This document provides information on various construction and valuation topics including:
1. It defines key construction terms like earthwork, stone/brick work, wood work, and painting work and provides units of measurement.
2. It describes the purposes of valuation for taxation and rent fixation and discusses factors like repair costs, management charges, scrap value, and sinking funds.
3. It provides the work breakdown for an estimate including costs for departmental charges, contractors, labor, electrification, and more.
4. It defines important area measurement terms used in construction like plinth area, floor area, circulation area, and carpet area.
The document discusses Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), which are network-oriented project scheduling techniques. CPM was developed by Walker to solve project scheduling problems, while PERT was developed by US Navy engineers for project planning. Both techniques use networks and mathematical analyses to predict project duration by analyzing activities, event durations, and sequence dependencies.
The document discusses concepts related to project scheduling including floats, critical paths, time crashing, and developing a time-cost tradeoff model. It provides information on normal and crash estimates for activities, calculating cost slopes, and sequentially crashing critical activities to determine the minimum total project cost and duration.
PERT (Program Evaluation and Review Technique) is a statistical technique used to analyze and represent the tasks involved in completing a project. It uses three time estimates for each task - optimistic, most likely, and pessimistic - to determine the expected duration through probability distributions. The critical path is the sequence of tasks with zero float that determines the overall project duration. PERT allows calculating the probability of completing a project by a certain date based on the expected duration and variance of the critical path.
Network analysis techniques like CPM and PERT are useful for planning, scheduling, and controlling projects. They define activities, durations, and dependencies using a network diagram. The critical path is identified as the longest sequence of activities to complete the project. Monitoring progress against the network allows managers to focus on critical tasks and adjust resources if needed to minimize delays. While useful for large projects, activity definitions and time estimates require care to apply these techniques accurately.
The document discusses time-cost optimization in project management using the critical path method. It provides information on normal and crash time estimates, direct and indirect costs, and outlines the steps to determine the optimum duration that results in the lowest total project cost. These include establishing direct cost-time relationships, determining activity cost slopes, computing costs at normal durations, and crashing critical activities from lowest to highest slope while tracking total costs.
Introduction 1
Network is a technique used for planning and scheduling of large projects in the fields of construction, maintenance, fabrication, purchasing, computer system instantiation, research and development planning etc. There is multitude of operations research situations that can be modeled and solved as network. Some recent surveys reports that as much as 70% of the real-world mathematical programming problems can be represented by network related models. Network analysis is known by many names _PERT (Programme Evaluation and Review Technique), CPM (Critical Path Method), PEP (Programme Evaluation Procedure), LCES (Least Cost Estimating and Scheduling), SCANS (Scheduling and Control by Automated Network System), etc
This chapter will present three of algorithms.
1. PERT & CPM
2. Shortest- route algorithms
3. Maximum-flow algorithms
The document discusses graphs, networks, project scheduling, critical path method (CPM), program evaluation and review technique (PERT), activity-on-node (AON) and activity-on-arc (AOA) representations, activity slack, floats, crashing activities to reduce project duration, and performing time-cost tradeoffs to optimize project costs. It provides definitions of key terms like vertices, edges, predecessors, successors, critical and non-critical activities, earliest start times, latest completion times, total float and free float. It also includes an example problem demonstrating how to construct a network diagram, find the critical path, compute activity times, and determine the optimal crash time and costs to meet a deadline.
The document discusses network models like CPM and PERT that are used for project management. CPM uses deterministic activity times to create a network and identify the critical path, while PERT uses probabilistic estimates. Both techniques can determine the project duration, start/finish dates, critical activities, float, and the effects of delays. The document also covers crashing the critical path to shorten a project's duration, including calculating activity costs and finding the minimum total project cost.
The document discusses Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), which are network-oriented project scheduling techniques. CPM was developed by Walker to solve project scheduling problems, while PERT was developed by US Navy engineers for project planning. Both techniques use networks and mathematical analyses to predict project duration by analyzing activities, event durations, and sequence dependencies.
