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Metode Kuantitatif Dalam Bisnis (Post-Mid)
Metode Kuantitatif Dalam Bisnis (Post-Mid)
Bisnis (post-Mid)
1. Project Scheduling CPM
2. Project Scheduling CPM
3. Analisis Keputusan Deterministik
4. Analisis Keputusan Probabilistik
5. Pengambilan Putusan Multikriteria
6. Teori Permainan
7. Presentasi Tugas
To accompany
Quantitative Analysis for Management, Tenth Edition,
by Render, Stair, and Hanna
Power Point slides created by Jeff Heyl
Project Scheduling
To accompany
Quantitative Analysis for Management, Tenth Edition,
by Render, Stair, and Hanna
Power Point slides created by Jeff Heyl
Introduction
A project is a collection of tasks that must
Task Designate
Tasks are called activities.
Estimated completion time (and
sometimes costs) are associated with each
activity.
Activity completion time is related to the
amount of resources committed to it.
The degree of activity details depends on
the
application and the level of specificity of
data.
2008 Prentice-Hall, Inc.
to
Identify all the projects activities.
Determine the precedence relations among
activities.
Based on this information we can develop
computers.
It is about to design, manufacture, and market
10
Precedence
Relationships Chart
11
CPM/PERT
The program evaluation and review technique
13 12
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PERT/CPM
Given the large number of tasks in a project, it is
1.
2.
3.
4.
PERT/CPM
5. At any particular date, is the project on schedule,
behind schedule, or ahead of schedule?
6. On any given date, is the money spent equal to,
less than, or greater than the budgeted amount?
7. Are there enough resources available to finish
the project on time?
13 15
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General Foundry
ACTIVITY
DESCRIPTION
IMMEDIATE
PREDECESSORS
D, E
F, G
Table 13.1
2009 Prentice-Hall, Inc.
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PERT networks
Activity-on-node (AON) where the nodes
represent activities
Activity-on-arc (AOA) where the arcs are used to
represent the activities
The AON approach is easier and more commonly
found in software packages
One node represents the start of the project, one
node for the end of the project, and nodes for
each of the activities
The arcs are used to show the predecessors for
each activity
2009 Prentice-Hall, Inc. 13 18
Build Internal
Components
Construct
Collection Stack
Install Control
System
Start
Build Burner
Inspect
and Test
Modify Roof
and Floor
Pour Concrete
and Install Frame
Install Pollution
Device
Finish
Figure 13.1
2009 Prentice-Hall, Inc.
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Activity Times
In some situations, activity times are known with
certainty
CPM assigns just one time estimate to each
activity and this is used to find the critical path
In many projects there is uncertainty about
activity times
PERT employs a probability distribution based on
three time estimates for each activity
A weighted average of these estimates is used for
the time estimate and this is used to determine
the critical path
2009 Prentice-Hall, Inc.
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Activity Times
The time estimates in PERT are
13 21
Activity Times
PERT often assumes time estimates follow a beta
probability distribution
Probability
Probability of 1 in 100
of a Occurring
Figure 13.2
Probability of 1 in 100
of b Occurring
Most
Optimistic
Time
(a)
Most
Likely
Time
(m)
Activity Time
Most
Pessimistic
Time
(b)
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Activity Times
To find the expected activity time (t), the beta
Variance
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Activity Times
Time estimates (weeks) for General Foundry
ACTIVITY
OPTIMISTIC,
a
MOST
PROBABLE,
m
PESSIMISTIC,
b
4/36
4/36
4/36
16/36
36/36
64/36
11
64/36
4/36
Table 13.2
H
EXPECTED
TIME,
t = [(a + 4m + b)/6]
25
VARIANCE,
[(b a)/6]2
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times
A
Start
2
Finish
Figure 13.3
2009 Prentice-Hall, Inc.
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1.
2.
3.
4.
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t
EF
LF
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A
ES = 0
t=2
EF = 0 + 2 = 2
B
ES = 0
t=3
EF = 0 + 3 = 3
Start
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2
2
C
2
2
4
F
4
E
4
Start
B
0
3
3
D
3
4
7
3
7
4
8
H
13
G
8
2
15
Finish
5
13
Figure 13.4
2009 Prentice-Hall, Inc.
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2
2
2
C
2
2
2
4
4
F
4
10
E
4
4
Start
B
0
1
3
3
4
D
3
4
4
7
8
3
7
13
4
8
8
H
13
13
G
8
8
2
15
15
Finish
5
13
13
Figure 13.5
2009 Prentice-Hall, Inc.
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ACTIVITY
EARLIEST
START,
ES
EARLIEST
FINISH,
EF
LATEST
START,
LS
LATEST
FINISH,
LF
Yes
No
Yes
No
Yes
10
13
No
13
13
Yes
13
15
13
15
Yes
SLACK,
LS ES
ON
CRITICAL
PATH?
Table 13.3
2009 Prentice-Hall, Inc.
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2
2
2
C
2
2
2
4
4
F
4
10
E
4
4
Start
B
0
1
3
3
4
D
3
4
4
7
8
3
7
13
4
8
8
H
13
13
G
8
8
2
15
15
Finish
5
13
13
Figure 13.6
2009 Prentice-Hall, Inc.
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VARIANCE
4/36
4/36
4/36
16/36
36/36
64/36
64/36
4/36
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times
Standard Deviation = 1.76 Weeks
Figure 13.7
15 Weeks
(Expected Completion Time)
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follows
Due date Expected date of completion
Z
T
16 weeks 15 weeks
0.57
1.76 weeks
From Appendix A we find the probability of
13 40
week deadline
0.57 Standard Deviations
Figure 13.8
15
Weeks
16
Weeks
Time
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