1. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 1 Kafli 3 í Chase … Verkefnastjórnun  Skilgreiningar  Niðurbrot í verkþætti  Gantt rit  Skipulag verkefna  Verkáætlanagerð – CPM, Critical Path Method – PERT, Program Evaluation & Review Technique

2. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 2 Verkefnastjórnun Skilgreiningar  Verkefni – Röð verka sem öll stefna að sama markmiði og krefjast umtalsverðs tíma. Verkefni er safn slíkra verka og hefur markmið, skilgreint upphaf og skilgreind lok.  Verkefnastjórnun – Skipulagning, áætlanagerð og eftirlit með tíma og aðföngum (fólk, tæki, efni) í því skyni að standa við gefnar skorður verkefnisins (kostnaður, tími, tækni).

3. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 3 Niðurbrot í verkþætti Program Project 1Project 2 Task 1.1 Subtask 1.1.1 Work Package 1.1.1.1 Level 1 2 3 4 Task 1.2 Subtask 1.1.2 Work Package 1.1.1.2

4. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 4 Gantt rit Activity 1 Activity 2 Activity 3 Activity 4 Activity 5 Activity 6 Time Vertical Axis: Always Activities or Jobs Horizontal Axis: Always Time Horizontal bars used to denote time.

5. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 5 Helstu tegundir verkefna  Hrein verkefni (Pure Projects)  Deildabundin verkefni (Functional Projects)  Fylkja-skipulag (Matrix organization)

6. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 6 Skipulag verkefna Hrein verkefni: Kostir  Verkefnisstjóri ræður einn yfir verkefninu.  Liðsmenn heyra undir einn yfirmann.  Stuttar boðleiðir.  Liðsandi venjulega góður og hvatning mikil.

7. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 7 Skipulag verkefna Hrein verkefni: Ókostir  Aðföng margfölduð.  Litið framhjá markmiðum fyrirtækisins og stefnu.  Minni yfirfærsla þekkingar.  Liðsmenn “eiga hvergi heima”.

8. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 8 Deildabundin verkefni: Skipulag President Research and Development EngineeringManufacturing Project A Project B Project C Project A Project B Project C Project A Project B Project C

9. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 9 Deildabundin verkefni: Kostir  Auðveldara að vinna í mörgum verkefnum.  Þekking varðveitt innan deildar.  Liðsmaður “á alltaf heima” í deildinni, líka að loknu verkefninu.  Næg sérfræðiþekking til staðar.

10. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 10 Deildabundin verkefni: Ókostir  Skortur á þekkingu eða sjónarmiðum utan deildar.  Oft lakari hvatning liðsmanna.  Viðskiptavinum og þeirra þörfum ekki eins vel sinnt.

11. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 11 Fylkja-skipulag President Research and Development Engineering Manufacturing Marketing Manager Project A Manager Project B Manager Project C

12. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 12 Fylkja-skipulag: Kostir  Betri samskipti milli deilda..  Skýr ábyrgð.  Minni margföldun aðfanga.  Liðsmenn “eiga sitt heimili”.  Stefnu fyrirtækisins fylgt betur.

13. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 13 Fylkja-skipulag: Ókostir  Of margir yfirmenn.  Reynir á samningahæfni verkefnisstjóra.  Hætta á hlutbestun (suboptimization).

14. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 14 Netlíkön  Verkefni er sett fram sem net verkþátta.  Lengsta leiðin gegnum netið er kölluð bundna leiðin (“critical path”).  Bundna leiðin gefur mikilvægar upplýsingar til að stjórna verkefninu.  “Critical Path Method” (CPM) er aðferð til að finna bundnu leiðina.

15. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 15 Forsendur fyrir CPM Verkefnið verður að hafa: vel skilgreindir verkþættir og vel skilgreind verklok; verkþættir óháðir; röð verkþátta skilgreind, þ.e. undanfaraskilyrði.

16. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 16 Helstu tegundir netlíkana  CPM með einu tímamati fyrir hvern verkþátt –Tímar verkþátta þekktir með fullvissu. –Finnum áætluð verklok, bundnu leiðina, tíma allra verkþátta og slaka.  PERT með þríþættu tímamati verkþátta –Tímar verkþátta háðir verulegri óvissu. –Finnum sama og áður að viðbættum líkum á að ljúka verkefninu fyrir gefinn tíma.  Flýting (crashing) verkefna m.t.t. kostnaðar –Tímar verkþátta stýranlegir og hægt að þjappa þeim saman með tilheyrandi kostnaði. –Finnum hvort og hve mikið borgar sig að þjappa verkefni saman.

17. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 17 Helstu þrep í CPM aðferðinni  1. Skilgreina verkþætti og tímameta þá.  2. Skilgreina undanfaraskilyrði og teikna netið.  3. Ákvarða bundnu leiðina => –Áætluð verklok –Upphaf og endi hvers verkþáttar (ES, LS, EF, LF) –Slaka á verkþáttum

18. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 18 Dæmi 1. CPM Consider the following consulting project: Develop a critical path diagram and determine the duration of the critical path and slack times for all activities ActivityDesignationImmed. Pred.Time (Weeks) Assess customer's needsANone2 Write and submit proposalBA1 Obtain approvalCB1 Develop service vision and goalsDC2 Train employeesEC5 Quality improvement pilot groupsFD, E 5 Write assessment reportGF1

19. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 19 Dæmi 1: Teikna netið A(2)B(1) C(1) D(2) E(5) F(5) G(1) ANone1 BA1BA1 CB1CB1 DC2DC2 EC5EC5 FD,E5 GF1GF1 Act.Imed. Pred. Time

20. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 20 Dæmi 1: Ákvarða ES og EF ES=9 EF=14 ES=14 EF=15 ES=0 EF=2 ES=2 EF=3 ES=3 EF=4 ES=4 EF=9 ES=4 EF=6 A(2)B(1) C(1) D(2) E(5) F(5) G(1)

21. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 21 Dæmi 1: Ákvarða LS og LF ES=9 EF=14 ES=14 EF=15 ES=0 EF=2 ES=2 EF=3 ES=3 EF=4 ES=4 EF=9 ES=4 EF=6 A(2)B(1) C(1) D(2) E(5) F(5) G(1) LS=14 LF=15 LS=9 LF=14 LS=4 LF=9 LS=7 LF=9 LS=3 LF=4 LS=2 LF=3 LS=0 LF=2

22. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 22 Dæmi 1: Bundna leiðin og slakar ES=9 EF=14 ES=14 EF=15 ES=0 EF=2 ES=2 EF=3 ES=3 EF=4 ES=4 EF=9 ES=4 EF=6 A(2)B(1) C(1) D(2) E(5) F(5) G(1) LS=14 LF=15 LS=9 LF=14 LS=4 LF=9 LS=7 LF=9 LS=3 LF=4 LS=2 LF=3 LS=0 LF=2 Duration = 15 weeks Slack=(7-4)=(9-6)= 3 Wks

23. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 23 Dæmi 2. PERT (óvissa)

24. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 24 Dæmi 2. Væntigildi reiknuð ET(A)= 3+4(6)+15 6 ET(A)=42/6=7

25. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 25 Dæmi 2. Netið teiknað A(7) B (5.333) C(14) D(5) E(11) F(7) H(4) G(11) I(18) Duration = 54 Days

26. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 26 Dæmi 2. Líkindi reiknuð Hvaða líkur eru á því að verkefninu ljúki innan 53 daga? p(t < D) T E = 54 t D=53

27. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 27 (Sum the variance along the critical path.)

28. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 28 There is a 43.6% probability that this project will be completed in less than 53 weeks. p(Z < -.156) =.5 -.0636 =.436, or 43.6 % T E = 54 p(t < D) t D=53

29. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 29 Dæmi 2. Önnur æfing  Hvaða líkur eru á því að verkefnið taki meira en 56 vikur?

30. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 30 Dæmi 2. Önnur æfing t T E = 54 p(t < D) D=56 p(Z < -.156) =.5 -.1217 =.378, or 37.8 %