The document discusses concepts related to project scheduling including floats, critical paths, time crashing, and developing a time-cost tradeoff model. It provides information on normal and crash estimates for activities, calculating cost slopes, and sequentially crashing critical activities to determine the minimum total project cost and duration.
PERT (Program Evaluation and Review Technique) is a statistical technique used to analyze and represent the tasks involved in completing a project. It uses three time estimates for each task - optimistic, most likely, and pessimistic - to determine the expected duration through probability distributions. The critical path is the sequence of tasks with zero float that determines the overall project duration. PERT allows calculating the probability of completing a project by a certain date based on the expected duration and variance of the critical path.
Network analysis techniques like CPM and PERT are useful for planning, scheduling, and controlling projects. They define activities, durations, and dependencies using a network diagram. The critical path is identified as the longest sequence of activities to complete the project. Monitoring progress against the network allows managers to focus on critical tasks and adjust resources if needed to minimize delays. While useful for large projects, activity definitions and time estimates require care to apply these techniques accurately.
The document discusses time-cost optimization in project management using the critical path method. It provides information on normal and crash time estimates, direct and indirect costs, and outlines the steps to determine the optimum duration that results in the lowest total project cost. These include establishing direct cost-time relationships, determining activity cost slopes, computing costs at normal durations, and crashing critical activities from lowest to highest slope while tracking total costs.
Introduction 1
Network is a technique used for planning and scheduling of large projects in the fields of construction, maintenance, fabrication, purchasing, computer system instantiation, research and development planning etc. There is multitude of operations research situations that can be modeled and solved as network. Some recent surveys reports that as much as 70% of the real-world mathematical programming problems can be represented by network related models. Network analysis is known by many names _PERT (Programme Evaluation and Review Technique), CPM (Critical Path Method), PEP (Programme Evaluation Procedure), LCES (Least Cost Estimating and Scheduling), SCANS (Scheduling and Control by Automated Network System), etc
This chapter will present three of algorithms.
1. PERT & CPM
2. Shortest- route algorithms
3. Maximum-flow algorithms
The document discusses graphs, networks, project scheduling, critical path method (CPM), program evaluation and review technique (PERT), activity-on-node (AON) and activity-on-arc (AOA) representations, activity slack, floats, crashing activities to reduce project duration, and performing time-cost tradeoffs to optimize project costs. It provides definitions of key terms like vertices, edges, predecessors, successors, critical and non-critical activities, earliest start times, latest completion times, total float and free float. It also includes an example problem demonstrating how to construct a network diagram, find the critical path, compute activity times, and determine the optimal crash time and costs to meet a deadline.
The document discusses network models like CPM and PERT that are used for project management. CPM uses deterministic activity times to create a network and identify the critical path, while PERT uses probabilistic estimates. Both techniques can determine the project duration, start/finish dates, critical activities, float, and the effects of delays. The document also covers crashing the critical path to shorten a project's duration, including calculating activity costs and finding the minimum total project cost.
This document provides information about critical path method (CPM) including:
- An introduction to CPM and examples of projects where it can be applied.
- The differences between CPM and PERT.
- Key terms and definitions used in CPM like activity times, floats, and critical path.
- An example of calculating event times, activity times, floats, and determining the critical path for a sample CPM network diagram.
This document discusses project management concepts including defining a project, objectives of project management, and scheduling methods. A project involves related jobs directed towards an output over a significant period of time. Project management aims to plan, direct, and control resources to meet technical, cost and time constraints. Key scheduling methods include Gantt charts, critical path method (CPM), and program evaluation and review technique (PERT).
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
This document discusses key concepts in project management including:
1) How to construct a project network diagram representing activities and their dependencies.
2) How to determine a project's critical path which indicates its minimum duration.
3) How to calculate activity floats which provide flexibility in scheduling.
This document discusses several project scheduling techniques including PERT, CPM, and GERT. It provides background on the development of PERT for the Polaris missile program and CPM for chemical plant construction. Key aspects of each technique are summarized, such as how PERT uses three time estimates to model uncertainty and calculate activity mean and variance. The document also covers topics like crashing, resource constraints, and limitations of PERT/CPM that GERT addresses.
