Critical Path Method: Activities And Events, Float/SlacksPrasad Thanthratey
A presentation on Critical Path Method: Activities And Events, Float/Slacks course of Construction Management from students of 10th Semester Architecture at VNIT, Nagpur (January- April 2018)
Critical Path Method: Activities And Events, Float/SlacksPrasad Thanthratey
A presentation on Critical Path Method: Activities And Events, Float/Slacks course of Construction Management from students of 10th Semester Architecture at VNIT, Nagpur (January- April 2018)
How Project Network Diagram's Can Help You Become A Better Project ManagerPraveen Malik, PMP
This presentation provides a good description of Project Network Diagrams. It explains: Precedence Diagramming Method, Logical Relationships, Lead & Lag, Float and Critical Path Method. It will help you in preparing for PMP Exam.
Using The Earned Value Method To Calculate Project Delays In Terms Of TimeAhmed Elsayed
Using The Earned Value Method To Calculate Project Delays In Terms Of Time A simplified approach derived from “Practice Standard for Earned Value Management” ISBN: 1-930699-42-5 Published by: Project Management Institute, Inc.
The critical path method (CPM) is a step-by-step project management technique for process planning that defines critical and non-critical tasks with the goal of preventing time-frame problems and process bottlenecks. The CPM is ideally suited to projects consisting of numerous activities that interact in a complex manner.
Free float and total float - PMP/CAPM from PMIMudassir Iqbal
https://www.mudassiriqbal.net/project-management-terms-and-concepts
There are many concepts and definitions which require special attention by all PMP Aspirants as the terminologies are largely used interchangeably in the real world.
How Project Network Diagram's Can Help You Become A Better Project ManagerPraveen Malik, PMP
This presentation provides a good description of Project Network Diagrams. It explains: Precedence Diagramming Method, Logical Relationships, Lead & Lag, Float and Critical Path Method. It will help you in preparing for PMP Exam.
Using The Earned Value Method To Calculate Project Delays In Terms Of TimeAhmed Elsayed
Using The Earned Value Method To Calculate Project Delays In Terms Of Time A simplified approach derived from “Practice Standard for Earned Value Management” ISBN: 1-930699-42-5 Published by: Project Management Institute, Inc.
The critical path method (CPM) is a step-by-step project management technique for process planning that defines critical and non-critical tasks with the goal of preventing time-frame problems and process bottlenecks. The CPM is ideally suited to projects consisting of numerous activities that interact in a complex manner.
Free float and total float - PMP/CAPM from PMIMudassir Iqbal
https://www.mudassiriqbal.net/project-management-terms-and-concepts
There are many concepts and definitions which require special attention by all PMP Aspirants as the terminologies are largely used interchangeably in the real world.
Integrative Design for Health A systematic approach to promoting health, well...smcmahonusgbc
Chris Pyke and Adele Houghton's presentation at Greening the Heartland 2014. Integrative Design for Health A systematic approach to promoting health, wellness, and occupant experience
Critical Path Explained With 7 Q&As and a Free Excel TemplateSHAZEBALIKHAN1
The critical path method is the most used project management technique. Learn the CPM with 7 FAQs ranging from definition to method, process, tests. The attached excel sheet (hyperlinked in the article) explains the implementation of CPM in a project schedule.
Critical Path MethodIntroductionOnce you have the network diag.docxannettsparrow
Critical Path Method
Introduction
Once you have the network diagrams for the activities, as well as the activity duration estimates, you can begin scheduling the project. The critical path method (CPM) is one of the key techniques for developing a project schedule.
In a schedule network diagram, the critical path is the longest full path linking activities that must be performed in sequence. It's important to identify this path, because if one of its activities is delayed, the end date of your project is delayed too.
CPM provides a way to calculate four time boundaries:
· the early start date, which is the earliest possible start date for each activity to begin
· the early finish date, which is the earliest date each activity can end
· the latest start date, which is the latest possible time for each activity to begin
· the latest finish date, which is the latest date each activity can end
CPM involves completing three steps:
1. performing a forward pass through the network diagram
2. performing a backward pass to check your initial results
3. calculating the float for each activity to determine the critical path
The forward pass
The first step in CPM is performing a forward pass through the schedule network diagram so you can establish the early start and finish dates for each activity. This is done so that resources, such as project team members and equipment, can be allocated as soon as possible. Allocating resources assists in determining project expenditure and therefore establishing the project budget.
When performing a forward pass, you begin with the first activity in the network diagram and move forward. You
1. record the earliest date the first activity can start
2. add the duration of this activity to the early start date
3. subtract one day from the result
Some project managers find it useful to record activities' start and finish times in the network diagram. The early start is usually filled in on the top left corner of each activity block, with the early finish date shown in the right corner.
