Kaynak kısıtlı proje planlamada yöntemler ve uygulamalar
Methods and applications in resource constrainet project planning
- Tez No: 19281
- Danışmanlar: PROF.DR. ATAÇ SOYSAL
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1991
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 211
Özet
KAYNAK KISITLI PROJE PLANLAMADA YÖNTEMLER VE UYGULAMALAR ÖZET Proje tipi üretim, bir kez yapılan ve benzeri bir ürünün tekrar yapılması olasılığının küçük olduğu bir üretim biçimi olarak tanımlanmaktadır. Böyle bir üretim ile daha çok sipariş üzerinde çalışan firmalarda karşılaşılabilir. Siparişe göre üretim dışında; yatırım projeleri, inşaat projeleri, gemi, uçak yapımı, büyük bakım işleri vb. projeler de bu tür üretimin tanımı içine girmektedir. Proje planlamada ana ilke, hangi işlerin veya faaliyetlerin ne zaman ve hangi sürelerle yapılacağının saptanmasıdır. Bu nedenle, proje tipi üretimde ilk olarak, gerekli faaliyetler ve bu faaliyetler arasındaki öncelik ve sonralık ilişkileri belirlenmelidir. Öte yandan, bir projenin planlanabilmesi için aşağıdaki bilgilerin elde edilebilmesi veya en azından tahmin edilebilmesi gerekir : Projede yapılacak bütün işler, bu işlerin kademeleri ve ayrıntıları, Bütün işlerin ve bunların kademelerinin yapılma sıralan ve bunların birbirleriyle olan ilişkileri, Projedeki tüm kademe ve işlerin alacakları süreler, Faaliyetler için gerekli kaynaklar ve bu kaynakların miktar ve maliyetleri, Kaynaklar için mevcut kapasiteler. Proje yönetim sürecinin adımları aşağıdaki gibi özetlenebilir: Proje planının hazırlanması, Projenin başlatılması, Proje boyunca, projenin ilerlemesine ilişkin (fiili) verilerin toplanması, Fiili verilerle, tahmini verilerin (plan) karşılaştırılması, Tahmini ve fiili durumlar arasındaki farkların analiz edilmesi ve neler yapılması gerektiğinin belirlenmesi, Duruma göre, ya proje planının yürürlükte kalması veya revize edilmesi ya da projeden vazgeçilmesi Proje planlama çalışmasına örnek olabilecek bu çalışma, proje yönetiminde planlama evresinde kullanılan yöntemlerden birini incelemiş, uygulanabilirliğini sınamış ve gerçek hayatta proje planlama çalışmalarından bir kesiti incelemiştir. XI
Özet (Çeviri)
METHODS AND APPLICATIONS IN RESOURCE CONSTRAINET PROJECT PLANNING SUMMARY Planning is a useful and necessary tool for all people concerned with the project. It provides team members with a framework to determine how their function fits in the overall project and to allow insurance for“alligators”as well as identifying areas of concern that can be watched for or solved. If done well it also provides a means of early warning so that problems can be arrested before they become major or can be anticipated and stopped before they happen. It provides management with a framework to understand, approve, measure and correct the project. It also provides them with predictability of results and a“warm feeling”about the project and the team. The time investment in planning can thus pay rich dividends for all concerned. If planning is participated in by all members of the team, it can be a self-fulfilling prophesy, where all members of the team feel more committed to the plan and thus become more motivated and productive to assure meeting their commitments. Basic principles of effective planning are : Planning should be done by the people who are responsible for the work. If they are not part of the original team, include them before they start to work. If they do not agree with the plan, find a way to change it : If you do not, they will not be committed to“your”plan. Planning should be performed within the parameters set by management. Alternative approaches should be prepared when management parameters cause high cost or high risk or late time plans. All four parameters : time, cost, specifications and risk should be planned and used for trade-offs. Insurance for high risk items should be stated clearly so that decisions can be made. The output of planning is a commitment by each of the members of the team, including the Project Manager, to make their best efforts to accomplish the Project. xiiTo plan a project and develop schedule and budget commitments, one should follow a logical, step by step, planning process. The steps are : Define the objectives and detail the functions to be performed, thus defining“WHAT”is to be done. Decide the individuals or organizations“WHO”will be responsible. Plan the way in which the work will be accomplished, thus defining“HOW”it will be done. This is iterative with the next two steps since we must develop an approach which meets technical, schedule, cost and risk parameters. Establish a time plan and schedule of the work, thus defining“WHEN”the work will be done. Establish the cost plan and budget for the project, thus defining“HOW MUCH”it will be cost and resources it will use as well as the risks. COMMUNICATE the plan of WHO is to do WHAT, HOW, by WHEN and for HOW MUCH to all parties involved and to management. Once all of these steps