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Transportation Assignment
Transportation Assignment
Transportation Assignment
Management
Chapter 3 –
Project Management
Project Controlling
Project Management Techniques:
PERT and CPM
The Framework of PERT and CPM
Network Diagrams and Approaches
Activity-on-Node Example
Activity-on-Arrow Example
Single unit
Many related activities
Difficult production planning and
inventory control
General purpose equipment
High labor skills
Research Project
Controlling
Monitor, compare, revise, action
© 2008 Prentice Hall, Inc. 3 – 14
Project Planning,
Scheduling, and Controlling
Figure 3.1
Figure 3.1
Figure 3.1
Figure 3.1
Budgets
Delayed activities report
Slack activities report
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Figure 3.1
Human Quality
Resources Marketing Finance Design Production
Mgt
Project 1 Project
Manager
Mechanical Test
Technician
Engineer Engineer
Project 2 Project
Manager
Electrical Computer
Technician
Engineer Engineer
Figure 3.2
Project 1
Project 2
Project 3
Project 4
Figure 3.3
Time
J F M A M J J A S
Design
Prototype
Test
Revise
Production
C and D cannot
A C begin until both A C
(d) A and B are
completed
B D B D
C cannot begin
until both A and B
A C are completed; D A C
(e) cannot begin until Dummy activity
B is completed. A
B D dummy activity is
introduced in AOA B D
Figure 3.5
© 2008 Prentice Hall, Inc. 3 – 43
A Comparison of AON and
AOA Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
B and C cannot
begin until A is
completed. D
A B D cannot begin A B D
until both B and
(f) C are completed. Dummy
A dummy activity
C
C
activity is again
introduced in
AOA.
Figure 3.5
© 2008 Prentice Hall, Inc. 3 – 44
AON Example
Milwaukee Paper Manufacturing's
Activities and Predecessors
Immediate
Activity Description Predecessors
A Build internal components —
B Modify roof and floor —
C Construct collection stack A
D Pour concrete and install frame A, B
E Build high-temperature burner C
F Install pollution control system C
G Install air pollution device D, E
H Inspect and test F, G
Table 3.1
© 2008 Prentice Hall, Inc. 3 – 45
AON Network for
Milwaukee Paper
Activity A
A
(Build Internal Components)
Start
Activity B
Start B (Modify Roof and Floor)
Activity
Figure 3.6
© 2008 Prentice Hall, Inc. 3 – 46
AON Network for
Milwaukee Paper
Activity A Precedes Activity C
A C
Start
B D
Activities A and B
Precede Activity D Figure 3.7
© 2008 Prentice Hall, Inc. 3 – 47
AON Network for
Milwaukee Paper
F
A C
E
Start H
B D G
H
1 Dummy 6 7
Activity (Inspect/
Test)
D
3 5
(Pour
Concrete/
Install Frame) Figure 3.9
© 2008 Prentice Hall, Inc. 3 – 49
Determining the Project
Schedule
Perform a Critical Path Analysis
The critical path is the longest path
through the network
The critical path is the shortest time in
which the project can be completed
Any delay in critical path activities
delays the project
Critical path activities have no slack
time
© 2008 Prentice Hall, Inc. 3 – 50
Determining the Project
Schedule
Perform a Critical Path Analysis
Activity Description Time (weeks)
A Build internal components 2
B Modify roof and floor 3
C Construct collection stack 2
D Pour concrete and install frame 4
E Build high-temperature burner 4
F Install pollution control system 3
G Install air pollution device 5
H Inspect and test 2
Total Time (weeks) 25
Table 3.2
© 2008 Prentice Hall, Inc. 3 – 51
Determining the Project
Schedule
Perform a Critical Path Analysis
Earliest start (ES) = earliest time at which an activity can
Activity Descriptionstart, assuming all predecessors Time (weeks)
