第三章项目计划-DSM分析.ppt

ESD.36 System Project Management * * ESD.36 System Project Management * * ESD.36 System Project Management * * ESD.36 System Project Management * * ESD.36 System Project Management * * ESD.36 System Project Management * * ESD.36 System Project Management * * ESD.36 System Project Management * * * Semiconductor Development Example inside int e l * How to Create a Task-Based Design Structure Matrix Model Select a project to model. Identify the tasks of the project, who is responsible for each one, and the outputs created by each task. Lay out the square matrix with the tasks in the order they are nominally executed. Ask the process (task) experts what inputs are used for each task. Insert marks representing the information inputs to each task. Optional: Analyze the DSM model by re-sequencing the tasks to suggest a new process. Draw solid boxes around the coupled tasks representing the planned iterations. We call these the meta-tasks. Draw dashed boxes around groups of parallel (uncoupled) tasks. Highlight the unplanned iterations. Concept Question 2 The main benefits of the Design Structure Matrix (DSM) method for modeling projects are: A – highlight the iterations in the project B – aggregate coupled tasks into blocks C – better understand information flows D – create a more precise schedule B,C and D A,B and C All of the above * * What’ really different? “In a critical path schedule this simultaneous or iterative situation does not arise or is not explicitly shown because one is dealing only with items to be done. But here we are dealing both with what is to be done and what information is to be determined. Information is needed to determine how a task item is to be done, and information is produced by doing the task. The introduction of information flow raises the possibility, indeed the probability, of being confronted with blocks of more than one item where each item in the block depends on all the other items in the same block. This is usually resolved