have been accomplished, a baseline project plan has been established. This baseline will change as the project progresses, but the schedules and budget for the project should remain constant unless a change in scope is made. The job is to change the plan as the project progresses within the constraints of the budget and the schedule so that the project will meet its functional goals. As the project progresses, the planning process must be repeated for discreet pieces, as appropriate. Thus, planning and control is an iterative process involving: Plan Implement Measure progress Control The project plan is never completed until the project is finished. It is a total entity consisting of: project work statement, breakdown of work, task descriptions, organization charts, task matrices, time plans, resource plans, schedules, budgets, risk analyses and, as the key output, a commitment, or task contract, with each team member. xiiiThe primary step in the planning process is to gather and understand the requirements for the project including the sponsor specifications and the technical standards of the organization. The level of definition which exist is one of the key variables in determining the risk which is inherent in the project plan. In most cases, a project involves more than one function to be performed and more than one individual or organization. It must therefore be subdivided into smaller pieces, or sub-objectives, to be planned and managed. There exists for every project, some statement, either written or oral, which defines the major objective. This, along with some overview design, is the starting point. The next job is to break the project down into smaller pieces. The small pieces are called“task”or“work packages”. They are defined as : a function to achieve a product (objective) with one individual, or organization, responsible. The key to this is that the objective must be clear, measurable and meaningful. The tools used to define the objectives are the Work Breakdown Structure and the Task Statement. The Work Breakdown Structure is a logical method of thinking through the project in successively greater detail. First, one thinks of the overall deliverables of the project and writes these down. The next question for each of these is : WHAT HAS TO BE DELIVERED ? for that to be complete. This continues until basic deliverable items have been defined, going from the high level to the low. Then the question becomes : WHAT HAS TO BE DONE ? to deliver it. In this manner, the work functions are now defined. By defining both the objectives and functions, we have now defined the tasks. Each task must be clear and thus the next step is to prepare a simple description of the work which is expected to be performed for each task. This should concentrate on the output of the task and the parameters of the task as well as defining the necessary inputs. The task statement should not state how the task is to be done unless the process to be performed is absolutely required in that fashion. To be effective, the task statement co not be ambiguous. This is a basic communication tool. In preparing the work breakdown, the project, which is three dimensional, was defined in two of its dimensions : objective and function. The next step is to define the third dimension : the organization or individual who will be responsible. This involves examining the task which must be performed and deciding whether it should be done within the organization or by a sub contractor and then selecting the particular organizational unit, or individual who should be responsible and negotiating with that person. In the event this selection can not be made due to definition of the task, the task must be re examined for further breakdown. We have used a tool known as the Task Matrix to assist in performing the selection function and communicating the results. The Task Matrix is a xivtabular grid showing all of the elements of the Work Breakdown Structure on the side axis and the organizations, or individuals, on the top axis. A“P”is then put in the proper intersection to identify the person responsible (The“Prime Contractor”) and an“S”is used to designate those that will assist (The“Sub contractor”). There can be only be one prime for a task since only one can be responsible. When complete, the matrix provides a simple reference and communication tool. Time and resource planning are not the same as scheduling and budgeting. A plan represents the desired flow of work and resources : the course of action which the planner desires to follow to reach the objective(s). A schedule is a timetable for performance and a budget is the cost constraints. Schedules and budgets are thus bounds within which we plan. A schedule is based upon the time plan, in some cases, and in others is a management requirement. The same is true for budgets. Planning is a process of balancing the various parameters to arrive at a reasonable allocation of resources, an