have
A Build internal components
been completed 2
EarliestBfinish (EF)
Modify roof and
= earliest floor
time at which an activity can3
C be finished
Construct collection stack 2
LatestD start (LS)
Pour=concrete
latest timeandat install
which frame
an activity can4
E start so as to not delay
Build high-temperature burnerthe completion
4
F Install time of thecontrol
pollution entire project
system 3
LatestGfinish (LF) = latest
Install time bydevice
air pollution which an activity has 5 to
be finished so as to not delay the
H Inspect and test 2
completion time of the entire project
Total Time (weeks) Table
25 3.2
© 2008 Prentice Hall, Inc. 3 – 52
Determining the Project
Schedule
Perform a Critical Path Analysis
Activity Name
or Symbol
A Earliest
Earliest ES EF Finish
Start
Latest LS LF Latest
Start 2 Finish
EF = ES + Activity time
ES EF = ES + Activity time
Start
0 0
2 EF of B =
ES ES of B + 3
0
Start
0 of B
B
0 0 3
3
© 2008 Prentice Hall, Inc. 3 – 58
ES/EF Network for
Milwaukee Paper
A C
0 2 2 4
2 2
Start
0 0
B
0 3
2 2
Start
0 0
= Max (2, 3) D
0
3 7
B
0 3
3
4
© 2008 Prentice Hall, Inc. 3 – 60
ES/EF Network for
Milwaukee Paper
A C
0 2 2 4
2 2
Start
0 0
B D
0 3 3 7
3 4
2 2 3
Start E H
0 0 4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
3 4 5
Figure 3.11
LS = LF – Activity time
2 2 3
Start E H
0 0 4 8 13 15
13 15
0 4 2
B D – Activity time
LS = LF G
0 3 3 7 8 13
3 4 5 LF = EF
of Project
© 2008 Prentice Hall, Inc. 3 – 65
LS/LF Times for
Milwaukee Paper
A C F
0 2 2 4 4 7
10 13
2 2 3
Start E H
0 0
LF =4 Min(LS
8 of 13 15
following activity) 13 15
0 4 2
B D G
0 3 3 7 8 13
3 4 5
A C F
0 2 2 4 4 7
2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15
4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
8 13
3 4 5
0 2 2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15
0 0 4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
Slack = LS – ES or Slack = LF – EF
A 0 2 0 2 0 Yes
B 0 3 1 4 1 No
C 2 4 2 4 0 Yes
D 3 7 4 8 1 No
E 4 8 4 8 0 Yes
F 4 7 10 13 6 No
G 8 13 8 13 0 Yes
H 13 15 13 15 0 Yes
Table 3.3
0 2 2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15
0 0 4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and
install frame
E Build high-
temperature burner
F Install pollution
control system
G Install air pollution
device
H Inspect and test
A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and
install frame
E Build high-
temperature burner
F Install pollution
control system
G Install air pollution
device
H Inspect and test
t = (a + 4m + b)/6
Variance of
Probability
1 in 100 of
oftimes:
Probability
Probability
Activity
Time
A 1 2 3 2 .11
B 2 3 4 3 .11
C 1 2 3 2 .11
D 2 4 6 4 .44
E 1 4 7 4 1.00
F 1 2 9 3 1.78
G 3 4 11 5 1.78
H 1 2 3 2 .11
Table 3.4
15 Weeks
(Expected Completion Time)
Figure 3.13
.5 = due .69497
Z.69146 − expected.71566
date /s
.71904
p
date of completion
.6 .72575 .72907 .74857 .75175
= (16 wks − 15 wks)/1.76
15 16 Time
Weeks Weeks
Figure 3.14
Probability
of 0.99
Probability
of 0.01
2.33 Standard Z
From Appendix I deviations
0 2.33
Figure 3.15
Table 3.5
$30,000 —
Normal
Normal —
Cost
| | |
1 2 3 Time (Weeks)
Figure 3.16
Crash Time Normal Time
© 2008 Prentice Hall, Inc. 3 – 95
Critical Path And Slack Times
For Milwaukee Paper
A C F
0 2 2 4 4 7
0 2 2 4 10 13
2 2 3
0 0 4 8 13 15
0 4 2
B D Slack = 0 G Slack = 0
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
Program 3.1
© 2008 Prentice Hall, Inc. 3 – 101
Using Microsoft Project
Program 3.2
Program 3.3
Program 3.4
Program 3.5
Program 3.6
© 2008 Prentice Hall, Inc. 3 – 106
Using Microsoft Project
Program 3.7