. | | | | Order of Business: | | | | 1 | Opening of meeting | | | 2 | Apologies | | | 3 | Confirmation of minutes of previous meeting (tabled and accepted) | | | 4 | Business arising from the minutes | | | 5 | Correspondence | | | 6 | Business arising from the correspondence | | | 7 | Issues | | a | identified
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measure the effectiveness and efficiency of a network in pursuit of organizational goals?” The report will answer in a detailed manner this aforementioned question. In PERT, the requirement is that each activity should be provided with three kinds of estimates. These are: Optimistic, Pessimistic and most likely times. Under the PERT procedure, the optimistic time denotes the shortest duration an activity can take to complete (pert.com, 2013). Commonly, to determine the Optimistic time three standard
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OMGT 4783 – Project Management for Operations Managers Session II 2009 Instructor: Dr. Lou Adler Office: Bella Vista, AR Telephone: 479-855-2233 Office Hours: Upon Request Email: ladler@uark.edu Required Textbooks & Equipment 1. Project Management: A Managerial Approach, 7th edition, Jack Meredith & Samuel Mantel, John Wiley and Sons, 2009. 2. Project Management Case Studies, 3rd edition, Harold Kerzner, John Wiley and Sons, 2009. 3. Access to a personal computer (PC)
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1 – 4 2 – 5 3 – 6 3 – 7 4 – 6 5 ‐ 8 6 – 9 7 – 8 8 – 9 Estimated time, weeks Optimistic Most likely Pessimistic 7 8 9 4 5 12 2 10 12 3 7 11 8 18 46 6 9 18 3 3 9 3 3 9 8 18 40 2 6 10 3 6 15 Draw a PERT diagram & mark the critical path. OM03 PROJECT MANAGEMENT Assignment – II Assignment Code: 2014OM03A2
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Introduction When an organization in any sector seeks to break away from the national arrangements and set its own pay system, there are a number of constraints on its freedom of choice. These include financial constraints, labor market constraints, employee expectations and occupational arrangements. Construct a Cost-Benefit Analysis matrix for an organization that is considering replacing its internal payroll system with a payroll outsourcing service. Include direct and indirect revenue enhancements
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