AI1003
INTEGRANTES:
CHINCHAY CHAVEZ Jean Cris!ian MALDONADO SARMIENTO Enri"#e DOCENTE: Ybnias Elí Grijalva Yauri
PLANEACION DE PRO PLANEACION PROYECT YECTOS OS CPM CPM Y PERT – PANADERIA “PANIPASTELES” N$%ES LIMACHE Cris!ian AI1003
ROMERO A&$INO A'e(an)er VILCA CHAVEZ *r+an ,ran-
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
INTRODUCCION Los proyec proyectos tos en gran escala escala por una sola sola vez han existi existido do desde desde tiempo tiemposs antigu antiguos; os; este hecho hecho lo atesti atestigua gua la constr construcc ucción ión de las pirámide pirámidess de Egipto Egipto y los acueductos acueductos de Roma. Roma. Pero sólo desde desde hace poco se han analizado analizado por parte de los investigadores operacionales los problemas gerenciales asociados con dichos proyectos. El problema de la administración de proyectos surgió con el proyecto de armame armamento ntoss del Polari Polaris, s, empeza empezando ndo !"#. !"#. $on tantas tantas compon component entes es y subcomponentes %untos producidos por diversos &abricantes, se necesitaba una nueva herramienta para programar y controlar el proyecto. El PER' (evaluación de programa y t)cnica de revisión* &ue desarrollado por cient+&icos de la o&icina aval de Proyectos Especiales. -ooz, llen y /amilton y la 0ivisión de 1istemas de rmamentos de la $orporación Loc2heed ircra&t. La t)cnica demostró tanta utilidad 3ue ha ganado amplia aceptación tanto en el gobierno como en el sector privado. 0os son los or+genes or+genes del m)todo m)todo del camino camino cr+tico4 cr+tico4 el m)todo PER' (Program (Program Evaluation and Revie5 'echni3ue* 'echni3ue* desarrollo por la rmada de los Estados 6nidos de m)rica, m)rica, en !"7, para controlar los tiempos de e%ecución de las diversas actividades integrantes de los proyectos espaciales, por la necesidad de terminar terminar cada una de ellas dentro de los intervalos intervalos de tiempo tiempo disponibles. disponibles. 8ue utilizado utilizado originalment originalmente e por el control de tiempos del proyecto Polaris y actualmente se utiliza en todo el programa espacial. El m)todo m)todo $P9 ($r+tica ($r+ticall Path Path 9ethod 9ethod*, *, el segundo segundo origen del m)tod m)todo o actual actual,, &ue desarr desarroll ollado ado tambi)n tambi)n en !"7 !"7 en los Estado Estadoss 6nidos 6nidos de m)ric m)rica, a, por un centro centro de investigación de operac iones para la &irma 0upont y Remington Rand, buscando el control control y la optimizació optimización n de los costos costos de operación operación mediante mediante la planeación planeación adecuada de las actividades componentes del proyecto. mbos m)todos m)todos aportaron aportaron los elementos elementos administrativ administrativos os necesarios necesarios para &ormar el m)todo del camino cr+tico actual, utilizando el control de los tiempos de e%ecución y los costos de operación, para buscar 3ue el proyecto total sea e%ecutado en el menor tiempo y al menor costo posible.
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
INDICE CAPITULO 1: DIAGNOSTICO DE LA EMPRESA 1.1. 1.2. 1.3. 1.4. 1.5. 1.6.. 1.6
GENERALIDADES DE LA EMPRESA CARACTERISTICAS DE LA EMPRESA ESTRATEGIA DE MERCADO ORGANIGRAMA OBJETIVO DESCRI DESCRIPCI PCION ON GENERA GENERAL L DE TRABA TRABAJO JO DE LA PANADER ANADERIA IA
CAPITULO 2: ADMINISTRACION DE PROYECTO CPM Y PERT 2.1. 2.2. 2.3. 2. 3.
3 4 4 5 5 5 6 7
DEFINICION 8 USO 8 APLI APLICA CACI CIN N:: CPM CPM Y PERT PERT DE LA PANAD ANADER ERIA IA !PAN !PANIP IPAS ASTE TELE LES" S" # 2.3.1. 2.3 .1. ESTIMA ESTIMACIO CION N DE TIEMPO TIEMPO 1$ 2.3.2 2.3.2.. DETERMINA DETERMINACION CION DEL TIEMPO TIEMPO ESPERAD ESPERADO O Y LA LA VARIAN VARIAN%A %A 11 2.3.3. ACTIVIDADES DE LA RUTA CRITICA 12 2.3.4. DI DIAGRAMAS DE GANTT 13 2.3.5. GRAFICO DE PRECEDENCIA&LINEA CRITICA' 16
CONCLUSION
18
ANE(OS
1#
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
CAPITULO I: DIAGNOSTICO DIAGNOSTICO DE LA EMPRESA
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
NOMBRE DE LA EMPRESA P:P1'ELE1
UBICACIN R. L<1 =6:6LE1 >"7 ? 1 '<:<
RESE)A *ISTORICA :niciamos :niciamos nuestras actividades actividades el " de %ulio de @A", desde entonces nuestros clientes han dis&rutado la excelente calidad de nuestros productos. $omenzamos instalándonos en un espacio tomado en la misma vivienda ubicado en 1an $arlos o&reciendo productos de panader+a tales como4 panes, bizcocher+a y pasteler+a. :ntentando salir adelante con nuestro negocio, tomando determinadas estrategias de ventas tomamos la decisión de impulsar y dedicarnos a la producción de panes y pastel pasteles, es, as+ Panade Panader+a r+a P:P :P1'ELE 1'ELE1 1 :RL logro logro me%ora me%orarr nuestr nuestra a ma3uin ma3uinari aria a y empezamos la comercialización y distribución. ctualmente nuestra &ábrica se encuentra ubicada en 1an $arlos en donde buscamos el me%oramiento continuó en nuestros procesos productivos y la expansión de nuestros productos en todo el territorio nacional.