acceptable level of risk and e realistic way of doing the work. This analysis must be done whether or not the schedule and budget have already been defined. Due to their different orientations, time planning and scheduling use different techniques for implementation. Time planning requires a technique which displays the flow of work and the interrelationships. The family of networking techniques (PERT, CPM, MPM) provide this ability. Resource planning requires this type of technique, but also requires a way of looking at the resource loading in time. A good method of viewing a resource plan is the Gantt (bar) chart. Scheduling requires simple display of the end points and durations of the work. The tools best used for this are the Milestone chart or Gantt chart. These techniques are not mutually exclusive. They should each be used as appropriate. The basis of good project control is a good plan. The purpose of the plan and schedule has been to create a logical order and document the process should occur. The function of project management is to gather information and recognize deviations and then lead the decision process, which may cause changes in plans, to achieve the goals. If there is no valid plan; how do we know where we are? Thus, how can we make changes to get to where we should be? The gathering of information is an important job. The information must be timely and reasonable accurate. Information must flow to the project manager from the members of the team. The team members must be encouraged through motivation, assistance and decision making help to provide timely, realistic status information and forecasts. XVThe information collection process can not be“once a period, we take a look”. It must be dynamic, giving early warning and providing incentive. This does not mean that all items should be scrutinized so closely that no time is given to allow low level adjustments in minor oscillations. Reasonable amounts of information on timely basis is the objective. In the project control process, the human element must be paramount. As the project continues, people need encouragement and job satisfaction. The project control process must be designed to continually provide the inputs to motivate people to be productive towards reaching the goal. The control process is an iterative one involving four basic steps. Measuring results Assessing the effect Making or causing decisions Adjusting the process The aim of the project control process is to get the project done. The lessons learned in the work that has already taken place can be helpful in accomplishing this objective. Participation in the project control process is the job of every member of the team. The process includes project planning and re-planning. It also includes formal reporting. The key output is redirection of the work to continue to meet the specifications, on time, within cost. How often should information be gathered and at what level of detail ? Milestones, if selected correctly, provide enough detail to supply the project manager with timely data. PERT events are usually more detailed than the project manager should continually monitor, or the team member respond to. Checking on milestones, and the resources expended for them, should be done when the milestone is due to be accomplished. If the checking is done on a periodic (once a week, etc.) basis, it does not have the same motivational effect. It is recommended that milestones be checked on the committed date and that forecasting be on a periodic basis, except when problems are spotted that should be handled immediately. Whenever milestones are checked, resource use should also be examined. In this manner, an approximated running total of resources can be maintained. A convenient method of milestone checking is to establish a two-week list of milestones with the date due, person responsible and description. Every person is then asked to notify the project manager if he/she is complete, early or on time or anticipates a problem. In the absence of being notified, the project manager will check by the due date. In this manner, the workers are given a chance to report their progress and the project manager, using an xviexception system, can concentrate on potential problems. It also provides a discipline of two-way communications between the project manager and the worker near the milestone date to show his interest in the work and its completion. Forecasting of future milestones and changed resource use should be done on a periodic basis for at least two periods in advance and at the start of each task as well as each phase. At all of these times, the assumptions made during the planning should be carefully reviewed and updated with the forecast changed accordingly. Money is spent through the application of resources. Therefore, resource usage must be carefully monitored during the schedule updating. The running totals gathered during schedule update, however, will be approximate