robbins_mgmt11_ppt09a.pptVIP

* 项目计划技术 项目：一组一次性的、具有明确起始时间的活动。 项目管理：使某个项目的活动在预算范围内按照有关规范准时完成 脚本：对未来可能会怎样的一种一贯看法 图表13 （256页） 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 * * Exhibit PM-1 describes some popular forecasting techniques. * * * 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