OPERATIONAL

RESEARCH 2
IE G3F3
Industrial Engineering
Industrial Engineering Faculty
Telkom University

PROJECT MANAGEMENT
Amelia Kurniawati, ST., MT.

Goal

Understanding the
process of planning,
implementation and
evaluation of projects

Understand the concept

of CPM / PERT network

Outline

4
Introduction

Project Scheduling and Network Analysis

Kinds of Planning
Principles of Planning
Planning techniques
Differences PERT & CPM

Project scheduling techniques

plan
scheduling
supervision
Project Phases
Three Stages of Project
examples of Application
Sample Problem

INTRODUCTION

PROJECT SCHEDULING AND NETWORK

ANALYSIS
Combination of activities that are
interrelated and must be implemented by
following a certain order before the entire
task can be done completely.

one-time effort sequence of the same

activities may not happen again in the
future.

PROJECT SCHEDULING AND NETWORK

ANALYSIS
Management of large-scale projects require
planning, scheduling and coordinating
various related activities
Planning is the determination of what should
be achieved, when and how it was
conducted.
Planning is a management function and aims
to solve the problem.

KINDS OF PLANNING

National development planning

regional

sectoral

Planning of personnel / labor

planning of tools

financial planning

production planning

Planning of marketing / sales

PRINCIPLES OF PLANNING

Specify a target, in the absence of

the target is difficult to make an
evaluation.

Define the activities to be conducted.

Collating sequence of activities.

Determine the length of time

required by each activity

Aware of the available

Indicator/standard.

Attention to contingency factor.

10

PLANNING
TECHNIQUES
CPM (Critical Path Method)
PERT (Project Evaluation and
Review Technique)
Useful for planning, scheduling and
monitoring / controlling project

PERT and CPM is a time-oriented

method, in the sense that both of
them
will
end
up
with
the
determination of scheduling time (a
time schedule)

11

DIFFERENCES PERT & CPM

PERT

Using 3 kinds of time:

Optimistic forecasts time,

Possible forecasts time
Pessimistic forecasts time

When the estimated time of activity

can not be ensured as the event has
not been done
Statistics based on the presence of
uncertainty provide opportunities

12

DIFFERENCES PERT & CPM

CPM

Using 1 type of time in one activity.

Estimated processing time each

activity is clearly known.

The project consists of events after

another.

PROJECT SCHEDULING
TECHNIQUE

13

14

PLANNING PHASES

Starting with the break / decompose

the project into activities

determine the approximate time and

network diagram (network)
represented by arrows (arrow)

Whole arrows diagram gives a

graphical representation of the
linkages between the various
activities of a project

15

PLANNING PHASES

The purpose of establishing the

diagram:

to study the different types of work in

detail,

it may present suggestions for

improvements before the project started.

Even more important is the utility to

develop a schedule for the project
(project scheduling).

16

PLANNING PHASES

Schedule must be able to demonstrate critical

activities in terms of time that require special
attention if the project should be completed on
time.

Schedule must show the amount of time floating

(slack / float time) which can be used when the
activity is delayed or if limited resources are
used effectively (achieving goals / objectives
desired).

The final goal of the scheduling stage is to

establish a time chart which can indicate the
start and completion of each activity and their

17

PLANNING PHASES

Includes the use of charts and graphs

arrows (time chart) to make periodic
progress reports.

Network needs to be updated and analyzed

and if necessary, a new schedule is
determined for the remaining part of the
project that is not yet completed

PHASES OF PROJECT

18

19

THREE PHASES OF PROJECT

1.

formation of diagram arrows,

2.

way of presenting the data

to the chart time and

3.

how to allocate limited

resources to various events /
activities.

20

FORMATION OF DIAGRAM
ARROWS

Arrows diagram illustrates the relationship

between the activity or project activity.

An arrow is usually used to represent an

activity to demonstrate progress toward
the end of the project.

Relationship an activity with the activities

that occurred earlier indicated by the
occurrence (event).

21

FORMATION OF DIAGRAM ARROWS

What is meant by describing the incident is

currently the commencement or termination of
an activity (activity)

Each activity is described as an arrow, the base

of the arrow as the beginning and the end as the
end of an event. Arrows illustrate what precedes
done, before the activities undertaken. Each
arrows in the tip and base marked events are
numbered, such as:
or

22

FORMATION OF DIAGRAM ARROWS

Activities ranging from 15 events or events i and

ends with 16 or j. for the next event A is written
A activity (15,16) or activity A (i, j), which means
starting at the point i and ending at the point j.
next i is called the base and j isthe tip.

or

23

FORMATION OF DIAGRAM ARROWS

Contoh lain :

Activity B can only be done

if A is complete. So A must
be done first before B. Circle
1, 2, and 3 is the event.
C activity could only be done
if A and B are completed. So
A and B must be completed
first, then the next C begins.
B and C can only be started
if A is complete

24

FORMATION OF DIAGRAM
ARROWS

Genesis does not require the time, described as

a circle at the base of the arrow (the
commencement of activities) and at the end of
the arrow (at the end / completion activities).

