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Management For Engineers Part 6
Management For Engineers Part 6
Management For Engineers Part 6
C----------.:::M:.::::A:.::NA~G~E=M!:!EN!!T..!:F~OR~E
a also facilitates the
.. tes Varia ble Anal ysis: Its struc tured phen omen
tnitia . l 11-011 and fi ltrati on of the relevant data .
.1n, .,,c;tI<'c
,. n
Used :
-rerm••nologies
term s used in the
unde rstan d some of the relevant conc epts and
Lei uS
decision tree:
it is then divid ed into
Root Node: A ro_o t node c~mp iles the whol e samp le,
bles.
multiple sets w hich comp rise of hom ogen eous varia
er possibilities, can
Decision Node: That sub-n ode whic h diverges into furth
be denoted as a decis ion node .
me whic h cann ot be
Terminal Node: The final node show ing the outco
nal node.
catego rized any furth er, is term ed as a value or termi
s avail able with the
Branch: A branc h deno tes the vario us altern ative
decision tree make r.
cted by a node or sub-
Splitting: The divis ion of the avail able optio n (depi
node) into mult iple sub- node s is term ed as splitting.
decis ion tree make r can
Prunjng: It is just the rever se of splitting, wher e the
decision node .
eliminate one or more sub- nodes from a parti cular
Question 29:
ital, is suffe ring from
There is 40 % chan ce tha t a patie nt admi tted to the hosp
us opera tion shou ld be
cance r. A docto r has to decid e w hethe r a serio
cancer, and the serio us
performed or not. If the pa tient is suffe ring from
er is 70%, other wise it
??era tion is perfo rmed the chan ce that he will recov
1
I', 3- % suffering from cance r and the
:> · On the othe r hanJ , if the patie nt is not
Solution :
Since P 2>P1, doctor should not take a decision for operatio n to the patient.
.48
.60
Questio n 30:
A firm owner is seriou sly corn,iJer ing of drilling a farm well. In thi s pas t,
only 70% of the well s drilled were s uccessfu l at 200 feet of depth in the ,ir1'•1·
Moreove r on findin g no water a t 200 ft, som e persons <..frilled it f urtlwr 1111 tn
250 feet but o nly 20% s truc k water a t 250 ft. The prevai ling cos t of d r ill inf, '. ~
t 50 per foot. T he fa rm owne r h a s es tim a leJ th nt in case he do<.''> not i~d lw,
solution:
-~ 15 00 0
<>" I
o"
<:'
0 2 ~ 5~a
0 '-e0
< 15000+250x
~\ O 50=27500
24 50 0 o<·~\ ~ ~O
,.,_c,()~ o.s
~ o ..,i1;\e.< D 0 .2
2 Wate
0.3 00 ' 250x50=12500
I')Ot
Dr;// 15000+1000
0=25 000
07
200x50=10000
~ D2P oi nt
Dec ision: a) dr il l u p to 25 b) D o n o t dr il l
0 feet
Event: a) N o w at er b) W at er
Probabilities ar
e 0.2, 0.8
EMV for dr il li ng
u p to 250 fe et
= (12500 X 0 .2) + (27000 X
0 .8) == 24500
EMV for d o n o t
drill== 2500 0 (f ro m th e tree
EMV is sm al le )
r for th e ac t dr
il l u p to 250 feet. S o it is
op ti m a\ act.
At Di Point
T h e de ci si on ar
e dri\1 u p to 20
0 fe e t an d d o n
o t dr il l . Events
3" those of 0 2 po are sa n1e
in t.
P ro ba bilities a
rc 0 .7 an d 0.3
f:MV for drill up
t.o 200 feet = (1
0000x0 .7) + (245
00 x0 .3) = \4 350
l:MV for Ju not
Jr i\ l =- 1500 (fro
m the ln•e)
'I h,• o pt imal d,
•cis ion is drill
u p lu 2110 1,·,•l (,>
' Ii"' FM V i, ,. ,,,
,ll <' r)
•~1 11dult .1 \ Pag
e 3 53
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Therefore combining D 1 and D2 the optimal strat:8?' is to drill the well upto
200 feet and if no water is struck, then further drill 1t upto 250 feet.
