Review for Final

1
Review for Final

• Final will take place Monday, This room

2
Format

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

3
Bring

• Pencils
• Calculator
• Orange Scantron sheet
• appetite

4
Content

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

5
Typical discussion problems

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

6
Why has Project Management become so in-vogue?

• diversity of new products and product markets
• shorter life span of products
• rapid technological changes

7
What are the major reasons for project failure?

• Inadequate conceptualization and definition
• Specifically, inadequate requirements
• Absence of a plan
• Unavailable resources when needed
• Scope and hope creep
• Unresponsive contractors who deliver their
  product late

8
What are the four stages of the project lifecycle?

• Conceptualization and Definition
• Planning and Budgeting
• Execution and Control
• Termination and closure

9
In which of these stages is a WBS started?

• Conceptualization and Definition
• First 3 levels
• The WBS is usually finished in the Planning and
  Budgeting stage

10
What are the nine knowledge areas?

• Scope management
• Time management
• Cost management
• Quality management
• Integration management

• Risk management
• Procurement management
• Human resource management
• Communications management

11
In which stage is scope management most important?

• The first stage Conceptualization and
  Definition

12
Activity definition is ___

• a subproject
• a process
• a problem
• a plan
• WHICH???

13
Activity definition is part of what knowledge
area?

• Time management

14
Project Scope Management Processes

• Initiation
• Scope Planning
• Construction of the WBS
• Scope Definition
• Product scope
• Project scope
• Scope Verification
• Scope Change Control

15
Project Time Management Processes

• Activity Definition
• Activity Sequencing
• Activity Duration Estimating
• Schedule Development
• Schedule Control

16
Project Cost Management Processes

• Resource Planning
• Cost Estimating
• Cost Budgeting
• Cost Control

17
Project Quality Management Processes

• Quality Planning
• Quality Assurance
• Quality Control

18
The main purpose of a project plan is ____

• acquire resources
• guide project execution.
• meet standards expectations.
• reduce risk.

19
The most important output of project execution is

• Work products
• Not---change requests
• Notthe WBS

20
What are the five steps of the Theory of
Constraints (Goldratt)?

• IDENTIFY the project constraint
• Decide how to EXPLOITE that constraint
• SUBORDINATE everything to that decision
• ELEVATE the systems constraint
• Go back to step a

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NOT

• SUBORIDNATE that decision to everything else

22
You should know

• How to construct a PERT chart from a table
• How to construct a Gantt chart from a table
• How to perform PERT crashing
• How to do EVA

23
Questions about MS Project

• Which key for subordination
• Which key for linking
• How to view project duration and cost on the
  project information dialog box
• How to see all of the activity costs

24
For MS Project to cost your project, it needs to
know

• Resource hourly costs
• Activity fixed costs
• THIS IS ALL

25
In MS Project, durations of phases

• Containing one of more subordinate tasks can be
  specified only by MS Project

26
Task info is entered in which view of MS Project,
usually??

• The Gantt view, using the entry table

27
When using the standard calendar, MS Project
assumes

• 8-hour work days
• No work on Sat or Sun

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Questions over CRITICAL CHAIN

• Major conclusions, recommendations
• Goldratts view of EVA
• What to Measure
• What to Focus on

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More Questions on CRITICAL CHAIN

• To avoid non critical paths from becoming
  critical you should
• Critical chain is the sequence of tasks performed
  by key persons both on and off the critical path

30
Measurements should

• Induce the parts to always do what is good for
  the system as a whole

31
Why does Goldratt not like BCWP, BCWS, ACWP?

• Because they have no sensitivity to the critical
  path

32
If you have task on the critical path and

• 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!!

33
Notes on shortening project durations

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

34
More Tips on shortening project durations

• REUSE, REUSE, REUSE
• Do it right the first time
• Avoid changes to requirements

35
More techniques for shortening projects

• Scrub the requirements
• Remove from the requirements those items that add
  little or no value
• Remember the Pareto principle80 of the value
  comes from 20 of the functionality
• Do everything right the first time (AGAIN)
• REMOVE SAFETY--GOLDRATT

36
For each chapter.

• Skim the chapter
• Examine the SUMMARY and the SUMMARY OF KEY TERMS
  SECTIONS at the end of each chapter

37
Chapter 2 Operations Strategy

• Know the four process types
• Know the three types of make-to
• Know the difference between core competencies and
  support competencies

38
Chapter 14 Quality Management

• Name three quality gurus
• Describe the relationship between TQM and
  continuous improvement
• Understand the costs of quality
• What is the relationship between quality and
  productivity?
• Remember the yield formula??

39
Chapter 15 Statistical Quality Control

• Know p-charts, c-charts, xbar-charts, rbar-charts
• Which of these are used for attributes, which for
  variables?
• Will not test you on AOQ, LTPD
• old antiquated concepts

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Chapter 4 Processes and Technologies

• Quality Function Deployment
• House of Quality

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Chapter 4, Contd Process Planning, Analysis

• Process analysis, flowcharts
• SYMBOLS Operation, Inspect, Transport, Delay,
  Storage
• Flexible Manufacturing Sys, Robotics
• IT Expert Systems, Decision Support Systems
• CIM

42
Reengineering design principles

• Eliminate handoffs
• Organize around outputs
• Capture information once at the source
• Eliminate multiple external contact points
• Simplify work

43
Chapter 7 Supply Chain Management

• Logistics by any other name
• IT Integration
• The bane of SCM is ______?

44
Chapter 9 Capacity Planning Aggregate
Production Planning

• Long-range planning
• Medium range planningaggregate prod planning
• Short-range planning

45
Chapter 10 Inventory Management

• Basic EOQ model
• Basic re-order point model
• All units price discounting

46
Chapter 11 Just-in-time and Lean Production
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Chapter 12 Enterprise Resource Planning

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

48
Chapter 13 Scheduling

• Sequencing and assignment
• FIFO, LIFO, SPT, EDD, etc.
• Johnsons 2-machine scheduling

49
Chapter 17 Project Management

• Probabilistic Pertbe able to find the mean and
  standard deviation when given an optimistic, most
  likely and pessimistic estimate
• BE able to calculate project duration, project
  variance for PERT projects