The backward pass
The second step in determining the critical path for a project is to perform a backward pass through the schedule network diagram.
You perform the backward pass to establish the latest start and finish dates for the project to remain on schedule.
In a backward pass, you start at the end of the project and work back, subtracting the estimated duration of each preceding activity.
To begin the backward pass, the late finish date will either be a hard date that's been set or the early finish date of the last activity in the project. An example of a hard date may be a deadline that determines the project's end date.
To calculate the late start date, you
1. subtract the duration of the last activity from its late finish date
2. add one day because the last day of the project is included as a working day
As you work backward through the schedule network diagram, the late finish date will fall on the working day preceding the lat.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
My presentation slides for a technical dinner presentation I delivered for the PMI\'s Arabian Gulf Chapter in Al-Khobar, KSA, on June 21, 2010.
Yousef Abugosh, PMP
PMGT 510Principles of Project ManagementGroup Assign.docxstilliegeorgiana
PMGT 510
Principles of Project Management
Group Assignment 9
Part1
Staffing management is much the same as it sounds; it is an approach to deal with the staff on a team or project. The staffing management plan will state when work force will be dropped or added to the project or when they have finished their bit if they will be moved to another level of the project, or if their business is finished. A decent instrument to demonstrate this management plan is to utilize an asset histogram. This will outwardly put the staffing management intend to utilize. An obligation task network would be a decent method to appear and clear up the jobs and duties regarding errands expected to finish the project.
When performing resource leveling, it is helpful for the project manager to consult both the Critical path schedule and resource histogram.
The two techniques for compressing a schedule are:
First schedule compression approach is Fast Tracking. In fast-tracking schedule compression system, basic way exercises are performed in parallel rather than arrangement. This is conceivable just the exercises are not in required reliance. Since, if two exercises are relying upon one another essentially, you can't do these two exercises in parallel. For example, you can't begin testing of a screen before finishing advancement. If basic way exercises are relying upon one another due to asset reliance or if there is an optional reliance, you can fast track those exercises to finish remaining exercises faster.
Second schedule compression system is crashing. In crashing schedule compression strategy, there is an exchange off among expense and schedule. On the off chance that the extension is the equivalent and project is behind schedule, another alternative for compacting the schedule is putting additional assets on residual exercises of the project. In such a case that it is conceivable to appoint more than one asset on an action, movement span will diminish individually. This will total the project faster. In any case, since these additional assets were not in the underlying arrangement, there will be an extra expense if crashing is utilized for schedule compression.
When crashing a project schedule, describe the two criteria that are considered when considering which activities will be sped up.
First criteria: Since the critical path indicates the completion time, so choose the right activities for the critical path and is very important.
Second criteria: Some activities can speed up and some cannot, so knowing which activates are worth speed up this can minimize the daily cost and the overall spending.
Part 2: Project network/schedule -scheduling and compressing a schedule (30 points)
You’ve been asked to manage a project that includes conducting a two-week (10 working days) computer training class. Using the information in Table below, complete the following:
Activity
Immediate Predecessor
Normal Time (days)
Normal Cost
Crashed Time (days)
Crash ...
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3. 3Project Management Plan
The Project Management Plan (PMP) is a formal, approved document used to manage project execution. The PMP
documents the actions necessary to define, prepare, integrate and coordinate the various planning activities. The
PMP defines how the project is executed, monitored and controlled, and closed. It is progressively elaborated by
updates throughout the course of the project. The PMP is also a communication vehicle for ensuring key stakeholders
share an understanding of the project. The PMP is NOT a project schedule. A project schedule lists planned dates for
performing tasks and activities to meet milestones identified in the project plan.
6. 6Develop Schedule
To develop your project schedule, you'll need to do three things first...
• Define Activity
• Sequence Activity
• Estimate Activity Durations
1. Define Activity
The first step to developing your schedule is to define the specific activities that need to be performed in order to
complete the project.
2. Sequence Activity
Once your activity list is ready, the next step is to determine the order each of the activities needs to be completed in.
3. Estimate Activity Durations
The third step is to estimate how long each activity will take to complete. This needs to take into account the type,
amount, and availability of people, material, equipment and supplies that are needed to perform each activity.
8. 8Critical Path Method
Critical path schedules...
• Help you identify the activities that must be completed on time in order to complete the whole project on time.
• Show you which activitys can be delayed and for how long without impacting the overall project schedule.
• Calculate the minimum amount of time it will take to complete the project.
• Tell you the earliest and latest dates each activity can start on in order to maintain the schedule.
The CPM has four key elements...
• Critical Path Analysis
• Float Determination
• Early Start & Early Finish Calculation
• Late Start & Late Finish Calculation
10. 10Activity Dependency
Critical path schedules...
• Help you identify the activities that must be completed on time in order to
complete the whole project on time.
