Istota zakłóceń w zarządzaniu projektami

This paper discusses these issues and seeks to clarify the nature of disruptions in project management. The idea that small disruptions can cause serious consequences to the life of a major project, well beyond that which might be easily attributed to their direct impact, is well established. Projects are often performed under high levels of uncertainty related to such factors as resource availability, unproven technology, team competence, and the commitment of upper management. Without any historical data or past experience, expert opinion and rough estimates might be the only way to quantify activity costs and durations in the initial planning stages. What results is an initial schedule designed to optimize some objective within the limits of uncertainty. As the project unfolds, differences between planned and actual costs, activity durations, and resource requirements begin to emerge. When the deviations become noticeable, we say that the project schedule is disrupted. For small deviations, the initial schedule may still be followed with little or no need for adjustment. In more serious cases, the initial schedule may no longer be optimal with respect to the original objective, and may not even be feasible. The primary purpose of this paper is to provide a structural framework for examining and resolving this type of problem. Our work falls in the growing field of disruption management which finds applications in the such diverse areas as transportation, ship building, and production planning, to name a few. Moreover, this paper describes the various types of disruptions appearing on the stage of project execution. And develops a classification scheme. We go on to discuss the nature of disruptions that occur in large engineering projects, and in particular present some of the issues that arise when change orders are the source of disruption and delay. Although there are some similarities between the original scheduling problem and the one that must be solved after a disruption, the differences are significant. In the latter case, decisions need to be made in a more timely manner. There is usually a trade off between making good decisions and speeding up the recovery process to avoid further difficulties. In addition, there may be new constraints and new commitments associated with activities underway, especially with respect to future activities that were not anticipated when the original schedule was drawn up. In last part, the analysis of activity network in the projects at the time of disruption and difficult selection of the best of scheduling variant are shown. The network diagram presenting the production preparation process of special purpose machine for deep hole drilling with gundrills is analyzed as example.