July 2013
Beginner
384 pages
9h 41m
English
book
Operations Management For Dummies
by Geoffrey Parker PhD, MSE Mary Ann Anderson, Edward Anderson PhD
Content preview from Operations Management For Dummies
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
Chapter 15
Estimating and Scheduling Projects
In This Chapter
Projecting time and cost from the bottom up
Reducing the uncertainty of your estimates
Accelerating a project or reducing its scope
When projects are late, over budget, or both, the problems are often a result of faulty estimates for the work involved and the related costs at the beginning of the effort. A vital part of project management improvement is finding a way to gather accurate estimates.
Estimating how long a project or task will take seems to be particularly difficult. Many students find that the initial timing estimates used for their projects (such as starting up new businesses) are gross underestimates. Some of this is because people have not systematically thought through all the activities needed to complete their project and have missed a number of them. Some of it arises from project managers being overly optimistic in their estimates.
A major, but subtle, problem with estimations is that you can delay some activities in a project without delaying the entire project. But this doesn’t apply to all activities. Telling the difference between the two types of activities is extremely difficult without the ...
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.
Read now
Unlock full access
More than 5,000 organizations count on O’Reilly
O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.