This document discusses project scheduling techniques CPM (Critical Path Method) and PERT (Program Evaluation and Review Technique). It defines CPM and PERT, compares their key differences, and provides examples of how to apply them. Specifically, it covers how to calculate activity times and variances in PERT, identify critical paths, calculate project completion times and probabilities, and perform crashing in CPM. The document aims to help the reader understand how to distinguish and apply CPM and PERT for project scheduling, time and cost analysis, and probability calculations.
The document discusses the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) for project scheduling. CPM determines the minimum project duration when activity times are known with certainty, while PERT estimates the probability of completing on time when activity times are uncertain. Both methods represent projects as networks and identify critical paths that must be followed to complete on schedule.
This document discusses project management techniques like PERT and CPM. It begins by explaining that PERT and CPM help managers plan, schedule, and control projects using limited resources like time, money, staff etc. It then defines key PERT and CPM terms like activities, events, dummy activities and explains how to construct a network diagram. The document also covers topics like calculating earliest and latest times, determining float and slack, identifying the critical path, and using probability in PERT to estimate project duration.
This document provides a step-by-step solution to a project management problem involving determining the critical path of a project. It begins by constructing a network diagram of the project activities and their durations. It then calculates the earliest and latest start and finish times of each activity using forward and backward pass computations. This allows it to identify the critical path - the longest chain of activities where each activity finishes as late as possible. It also calculates the total float of each activity, which is the amount of time it can be delayed without delaying project completion. The critical path identified has a total project duration of 14 weeks.
PERT (Programme Evaluation and Review Technique) was developed in 1956–58 by a research team to help in the planning and scheduling of the US Navy’s Polaris Nuclear Submarine Missile project involving thousands of activities. The objective of the team was to efficiently plan and develop the Polaris missile system.
This technique has proved to be useful for projects that have an element of uncertainty in the estimation of activity duration, as is the case with new types of projects which have never been taken up before.
Project management is important for several reasons:
1. Effective planning: Project management provides a structured approach to planning and executing projects. By defining clear objectives, timelines, and milestones, project managers can ensure that everyone on the team is working towards a common goal and that resources are allocated efficiently.
2. Cost control: Project management helps to control costs by identifying potential cost overruns early on and taking corrective action to prevent them. By keeping a close eye on project finances, project managers can ensure that the project stays within budget.
3. Risk management: Projects are inherently risky, and project management helps to identify, assess, and mitigate risks throughout the project lifecycle. By proactively managing risks, project managers can reduce the likelihood of negative outcomes and ensure that the project is completed successfully.
4. Improved communication: Good project management involves clear communication among team members, stakeholders, and sponsors. This helps to ensure that everyone understands their roles and responsibilities, and that there are no surprises or misunderstandings along the way.
5. Quality control: Project management also focuses on ensuring that the project delivers a high-quality output. By defining quality standards and conducting regular quality checks, project managers can ensure that the final product meets the requirements and expectations of stakeholders.
The document discusses pull systems for replenishing inventory using the example of purchasing milk. It also discusses the critical path method (CPM) for network analysis and project scheduling. CPM involves identifying the critical path of activities that determine the shortest project duration. An example CPM analysis is provided to find the earliest and latest event times for activities in a project.
construction resource optimization 1.pptxkimkov119
This document discusses network crashing and time-cost tradeoffs in project management. It provides information on crashing the duration of activities along the critical path to reduce the overall project duration. While this decreases indirect expenses due to shorter duration, it increases direct expenses due to allocating more resources. The relationship between cost and duration is assumed to be linear. The document also includes an example problem demonstrating time-cost tradeoffs when crashing activities. It calculates the project cost at different durations to find the optimal duration that minimizes total cost.
This document provides an introduction to the Critical Path Method (CPM) project scheduling technique. It defines CPM and explains that it was developed in the 1950s to assist with scheduling complex projects. The document outlines the key steps in CPM, including constructing a network diagram of tasks, calculating early and late start/finish times, and identifying the critical path. An example is provided to demonstrate how to determine the critical path of a project using CPM. Benefits and limitations of the technique are also summarized.