Question 31:
A firm is planning to develop and market a new drug. The cost of extensive
resea rch to develop the drug has been estimated at~ 100000. The manager
of the research program has found that there is a 6? % chance that the drug
will be developed successful ly. The market potenhal has been assessed as
follows.
Present value of
Market condition Probabilit y
p rofit (~ )
Large Market potential 0.1 50000
Moderate market potential 0.6 25000
Low market potential 0.3 10000
The present value figures do not increase the cost of research. While the firm
is considerin g this proposal, a second proposal almost similar comes up for
considera tion. The second one also requires an investmen t of t100000, but
the present value of all profits is ~ 12000. The return on investmen t in the
second proposal is certain.
i) Draw a decision tree indicating all events and choices of the
firm
ii) What decision the firm should take regarding the investmen t
of~ 100000?
Solution:
PV of profit
Rs 50000
-a<'4S,\ 01
e~ .
Developed and \.a<~
Market New drug Developed successfully Market market Rs 25000
0.6
Rs 10000
Stop
Do not enter market
At point D2
~ t D,
.\ IJ'''in
. . . "l'l' ( I) OL'v clop new drug (2) Acce pt prop osal II
L)l',T ''on: -"
. ·t ,re (I) succ L'ssf ul (2) no t s ucce ssful
l· \ ' l 't1 -s '
Proba biliti es 0.6, 0.6
,,) Dev elop new drug
(13000+0) = 1300 0
EMV = Exp ecte d PV = (23000x0 .6) + (0x0.4) =
b) Acce pt prop osa l 11
EMV = Exp ecte d PV = 1200 0x1 = 1200 0
is to deve lop and mar ke t the
Using EMV crite rion , the opti mal d ecisi on a t 0 1
new drug.
Question 32:
A Com pany is pla nnin g to la unch a new prod
uc t whic h can be intro duce d
coun try. If the prod uct is
initially in Wes tern Indi a or in the who le
nt outl ay will be Rs 12
introduced only in W este rn Indi a, the inve stme
the proj ect to dete rmin e
millio n. Afte r two year s, com pany can eval uate
such an expa nsio n it will
whet her it shou ld cove r the who le coun try. For
mill ion. To intro duce the
have to incu r an addi tion al inve stme nt of Rs 10
ng wou ld invo lve an outl ay
prod uct in the who le coun try righ t in the beg inni
have a life of 5 year s, after
of Rs 20 milli on. The prod uct, in any case , will
whic h the pla nt will have zero net valu e.
·i h.._, hurtl l . .
c rat.(: a ppli cable lo thi s proj ect i~ l 2'X,.
',Hod11I,· I Page 3 55
[L~M~AN~A!!:G~EM:,:E:::,:N:.:.,T.:,.:FO::;.R;:.:E~N~Gl;,;.;.N;;.;.EE;...R_S_ _ _ _ _ _ _ _ _ _ _ _ :J
a) Setup a decision tree for the investment situation.
b) Advise the company o n .the investment
. policy it should folio w.
Support your advice with appropria te reasoning.
Solution:
The decision tree based ·on the information given in the problem is depicted
in the following figure.
EH!m~nd
,,,---:1-=-o_-9,::-- - - - - - - - - - - - - I s o.9•8=72
(0 .1)
0.1•5• 05
demand
o
No expan sion
- - - - --
No t-x p,1ns,o n
- - -- - -- - - - - - - 8
0 0
fhgh drmand
-4)_ _ _ _ _ _ _ _ _ , 9
.-----""-,-0. 0 0.4•8 : J /
Rs 8.6
(0,6)
11 b•S •3.0
fMV , 8.6
l ow d 111nar1d
Mlgh d,mand
0 .6•8• 4.8
(0.6)
low d~rnand
(0.4)
0 0.4•S • / o
:M.od'u[e 3
~ Page 3.56
J
C MANAGEMENT FOR ENGINEERS
111,,kl• ,1 dl'ci~ i
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till' \\
LS : RATIONA
J.lO DE CI SI ON M AK IN G MO DE LA ND
. BE HA VI OU R M OD EL
dit ' d . . s.
