Professional Documents
Culture Documents
Suyanto, Project Management - 4 Juni 2013
Suyanto, Project Management - 4 Juni 2013
Controlling
Monitor, compare, revise, action
© 2006 Prentice Hall, Inc. 3–4
Project Time/cost
Planning,
Budgets
estimates
Budgets
Delayed activities report
Slack activities report
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Figure 3.1
Project 1
Project 2
Project 3
Project 4
Figure 3.3
C and D cannot
A C begin until A A C
(d) and B have
both been
B D completed 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
© 2006 Prentice Hall, Inc. 3 – 24
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 C
C activity
activity is again
introduced in
AOA.
Figure 3.5
© 2006 Prentice Hall, Inc. 3 – 25
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
© 2006 Prentice Hall, Inc. 3 – 26
AON Network for
Milwaukee Paper
Activity A
A (Build Internal Components)
Start
Activity B
Start B (Modify Roof and Floor)
Activity
Figure 3.6
© 2006 Prentice Hall, Inc. 3 – 27
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
© 2006 Prentice Hall, Inc. 3 – 28
AON Network for
Milwaukee Paper
F
A C
E
Start H
B D G
nt sta
s)
ne e r
(Build Burner)
o m ld A
ro ll
po Int
ls
)
H
C ui
Dummy 7
(B
1 6
E
Activity (Inspect/
Test)
Ro (M B G
of od l
/ F i fy t al n
s o
lo
or I( n luti e)
D o l ic
) 3 5 P ev
D
(Pour
Concrete/
Install Frame) Figure 3.9
© 2006 Prentice Hall, Inc. 3 – 30
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
© 2006 Prentice Hall, Inc. 3 – 31
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
© 2006 Prentice Hall, Inc. 3 – 32
Determining the Project
Schedule
Perform a Critical Path Analysis
Earliest start (ES) =earliest time at
Activity Description
which an activity can start, Time (weeks)
assuming
A Build internal components
all predecessors 2
have been completed
B ModifyEarliest
roof and floor(EF) =earliest time at
finish 3
C which
Construct an activity
collection can be finished 2
stack
D Pour concrete and(LS)
Latest start install frame
=latest 4
time at which
E an activity can start
Build high-temperature so as to not delay
burner 4
F Install the completion
pollution control time of the entire 3
system
project
G Install air pollution device 5
Latest finish (LF) =latest time by which
H Inspect anand test has to be finished so as
activity 2 to
Total Time the completion time ofTable
(weeks)
not delay the 3.2
25
© 2006 Prentice Hall, Inc. entire project 3 – 33
Determining the Project
Schedule
Perform a Critical Path Analysis
Activity Name
or Symbol
A Earliest
Earliest ES EF
Start Finish
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
© 2006 Prentice Hall, Inc. 3 – 39
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
© 2006 Prentice Hall, Inc. 3 – 41
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 LS = LF
D – Activity time
G
0 3 3 7 8 13
3 4 5 LF = EF
of Project
Figure 3.12
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
Figure 3.12
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
Figure 3.12
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
Figure 3.12
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
Figure 3.13