The numbering of the event must meet the

requirements of the initial number (the base)
must be smaller than the end number (tip).

25

FORMATION OF DIAGRAM ARROWS

further rules:
Each activity should only be represented by only
one arrow in the network, (except if the activities
are broken down into smaller events).
There should be no two activities are represented
by arrows and butt the same. In this case the
arrows must be used dolls (dummy arrow). Consider
the following illustration. Base (1) and the end (2), A
and B together.

26

FORMATION OF DIAGRAM ARROWS

A (1,2) B also (1.2), it should not be and must be
solved by using the arrows doll like this.
D = Dummy, with a dotted line.

27

FORMATION OF DIAGRAM ARROWS

If the activities of K and L must be completed before the

activity can commence M, but the activity N may have
begun when activity L has been completed, then:

28

FORMATION OF DIAGRAM ARROWS

A doll arrows (dummy) to describe

activities that do not take the time (doll
activities often also called apparent
(semu) or artificial, not real).

29

FORMATION OF DIAGRAM ARROWS

Reason for the use of doll activities (dummy

activity) are:

Avoidance of doubt the indications, as shown

above A (1,2), B (1.2), both have the same
indication, confusing. View images a), b), c) and
d) to address, where:

A(1,2), B(1,3) D(2,3)

A(2,3), B(1,3) D(1,2)

A(1,3), B(2,3) D(1,2)

A(1,3), B(1,2) D(2,3)

30

FORMATION OF DIAGRAM ARROWS

Provide an overview of the correct order logic. Example: The waste water
will be discharged from sewer 1 (Outlet 1) to the river flowed into the
WWTP I (3), channel 2 before to the river outlet will also pass through the
WWTP I (3), because the processing load on the WWTP first limited, then
the capacity untreated sewage is channeled to the WWTP II (4), while the
already processed can be discharged directly into the river (5)
Activity A: Outlet channel 1 to the WWTP I (3)
Activity B: Outlet Channel 2 to the WWTP I (3)
Activity C: WWTP channel I (3) to WWTP II (4)
Activity D: WWTP channel I (3) to the river (5)
In the picture above shows that activity C can not start before activity
B, which means that the activities of C can operate when activity B is
already running, while D can run after the events A or B if the run is not
the same.

31

Examples of charting arrows 1

Draw arrows diagram that includes activities A, B,

C, ....., and L so that the following relations are fulfilled.
A, B, and C activities in a project that can be started
simultaneously (simultaneously).
A and B precedes D.
B precedes E, F and H.
F and C precede G.
E and H precedes I and J
C, D, F and J precedes K.
K precedes L.
I, G and L are the terminal activities in the project.

32

Examples of charting arrows 1

ANSWER:

33

Examples of charting arrows 2

Draw arrows diagram that includes activities A, B,

C, ....., and M in such a way so that the following
relations are satisfied.
A and B can be started simultaneously.
C and D can be started if A is complete.
E can be started when C is complete.
G can be started when E is complete.
F can be started if D is complete.
H can be started if C, D, E, F and G are finished.
I and J can be started when B is complete.
K can be started when J is complete.
L can be started if I, J, and K are finished.
M can be started if H and L are finished.
M terminal activities.

34

Examples of charting arrows 2

ANSWER:

35

Examples
of
charting
arrows
3
Draw arrows diagram that includes activities A,
B, C, ....., and J so that relations such that the
following is true.
A project started from the activity,
Activities B and C can only be started if A is
complete.
Activities D and E can only be started when C is
complete.
Activities of F and G can only be started when B
is complete.
H activities can only begin if E is complete.
I could start a new activity when D is complete.
A new activity can start if G and H are finished.