,n' \\!e r has to ma ke dec isio ns un der dif fer ent con ion s a n s1tua t1on
a . . . • gs, h ow d oes
cei ve th e ti1m
,.\ 111<
, . , t ,km g a dec 1s1on how doe s a m a nag er per •
·,>a ct a nd how .
l1l' 1 ~ beh avi our of the dec isio n ma ker
model s or app roa ches exp la m the
':
1. Ra
tional or 'Ec ono mi c Ma n Mo del
u sed the
ssic al app roa ch to dec isio n ma kin g in eco nom ics has
The cla ic ma n is
dit ion s of cer tain ty. Th e eco nom
'eco nomic ma n' mo del un der con pro ces s of
a ma nag er sho uld beh ave in the
completely rat ion al. It sta tes how bec aus e it
bes ide s rat ion al, is als o ide alis tic
decision ma kin g. Th is app roa ch, por ted
be full y app lie d to a pra ctic al situ atio n. Th is app roa ch is sup
can not
by scie ntific and log ica l me tho ds.
fol low ing fea tur es:
This eco nom ic ma n mo del has the
l of rea son ing ,
(i) The app roa ch is log ica l and ful he wa nts to
fie s cle arl y the end s to wh ich
(ii) Eco nom ic ma n alw ays ide nti
ava ilab le for the pur pos e,
reach and the me ans wh ich are wil l be in a
The ma nag er kn ow s of var iou s alte rna tiv es ava ilab le and
(iii)
ally ,
position to eva lua te the m rat ion pre fer enc e,
be obj ect ive , not allo w any bia s,
(iv) The ma nag er is s up po sed to
kin g pro ces s,
liking or dis lik ing in dec isio n ma
goa ls wit h pos itiv e att itu de.
(v) Ma nag er sho uld try to rea ch exi stin g
A ma nag er mu st hav e a cle ar und ers tan din g of the
(vi)
env iro nm ent .
dec isio ns
eco nom ic ma n mo del is app lica ble to rou tin e and rep etit ive
The ced ure s are
pre -de ter mi ned rul es and pro
which are pro gra mm ed . Th e an
tak ing rou tin e dec isio ns. Eco nom ic ma n is a lwa ys in sea rch of
app lied for ben efit s.
nal sol uti on or bes t wa y of do ing thi ngs for ma xim isin g his d
O pti?
by eco nom ic con sid era tio ns and use s m a the ma tica l ao
He is gov ern ed
'> lati . .
st,caJ too ls for sol vin g pro ble ms
2. Behaviour Mo del :
11
ity ,' Ad rni nis -tra tiv c Ma n'. Rat ion alit y app roa ch "'Y not
~)U oc.lcd Ra tio nal ~ h,l\ 'l'
be app lica ble in pra ctic a l s itu atio ns. Manngc111L't1t cxp l·rt
: way.., d,• m,l lld Pl
ch' wh ich is renlis tic ,is rwr tlw
th~~dop c~ 'bl'11nvioura l app roa
I
t ., 111,r n,1~ ,•1
d t1 on . Thi ., a pp roa c h i~ pr. igm .iti c ,1nd hol d ~ tlw Vi l'\\/ th,,
l ~Jtu
:Mm/u/r I Paga 3 57
( MANAGEMENT FOR ENGINEERS
J
is a human being and cannot be fully rational because he is confronted with
many constraints, problems, limitations and inadequacies.
(i) A manager may not have access to all type of required information or
information may not be available.
