Knowledge Flashcards
Types of float
total - maximum spare time available to an activity without increasing total project time (Tl(s) - Te(p) -te)
free - maximum spare time available to an activity without increasing the EET on next event (Te(s) - Te(p) -te)
indep - maximum spare time available to an activity without affecting the float of any other activities (Te(s) - Tl(p) -te)
CSC principal processes (FR translation)
1 - Organisation 2 - Planning and budgeting 3 - Accounting 4 - Analysis 5 - Revisions and access to data
WBS hierarchy
end product major components general component requirements detailed component requirements manageable work packages (PERT/CPM)
CSC Organisation
effort defined wrt a WBS
responsibility assignment matrix
CSC Planning and budgeting
PMB (and updating)
- define the work (WBS)
- schedule the work (PERT/CPM)
- allocate budgets
- define Management Reserve
- negotiate a contract budget base
CSC Analysis
measure EV
cost variance = EV - ACMP (/EV)
schedule variance = EV - BCWS (/BCWS)
estimated cost = (total budget/EV)*ACMP
Functional organisation
hierarchical, by activity (similar tech)
s: specialisation, scale, efficiency, good for high turnover
w: lost focus from department self interest
Divisional organisation (project similar)
autonomous, by product
s: functional departments concentrate on divisions goals
w: inefficiency due to duplicated functional activities
Matrix organisation
projects managed separately but can use resources from functional departments
s: scale, efficiency, sight of goals
w: conflict b/n project and functional management, allocation of resources, lacks specialisation
Reasons for cultural change resistance
self interest
misunderstanding and lack of trust
different assessments
low tolerance for change
Accounting key concepts
viability
prudence
consistency
principle of accruals
Porter’s 5 forces
bargaining power of suppliers bargaining power of buyers threat of new entrants threat of substitutes internal rivalry
Effective alternatives
availability of alternatives
factors limiting the use of alternatives
motivations for buyers to use alternatives
Effective alternatives - Availability of alternatives
suppliers: - quantity and concentration of buyers (low conc better) - alternative uses of products - ability to forward integrate buyers: - quantity and conc of suppliers - viable substitutes - ability to backward integrate
Effective alternatives - Limiting factors
suppliers: - switching costs - importance of volume buyers: - differentiation - switching costs - lack of buyer information