36

Examples of charting arrows 3

ANSWER:

37

Meaning and Purpose of Networks

Immediate benefits to be gained from the use of
network analysis are as follows:
1. Can recognize (identifity) critical path (critical
path) in this case is the path elements are critical
events in the time scale of the completion of the
project as a whole.
2. Have the ability to make changes and take into
account the effects of resource over time
completion of the project.
3. Has the ability to estimate the effects of the
outcome of an activity to the overall plan if

38

Indirect benefits from the use

of network

1. Before constructing a network analyst

should review the overall plan, detailing
and reduced into components separate
activities.
2. An analyst must think about the
interrelation of the activities.
3. An analyst must take into account the time
limit for each element of the activity,
because every activity requires a certain
amount of time for its completion.

39

Determination of Time

Estimate and analyze all network diagram to

determine the time of occurrence of each event
Critical path: estimation and analysis time of one
or several specific trajectory of activity on the
network that determines the timing of the entire
project.
Tracks are not critical to have the time to be late
so-called float
Float give some leeway time and elasticity in the
network
Float divided into two: Total Float and Free Float

40

Notation used

TE: As the fastest event - earliest time

TL: At least the event - latest time
ES: As the fastest start of activity - earliest
start
EF: As the fastest completed activity - earliest
finish
LF: At least completed activity - latest finish
LS: When no later than the commencement of
the activity - latest start
t: the time required for an event (usually within
days)

41

Assumptions and Calculation

Method

1. The project has only one initial event and

one terminal event
2. fastest time of the initial event happening
is day zero (Day 0)
3. slowest time of the terminal event
happening is
TL = TE

Sample Case

42

Activiti
es
A
B
C
D
E
F
G
H
I
J
K

Predecessor
A
B
B
C
F,G
D,E
F
H

Time
(Day)
4
8
7
15
6
12
9
11
3
10
5

Forward calculation

43

1. The project has only one initial event and

one terminal event
2. fastest time of the initial event happening
is day zero (Day 0)
3. slowest time of the terminal event
happening
a =is
space for event number
TL = TE b = space to show the fastest time of the
b

event
occurrence (TE) which is also a
forward result
c = space to indicate when the latest
occurrence of event (TL) which is also a result
of the countdown

44

Examples of Advanced Calculation

45

Examples of Advanced Calculation

TE = max (TE
predecessor + t)

46

Examples of Advanced Calculation

TL = min (TL successor t)

47

Allowance Time Calculation

(Float or Slack)

48

Allowance Time Calculation

(Float or Slack)

Total Float:
amount of time in which the completion time of an
activity can be delayed without affecting the fastest
time of the completion of the overall project. TF =
LF-ES-duration
Free Float:
amount of time in which the completion of an
activity can be delayed without affecting the fastest
time of the commencement of the activity of others
or the fastest time on the occurrence of another
event network, FF=EF-ES-duration

49

Allowance Time Calculation (Float or

Slack)

Activiti Duration
es
(t)
(0,1)
(0,2)
(0,3)
(1,4)
(2,4)
(2,5)
(3,6)
(4,8)
(5,6)
(5,8)
(6,7)
(7,8)

4
8
7
15
6
12
9
3
0
10
11
5

Fastest
Start Finish

ES
0
0
0
4
8
8
7
19
20
20
20
31

EF
4
8
7
19
19
20
20
36
20
36
31
36

Slowest
Start Finish

LS
0
0
0
18
8
8
11
33
20
20
20
31

LF
18
8
11
33
33
20
20
36
20
36
31
36

Total
Free
Float
Float FF
TF
14
0*
4
14
19
0*
4
14
0*
6
0*
0*

0
0
0
0
5
0
4
14
0
6
0
0

Allowance Time Calculation (Float

or
Slack)
Calculation example:
50

Aktivitas A: TF(0,1) = 18 0 - 4=14,

FF(0,1) =4 0 4 = 0

Aktivitas B: TF (0,2) = 8 0 - 8= 0,

FF(0,2) = 8- 0 8 = 0

Aktivitas C: TF(0,3) = 11 0 - 7= 4,

FF(0,3) = 7- 0 7 = 0

Aktivitas D: TF(1,4) = 33 4 - 15= 14,

15 = 0
Aktivitas E: TF(2,4) = 33 - 8- 6= 19,
Aktivitas
0
Aktivitas
Aktivitas
0
Aktivitas
14
Aktivitas

FF(1,4) = 19- 4
FF(2,4) = 19- 8 6 = 5

F: TF (2,5) = 20 - 8- 12= 0,

FF(2,5) = 20- 8 12 =

G: TF (3,6) = 20 - 7- 9= 4,
H: TF (6,7) = 31 - 20- 11= 0,

FF(3,6) = 20- 7 9 = 4
FF(6,7) = 31- 20 11 =

I: TF (4,8) = 36 - 19- 3= 14,

FF(4,8) = 36- 19 3 =

J: TF (5,8) = 36 - 20- 10= 6,

FF(0,2) = 8- 0 8 = 0

51

Making Time Chart

and Resource
Allocation

Suppose every activity in the project which will

be implemented requiring labor as follows:
Activiti
es
(0,1)
(0,2)
(0,3)
(1,4)
(2,4)
(2,5)