(iii) There may be a situation where multiple and conflicting objectives may
be involved, a process of compromise and adjustment becomes necessary for
taking decisions rather than rationality.
!
c=-=====================JM~A~N~AG~E~M~E~NT~F~O~R~EN~G~IN~E~ER~sJ]
Follow ing are the impor tant tools and techni ques for effecti
ve project
manag ement :
2. Project imple menta tion (execu tion) plann ing techni ques.
(a) Work break down struct ure (WBS-),
(b) Project imple menta tion plan,
(c) Project respo nsibility matrix .
(d) Project m anage ment manu al(s),
A
c= . t Monitoring Techniques.
MANAGEMENT FOR ENGINEERS ]
pro1eC
~- (a) Progress mea s urement technique.
(b) Performance monitoring technique,
(c) Updating, reviewing and reporting technique .
Various activities are performed at the same time and there are various
a~tivities which can be started only at the completion of other activities in a
big project. The main work for detailed study of the product is to determine
th
~ information about the project and then discover a new, better and
l~ 1
~~er way to g~t the w?rk done. Thus thorough _study o~ ~r_oject is do~e
. _gh some suitable diagram which shows various activ1hes and their
~osittons in the project. It is also helpful to know that in what way the delay
in any
nu
r .
ac iv,ty can affect the whole project in terms of time and money. A
n mber of nodes (typically shown as small circles or rectangles) and a
r . of arcs (shown as arrows) that connect two different no d es exist
aurnber ·
· m
p OJect network (figure).
Techniques for
Ne two rk
Analysis
CP M PERT
Event oriented diagrams are also known as PERT network diagrams. Here
emphasis is g iven to the events of the project. The events tha t are to be
included in tha t plan are first selected. The events in such network fall in a
logical sequence.
Activity oriented diagrams are also known as CPM network diagrams. Here
emphasis is given to activities of the project. The activities are arranged in a
logical order.
1) Events:
In a network diagram events represent the project milestones . For example,
start or completio n of an activity or activities, and occurrence of the events
at a particular instance of time at which some specific portion of project has
been or is to be achieved. In the network events are represente d by the circles
(nodes). The events can be further classified into the following two
categories:
i) Merge Event:
The joint completio n of more than one activity which shows an activity is
called merge event. This is shown in figure.
The numbers are used in a network diagram for representi ng events. For
indicating progress of the work, each event is identified by a number which
is higher than its immediate preceding event. The numbering of events in
the network diagram must start from left (start of the project) to the right
(completio n of the project) and top to the bottom. It is noted that there
should not be any duplicatio n in the numbering of events.
Activity
/\ Activity / ~
Node )1 -- -- --.~ ode
Activity ~ ~ Act ivity
- -.{ Node ·
-:..' r -~. -...-
.. ' "1.
. '
'--..-.. 'C,,;,._,. Dum my
"- '1- Ae1 Ivity
laol of rhe a,row
t◄ u d o f t he • 11ow
'
\ Nod e\
''°"111,, -1 Page 4 7
[MANAGEMENT FOK t:Numu:.1-1w . . ~
For example:
1) Activity-on-Arc (AOA):
In an AOA network, arrow is used for representing the activity and both the
ends of the arrow which are called nodes shows the start and end of the
activity.
0_I------.{~~) Activity ~
2
Activities are represented by an arc and events are represented by a node.
An activity is separated by a node (an outgoing arc) from each of its
immediate predecessors (an incoming arc). One or more activities can be
completed at the starting point of any event and one or more events can start
from this point. Neither time nor resources are consumed by any event.