The document introduces Critical Path Method (CPM) for project scheduling. It defines CPM as a technique that uses mathematical calculations to schedule project activities based on their duration and dependencies. CPM was developed in 1950 to assist in building and maintaining chemical plants. The document outlines the key steps in CPM including constructing a network diagram of activities with durations and dependencies, performing forward and backward passes to calculate early/late start/finish times, and identifying the critical path with zero float. An example applies these steps to determine the critical path of a project with seven activities is the A-C-D-E-F-G path of 25 weeks.
The document provides an overview of Program Evaluation Review Technique (PERT). It defines PERT and its purpose, compares it to Critical Path Method (CPM), discusses its historical background, and outlines the key steps and terminologies used in PERT including how to create a PERT diagram and calculate activity durations, critical paths, and uncertainties.
The document discusses Programme Evaluation and Review Technique (PERT), a method used to analyze and represent the tasks involved in complex projects. PERT uses three time estimates - optimistic, pessimistic, and most likely - to calculate the expected time for each task. It then builds a network diagram to identify the critical path with the longest expected duration. This determines the minimum time needed to complete the project. The document provides examples to demonstrate calculating task times, constructing the network, identifying the critical path, and using PERT to determine the probability of completing a project within a deadline. It also discusses how crashing the critical path by adding resources can potentially reduce the project duration but at an increased cost.
The document discusses the Program Evaluation and Review Technique (PERT), a network model used for project management that accounts for uncertainty in activity times. PERT was developed in the late 1950s for large, complex projects like the Polaris missile system. It uses three time estimates - optimistic, pessimistic, and most likely - to calculate the expected time, variance, and probability of completing a project by a certain date using statistical methods like the beta distribution and normal distribution. PERT identifies the critical path that determines the project completion time and allows project managers to focus on critical activities.
This document summarizes various concepts in construction management including types of contracts, critical path method (CPM), program evaluation and review technique (PERT), network terminology, and network crashing techniques. It outlines seven common types of construction contracts and compares CPM and PERT methods. Key terms like activity, event, float, and dummy activity are defined. Formulas for expected time, standard deviation, and crash slope are also provided.
This document provides an introduction to project management techniques PERT and CPM. It defines key concepts like activities, events, nodes, dummy activities and paths in a network diagram. It explains the stages of project management including planning, appraisal, implementation and review/control. The document outlines the steps to determine critical path in CPM and describes crashing a project to reduce duration. It compares PERT and CPM, noting PERT uses 3 time estimates and is probabilistic while CPM uses one estimate and focuses on tradeoffs between time and cost.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
This document provides information about critical path method (CPM) including:
- An introduction to CPM and examples of projects where it can be applied.
- The differences between CPM and PERT.
- Key terms and definitions used in CPM like activity times, floats, and critical path.
- An example of calculating event times, activity times, floats, and determining the critical path for a sample CPM network diagram.
This document discusses project management concepts including defining a project, objectives of project management, and scheduling methods. A project involves related jobs directed towards an output over a significant period of time. Project management aims to plan, direct, and control resources to meet technical, cost and time constraints. Key scheduling methods include Gantt charts, critical path method (CPM), and program evaluation and review technique (PERT).
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
This document discusses key concepts in project management including:
1) How to construct a project network diagram representing activities and their dependencies.
2) How to determine a project's critical path which indicates its minimum duration.
3) How to calculate activity floats which provide flexibility in scheduling.
This document discusses several project scheduling techniques including PERT, CPM, and GERT. It provides background on the development of PERT for the Polaris missile program and CPM for chemical plant construction. Key aspects of each technique are summarized, such as how PERT uses three time estimates to model uncertainty and calculate activity mean and variance. The document also covers topics like crashing, resource constraints, and limitations of PERT/CPM that GERT addresses.
This document discusses project scheduling techniques CPM (Critical Path Method) and PERT (Program Evaluation and Review Technique). It defines CPM and PERT, compares their key differences, and provides examples of how to apply them. Specifically, it covers how to calculate activity times and variances in PERT, identify critical paths, calculate project completion times and probabilities, and perform crashing in CPM. The document aims to help the reader understand how to distinguish and apply CPM and PERT for project scheduling, time and cost analysis, and probability calculations.