Labors
4
5
3
7
3
2

Activiti
es
(3,6)
(4,8)
(5,8)
(6,7)
(7,8)

Labors
1
2
5
6
4

Making Time
Chart and
Resource
Time chart for the
project are as follows:
Allocation
52

Non-critical activities described ranging from the ES

to LF

53

Making Time Chart and

Resource Allocation

If the non-critical
activities
scheduled as
soon as
possible, it
needs to be seen
in the following
figure:

54

Making Time Chart and

Resource Allocation

Based on these images, the maximum

number of workers is 15 people
Example calculation:
Based on the critical path
At time t = 0 to t = 4 happens activities A, B and C,
so that the labor requirement is 5 + 3 + 4 = 12
At time t = 4 to t = 7 happens activities B, C and D,
so that the labor requirement is 3 + 5 + 7 = 15

55

Making Time
Chart and
Resource
Allocation

If the non-critical activities

scheduled as late as
possible, it needs to be
seen in the following
figure:

56

PERT

PERT

Using 3 kinds of time:

Optimistic forecasts time,

Possible forecasts time
Pessimistic forecasts time

When the estimated time of activity

can not be ensured as the event has
not been done
Statistics based on the presence of
uncertainty provide opportunities

PERT

57

F(D)

P(D<A) = .01

P(D>B) = .01

A
optimistic

M
most
likely

B
pessimistic

TIME

58

PERT

PERT
Estimating activity duration distributions :
A = optimistic time
M = most likely time
B = pessimistic time
t = expected duration = (A + 4M + B) / 6

= standard deviation = (B A) / 6

59

PERT
Immediate
Predecess Optimis Most
Activity
or
tic
Likely
A
3
4
B
2
9
C
5
6
D
A
12
15
E
B
4
5
F
B
6
13
G
C
7
8
H
F,G
5
12
I
D,E
2
3
J
F
4
11
K
H
4
5

Pessimis
tic
5
10
13
18
7
14
15
13
4
12
6

60

Immediate
Predecess Optimis Most
Activity
or
tic
Likely
A
3
4
B
2
9
C
5
6
D
A
12
15
E
B
4
5
F
B
6
13
G
C
7
8
H
F,G
5
12
I
D,E
2
3
J
F
4
11
K
H
4
5

PERT
Expect
ed
Pessimis Durati Varian
tic
on
ce
5
4
1/9
10
8
16/9
13
7
16/9
18
15
1
7
6
1/4
14
12
16/9
15
9
16/9
13
11
16/9
4
3
1/9
12
10
16/9
6
5
1/9

61

PERT

What is the probability that the project will be

completed in 42 days?
1. Determine the critical path: B-F-H-K
2. Calculate the expected duration of the
activity on the critical path: t = 36 days
3. Calculate the variance of the activity on the
critical path: 2 = 5, 44
4. Calculate the value of Z: Z = (X-t) / =
1.10
5. See table of normal distribution: for Z =
1.10 probability = 0,86

Example Problem

62

63

EXERCISES PROBLEM
1

Activiti
es
Activities describtion
A
Digging
B
Making Foundation
C
Making Walls
D
Making Roof
E
External water pipe installation
F
Internal water pipe installation
G
Exterior board making
H
Exterior painting
I
Electricity Installation
J
Wall board making
K
Floor Installation
L
Interior Painting
Exterior equipments
M
installation
N
Interior equipments installation

Predecessor
A
B
C
C
E
D
E,G
C
F,I
J
J

Time
2
4
10
6
4
5
7
9
7
8
4
5

H
K,L

2
6

64

EXERCISES PROBLEM
2

Activitie
s

Activities describtion

Predecessor

Time

Script checking by editor

Example page preparation

Book cover design

Artwork preparation

Agreement of edited script

and example page

A, B

Book format making

Writer review for formatted

page.

Writer review for artwork

Plate printing making

G, H

Book production

C, I

65

EXERCISES PROBLEM 3

An objective of a project is making a series of block as shown below.

A.

Make the network diagram of the project schedule.

B.

Determine the critical path using this time data:

A = 3, B=6, C=3, D=6, E=4, F=5, G=2, H=6