Simulation is related to, but should not be confused with, Prototyping ; it differs in that simulation is used to model a complete value stream while prototyping is used, in a laboratory environment or with a control group, to test smaller components of a process. Prototyping often follows simulation to further validate the value of process changes.
Simulation can be performed manually, but it is an exceedingly complex, labor intensive, and time consuming technique. It is most effectively accomplished using an advanced automated tool, one which has been specifically designed to support the analysis and optimization of business processes. Applications To reduce risk by modeling a reengineered value stream prior to implementing the value stream in the enterprise.
To validate assumptions concerning throughput, volumes, costs, time, human and physical resources, and facility capacity. To validate improvements or to identify at what point processes break down. Procedures Define the processes and tasks that make up the value stream, their sequence and priority. Define information or resource requirements i. Define task execution parameters, including starting time, waiting time and interruptions. Define flows between tasks, including starting time and duration.
Define the physical resource data including who, what, and how. Define simulation scenarios, including constants and variables in the components of the process.
Execute simulation scenarios. Analyze and confirm results. Instructions Using simulation, a reengineered value stream can be modeled, varying steps and parameters, to determine the effects of change variations on the process and to identify areas of weakness. It is an effective way to test the effects of "what if" scenarios on complex business processes e. This allows the changed value stream to be modeled and studied to validate improvements or to identify at what point the process breaks down.
Simulation provides the results of change without having to physically implement the change. Manual simulation of a complete value stream process can be exceedingly complex, labor intensive, and time consuming.Return to PMP test. Your Name required. Your Email required. Congo, Repub. Your Phone required. Your Message. Just make sure that you are human Which is bigger, 2 or 8? Questions: Validate Scope is part of what process group? Planning b. Executing c. Closing d. Monitoring and Controlling The Planning process group touches all ten of the key knowledge areas in that planning has to occur in each of these areas.
Which of the following is not part of the planning process? Creating the WBS b. Develop the project management plan c. Estimate activity durations d. Identify stakeholders You are just initiating a project for your organization. Which of the following is a true statement regarding the Initiating process? Risk is low but stakeholder influence is high b. Staffing level is high while chance of success is low c. Risk is high but the chances of success are also high d.
Stakeholder influence is high while costs are low There are many reasons for creating a lessons learned document in a project. All of the following represent reasons why you would create a lessons learned document with the exception of: a.
Creates an archive to advise future project teams about types of projects and resources they should avoid when initiating similar projects b. Serves as a historical record for what worked and what did not work in your project so that future project teams can make use of the information c. Used as a phase-end review tool so the team can implement incremental process improvement activities for the subsequent phases d. Gives all project stakeholders a chance to input what issue resolution approaches were most effective for them on the project You are a project manager in an organization with a strong PMO.
What do you do? Call law enforcement and report the individual b. Report the individual to PMI c. Report the individual to his senior manager d. Work performance information b. Work performance data c. Work performance report d. Initiating c. Executing d. Cyclical planning b. Quantified elaboration c. PERT estimates d.Process simulation is one of the conceptually simplest and most often applied techniques in Operations Management and Management Science, yet it has not been widely taught to business students.
A key reason for this is that performing process simulation requires the use of software, and the software that is available tends to be complex and expensive.O365 attack simulator license
Even the more graphics-based packages, although often beautifully designed, frequently have an enormous number of features that place an unnecessary burden on students and instructors in classes that are not devoted to simulation.
SimQuick is a computer package for process simulation that is easy to learn most of its features can be learned in under an hour of class time or independent reading and inexpensive. It is aimed primarily at business students and managers who want to understand process simulation and be able to quickly analyze and improve real-world processes. In addition, SimQuick runs in the widely-known Microsoft Excel spreadsheet environment it is an ordinary Excel file with some hidden macros.
Hence, users of Excel will already be familiar with much of the interface, and the results are already in the spreadsheet, ready for analysis. This booklet accompanies SimQuick. It presents the basics of process simulation by having the reader construct, run, and analyze simulations of realistic processes using SimQuick.
