תזמון פרויקטים.

Slides:

Advertisements

Similar presentations

Project Scheduling and Crashing. Recall the four stages Project Conceptualization and Definition Project Conceptualization and Definition Project Planning.

Advertisements

Project Scheduling: PERT-CPM

Start D finish A B C E I G H F J KL N M ActivityDescription AExcavate BFoundation CRough wall DRoof EExterior plumbing FInterior.

PRJ566 Project Planning and Management Lecture: Network Diagrams.

PRJ566 Project Planning and Management Lecture: Dependencies and Network Diagrams.

1 1 Slide © 2006 Thomson South-Western. All Rights Reserved. Slides prepared by JOHN LOUCKS St. Edwards University.

Chapter 3 Project Management.

Manajemen Proyek Perangkat Lunak 2 sks Elisati Hulu Department of Informatics

ES=32 EF=34 LS=33 LF=35 ES=10 EF=16 LS=10 LF=16 ES=4+6=10 EF=10 LS=4

Based on the book: Managing Business Process Flows

1 1 Slide © 2001 South-Western College Publishing/Thomson Learning Anderson Sweeney Williams Anderson Sweeney Williams Slides Prepared by JOHN LOUCKS QUANTITATIVE.

Network Diagramming Network Analysis  The common term for network analysis is PERT  PERT stands for Program Evaluation and Review Technique  The word.

D1: Critical Events And Critical Paths. D1: Critical Events And Paths A critical path is the list of activities on an activity network that, if they are.

2 – 1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Project Management 2.

Gantt Chart Graph or bar chart with a bar for each project activity that shows passage of time Provides visual display of project schedule Slack amount.

1 1 Slide © 2004 Thomson/South-Western Chapter 12 Project Scheduling: PERT/CPM n Project Scheduling with Known Activity Times n Project Scheduling with.

Critical Path Method (CPM)

إدارة المشروعات Projects Management

1 1 Slide © 2000 South-Western College Publishing/ITP Slides Prepared by JOHN LOUCKS.

1 1 Slide © 2009 South-Western, a part of Cengage Learning Slides by John Loucks St. Edward’s University.

Project Networks. A,4 B,3 C,4 D,6 E,3 H,6 F,5 G,4 I,2 St,0 Fin,0 Example Network - terminology C,t Activity Duration of Activity (ES, LS) Early Start.

Project Management OPER 576 Project Networks Greg Magnan, Ph.D. April 29, 2004.

Chapter 3 (Continued) Outline Recap CPM (continued)  Assign time estimates to each activity  Compute the longest time path through the network.

The Nature of Project Management zCharacteristics of Projects: purpose, life cycle, interdependencies, uniqueness, and conflict. zProject Management Process:

Managing Projects. Project Management Questions zWhat activities are required to complete a project and in what sequence? zWhen should each activity be.

PERT/CPM Models for Project Management

Network planning Learning objectives After these lectures you should be able to: - Produce and analyse activities networks - Calculate earliest and latest.

1 1 Slide © 2008 Thomson South-Western. All Rights Reserved Slides by JOHN LOUCKS St. Edward’s University.

Project Management (2) Chapter 16, Part 2. EJR 2006 Review of Project Management, Part 1 What is a project? Examples of projects Project performance expectations.

Chapter 10 Project Scheduling: PERT/CPM

1 Slide © 2005 Thomson/South-Western Chapter 10 Project Scheduling: PERT/CPM Project Scheduling with Known Activity Times Project Scheduling with Known.

Precedence Network Calculations the basic information that should be calculated in the precedence network are: 1) Early activity start (ES) 2) Early activity.

Projects: Critical Paths Dr. Ron Lembke Operations Management.

EMGT 501 HW #2 Answer. 020/3 X 3 05/601-1/62/3050/3 X 6 0-5/300-2/3-1/3180/3 (c).3/230with )3/80,0,0,3/50,3/20,0(*)*, ( solution Optimal   Z.

EMGT 501 HW #2 Solutions Chapter 6 - SELF TEST 21 Chapter 6 - SELF TEST 22.

Project Management Chapter 3 BUSI 2106 – Operations Management.

Project Management CPM, PERT, Crashing – An Illustrative Example

The Critical Path – Precedence diagram method Luise Lorenz Christina Mohr.

PROJECT MANAGEMENT Outline What is project mean? Examples of projects… Project Planning and Control Project Life Cycle Gantt Chart PERT/CPM.

Project Management.

Project Management Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.

Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 PROJECT MANAGEMENT 18-1 Project Management.

