POM Project Squeezing the Juice Out of the

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POM+ Project Squeezing the Juice Out of the Beverage Market

POM+ Project Squeezing the Juice Out of the Beverage Market

POM+ Project • • Introduction Priority Matrix Work Breakdown Structure Critical Path

POM+ Project • • Introduction Priority Matrix Work Breakdown Structure Critical Path

POM+ Project • • Resource Allocations Earned Value Cost Indicators Earned Value Schedule Indicators

POM+ Project • • Resource Allocations Earned Value Cost Indicators Earned Value Schedule Indicators Conclusion

Introduction • • • Big Kola Company soda sales Losing profits Emerging Specialty Juice

Introduction • • • Big Kola Company soda sales Losing profits Emerging Specialty Juice Market Research POM+ Project

POM+ Priority Matrix Time Scope Constrain X Enhance Accept Cost X X

POM+ Priority Matrix Time Scope Constrain X Enhance Accept Cost X X

Work Breakdown Structure • • • Research & Development Secure Fruit Suppliers Initial Production

Work Breakdown Structure • • • Research & Development Secure Fruit Suppliers Initial Production Distribution Legal Prepare Product Launch

Critical Path • • • Need survey Set product specs Shelf life report Secure

Critical Path • • • Need survey Set product specs Shelf life report Secure fruit suppliers Equipment rehab

Critical Path, continued • • • Production trials Quality metrics Quality training Prepare product

Critical Path, continued • • • Production trials Quality metrics Quality training Prepare product launch

Critical Path, continued • • • Production trials Quality metrics Quality training Prepare product

Critical Path, continued • • • Production trials Quality metrics Quality training Prepare product launch

Gantt Chart- Critical Path

Gantt Chart- Critical Path

Resource Allocations Resource Available Hourly Rate Marketing 5 $80/hr R&D 5 $80/hr Engineering 10

Resource Allocations Resource Available Hourly Rate Marketing 5 $80/hr R&D 5 $80/hr Engineering 10 $100/hr Purchasing 2 $60/hr Quality 3 $80/hr Designers 3 $60/hr Legal Staff 3 $120/hr Production 20 $60/hr

EARNED VALUE MANAGEMENT

EARNED VALUE MANAGEMENT

Earned Value Cost Indicator • • • CPI-. 70 EAC- $2. 4 million BAC-

Earned Value Cost Indicator • • • CPI-. 70 EAC- $2. 4 million BAC- $1. 7 million VAC- $710, 000 TCPI- $1. 15

Earned Value Schedule Indicator • SPI-. 69 • SV%-. 31 • SV- $184, 000

Earned Value Schedule Indicator • SPI-. 69 • SV%-. 31 • SV- $184, 000 Earned Value Management crucial to project success.

Conclusion • Business savvy • Priority Matrix • EVM

Conclusion • Business savvy • Priority Matrix • EVM

REFERENCES Cohen, M. W. , & Palmer, G. R. (2004). Project Risk Identification and

REFERENCES Cohen, M. W. , & Palmer, G. R. (2004). Project Risk Identification and Management. AACE International Transactions, 1. Business Source Premier, EBSCOhost Davies, J. R. (1995, November 6). Using work breakdown structure in project planning. Plant Engineering, 49(14), 54+. Retrieved from http: //go. galegroup. com/ps/i. do? id=GALE%7 CA 1798558 4&v=2. 1&u=klnbsouthwest&it=r&p=AONE&sw=w Larson, E. W. , & Gray, C. F. (2011). Project management, the managerial process (5 th ed. ). New York, NY: Mc. Graw Hill Irwin.

REFERENCES Poletti, B. , & Marcoux, R. (2008). Performance indicators for project management. CMA

REFERENCES Poletti, B. , & Marcoux, R. (2008). Performance indicators for project management. CMA Management, 82(6), 24 -28. Business Source Premier, EBSCOhost. Slack, N. (1994). The importance-performance matrix as a determinant of improvement priority. International Journal of Operations & Production Management, 14(5), 59 -59. Retrieved from http: //ezproxy. sckans. edu/login? url=http: //search. proques t. com/docview/232337910? acco untid=13979

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