Project Managament

Project Managament Compose an essay explain" rel="nofollow">inin" rel="nofollow">ing the reasons why in" rel="nofollow">individuals routin" rel="nofollow">inely waste the excessive safety we acquire for our project activities. Be sure to use at least three references from the CSU library and remember to cite and reference them at the end of your essay. Your essay should consist of no less than three pages. MBA 6961, Project Management 1 Course Learnin" rel="nofollow">ing Outcomes for Unit V Upon completion of this unit, students should be able to: 1. Differentiate between common cause and special cause variation. 2. Apply critical chain" rel="nofollow">in project schedulin" rel="nofollow">ing to network reconfiguration. 3. Assess the pros and cons of Critical Chain" rel="nofollow">in Project Management (CCPM). 4. Compare and contrast CCPM and Program Evaluation and Review Technique (PERT). 5. Differentiate project buffers from feeder buffers. Readin" rel="nofollow">ing Assignment Chapter 11: Critical Chain" rel="nofollow">in Project Schedulin" rel="nofollow">ing Unit Lesson Introduction to CCPM Accordin" rel="nofollow">ing to Murphy’s Law, “What can go wrong, will go wrong.” Do not let your next project fall victim to Murphy’s Law, Student Syndrome, Parkin" rel="nofollow">inson’s Law, or to uncertain" rel="nofollow">inty. As a project manager, improved schedulin" rel="nofollow">ing reliability is at your fin" rel="nofollow">ingertips with the use of Critical Chain" rel="nofollow">in Project Management CCPM. CCPM is an alternative schedulin" rel="nofollow">ing approach to Program Evaluation and Review Technique/Critical Path Method (PERT/CPM). Advocates of CCPM main" rel="nofollow">intain" rel="nofollow">in that it is a more proactive approach to schedulin" rel="nofollow">ing than its counterparts. The basic premise of CCPM is to min" rel="nofollow">inimize uncertain" rel="nofollow">inty through greater productivity, predictability, and min" rel="nofollow">inimum schedule complexity. The purpose is to identify the path of activities that allow for timely completion of the project through effective and efficient use of resources. The benefit of CCPM is evident in" rel="nofollow">in many in" rel="nofollow">industries: sales and marketin" rel="nofollow">ing, agriculture, technology, the military, service in" rel="nofollow">industries, and pharmaceuticals, to name a few. CCPM uses Goldratt’s Theory of Constrain" rel="nofollow">ints to remove bottlenecks and resolve the root cause of the problems. This popular technique uses the best of three important practices that you may already be familiar with: Six Sigma, Lean, and Statistical Process Control. Understandin" rel="nofollow">ing Variation In any type of schedulin" rel="nofollow">ing there is bound to be a certain" rel="nofollow">in amount of variation in" rel="nofollow">in the process. Variation can occur for many reasons and in" rel="nofollow">in some in" rel="nofollow">instances it is so min" rel="nofollow">iniscule that even if it is identified and elimin" rel="nofollow">inated, the Return on Investment (ROI) wouldn’t be significant. What is important to note is that common cause variation should not be ignored, but dealt with by effectively usin" rel="nofollow">ing contin" rel="nofollow">inuous process improvement techniques. On the other hand, special cause variation should be identified and elimin" rel="nofollow">inated. Many statistical techniques are available to help determin" rel="nofollow">ine whether the variation is a result of common cause or special causes. Common cause variation has been the primary culprit when project schedulin" rel="nofollow">ing is misestimated. Developin" rel="nofollow">ing the Schedule When developin" rel="nofollow">ing the project schedule, non-critical tasks have less priority. However, these tasks serve as project buffers, which are contin" rel="nofollow">ingency reserves for in" rel="nofollow">individual tasks. Addin" rel="nofollow">ing these project buffers can significantly reduce the total amount of time required to complete the project. Table 11.1, on page 334 in" rel="nofollow">in the textbook, depicts the activities based on the origin" rel="nofollow">inal estimated duration and the duration based on 50% probability. This is, in" rel="nofollow">in essence, referred to as shrin" rel="nofollow">inkin" rel="nofollow">ing the schedule. The project buffers allow the project UNIT V STUDY GUIDE Critical Chain" rel="nofollow">in Project Schedulin" rel="nofollow">ing MBA 6961, Project Management 2 UNIT x STUDY GUIDE Title manager to protect the entire project and the critical activities. This is calculated by lookin" rel="nofollow">ing at the amount of time needed to complete the project and then workin" rel="nofollow">ing backwards. Creatin" rel="nofollow">ing the Culture This is the way that we have always done thin" rel="nofollow">ings. Get it done by any means necessary. Late performers will be punished. You have likely heard these statements a time or two in" rel="nofollow">in your place of employment. This type of thin" rel="nofollow">inkin" rel="nofollow">ing is not acceptable in" rel="nofollow">in the new CCPM culture. The use of CCPM requires a culture that is supportive and willin" rel="nofollow">ing to accept the possibility that sometimes employees will fall short of achievin" rel="nofollow">ing the goals. This also means that you have the CAVE (Citizens Again" rel="nofollow">inst Virtually Everythin" rel="nofollow">ing) and that members must fin" rel="nofollow">ind a way to deal with them effectively, even if it means removin" rel="nofollow">ing them from the project. Remember that culture is the look and the feel of the organization. Therefore, management must project an image of support and trust in" rel="nofollow">in order to successfully utilize CCPM. Suggested Readin" rel="nofollow">ing Click here to access a PDF of the Chapter 11 Presentation. Learnin" rel="nofollow">ing Activities (Non-Graded) Case Study Please complete Case Study 11.1, “Judy’s Hunt for Authenticity” on page 349 and Case Study 11.2, “Ramstein" rel="nofollow">in Products, Inc.” on page 349 in" rel="nofollow">in the textbook. Please make sure that each question is answered completely with a min" rel="nofollow">inimum of 200 words. Non-Graded Learnin" rel="nofollow">ing Activities are provided to aid students in" rel="nofollow">in their course of study. You do not have to submit them. If you have questions contact your in" rel="nofollow">instructor for further guidance and in" rel="nofollow">information. Key Terms 1. Capacity constrain" rel="nofollow">int buffer 2. Central limit theorem 3. Common cause variation 4. Critical chain" rel="nofollow">in 5. Critical chain" rel="nofollow">in project management 6. Drum 7. Drum buffers 8. Multitaskin" rel="nofollow">ing 9. Negative variation 10. Positive variation 11. Special cause variation 12. Student syndrome 13. Theory of constrain" rel="nofollow">ints MBA 6961, Project Management 3 UNIT x STUDY GUIDE Title