The document discusses the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) for project scheduling. CPM determines the minimum project duration when activity times are known with certainty, while PERT estimates the probability of completing on time when activity times are uncertain. Both methods represent projects as networks and identify critical paths that must be followed to complete on schedule.
This document discusses project management techniques like PERT and CPM. It begins by explaining that PERT and CPM help managers plan, schedule, and control projects using limited resources like time, money, staff etc. It then defines key PERT and CPM terms like activities, events, dummy activities and explains how to construct a network diagram. The document also covers topics like calculating earliest and latest times, determining float and slack, identifying the critical path, and using probability in PERT to estimate project duration.
This document provides a step-by-step solution to a project management problem involving determining the critical path of a project. It begins by constructing a network diagram of the project activities and their durations. It then calculates the earliest and latest start and finish times of each activity using forward and backward pass computations. This allows it to identify the critical path - the longest chain of activities where each activity finishes as late as possible. It also calculates the total float of each activity, which is the amount of time it can be delayed without delaying project completion. The critical path identified has a total project duration of 14 weeks.
PERT (Programme Evaluation and Review Technique) was developed in 1956–58 by a research team to help in the planning and scheduling of the US Navy’s Polaris Nuclear Submarine Missile project involving thousands of activities. The objective of the team was to efficiently plan and develop the Polaris missile system.
This technique has proved to be useful for projects that have an element of uncertainty in the estimation of activity duration, as is the case with new types of projects which have never been taken up before.
Project management is important for several reasons:
1. Effective planning: Project management provides a structured approach to planning and executing projects. By defining clear objectives, timelines, and milestones, project managers can ensure that everyone on the team is working towards a common goal and that resources are allocated efficiently.
2. Cost control: Project management helps to control costs by identifying potential cost overruns early on and taking corrective action to prevent them. By keeping a close eye on project finances, project managers can ensure that the project stays within budget.
3. Risk management: Projects are inherently risky, and project management helps to identify, assess, and mitigate risks throughout the project lifecycle. By proactively managing risks, project managers can reduce the likelihood of negative outcomes and ensure that the project is completed successfully.
4. Improved communication: Good project management involves clear communication among team members, stakeholders, and sponsors. This helps to ensure that everyone understands their roles and responsibilities, and that there are no surprises or misunderstandings along the way.
5. Quality control: Project management also focuses on ensuring that the project delivers a high-quality output. By defining quality standards and conducting regular quality checks, project managers can ensure that the final product meets the requirements and expectations of stakeholders.
The document discusses pull systems for replenishing inventory using the example of purchasing milk. It also discusses the critical path method (CPM) for network analysis and project scheduling. CPM involves identifying the critical path of activities that determine the shortest project duration. An example CPM analysis is provided to find the earliest and latest event times for activities in a project.
construction resource optimization 1.pptxkimkov119
This document discusses network crashing and time-cost tradeoffs in project management. It provides information on crashing the duration of activities along the critical path to reduce the overall project duration. While this decreases indirect expenses due to shorter duration, it increases direct expenses due to allocating more resources. The relationship between cost and duration is assumed to be linear. The document also includes an example problem demonstrating time-cost tradeoffs when crashing activities. It calculates the project cost at different durations to find the optimal duration that minimizes total cost.
This document provides an introduction to the Critical Path Method (CPM) project scheduling technique. It defines CPM and explains that it was developed in the 1950s to assist with scheduling complex projects. The document outlines the key steps in CPM, including constructing a network diagram of tasks, calculating early and late start/finish times, and identifying the critical path. An example is provided to demonstrate how to determine the critical path of a project using CPM. Benefits and limitations of the technique are also summarized.
The document introduces Critical Path Method (CPM) for project scheduling. It defines CPM as a technique that uses mathematical calculations to schedule project activities based on their duration and dependencies. CPM was developed in 1950 to assist in building and maintaining chemical plants. The document outlines the key steps in CPM including constructing a network diagram of activities with durations and dependencies, performing forward and backward passes to calculate early/late start/finish times, and identifying the critical path with zero float. An example applies these steps to determine the critical path of a project with seven activities is the A-C-D-E-F-G path of 25 weeks.