2) Activity-on-Nod e (AON) :
The second approach in the project network is called Activity -on-Node
(AON) in which activities are shown on the nodes and precedence
relationship between them is represented by a rcs. In other words, acti vities
are represented on the nod es a nd sequ encing connection between two
.
ca us e th is ap pr oa ch is ac tivity ba sed
du m m y ac ti :i ty be becaus e it is similar
to the
There is no_ne ed o~ al pr es en ta tio n
be tt er fo r vi su is do ne be tte r w ith
th e use
An AON di ag ra m ts ti on of a pr oj ec t
bar chart. T hu s, v
is ua l pr es en ta
k di ag ra m .
oi an A O N ne tw or ly
O N A pp ro ac he s for Several C om m on
ow s A O A a nd A
Follov,,in g Fi gu re Sh
ity R el at io ns hi p.
Encountered A ct iv
w or k :
4.3.3 D ra w in g N et uc ti on ar e as follo
ws :
ns tr sks.
The st ep s of ne tw or k co
t an d it' s al l im po rt an t activities or ta
fi ne th e pr oj ec ecide which
Step 1 : Pr op er ly de ip s am on g th e activities. D
th e re la ti on sh
Step 2 : D ev el op
ed e th e ot he rs .
ac tivi ties m us t pr ec th e ne tw or k.
ct al l th e ac tiv iti es an d draw
Step 3 : C on ne tivity .
st es ti m at es ar e as si gn ed to ea ch ac
Step 4 : Ti m e an d /
or co this is called
w hi ch ha s th e lo ng es t tim e an d
th e pa th
Step 5 : C al cu la te
an d
critica l pa th . r pl an ni ng , sc he du lin g, m on ito ri ng
ne tw or k fo
Step 6 : U se th e
ec t.
co ntrolling th e pr oj
gram :
.4 R ul es fo r D ra w in g N et w or k Dia
4.3 or k th er e ar e v~rioth
us
of a pr oj ec t ne tw
an d ac tiv iti es . It pr ov id es he lp .
e
For ha nd lin g ev en ts
in
fo llo w ed I
w hi ch sh ou ld be m en t,one1.
an d ru le s th em ar e as
concepts ur e. So m e of
lo pm en t of a co rr ec t ne tw or k st ru ct
deve
below : tivitv·
t . g ea" ch defined ac
en m ,m
w is us ed. f.or re pr es t be p re se nt ed mor e th
J. 0 ne an d on ly on e ar ro ty ca nn o re
·
111 th e ne tw or k.
H e nce, a ny act1v1 .
or k. 1-. 1 1.. . .,f or e se lt.- ctin g ,u n nl "\ '
on ce in a ne. tw . . .
J
~
2 m g ac t1v 1t1 es m us t be co m p c eu th t•
A ll pr eceJ . . .1 ·11, Ii, •,ti, t' ut
vity " 1.
1 ~c t, vi ty. ch i~ us cJ fo r sh ow in g tlw ac ti
1lw M ro w w hi · 1 111 11111,·
. 1,• -.- .ll'' • th .it 11,,
J,J~i\.aJ pr ca :d cn ce on ly . 1· ti ll• hl• •nL•r1' l 1lr P~
. n of th ti a rr o w Hl l 1ca le' > 1 hd h '>
., r,_,( tm I 111 1 •t• Vt 'll l ' ti
4 Ith t 1t h-'..,
J h t• ui ·
1l 'rm 1n .i1 t·" '
tf, •..,., " 11 "' t\
WI l•• n nu m lx•r of ..K tiv ili l·'> I 111 u,
,J
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1,1 tin g fr w n th .it t •v
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1
n 111n<J t11 1g tJ w n · h,
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H, ,J uh ' I page 4 9
◄
[ MANAGEMENT FOR ENGINEERS
A and B must be
comple ted
before C can be
started.
B and C cannot
begin until A
has been
comple ted.
A y0 C and D cannot
begin until both
D A and B have
been comple ted .
C cannot begin
until both A and
B have been
comple ted, D
cannot begin
until B has been
comple ted.
B and C cannot
begin until A
has been
comple ted, D
cannot begin
until both B and
C have been
com leted.