MISIN: <&recer productos en gran variedad y precio, utilizando materia prima de la más alta calidad para satis&acer las necesidades y exigencias de nuestros distinguidos clientes. poyados con una continua asesor+a 3ue asegura una mayor productividad y óptima elaboración de los mismos.
VISIN: 1er una empresa e&iciente, rentable, l+der en el mercado distrital en pani&icación, con productos y servicios de excelente calidad.
2. CARACT CARACTERI ERISTI STICAS CAS DE LA LA EMPR EMPRESA ESA La Panader+a y Pasteler+a P:P1'ELE1 se caracteriza por ser una empresa destinada a las necesidades de sus clientes, al ponerla en práctica re3uiere un me%or es&uerzo de calidad de sus productos, el ob%etivo para lograr sus secretos es ser l+deres y satis&acer al cliente, al brindarle la me%or $alidad, de 1ervicio.
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
unas de sus primordiales estrategias es ser la primera en el mercado por medio de un buen servicio.
4. ORGAN GANIGR IGRAM AMA A
5. OBJETIVO 0ete 0eterm rmin inar ar el tiem tiempo po exac exacto to del del proc proces eso o de prod produc ucci ción ón de pan pan de la pana panade der+ r+a a P:P1'ELE1.
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
CAPITULO II: ADMINISTRACION ADMINISTRACION DE PROYECTOS CPM Y PERT
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
El m)todo del camino cr+tico es un proceso administrativo de planeación, programación, e%ecución y control de todas y cada una de las actividades componentes de un proyecto 3ue debe desarrol larse dentro de un tiempo cr+tico y al costo óptimo. El PER'$P9 &ue diseFado para proporcionar diversos elementos Gtiles de in&ormación para los administradores del proyecto. Primero, el PER'$P9 expone la Hruta cr+ticaH de un proyecto. Estas son las actividades 3ue limitan la duración del proyecto. En otras palabras, para lograr 3ue el proyecto se realice pronto, las actividades de la ruta cr+tica cr+tica deben realizarse realizarse pronto. pronto. Por otra parte, parte, si una actividad actividad de la ruta cr+tica cr+tica se retarda, el proyecto como un todo se retarda en la misma cantidad. Las actividades 3ue no están en la ruta cr+tica cr+tica tienen tienen una cierta cierta cantidad cantidad de holgura; holgura; esto es, pueden empezarse empezarse más tarde, tarde, y permitir permitir 3ue el proyecto proyecto como un todo se mantenga mantenga en programa. El PER'$P9 identi&ica estas actividades y la cantidad de tiempo disponible para retardos. El PER'$ PER'$P9 P9 tambi) tambi)n n consid considera era los recurs recursos os necesa necesario rioss para para compl completa etarr las actividades. En muchos proyectos, las limitaciones en mano de obra y e3uipos hacen 3ue la programación sea di&+cil. El PER'$P9 identi&ica los instantes del proyecto en 3ue estas restricciones causarán problemas y de acuerdo a la &lexibilidad permitida por los tiempos de holgura de las actividades no cr+ticas, permite 3ue el gerente manipule ciertas actividades para aliviar estos problemas. 8inalmente, el PER'$P9 proporciona una herramienta para controlar y monitorear el progreso del proyecto. $ada actividad tiene su propio papel en )ste y su importancia en la terminación del proyecto se mani&iesta inmediatamente para el director del mismo. Las actividades actividades de la ruta cr+tica, cr+tica, permiten permiten por consiguient consiguiente, e, recibir recibir la mayor parte de la atención, debido a 3ue la terminación del de l proyecto, depende &uertemente de ellas. Las activi actividad dades es no cr+tic cr+ticas as se manipu manipular laran an y rempla remplazar zaran an en respue respuesta sta a la disponibilidad de recursos.