The document provides an overview of Program Evaluation Review Technique (PERT). It defines PERT and its purpose, compares it to Critical Path Method (CPM), discusses its historical background, and outlines the key steps and terminologies used in PERT including how to create a PERT diagram and calculate activity durations, critical paths, and uncertainties.
The document discusses Programme Evaluation and Review Technique (PERT), a method used to analyze and represent the tasks involved in complex projects. PERT uses three time estimates - optimistic, pessimistic, and most likely - to calculate the expected time for each task. It then builds a network diagram to identify the critical path with the longest expected duration. This determines the minimum time needed to complete the project. The document provides examples to demonstrate calculating task times, constructing the network, identifying the critical path, and using PERT to determine the probability of completing a project within a deadline. It also discusses how crashing the critical path by adding resources can potentially reduce the project duration but at an increased cost.
The document discusses the Program Evaluation and Review Technique (PERT), a network model used for project management that accounts for uncertainty in activity times. PERT was developed in the late 1950s for large, complex projects like the Polaris missile system. It uses three time estimates - optimistic, pessimistic, and most likely - to calculate the expected time, variance, and probability of completing a project by a certain date using statistical methods like the beta distribution and normal distribution. PERT identifies the critical path that determines the project completion time and allows project managers to focus on critical activities.
This document summarizes various concepts in construction management including types of contracts, critical path method (CPM), program evaluation and review technique (PERT), network terminology, and network crashing techniques. It outlines seven common types of construction contracts and compares CPM and PERT methods. Key terms like activity, event, float, and dummy activity are defined. Formulas for expected time, standard deviation, and crash slope are also provided.
This document provides an introduction to project management techniques PERT and CPM. It defines key concepts like activities, events, nodes, dummy activities and paths in a network diagram. It explains the stages of project management including planning, appraisal, implementation and review/control. The document outlines the steps to determine critical path in CPM and describes crashing a project to reduce duration. It compares PERT and CPM, noting PERT uses 3 time estimates and is probabilistic while CPM uses one estimate and focuses on tradeoffs between time and cost.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapte...University of Maribor
Slides from talk presenting:
Aleš Zamuda: Presentation of IEEE Slovenia CIS (Computational Intelligence Society) Chapter and Networking.
Presentation at IcETRAN 2024 session:
"Inter-Society Networking Panel GRSS/MTT-S/CIS
Panel Session: Promoting Connection and Cooperation"
IEEE Slovenia GRSS
IEEE Serbia and Montenegro MTT-S
IEEE Slovenia CIS
11TH INTERNATIONAL CONFERENCE ON ELECTRICAL, ELECTRONIC AND COMPUTING ENGINEERING
3-6 June 2024, Niš, Serbia
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
Low power architecture of logic gates using adiabatic techniquesnooriasukmaningtyas
The growing significance of portable systems to limit power consumption in ultra-large-scale-integration chips of very high density, has recently led to rapid and inventive progresses in low-power design. The most effective technique is adiabatic logic circuit design in energy-efficient hardware. This paper presents two adiabatic approaches for the design of low power circuits, modified positive feedback adiabatic logic (modified PFAL) and the other is direct current diode based positive feedback adiabatic logic (DC-DB PFAL). Logic gates are the preliminary components in any digital circuit design. By improving the performance of basic gates, one can improvise the whole system performance. In this paper proposed circuit design of the low power architecture of OR/NOR, AND/NAND, and XOR/XNOR gates are presented using the said approaches and their results are analyzed for powerdissipation, delay, power-delay-product and rise time and compared with the other adiabatic techniques along with the conventional complementary metal oxide semiconductor (CMOS) designs reported in the literature. It has been found that the designs with DC-DB PFAL technique outperform with the percentage improvement of 65% for NOR gate and 7% for NAND gate and 34% for XNOR gate over the modified PFAL techniques at 10 MHz respectively.