1) Loo pin g:
ow n as loo pin g,
A case of end les s loo p in a net
wo rk dia gra m, wh ich is als o kn
A, Ba nd C form a cyc le:
is sho wn in fig ure , wh ere act ivi ties
tha t e ver y
, it app ear s fro m fig ure 4.5
Due to pre ced enc e rel atio nsh ips thi s case, it is
in loo pin g (or cyc le) is a pre dec ess or of itse lf. In
acti vity nd C so as to
ass oci ate d w ith act ivi ty A, Ba
difficu lt to num ber thr ee eve nts
net wo rk.
sati sfy rul e 6 of con str uct ing the
_ _ , 1 A
2~
C ~- --- Dangling
I
a) Loo pin g b) Da ng ing
anJ ·Jn T .•
~
A
l'> ~ :::: tJi sco nne
1101 ),iv (:':onwn as d a
cte d act ivi ty bef o re the com ple tio n of a ll activi ties
n gli ng, is s h o wn in fig u re. In
, wh ich
this cas t.•, ,1c tivi ty C ~ll~·s
0v1>iJ,.J b Y re& ult as per the rul es o f thL· ne tw
ork . T he d ,rnb li n ~ m,\ \ ~-
Y aJo p ti ng rul e 5 o f con -.tr uc
tin g tlw rw tw n rk .
,
'Jl"• du1 j
l ,JIJ< Jf)s, It JIii A<ti vity :
J \,y •
·
,) . .l /i• lh1• t w,, t,l l>I''> 111 . tl\ h1e•l~--i 1n
w h1d 1 tl w ll 'i l ' ol d11 nun v ,h t,v
llhl V
tJ,
<.11fv111 ,, 11 k1
,., ll • llt•I w 1 1u 11 ., r ull .., :
'> I 11rr t>t tl y, .. ., f'l'f th, · v.1
or
ii) When two chains of activiti es have a commo n event, yet a re w holly
y w hich is
partly indepe ndent of each other, as shown in fi g ure. A dumm
n
used in such a case, to establi sh proper logica l relatio ns hips, is a lso know
as Logic Dumm y Activity.
of
In figure, if head event of C a nd E do not depen d on the compl etion
activiti es A and B, then the networ k can be re-draw n, as shown in figure.
Otherw ise, the pattern of figure must be adhere d to.
Question 1:
Draw the networ k diagra m to the follow ing activiti es.
Solution:
The networ k diagra m is
Question 2:
ng set of acti vities
Draw a netw ork diag ram to the foll owi
Act ivit ies Pre ced ing acti viti es
A -
B -
C A
D A
E B& C
F B& C
G B& C
H D& E
I F
J F
K G
L H& l
M H &I
N J, K & L
Solution:
----
The netw ork diag ram is
7 ---- --- •,
~- - - - -
H -
'
D 4
y E sf_ , N
f-1~/ C\ ( ~ - - .( B)
B \ ,,/ /" K ~
;-3 ),, / G
i, 6)
Solution:
The network diagram is
Earliest Event Time (TE): The ea rli es t occurrence time o r earli es t event time
(TE) is the ea rliest at which a n event ca n occ ur. Ea rli es t occurrence of c1 n
event say '2' is denoted by Ei.
Latest Event Time (TL): The la test a llowable occurrence time or the la tes t
event time (T1.) is the lates t time by which an event must occur to kee p the
project on schedule. Latest occurrence of a n event, say, '2' is denoted by L2.
The EST of a n activity= Earliest occurrence of the tail event of the activity.
So, for the activity 2-~, EST is E2.
:Motfu(e 4 Page 4.14
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1
tt:h it c ,111 bt• lini s lwd . l'hi.,. i-..
evi dl'n ll ·v l'lfUal to tlw e.irlit''-1
11111 w b, "h .
i\11 1ll" .
tun e pltt~ l'!-l 1m, 11l' d A du,-.111011 of thl' ,1el1 v ll y
1 - ·1· . . D . l.
