OPMA 317 03 Project Management Scheduling V4
OPMA 317
3. Project Management & Scheduling
Text: Chapter 5
Learning Highlights
What does “project success” really mean?
How can a simple triangle can be the key tool for a project?
What do you call a “to do list” for a project?
How can I identify which project activities are “critical” and which ones have “slack”?
How do you confidently estimate a project duration when nothing similar has been done before?
How can I determine the cheapest way to “speed up” a project?
It is possible to complete the project faster and cheaper?
What job did Bill Gates & Paul Allen have in High School?
How can statistics help us rob a jewelry store?
OPMA 317
3. Project Management
3.2
Summary
VII.
Introduction
The Project Life Cycle
Project Planning & Control
Alton Bridge Video
Project Management Industry
Approach for Project Uncertainty
Work Breakdown Structure
VIII.
Introduction to Project Scheduling
IX.
The Critical Path Method (CPM)
X.
Program Evaluation and Review Technique (PERT)
XI.
Project “Crashing”
XII.
Resource Constrained Context & Robbery “Project”
XIII.
Additional Project Crashing Example
I.
II.
III.
IV.
V.
VI.
OPMA 317
3. Project Management & Scheduling
3.3
Project Management in Practice
The 1988 Winter Olympics in Calgary:
Were administered by 600 professionals & 10,000 volunteers
Involved 30,000 tasks organized into 50 projects
The goal: “the best games ever, but within the budget.”
The Schedule: the 129-event, 16-day Olympics was broken down into minute periods
15-
Meticulous scheduling was necessary to ensure that the 2,500 or so competitors, members of royalty, and government officials were at the right place at the right time.
Transportation -- 600 buses -- also had to be scheduled, oftentimes on short notice.
Chinook winds forced the rescheduling of over 20 events, some of them twice.
The Pressure: the starting date could not be moved & millions would be watching
The
3. Project Management & Scheduling
Text: Chapter 5
Learning Highlights
What does “project success” really mean?
How can a simple triangle can be the key tool for a project?
What do you call a “to do list” for a project?
How can I identify which project activities are “critical” and which ones have “slack”?
How do you confidently estimate a project duration when nothing similar has been done before?
How can I determine the cheapest way to “speed up” a project?
It is possible to complete the project faster and cheaper?
What job did Bill Gates & Paul Allen have in High School?
How can statistics help us rob a jewelry store?
OPMA 317
3. Project Management
3.2
Summary
VII.
Introduction
The Project Life Cycle
Project Planning & Control
Alton Bridge Video
Project Management Industry
Approach for Project Uncertainty
Work Breakdown Structure
VIII.
Introduction to Project Scheduling
IX.
The Critical Path Method (CPM)
X.
Program Evaluation and Review Technique (PERT)
XI.
Project “Crashing”
XII.
Resource Constrained Context & Robbery “Project”
XIII.
Additional Project Crashing Example
I.
II.
III.
IV.
V.
VI.
OPMA 317
3. Project Management & Scheduling
3.3
Project Management in Practice
The 1988 Winter Olympics in Calgary:
Were administered by 600 professionals & 10,000 volunteers
Involved 30,000 tasks organized into 50 projects
The goal: “the best games ever, but within the budget.”
The Schedule: the 129-event, 16-day Olympics was broken down into minute periods
15-
Meticulous scheduling was necessary to ensure that the 2,500 or so competitors, members of royalty, and government officials were at the right place at the right time.
Transportation -- 600 buses -- also had to be scheduled, oftentimes on short notice.
Chinook winds forced the rescheduling of over 20 events, some of them twice.
The Pressure: the starting date could not be moved & millions would be watching
The