Review for Final Final will take place Monday, This room

Format b 85 multiple choice worth 50% b 4 discussion problems worth 50% b exam is closed notes/closed book b Exam will be comprehensive

Bring b Pencils b Calculator b Orange Scantron sheet b appetite

Content b We have covered Chapters 2,3,4,6,7,9,10,11,12,13,14,15 b material on project management b Goldratt’s Critical Chain b At least half of the material will come from the last third of the course

Typical discussion problems b Construct an activity on node Pert chart from a table; Determine duration, ES, EF, LS, and LF b Perform earned value analysis:BCWP, BCWS, ACWP, CV,SV b Perform crashing of networks b PERT b Aggregate production planning b A business process re-engineering problem b A quality control chart b A simple house of quality (QFD) problem

Why has Project Management become so in-vogue? b b diversity of new products and product markets b b shorter life span of products b b rapid technological changes

What are the major reasons for project failure? b Inadequate conceptualization and definition Specifically, inadequate requirementsSpecifically, inadequate requirements b Absence of a plan b Unavailable resources when needed b Scope and hope creep b Unresponsive contractors who deliver their product late

What are the four stages of the project lifecycle? b Conceptualization and Definition b Planning and Budgeting b Execution and Control b Termination and closure

In which of these stages is a WBS started? b Conceptualization and Definition First 3 levelsFirst 3 levels b {The WBS is usually finished in the Planning and Budgeting stage}

What are the nine knowledge areas? b Scope management b Time management b Cost management b Quality management b Integration management b Risk management b Procurement management b Human resource management b Communications management

In which stage is scope management most important? b The first stage: Conceptualization and Definition

Activity definition is ___ b a subproject b a process b a problem b a plan b WHICH???

Activity definition is part of what knowledge area? b Time management

Project Scope Management Processes b Initiation b Scope Planning Construction of the WBSConstruction of the WBS b Scope Definition Product scopeProduct scope Project scopeProject scope b Scope Verification b Scope Change Control

Project Time Management Processes b Activity Definition b Activity Sequencing b Activity Duration Estimating b Schedule Development b Schedule Control

Project Cost Management Processes b Resource Planning b Cost Estimating b Cost Budgeting b Cost Control

Project Quality Management Processes b Quality Planning b Quality Assurance b Quality Control

The main purpose of a project plan is ____ b acquire resources b guide project execution. b meet standards expectations. b b reduce risk.

The most important output of project execution is b Work products b Not---change requests b Not—the WBS

What are the five steps of the Theory of Constraints (Goldratt)? b b IDENTIFY the project constraint b b Decide how to EXPLOITE that constraint b b SUBORDINATE everything to that decision b b ELEVATE the system’s constraint b b Go back to step a

NOT… b SUBORIDNATE that decision to everything else

You should know b How to construct a PERT chart from a table b How to construct a Gantt chart from a table b How to perform PERT crashing b How to do EVA

Questions about MS Project b Which key for subordination b Which key for linking b How to view project duration and cost on the project information dialog box b How to see all of the activity costs

For MS Project to cost your project, it needs to know b Resource hourly costs b Activity fixed costs b THIS IS ALL

In MS Project, durations of phases b Containing one of more subordinate tasks can be specified only by MS Project

Task info is entered in which view of MS Project, usually?? b The Gantt view, using the entry table

When using the standard calendar, MS Project assumes b 8-hour work days b No work on Sat or Sun

Questions over CRITICAL CHAIN b Major conclusions, recommendations b Goldratt’s view of EVA b What to Measure b What to Focus on

More Questions on CRITICAL CHAIN b To avoid non critical paths from becoming critical you should… b Critical chain is the sequence of tasks performed by key persons both on and off the critical path

Measurements should b Induce the parts to always do what is good for the system as a whole

Why does Goldratt not like BCWP, BCWS, ACWP? b Because they have no sensitivity to the critical path

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

Notes on shortening project durations b This must be done in the Planning and Budgeting stage b Crashing Reducing the duration of tasks on the critical pathReducing the duration of tasks on the critical path b Fast-tracking Starting tasks soonerStarting tasks sooner b Adding resources?? b Checking for parallelism opportunities in the schedule Pull as much work off of the critical path as you canPull as much work off of the critical path as you can

More Tips on shortening project durations b REUSE, REUSE, REUSE b Do it right the first time b Avoid changes to requirements

More techniques for shortening projects b Scrub the requirements Remove from the requirements those items that add little or no valueRemove from the requirements those items that add little or no value Remember the Pareto principle—80% of the value comes from 20% of the functionalityRemember the Pareto principle—80% of the value comes from 20% of the functionality b Do everything right the first time (AGAIN) b REMOVE SAFETY--GOLDRATT

For each chapter…. b Skim the chapter b Examine the SUMMARY and the SUMMARY OF KEY TERMS SECTIONS at the end of each chapter

Chapter 2: Operations Strategy b Know the four process types b Know the three types of make-to b Know the difference between core competencies and support competencies

Chapter 14: Quality Management b Name three quality gurus b Describe the relationship between TQM and continuous improvement b Understand the costs of quality b What is the relationship between quality and productivity? Remember the yield formula??Remember the yield formula??

Chapter 15: Statistical Quality Control b Know p-charts, c-charts, xbar-charts, rbar- charts b Which of these are used for attributes, which for variables? b Will not test you on AOQ, LTPD {old antiquated concepts}{old antiquated concepts}

Chapter 4: Processes and Technologies Quality Function Deployment House of Quality

Chapter 4, Cont’d: Process Planning, Analysis… b Process analysis, flowcharts SYMBOLS: Operation, Inspect, Transport, Delay, StorageSYMBOLS: Operation, Inspect, Transport, Delay, Storage b Flexible Manufacturing Sys, Robotics b IT: Expert Systems, Decision Support Systems b CIM

Reengineering design principles b Eliminate handoffs b Organize around outputs b Capture information once at the source b Eliminate multiple external contact points b Simplify work

Chapter 7: Supply Chain Management b Logistics by any other name b IT Integration b The bane of SCM is ______?

Chapter 9: Capacity Planning & Aggregate Production Planning b Long-range planning b Medium range planning—aggregate prod planning b Short-range planning

Chapter 10: Inventory Management b Basic EOQ model b Basic re-order point model b All units price discounting

Chapter 11: Just-in-time and Lean Production

Chapter 12: Enterprise Resource Planning b ERP Implementation b Dependent demand b An information system b Inputs: MPS, Inventory Master file, Bill of materials (product structure file) b Outputs: Purchase orders, shop orders b Taken by itself, is MRP at all sensitive to capacity??

Chapter 13: Scheduling b Sequencing and assignment FIFO, LIFO, SPT, EDD, etc.FIFO, LIFO, SPT, EDD, etc. b Johnson’s 2-machine scheduling

Chapter 17: Project Management b Probabilistic Pert—be able to find the mean and standard deviation when given an optimistic, most likely and pessimistic estimate b BE able to calculate project duration, project variance for PERT projects