The Nature of Project Management zCharacteristics of Projects: purpose, life cycle, interdependencies, uniqueness, and conflict. zProject Management Process:

1 1 © 2003 Thomson  /South-Western Slide Slides Prepared by JOHN S. LOUCKS St. Edward’s University.

1 1 Slide © 2005 Thomson/South-Western Chapter 10 Project Scheduling: PERT/CPM n Project Scheduling with Known Activity Times n Project Scheduling with.

PROJECT MANAGEMENT Outline What is project mean? Examples of projects… Project Planning and Control Project Life Cycle Gantt Chart PERT/CPM.

Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Project Management Operations Management - 5 th Edition Chapter.

6/10/01Network Problems: DJK1 Network Problems Chapters 9 and 10.

PERT/CPM Chart David Nandigam 1. 2 PERT/CPM Chart Task. A project has been defined to contain the following list of activities along with their required.

PROJECT MANAGEMENT Outline What is project mean? Examples of projects…

1 TCOM 5143 Lecture 11 Project Management. 2 What’s Project Management? Project management involves planning and scheduling the different activities of.

Dependencies and Network Diagrams. Agenda Dependencies Milestones The Network Early/Late Start/End dates Slack/Float Critical Path.

Prof.Dr. Ahmet R. Özdural – Class Notes_06 - KMU417 Project Planning and Organization – Fall Semester.

Project Management – Part 1. Overview What is a project? Project management techniques Activity lists Network diagrams Critical path analysis Gant charts.

The Network Diagram. When to Do What?  Carrying out one activity after the other may result in project completion, but it will take the longest possible.

Project Management: PERT/CPM

Chapter 17 Project Management McGraw-Hill/Irwin

Most commonly used methods for project management.

Project Management for Business

Project Time Management.

Project Management CPM Method Tutorial-p2

Project Management McGraw Hill “Service Management” by Fitzsimmons.

Project Management Planning Models

Project Management CPM Method Tutorial-p1

Solution to Problem 2 Developed by: Alex J. Ruiz-Torres, Ph.D.

Solution to Problem 1 Developed by: Alex J. Ruiz-Torres, Ph.D.

BEST VIEWED IN SLIDE SHOW MODE

General Foundry Example of PERT/CPM

Slides Prepared by JOHN LOUCKS

Exercise – A small building.

Presentation transcript:

תזמון פרויקטים

הכנת תרשים גנט תזמון מוקדם - מבצעים את כל הפעילויות בהקדם האפשרי. תזמון מאוחר - דוחים את ביצוע כל למועד המאוחר ביותר , שעדיין לא יביא לדחיית מועד סיום הפרויקט.

אבני דרך אבן דרך חוזית אבן דרך מפעלית אבן דרך פרויקטלית

תכנון משאבים יש לתכנן את תשתית המשאבים לגמישות מרבית ( למשל שעובד מסוים יוכל לבצע מספר פעולות בעלות אופי שונה) תוספת משאבים נעשית בדרך כלל בקפיצות ; לכן שינוי ביחידה אחת ברמת המשאבים יגרום למעבר מנצילות גבוהה לנצילות נמוכה. קיימים מצבים בהם נשתמש במשאב המועדף על הארגון אבל אינם אופטימליים לפרויקט. לארגון יש שליטה בתזמון המשאבים

תכנון משאבים יכולת רשומה - מקסימום תפוקה יכולת אפקטיבית - מקסימום תפוקה בהתחשב באילוצים תזמון הפרויקט תוך תזמון משאבים: פרופיל מאוזן ככל האפשר בשימוש במשאבים סיום הפרויקט בזמן הקצר ביותר

איזון משאבים באילוצי סיום

PERT/CPM

Critical Path determination ES =Earliest start EF=Earliest Finish EF=ES+activity duration Earliest Start for an activity is the largest of the earlier finish times for its immediate predecessors .

Latest Finish LS - latest start time for an activity LF – latest finish time for an activity LS=LF- performance time of an activity The latest finish time for an activity is - the smallest of the latest start times for all activities that immediately follow that activity.

Critical Path Elements : Slack =0 Slack = LS – ES =LF – EF Critical Path Elements : Slack =0

Uncertain Activity Times

הערכת זמני ביצוע פעילות אופטימית (a) סבירה ביותר (m) פסימית (b) זמן ממוצע לביצוע פעילות מוגדר סטית תקן מוגדרת

Crashing מצא את הנתיב הקריטי בדוק האם הנתיב הקריטי הנוכחי , עדין תקף . אם כן חזור לשלב 3, אם לא חזור לשלב 1.