1. Description Unit
Earthwork, Stone/Brick Work, Wood Work/Sunshadem3
Surface/Shallow Excavation m2
Pointing, Soling, DPC, Plastering m2
Steel/Iron Work kg/Quintel
Dressing of stone/Half Brick wall/partition wall m2
Painting Work/Distemper/Colour Washing/Jali Workm2
Degree ofAccuracy:WoodWork: 2mm,Weight – 1 kg, length
– 1 cm,Area – 0.01 m2
, Volume – 0.01 m3
Purpose of Valuation
(a) Taxation– (10–14%)
(b) Rent fixation – (6 –10% of total value)
Outgoing: (a) Repairness – (10 – 15)% of total Income
(b) Management and collection Charge – (5 – 10)% of total
Income.
Scrap Value: It is about 10% of total value. It is the value of
Dismental Material.
Salvage Value: It is value at the end of Utility period without
being this dismental.
Sinking Fund:Annual Installment (I) = C
n
S.i.
I .S
(1 i) 1
(a) Straight line Method: Assume depreciation by same
amount D=
C S
n
(b) Constant percentage Method: Also called Balancing
Decline Method. It assume depreciation by same
percentage. D =
1/ n
S
1
C
General Overhead Cost Job Overhead Cost
Telephone Bill Salary Delay
Travelling charges Establishment of a New Office
Printing, Post office Compensation
Description Quantity
Work in foundation with Mud Mortar 1.5 m3
Work in foundation with Lime/Cement Mortar 1.25 m2
Work in Superstructure with Lime/Cement Mortar1 m3
Work in Superstructure mud Mortar 1.25 m3
Distemper (1 coat) 35 m2
White Washing/Colour Washing (3 Coat) 70 m2
White Washing/Colour Washing (1 Coat) 200 m2
RCC Work 3m3
Half Brick wall/Partition Wall 5 m2
Lime concrete in Roof 6 m3
Lime Concrete in foundation/Floring 8.5 m3
12 mm Plastering with cement/Lime Mortar 8 m2
Degree of Accuracy (descreasing order)
Detailed > Cube rate > Plinth area > Rough estimate
Area
Plinth area Floor area
Circulation area Carpet area
Vertical circulation area
Horizontal circulation area
(Staircase, Lift) (Varandaha, Passes)
4-5% of P.A. 10-15% of P.A.
F.A. = Plinth area – area occupiedby walls/Intermediate sup-
ports
Courtyard, play ground, unclosed Balcony, cantilever porch
is not included in plinth area.
CarpetArea:Useable area/Living area
C.A. =Totalfloorarea – (circulation area + Non-useablearea)
C.A. in residential area (50 – 65)% and in commercial area
(60 – 75)%.
Work % of Estimate
Departmental charges (centage charge) (10 – 15)
Contractor charge 10
Labour Charge 25
Electrification 8
Electric fan 4
Saniatory and Water Supply Charge 8
Contigences Charges (3 – 5)
Work Charge Establishment (1.5 – 2)
Tools and Plants (1 – 1.5)
Security money is about 10% of total contract including Earnest
Money.
Security money and Earnest Money are refundable after some
time Without Any Interest.
Types of Contract: Lumsum, unit price, cost plus contract.
TypesofTrap:P,Q, S(Shape), Intercepting,Gully,Floor(Pur-
pose)
Chief Engineer is theAdministrative Head of Department &
Directly responsible to the govt.
Plastering Work:
(a) Volume is increased by 30% (if thickness 12 mm ) &
20% (if thickness 20 mm) due to uneven surface.
(b) Above calculated vol. is increased by 25% for dry vol.
calculation.
Flooring Work:
(a) Volume is increased by 10% due to uneven surface.
(b) Above calculated vol. is increased by 50% for dry vol.
calculation.
Cement Concrete Work: In C.C. mixture, we divide 1.52 by
sum of ratio of material and multiply it with respective
quantity ratio which will give yourespective quantity.
Brick Work:
(a) Volume is increased by 15% due to frog filling, bonding/
jointing, wastage etc.
