Page 495 - Fundamentals of Management Myths Debunked (2017)_Flat

494 Part 5 • Controlling
Exhibit 15–8 Major Activities in Building a Custom Home

tIME prECEDING
EvENt DEsCrIptION (WEEks) aCtIvIty
A Approve design and get permits 3 None
B Perform excavation/lot clearing 1 A
C Pour footers 1 B
D Erect foundation walls 2 C
E Frame house 4 D
F Install windows 0.5 E
G Shingle roof 0.5 E
H Install brick front and siding 4 F, G
I Install electrical, plumbing,
and heating and A/C rough-ins 6 E
J Install insulation 0.25 I
K Install sheetrock 2 J
L Finish and sand sheetrock 7 K
M Install interior trim 2 L
N Paint house (interior and exterior) 2 H, M
O Install all cabinets 0.5 N
P Install flooring 1 N
Q Final touch-up and turn over house
to homeowner 1 O, P

Exhibit 15–9 A PeRT Network for Building a Custom Home

Start F
H O Finish
A B C D E G N Q
P
I J K L M

where our controls should be placed. Because any event on the critical path that is delayed
will delay the overall project (making us not only late but also probably over budget), our
attention needs to be focused on the critical activities at all times. For example, if activity
F (installing windows) is delayed by a week because supplies have not arrived, that is not
a major issue. It’s not on the critical path. But if activity P (installing flooring) is delayed
from one week to two weeks, the entire project will be delayed by one week. Consequently,
anything that has the immediate potential for delaying a project (critical activities) must be
monitored closely.
As we said in the beginning of this chapter, it’s the manager’s job to manage the organi-
zation’s operating systems, organizational control systems, and quality programs. That’s the
only way organizations will survive in today’s increasingly competitive global economy.

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