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PROCESS MANAGEMENT, The first decision to make is to choose the process…

- - - - According to this approach, the company must direct its efforts towards the achievement of goals that consider the customer and their value criteria. For this, the performance indicators that are established are:
        • Quality
        • Manufacturing time
        • Cost
        • Service
- - - - LATECHNOLOGY AND ITS CLASSIFICATION
        
        Flexible Technology: the flexibility of technology infers the extent to which machines, technical knowledge and raw materials can be used in other products or services. In other words, it is one that has several and different formalities, for example: the food industry, the automotive industry, medicines, etc.
        
        Fixed Technology: is one that cannot be used in other products or services. It can also be said that it is one that is not continuously changing, for example: Oil refineries, the steel industry,
        cement and petrochemicals.
- - - - Based on their nature, some experts prefer to classify the elements of project management into 7 categories:
        • Humans: relate to negotiation, communication, motivation, leadership and teamwork.
        • Organizational: they have to do with authority and responsibility.
        • Technical and methodological: such as modeling, costing and programming.
        • Cultural: are the values, attitudes, beliefs and traditions.
        • Planning: they are related to the objectives, goals and strategies established.
        • Informational: they refer to performance, money and time.
        • Control: they are standards, sensors, comparatives and actions.
- - - - Network Planner
        Creating a network assumes that there is another higher-level role of the network planner whose plans are implemented by other team members.
      - In this example there are two main systems and several satellite systems. Actual configuration will depend on business considerations. There are two hub queue managers located in suitable hubs. Each hub QM has message channels with local queue managers:
        
        -The hub QM 1 has message channels with each of the three local queue managers, QM1, QM2, and QM3. The applications that use these queue managers can communicate with each other through the hub QMs.
        -The QM hub 2 has message channels with each of the three local queue managers, QM4, QM5, and QM6. The applications that use these queue managers can communicate with each other through the hub QMs.
        -The hub QMs have message channels between them that allow any application on one queue manager to exchange messages with any other application on another queue manager.
- - - - PROJECT SCHEDULING (PERT-CPM)
        A project is defined as a set of interrelated activities, in which each activity consumes time and resources. The goal of CPM and PERT is to have an analytical method for scheduling activities.
        
        COST-TIME AND ACCELERATION OF THE PROJECT.
        When managing a project, it is not difficult for the manager to face either or both of the following situations:
        
        That the project falls behind schedule.
        
        That the completion time scheduled for the project be advanced.
- - - - One of the keys is to keep an adequate project control. For that, fortunately, among the different types of project control, there are techniques such as Winning Value (EVM) with which we obtain very valuable information about what is happening in the project.
      - What about the monetary value envisaged in the project plan for a task? Or what is the percentage of progress with respect to the planned plan?
        They are data with which we can make effective decisions, adjusted to the reality of the project. Behind it, there are a lot of complex and difficult to apply logarithms. For this reason, we work with web applications such as Sinnaps that have a specific control panel that we can access whenever we need it and see what is happening in real time in our project.
- - - - The Fifth Decision refers to the capital intensity and the mix of teams and human skills that will participate in the process. The greater the relative cost of the equipment, the greater the capital intensity, thus, for example, industries that use linear processes, that is, continuous flows, are highly capital intensive.