Presentacion paper sobre administracion de proyectos aplicando la teoria de restricciones

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A TUTORIAL ON PROJECT MANAGEMENT FROM A THEORY OF CONSTRAINTS PERSPECTIVE1 ANDRES FELIPE GIRALDO MORENO
OSCAR EDUARDO ESCANDÓN LÓPEZ
1John

H. Blackstone Jr, James F. Cox III and JohnG. Schleier Jr

ABSTRACT
Managing projects is a difficult undertaking – a large number of projects fail to be completed on time, on budget, or to specifications. In traditional project managementliterature, researchers criticise project manager skills and leadership, user involvement, top management commitment, organisation, etc. More recently, research has identified underlying problems withproject concepts. We briefly describe the types of failures (late delivery, over budget, less than full specs) of projects. Second, we examine some causes of project lateness. Third, we illustratethe calculations for project completion using traditional and critical chain project methodologies. We then conduct three small simulations of the network using uniform, triangular, and exponentialdistributions to determine the impact of using the critical chain methodology on project completion dates. Last, we provide some references discussing critical chain project management

INTRODUCTION
A‘project’ is defined by the APICS Dictionary as ‘An endeavor with a specific objective to be met within the prescribed time and dollar limitations and that has been assigned for definition orexecution’ (APICS Dictionary, p. 109). A project is intended to create a unique item, such as computer software, a Telecommunication network, or implementing a new ERP system. Ideally, it is completed ontime, within budget, and to the original specifications. A project is comprised of a set of dependent tasks that all must be completed for the project to be completed.

INTRODUCTION
The purpose ofthis paper is threefold. First, we present several causes of project lateness; some have been discussed in the traditional project management literature but most have not. Second, a simple project...
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