and it is still necessary to maintain full cost control. Some cost control and measurement systems include : Labor : Collect raw data from time cards to see if the right people in the right numbers are on the project. This can also reveal potential technical problems as well as cost data. Average rates can be used to approximate labor costs. If the costs are lower than the budget, look again; it might indicate staffing problems. Material : Key items of material should be tracked from the purchase requisition to the purchase order to the vendor acknowledgement to the delivery. Commitment tracking is key to the project manager even though bills are what the accounting department usually records. Be very careful to check that orders are placed promptly. Late ordering can result in price escalation. Equipment : If special items such as construction equipment or computers are used, a logging system can be established to show hours or time used. This can indicate when performance is abnormal as well as being a cost indicator. Subcontract labor : When cost plus, or time and material contracts are involved, require daily or weekly time sheets. Do not wait for the bill, it is too late. Data collection of the type described provides early warning. It is not as exact as the accounting data but it is much more timely. Accounting reports can be used to verify the averages used in data collection and to fill in the miscellaneous items. In addition to determining how much has been spent, it is necessary to forecast expected expenditures. This should be done in conjunction with xviischedule updating at the start of each task, at baselines and at major changes, at a minimum. Computers are fantastic adding machines, files, data sorting and printing devices. They are not a substitute for people nor do they assist in motivation. Data collection to motivate people should be performed by the project manager. Data manipulation can be done by main-frame or mini computers or by personal (micro) computers. If a computer is used to handle and store data, it can be programmed to enable the user to get many different reports of the same data base for different people or for different types of analysis. The key to using a computer for project management information handling is to recognize that it does not replace, just supplements, the human being. There are no automated project planning and control systems which plan and control. Human beings plan, control and motivate. The computer can be a tremendous aid for this. Project reporting systems are used to keep members of management informed of project status. They must be : factual, predictive and informative. They are a project communication tool. There are many different formats of reports from hand written to computer produced. The best format is the one which the person receiving the report likes to read and understands. The report must be in the format of the sponsor and manager and in his language. The frequency of reporting depends upon the project and the company. Some are weekly, some monthly. Make sure that the time to prepare the reports is in proportion to the project. A good project control system will make project reporting much easier since all of the information will be at your fingertips. xviii
Benzer Tezler
- Kentsel tasarımda toplum katılımına yönelik dijital araçların kullanımı
Use of digital tools for public participation in urban design
ARAF ÖYKÜ TÜRKEN
Yüksek Lisans
Türkçe
2020
Şehircilik ve Bölge Planlamaİstanbul Teknik ÜniversitesiKentsel Tasarım Ana Bilim Dalı
DOÇ. DR. ENGİN EYÜP EYUBOĞLU
- Kaynak kısıtlı inşaat projeleri süre-gider eniyilemesinde karşılaştırmalı melez-metasezgisel yöntem seçimi
A comparative selection of hybrid-metaheuristic methods on time cost trade-off in resource constrained construction projects
GÜLÇAĞ ALBAYRAK
Doktora
Türkçe
2017
İnşaat MühendisliğiEskişehir Osmangazi Üniversitesiİnşaat Mühendisliği Ana Bilim Dalı
PROF. DR. İLKER ÖZDEMİR
- Assessment of urbanization history of Addis Ababa city, Ethiopia
Addıs Ababa cıty, Ethıopıa'nın kentleşme tarihinin değerlendirilmesi
ABDURAHMAN HUSSEN YIMER
Yüksek Lisans
İngilizce
2023
Şehircilik ve Bölge PlanlamaMersin ÜniversitesiŞehir ve Bölge Planlama Ana Bilim Dalı
DOÇ. DR. ALİ CENAP YOLOĞLU
- A methodology to develop smart spatial management for natural hazard resilience: the case of duzce province
Doğal tehlikelere dayanıklılık için akıllı mekansal yönetimi geliştiren bir yöntem: düzce ili örneği
EBRU SATILMIŞ
Yüksek Lisans
İngilizce
2019
Şehircilik ve Bölge Planlamaİstanbul Teknik ÜniversitesiŞehir ve Bölge Planlama Ana Bilim Dalı
PROF. DR. AZİME TEZER
- Mekansal analiz teknikleri ile çok kriterli karar verme yaklaşımı kullanılarak raylı sistem güzergah analizi
Rail system route analysis using multi criteria decision making with spatial analysis techniques
BERNA ÇALIŞKAN
Doktora
Türkçe
2023
Ulaşımİstanbul Teknik Üniversitesiİnşaat Mühendisliği Ana Bilim Dalı
PROF. DR. ALİ OSMAN ATAHAN