Chapter 1 contains a brief introduction to process simulation and the concepts underlying SimQuick. The next four chapters contain a variety of examples of process simulation. These examples are organized as follows: waiting lines Chapter 2inventory in supply chains Chapter 3manufacturing Chapter 4and project management Chapter 5. Each example is followed by an exercise.2 micro b usb pinout diagram hd quality pyramid
All of the examples and exercises have been designed with business students and managers in mind. In addition to presenting the basics of process simulation, this booklet introduces a number of key concepts from the analysis of processes: service level, cycle or waiting time, throughput, bottleneck, batch size, setup, priority rule, and so on. The booklet also introduces some key trade-offs from the analysis of processes: number of servers vs.
These notions are presented through computer models that the reader constructs and experiments with using SimQuick. The booklet is self-contained; that is, all technical terms involving processes or operations are defined. The reader is assumed to have a rudimentary understanding of how to use Excel on the level of knowing how to save files and how to enter information into cells.
The chapters are organized around typical topics in Operations Management and Management Science courses so that this booklet can easily be used in these types of courses. The reader should first read Chapter 1 which contains a conceptual explanation of process simulation and SimQuick and Section 1 of Chapter 2 which contains a step-by-step explanation of how to use SimQuick by completely working through a simple example.
After this the reader has a lot of freedom: The remaining sections in Chapters 2, 4, and 5 can be read in any order except Example 7 should be read before Example However, the sections in Chapter 3 build on one another and should be read in sequence.
The bulk of Chapters 2 through 5 consists of examples of processes that can be modeled using SimQuick. When needed, an example discusses how to build the SimQuick model.
With just this material, many real-world processes can be easily modeled and studied. The booklet contains four appendices. Appendix 1 contains a list of the basic steps in conducting a simulation project. Appendix 2 contains tips on how to enhance SimQuick by using some of the features built into Excel. These tips are tied to examples in the booklet. Appendix 3 describes how to use a feature of SimQuick called Custom Schedules. Appendix 4 contains a succinct description of all the features of SimQuick and can be used for reference.
Hence, the features of SimQuick are presented in two ways: through examples and in a reference manual. Solutions to exercises : Instructors are provided with complete solutions in Excel to every exercise. Web site : Refer to www. After a one-hour introduction in class basically, covering Section 1 of Chapter 2the students successfully solve a variety of modeling problems with little help.Find Flashcards.
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Project Management Flashcards
Social Work. Linear Algebra. Multiplication Tables. Statistical Methods. Biomedical Science. Diagnostic Imaging. Gross Anatomy.The telephone may be used for two-person synchronous communication or in a multipart conference call. Using a telephone to make long-distance and international calls involves using international telephone numbering conventions.Word Chapter 1A
Wired telephones are connected physically to a local switch that can handle up to ten thousand connections represented by the last four-digit numbers in a telephone number from to Each switch is identified by a three-digit number such as A local telephone number consists of the switch number and one of the ten thousand four-digit numbers such as This system can provide up to ten million different unique phone numbers,  but it does not have the capacity to provide service to billions of people.
The switches are grouped into areas and assigned a group number or area code. Area codes in North America were assigned at a time when numbers were converted to a sequence of electrical pulses by inserting your finger in a rotary disc—the dial—and pulling it to a stop on a phone like the one shown in Figure 6. As a spring returns the dial to its original position, it opens and closes a set of electrical contacts to create a series of pulses that match the number dialed. Because it takes longer to dial higher numbers like 8 or 9, area codes that could be dialed quickly like and were assigned to densely populated areas like Manhattan and Los Angeles Higher numbers were assigned to rural areas or to newer areas.
As a result, it is difficult to determine where a telephone is located by its area code. Do not assume that numbers with similar area codes in North America are located in the same time zone—they may be thousands of miles apart.
To initiate a call to a different area code, the number 1 is dialed first. To make an international call from an NANP member such as the United States to another country, you need to provide two codes: the international direct dialing IDD code and the country code. For example, if you wanted to place a call to a number in Rio de Janeiro, you would enter 55 21 xxx xxxx, where is the IDD code for the United States, 55 is the country code for Brazil, 21 is the area code for Rio de Janeiro, and xxx xxxx represents the final seven digits of the number.
The IDD and the country code are not simply reversible. The country code for the United States is 1 not If you traveled to Rio de Janeiro for a meeting and wanted to call back to a number in the United States from a local phone, you would have to look up the IDD code for the local service provider in Brazil. In Brazil, there is a different code for each of the five phone companies. The country code for the United States is 1 notso you would enter 1 xxx xxx xxxx, where the last ten digits are the area code and telephone number in the United States.