• Show you which activities can be delayed and for how long without impacting the
overall project schedule.
• Calculate the minimum amount of time it will take to complete the project.
• Tell you the earliest and latest dates each activity can start on in order to maintain
the schedule.
The CPM has four key elements...
• Critical Path Analysis
• Float Determination
• Early Start & Early Finish Calculation
• Late Start & Late Finish Calculation
13. 13Early Start & Early Finish Calculation
The Critical Path Method includes a technique called the Forward Pass which is used to determine the earliest date an activity can
start and the earliest date it can finish. These dates are valid as long as all prior activities in that path started on their earliest start
date and didn't slip.
Starting with the critical path, the Early Start (ES) of the first activity is one. The Early Finish (EF) of an activity is its ES plus its
duration minus one. Using our earlier example, Activity 2 is the first activity on the critical path: ES = 1, EF = 1 + 5 -1 = 5.
You then move to the next activity in the path, in this case Activity 3. Its ES is the previous activity's EF + 1. Activity 3
ES = 5 + 1 = 6. Its EF is calculated the same as before: EF = 6 + 7 - 1 = 12.
If an activity has more than one predecessor, to calculate its ES you will use the activity with the latest EF.
14. 14Late Start & Late Finish Calculation
The Backward Pass is a Critical Path Method techique you can use to determine the latest date an activity can start and the latest
date it can finish before it delays the project.
You'll start once again with the critical path, but this time you'l begin from the last activity in the path. The Late Finish (LF) for the
last activity in every path is the same as the last activity's EF in the critical path. The Late Start (LS) is the LF - duration + 1.
In our example, Activity 4 is the last activity on the critical path. Its LF is the same as its EF, which is 14. To calculate the LS, subtract
its duration from its LF and add one. LS = 14 - 2 + 1 = 13.
You then move on to the next activity in the path. Its LF is determined by subtracting one from the previous activity's LS. In our
example, the next Activity in the critical path is Activity 3. Its LF is equal to Activity 4 LS - 1. Activity 3 LF = 13 -1 = 12. It's LS is
calculated the same as before by subtracting its duration from the LF and adding one. Activity 3 LS = 12 - 7 + 1 = 6.
You will continue in this manner moving along each path filling in LF and LS for activities that don't have it already filled in.
16. 16Earn Value Metrics
Earned Value measures performance against a plan at a given point in time.
Term Full Name Meaning
PV Planned Value Estimated value of the work planned to be done
EV Earned Value Estimated value of the work actually accomplished
AC Actual Costs Actual Costs Incurred
BAC Budget At Completion Amount budgeted for total project
EAC Estimate At Completion Currently expected total for project
ETC Estimate To Complete How much More to finish
VAC Variance At Completion How much over/under we expect to be
17. 17Formula
Earned Value Formula
Name Formula Meaning
Cost Variance CV=EV-AC -ve=over budget, +ve=under budget
Schedule Variance SV=EV-PV -ve=behind schedule, +ve=ahead schedule
AC Actual Costs Actual Costs Incurred
Cost Performance
Index (CPI)
CPI=EV/AC We are getting _ cents out of every $ spent
Schedule Performance
Index
SPI=EV/PV We are progressing at _% of the rate originally planned
Estimate At
Completion
EAC=BAC/CPI As of now, how much do we expect the total project to cost
Estimate To Complete ETC=EAC-AC How much more to finish
Variance At
Completion
BAC-EAC How much over/under we expect to be
18. 18Example
Let’s imagine our project is to build a wall around a garden. Assuming 4 equal sides, a budget of $200 per side and
a schedule of 1 side per day. We should be finished in 4 days for a total of $800. If, after Day 3, our progress is as
follows:
19. 19Calculation
Name Formula Day 3 Value
PV - Planned Value Estimated value of the work planned to be done
Should have done 3 x $200 = $600 or
Percentage Complete 75%
SV=EV-PV Estimated value of the work actually accomplished
Actually done 2.5 sides $200+$200+$100 = $500 or
Actual Percentage Complete 62.5%
AC - Actual Costs Actual Costs Incurred $200+$220+$140=$560
Cost Performance Index Over / Under Budget factor CPI = EV / AC $500 / $560 = 0.89
Schedule Performance Index Ahead / Behind Schedule factor SPI = EV / PV
$500 / $600 = 0.83 0r
62.5%/75%% = 0.83
BAC - Budget At Completion Amount budgeted for total project $800
EAC - Estimate At Completion ETC=EAC-AC Currently expected total for project EAC=BAC / CPI
ETC - Estimate To Complete How much more to finish? ETC = EAC - AC $899 - $560 = $339
VAC - Variance At Completion
How much over/under we expect to be VAC = BAC –
EAC
$800 - $899 = -$99