(b) Above calculated vol. is increased by 25% for dry vol.
calculation.
Event: It is an instant of time at which some specific milestone
has been achieved. It denotes the start or completion of an activity,
& it is represented by nodes of different shapes like rectangular,
circular, square or oval. An event does not consumes any time or
resource.
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Dummy Activity: It is an artificial activity represented by
dashed arrows which neither consumes any time nor resources.
Activity G is dummy activity. Dummies maintain the logic of
network diagram & keeps the numbering system of the network
unique.
Slack: It is associated with an event. It is the difference between
the latest allowable occurrence time & earliest expected
occurrence time of the event. It is the excess time by which
occurence of an event can be delayed without affecting the project
completion time.
Types of Slack -
(a) Positive slack ( S >0 ) - Ts
> TE
(b) Zero slack ( S = 0 ) - Ts
= TE
(c) Negative slack ( S < 0 ) - Ts
< TE
( (
(
(
ij
Activity Name (EST, EFT)
(i) (j)
t x days (LST, LFT)
Float is associated with An activity.
1. Total Float: It is the difference between maximum time
available & actual time required for the completion of the
activity.
2. Free Float: It is the amount of time by which an activity
can be delayed without affecting the EST of the succeeding
activity
3. Independent Float: It is the excess of minimum available
time over the required activity duration.
4. Interfering Float: It is the difference of total float & free
float of an activity. It is also equal to the slack of head event of
an activity.
Types of float -
(a) Negative total float (FT
< 0 ) - If maximum available time for an
activity is less than the activity time, then total float will be a
negative value. Such activities are called super-critical
activities.They need extra deployment of resources.
(b) Total float zero (FT
= 0 ) - If maximum available time for an
activity is equal to the activity time, then total float will be
zero. Such activities are called critical activities.In them, no
freedom of delay is allowed.
(c) Positive total float (FT
> 0 ) - If maximum available time for an
activity is more than the activity time, then total float will be
a positive value. Such activities are called sub-critical
activities.They demand normal attention but allowing them
some freedom of action.
PERT absorbs uncertainties into the time estimates for activity
& project duration. Following are 3 time estimate -
(a) Optimistic Time Estimate (to
) - It is the minimum time
required for an activity if everything occurs perfectly right without
any problems or adverse conditions developed during completetion
of the activity.
(b) Pessimistic Time Estimate (tp
) - It is the maximum time
required for an activity if everything goes wrong & abnormal
conditions prevail. It does not include possible effects of major
catastrophes like as earthquakes, flood, fire etc.
(c) Most Likely Time Estimate (tm
) - It lie in between pessimistic
& optimistic time estimate. It is time required to complete the
activity if normal conditions prevail.
Mean time
x :
1 2 3 n
x x x ...... x
x
n
=
x
n
Deviation (): x x
Variance :
2
2
2 x x
n n
PERT CPM
1.Probabilistic approach 1. Deterministic approach
2.Three time estimate 2. Single time estimate
3.Event oriented 3. Activity oriented.
4.Cost is proportional to time 4. Cost model is developed
5.-distribution 5. Normal distribution
6.Concept of slack 6. Concept of float
7.Critical path by joining 7. Critical path by joining
critical events critical activities.
Crashing: The process of reduction of the total project duration
along the longest path (time wise) of the network (along the critical
path to obtain the optimum project cost & optimum duration.)
Updating : It is the process of reviewing the progress of project,
execution & redrafting the network according to latest
requirements
Cost slope =
c n
n c
C C
t t
Cost
Crash
time
Optimum
time
Normal
time
Overheads
Outage cost
Indirect cost
Direct cost
Total cost
Resource Smoothing: ·In this, the total project duration is not
changed but the activities having float are rescheduled in such a
way that a uniform demand for the resources is achieved. In it, the
resources are considered to be limited & the critical path of the
project remains unchanged.
Resource Levelling: In it, the activities are so rescheduled in such
a way that maximum or peak demand of the resource does not
exceed the availability of resources. In it, the resource are
unlimited & the critical path may get changed (so project
duration may also get changed). Uniform demand of resources
is achieved.
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