It is commonly understood in the United States that you do not enter the hyphens, parentheses, spaces, or periods that are used to make a telephone number more readable and that you dial 1 first—even though it is not included—for a call destined for a different area code. For example, if the phone number on the business card showsyou know that you would enter if you are calling from within the area code  or for a call from a different area code, but you would not attempt to enter the parentheses, space, or hyphen.
Spaces are used in some instances in the following discussion to make the numbers easier to read in this text, but it will be understood that they are not entered when dialing the number. Unlike those countries participating in the NANP, other countries use different numbers for the national direct dialing NDD code and the country code.Not a MyNAP member yet?
Register for a free account to start saving and receiving special member only perks. Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book.
The chapter focuses on the risk management process and presents each of the five risk manage- ment steps in detail with illustrative examples. The chapter concludes with a discussion of risk management policies and performance measures.
A cost estimate that directly addresses uncertainty and risk is at the core of a comprehensive risk management program. However, risk management must be viewed as a comprehen- sive management process, not as simply a tool or set of tools for cost estimating.
The output of a risk-based cost estimate supports identification of critical cost containment issues and helps to effectively inform the design team about risks as proj- ects move through the development phases. The Guidebook provides risk analysis tools and manage- ment practices to help control transportation project costs.
Proper risk management will facilitate agency efforts to avoid, mitigate or better plan for costs that result from identifiable risks during the project development process. Table 3. The risk management process is shown in Figure 3. Of particular note is that the overall risk management process is repetitive and cyclical.
As the project evolves, some risks will be resolved or diminished, while others may surface and thus be added. The five fundamental risk management steps can be applied throughout the project life cycle. The extent of application of each step varies as the methods and tools used to support these steps depend on the project development phase and project complexity. Brief descriptions for each of the five steps follows with complete descriptions and examples provided in Section 3. Risk identification is the process of determining which risks might affect the project and documenting their character- istics using such tools as brainstorming and checklists.
Risk assessment assists in deriving contingency estimates.
Quantitative and qualitative risk analysis procedures are applied to determine the probability and impact of risks. Risk mitigation and planning involves analyzing risk re- sponse options acceptance, avoidance, mitigation, or trans- ference and deciding how to approach and plan risk man- agement activities for a project. The fundamental tenants of risk allocation include allocating risks to the party that is best able to manage them, allocating risks in alignment with project goals, and allocating risks to pro- mote team alignment with customer-oriented perfor- mance goals.
Risk monitoring and control is the capture, analysis, and re- porting of project performance, usually as compared to the risk management plan. Risk monitoring and control assists in contingency tracking and resolution. However, contingency application is not listed as one of the five risk management steps.
The application of contin- gency is part of the risk mitigation and planning step. If an agency chooses to accept an identified risk, it should include an appropriate contingency amount in case that the risk is re- alized.Integration Management Chapter 4 April 7 Tuesday. Stakeholder Management Chapter 13 April 9 Thursday. Scope Management Chapter 5 April 11 Saturday.
Schedule Management Chapter 6 April 14 Tuesday. Resource Management Chapter 9 April 16 Thursday. Communication Management Chapter 10 April 18 Saturday.
Cost Management Chapter 7 April 21 Tuesday. Risk Management Chapter 11 April 23 Thursday. Procurement Management Chapter 12 April 25 Saturday. Quality Management Chapter 8 April 30 Thursday.
Participants will receive a certificate upon completion of the class documenting 35 class hours. FEE: Fee is dependent on location, duration and schedule, and number of participants.
PMP Exam Q’s Chapter 3 Project Management Processes
The course fee includes exam study manual, exam simulation, process placemat and instructor handouts. Lyn Heaton has been active in the Project Management field for more than 30 years, both as a Project Manager and an educator.
She has provided project management training to various corporations, the U.
Army, and UMKC. During that time she worked on many of their multi-million dollar projects. She has helped to teach or facilitate PMP Prep training for the chapter since Membership is NOT required to sit for the exam, however it does have benefits. DMCA and other copyright information. Issues with this website? Registration Closed. Project Mgmt Introduction 2.
Integration Management Chapter 4 April 7 Tuesday to pm 4. Stakeholder Management Chapter 13 April 9 Thursday to pm 5. Scope Management Chapter 5 April 11 Saturday to pm 6. Schedule Management Chapter 6 April 14 Tuesday to pm 7. Resource Management Chapter 9 April 16 Thursday to pm 8.
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