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Chapitre 5.2 CPM PERT AON
Chapitre 5.2 CPM PERT AON
(AON)
AON Network for House
Building Project
Lay foundations Build house
2 4
Finish work
2 3
7
Start 1 1
3
Design house 6
and obtain
3
1 5 1
financing
1 Select carpet
Order and receive
materials Select paint
9-2
Critical Path
2 4
2 3
7
Start 1 1
3
3 6
1 5 1
1
A: 1-2-4-7
3 + 2 + 3 + 1 = 9 months Critical path
B: 1-2-5-6-7 Longest path
3 + 2 + 1 + 1 + 1 = 8 months through a network
C: 1-3-4-7
3 + 1 + 3 + 1 = 8 months Minimum project
D: 1-3-5-6-7 completion time
3 + 1 + 1 + 1 + 1 = 7 months
9-3
Node Configuration
Activity number Earliest start
Earliest finish
1 0 3
3 0 3
Latest finish
9-4
Activity Scheduling
9-5
Earliest Activity Start and
Finish Times
Lay foundations
Build house
2
Start 4
2
3
1 7
3 1
Design house
and obtain 6 Finish work
financing 3
1
1 5
Select carpet
Order and receive 1
materials Select pain
9-6
Earliest Activity Start and
Finish Times
Lay foundations
Build house
2 3 5
Start 4 5 8
2
3
1 0 3 7 8 9
3 1 9
Design house
and obtain 6 6 7 Finish work
financing 3 3 4
1
1 5 5 6
Select carpet
Order and receive 1
materials Select pain
9-7
Activity Scheduling (cont.)
9-8
Latest Activity Start and
Finish Times
Lay foundations
Build house
2 3 5
Start 4 5 8
2
3
1 0 3 7 8 9
1 1 9
Design house
and obtain 6 6 7 Finish work
financing 3 3 4
1
1 5 5 6
Select carpet
Order and receive 1
materials Select pain
9-9
Latest Activity Start and
Finish Times
Lay foundations
Build house
2 3 5
Start 4 5 8
2 3 5
3 5 8
1 0 3 7 8 9
3 0 3 1 8 9
Design house
and obtain 6 6 7 Finish work
financing 3 3 4
1 7 8
1 4 5 5 5 6
Select carpet
Order and receive 1 6 7
materials Select pain
9-10
Activity Slack (flottement)
Activity LS ES LF EF Slack S
*1 0 0 3 3 0
*2 3 3 5 5 0
3 4 3 5 4 1
*4 5 5 8 8 0
5 6 5 7 6 1
6 7 6 8 7 1
*7 8 8 9 9 0
* Critical Path
9-11
Probabilistic Time Estimates
Beta distribution
a probability distribution traditionally used in
CPM/PERT
a + 4m + b
Mean (expected time): t=
6
2
b-a
Variance: 2 = 6
where
a = optimistic estimate
m = most likely time estimate
b = pessimistic time estimate
9-12
Examples of Beta Distributions
P(time)
P(time)
a m t b a t m b
Time Time
P(time)
a m=t b
Time
9-13
Project Network with Probabilistic
Time Estimates: Example
Equipment
installation Equipment testing
and modification
1 4
6,8,10 2,4,12 System Final
training debugging
System 10
development 8
Manual 3,7,11 1,4,7
Start 2 testing Finish
3,6,9
5 11
Position 2,3,4 9 1,10,13
recruiting 2,4,6
Job Training System
3 6 System changeover
1,3,5 3,4,5 testing
Orientation
7
2,2,2
9-14
Activity Time Estimates
TIME ESTIMATES (WKS) MEAN TIME VARIANCE
ACTIVITY a m b t б2
1 6 8 10 8 0.44
2 3 6 9 6 1.00
3 1 3 5 3 0.44
4 2 4 12 5 2.78
5 2 3 4 3 0.11
6 3 4 5 4 0.11
7 2 2 2 2 0.00
8 3 7 11 7 1.78
9 2 4 6 4 0.44
10 1 4 7 4 1.00
11 1 10 13 9 4.00
9-15
Activity Early, Late Times,
and Slack
ACTIVITY t б ES EF LS LF S
1 8 0.44
2 6 1.00
3 3 0.44
4 5 2.78
5 3 0.11
6 4 0.11
7 2 0.00
8 7 1.78
9 4 0.44
10 4 1.00
11 9 4.00
9-16
Activity Early, Late Times,
and Slack
ACTIVITY t б ES EF LS LF S
1 8 0.44 0 8 1 9 1
2 6 1.00 0 6 0 6 0
3 3 0.44 0 3 2 5 2
4 5 2.78 8 13 16 21 8
5 3 0.11 6 9 6 9 0
6 4 0.11 3 7 5 9 2
7 2 0.00 3 5 14 16 11
8 7 1.78 9 16 9 16 0
9 4 0.44 9 13 12 16 3
10 4 1.00 13 17 21 25 8
11 9 4.00 16 25 16 25 0
9-17
Earliest, Latest, and Slack
Critical Path
1 0 8 4 8 13
8 1 9 5 16 21
10 13 17
16
4 21 25
8 9
Start 2 0 6 Finish
7 9 16
6 0 6 9
5 6 11 16 25
3 6 9 9 9 13
9 16 25
4 12 16
3 0 3 6 3 7
3 2 5 4 5 9
7 3 5
2 14 16
9-18
Total project variance
9-19
9-20
Probabilistic Network Analysis
Determine probability that project is
completed within specified time
x-
Z=
where
= tp = project mean time
= project standard deviation
x = proposed project time
Z = number of standard deviations x
is from mean
9-21
Normal Distribution of
Project Time
Probability
Z
= tp x Time
9-22
Southern Textile Example
What is the probability that the project is completed
within 30 weeks?
P(x 30 weeks)
x-
= 6.89 weeks
2 Z=
= 6.89 =
30 - 25
2.62
= 2.62 weeks
= 1.91
= 25 x = 30 Time (weeks)
x = 22 = 25 Time
(weeks)
9-24
Microsoft Project
9-25
Microsoft Project (cont.)
9-26
Microsoft Project (cont.)
9-27
Microsoft Project (cont.)
9-28
Microsoft Project (cont.)
9-29
Microsoft Project (cont.)
9-30
Microsoft Project (cont.)
9-31
PERT Analysis with
Microsoft Project
9-32
PERT Analysis with
Microsoft Project (cont.)
9-33
PERT Analysis with
Microsoft Project (cont.)
Crashing
reducing project time by expending additional
resources
Crash time
an amount of time an activity is reduced
Crash cost
cost of reducing activity time
Goal
reduce project duration at minimum cost
2 4
12
8
7
1 4
12
3 6
4 5 4
4
$6,000 –
Crash cost
$5,000 – Crashed activity
Normal cost
$2,000 –
$1,000 –
Crash time Normal time
– | | | | | | |
0 2 4 6 8 10 12 14 Weeks
TOTAL
NORMAL CRASH ALLOWABLE CRASH
TIME TIME NORMAL CRASH CRASH TIME COST PER
ACTIVITY (WEEKS) (WEEKS) COST COST (WEEKS) WEEK
$400 3 6
4 5 4
4 $200
$3000
$200
$500 $7000
2 4
8 12 $700
7
1
TO… 7
4
Indirect cost
Cost ($)
Direct cost
Crashing Time
Project duration
Copyright 2009 John Wiley & Sons, Inc. 9-41