计划工具与技术.pptVIP

图表1 图表1 （续） 图表13 定义目标 确定程序 识别行动和资源 与目标进行比较 估计活动时间 明确项目完成时间 确定额外 所需资源 需要掌握的术语 环境扫描 竞争者情报 预测 定量预测 定性预测 标杆比较 资源 预算 排程 甘特图 负荷图 PERT网络 事件 松弛时间 关键路径 盈亏平衡分析 线性规划 项目 项目管理 脚本 * * * What does benchmarking involve? Exhibit PM-2 illustrates the four steps typically used in benchmarking. * * Exhibit PM-3 describes the different types of budgets that managers might use. * Many managers don’t like preparing budgets because they feel the process is time consuming, inflexible, inefficient, and ineffective. How can the budgeting process be improved? Exhibit PM-4 provides some suggestions. * * Exhibit PM-5 depicts a simplified Gantt chart for book production developed by a manager in a publishing company. Time is expressed in months across the top of the chart. * * Exhibit PM-6 shows a load chart for six production editors at the same publishing company. Each editor supervises the production and design of several books. By reviewing a load chart, the executive editor, who supervises the six production editors, can see who is free to take on a new book. * * * Developing a PERT network requires that a manager identify all key activities needed to complete a project, rank them in order of occurrence, and estimate each activity’s completion time. Exhibit PM-7 explains the steps in this process. * Exhibit PM-8 outlines the major events in the construction project and an estimate of the expected time to complete each. * Exhibit PM-9 shows the actual PERT network based on the data in Exhibit PM-8. * * Assume that Randy’s Photocopying Service charges $0.10 per photocopy. If fixed costs are $27,000 a year and variable costs are $0.04 per copy, Randy can compute his breakeven point as follows: $27,000 ÷ ($0.10 – $0.04) = 450,000 copies, or when annual revenues are $45,000 (450,000 copies $0.10). This same relationship is shown graphically in Exhibit PM-10. * * * Maria has graphed her solution in Exhibit PM-12. The shaded area represents the options that don’t exceed the capacity of either d