, 1.1r :. [FT = 1-~ + l"tl\ ' tly urcl lHll
.:rc li vi ty ic;
Lat es t Fin ish Tim e (LF T): Thl ' lc1te s t fini sh tim e for .:rn
l ng the
y ca n be fini s hed wit hou t Jel.:iyi
;ht' l,ltl'SI tim l' by wh ich ,in <1ctivit
tur a lly the 1.:ites l (ini sh tim e for
.:in ,Kli vity wil l
,, mip ll•li on of the pro jec t. Na nt. I kn ee
occ urre nce tim e of the hec1d eve
~- l'-Judl to the lates t a ll ow abl e
I rr 0f an act ivit y 2-3, LFT = L-..
st
s tart tim e of an act ivity is the !.,te
4. L.-:ltest Sta rt Tim e (LS T): Lat est co mp le tio n of
hmc lw wh ic h an acti vity can
be s tar ted wit hou t d e lay ing the
e min u s the
the rroj ecl. It sh o uld be nat ura
lly equ al to the late st fini sh tim
acn ,·itv dur atio n.
I. Tot al Flo at
ii. Fre e Flo a t
ii 1. lnd epe nde nt Flo at
I\ . Inte rfer ing Flo a t
e spe nt by wh ich the s tart ing (orf
:· Tot al Float: Tot al Flo at is the tim d e I ay ·mg t h e co mp I c t·1011 o
in,~ hm g) of · · n be del aye J wit hou t
ti)( a n a cbv tt) ca ..·
fou nd tha t the re 1s J d1ffert..~nu
t,.1: rOJl<(.I. Jn ( ert. ain act i, itie s, it w ill be act u.11 tim e rt..>qu areJ to pcr tor m
anJ the
u, t-t-n lh.l>.im um ti me ava i lab le
.-. act.J , ~ fht ' d1f fer enu: 1~ kno
11 wn as the tot<ll flo._1 t
J '>t.lJ fl t1 m1..• o, t•r
°'"' 1
uf an a t l1 v 1l\ 1<, U,e exc ess of tht..> m,n .1m um u, ,11l~1bk·
tlo1 .
.. IJ \ I l I
-' l lllt' I hu<.,, Jow l l
loa t = U J - f I I or L'-,1 - J ', 1
i 1t th ..1t , ,1n
u ,. J f 1-re e IJu iit : l H"t' flo. JI,.. , th.i i por l11 m o f p-0-,1 11,1..• 101~11 thi.
I~ l lw , ~,th , ••t
.Ill } :.m , eeJ mh ..tl ta, t i \
' • • n d • " ll y ""'J tho ul J t: IJ} 111~
1
f..__M_A_NA_G_E_M_E_N_T_FO_R_E_N_G_IN_E_E_RS_ _ _ _ _ _ _ _ _ _ _ _ _ J
of free floa t is based on the floa t is based on the possibility tha t a ll the events
occur a t their ea rliest time. (i.e. all activity start as early as possible). Hence
free float for an activity is the difference between its earlies t fini sh tim e and
the earliest start time of its successor activity. Thus it is excess of the avni lable
time over the required time when the activity, as well as its successor activity
sta rt as early as possible.
Independent float is equal to the free float minus tail event slack. If the tail
event slack is zero, free float and independent float are equal. It is to be noted
that if a negative value of independent float is obtained, then inde pendent
float is taken as zero.
Independent float= EST for subsequent activity - LFT for preceding activity
- duration
Uses of floats
Floats are useful to solve resource leveling and resource allocation problems.
Floats give some flexibility in rescheduling some activities so as to smoothe n
the level of resources or allocate the limited resources a best as possible. ·
:Moaufe4 Page4.16
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l'lw n t-,l -5-(, is lhl ' LT ilil
.
c b ,K li v itil, ', I1,1v1n
p,1 th is tlw u, w wh ich L·on iw g /t' ro fin.it
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