2.2. U El campo de acción acción de este m)todo m)todo es muy amplio, amplio, dada su gran &lexibilida &lexibilidad d y adapta adaptabil bilida idad d a cual3u cual3uier ier proyec proyecto to grande grande o pe3ueFo pe3ueFo.. Para Para obte obtener ner los los me%ore me%oress
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
0entro del ámbito aplicación, el m)todo se ha estado usando para la planeación y control de diversas diversas actividades actividades,, tales como construcció construcción n de presas, presas, apertura apertura de caminos, caminos, pavimentación, construcción de casas y edi&icios, reparación de barcos, investigación investigación de mercados, movimientos de colonización, estudios económicos regionales, auditor+as, planeac planeación ión de carrer carreras as univers universita itaria rias, s, distri distribuc bución ión de tiempo tiemposs de salas salas de operaciones, ampliaciones de &ábrica, planeación de itinerarios para cobranzas, planes de venta, censos de población, etc., etc.
2.3.
MODELO CPM Y PERT:
La panade panader+a r+a P:P :P1'ELE 1'ELE1 1 progra programa ma sus activi actividad dades es del d+a en el proces proceso o de preparación de pan, para lo cual realiza las siguientes actividades a e%ecutar4
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
2.3.1. ESTIMACION DEL TIMEPO En el PER' es comGn realizar la asignación de los tiempos segGn unas estimaciones tipo 3ue son las siguientes4 ?
2.3.2. DETERMINACION DEL TIEMPO ESPERADO Y VARIAN%A 1egGn esto, podemos &ormular la siguiente expresión en donde se da un valor mayor al
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
$on esta expresión podemos conocer la variabilidad de los tiempos asignados mediante el cálculo de la varianza con respecto a la panader+a P:P1'ELE1. $uanto mayor sea la varianza (variación*, como es lógico, mayor será la incertidumbre en los tiempos asig as igna nado dos. s. El he hech cho o de ex exig igir ir J titiem empo poss no noss ob obliliga ga a an anal aliz izar ar má máss a &o &ond ndo o la lass operaciones y los tiempos a emplear. veces podemos dar un tiempo pesimista muy largo, pero hemos de tener en cuenta 3ue el tiempo pesimista tiene un peso menor en la &órmula por lo 3ue no tendrá tanta in&luencia.
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
continuación establecemos los tiempos y las actividades precedentes de cada una de las actividades.
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
$omo se observa en el primer gra&ico actuan dos variables el tiempo y el tipo de actividad, las lineas de color azul represetan los tiempos de inicio temprano y &inalizacion temprana. lgunas actividades en la panaderia se realizan de &orma simultanea como se muestra en el tramo de tiempo de A a JA min despues del inicio. Las lineas ro%as muestran los tiempos y actividades, de la panaderia, 3ue pertencen a la linea critica. di&erencia del primer gra&ico de antt, este cuenta con los tiempos de inicio tardio(late star4L1* y &inalizacion tardia(late &inish4L8*
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
Este tercer diagrama de antt nos muestra todos los tiempos, y vemos 3ue las lineas de ro%o ro%o son las activi actividad dades es 3ue pertenec pertenecen en a la ruta critic critica. a. E /- <- - <</0 <- 90- <- 9 909<-/9 PANIPASTELES - <- 187.6 /0 -/9- 9 3@ = 7/0.
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
2.3.5 2.3.5.. GRAFICO GRAFICO DE PRECED PRECEDENCIA ENCIA&LIN &LINEA EA CRITICA' CRITICA' Este gra&ico nos muestra la linea critica(color ro%o* y las actividades 3ue pertencen a ella, ensima de cada nodo se observa el tiempo esperado 3ue se realizo cada actividad. 0emostrando el resultado anterior sumaremos los minutos de cada una de las actividades pertenecientes a la ruta critica.
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
hora si 3ueremos determinar la varianza tomar+amos como como re&erencia la siguiente tabla4
ACTIIVID AD
PRECENDEN TE
A B C D E F G * I
I I I 0 E 8 $
TIEMPO TIEMP OPTIMIST O A NORMA L " # 7 A @" JA A @ A @ A J " # A @ #
TIEMPO TIEMPO VARIAN% PESIMIST ESPERAD A A O @@ " J# # " K " K "
A!K JJ K@ J#J 7JK J @KJ J7J K7K
N!JK K! K!JK K! @"JK @"! N!JK
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
CONCLUSION El $P9 y PER:, PER:, sus matices matices hacen cada uno aplicable aplicable más 3ue el otro en situacione situacioness di&erentes di&erentes.. En ambos m)todos la in&ormació in&ormación n esencial esencial deseada deseada es la ruta cr+tica cr+tica y las holguras. holguras. Estas, Estas, le permiten permiten al director director del proyecto proyecto hacer decisiones con base a in&ormación, basado en el principio de administración por excepción, sobre los planes y proyectos del traba%o actual y monitorear el progreso del proyecto. El tiempo de proceso de elaboración de panes de la panader+a P:P1'ELE1 :P1'ELE1 es Jh 7min. 0eterminamos 3ue hay una probabilidad de A.J@J.@Q de 3ue el proceso de elaboración de panes se realice en !Amin.
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES” ANEXOS
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”
PANADERIA !PANIPASTELES"
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PLANEACION DE PROYECTOS CPM Y PERT – PANADERIA “PANIPASTELES”