Geometric method impossible in higher dimensions
• Algebraical methods:
• Simplex method (George B. Dantzig 1949):
skim through the feasible solution polytope.
Similar to a "Gaussian elimination".
Very good in practice, but can take an
exponential time
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
A project consists of interconnected activities that are to be executed in a certain order before the entire task is completed. The activities are interrelated in a logical sequence which is known as precedence relationship. The project is represented in the form of a network for analytical treatment to get a solution for scheduling and controlling activities.
In this project, To schedule the activities, we have applied the "CPM " and "PERT" method.
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
1LocationFixed CostsVariable Costs per unitA=BB=CC=DA$85,000260006.docxdrennanmicah
1LocationFixed CostsVariable Costs per unitA=BB=CC=DA$85,000260006666.66666666677500B$55,0007C$35,00010D$65,0006average weekly demand50unitsstandard deviation 8units95%1.645Safety Stock 13unitsTherefore Target inventory level= lead time demand + safety stockLead time2WeeksLead time demand100Target inventory level=113
2Activity a=Optimistic Time Estimate(weeks)m=Most likely Time Estimates (weeks)b=Pessimistic Time Estimates(weeks)Immediate predecessor(s)T€=(a+4m+b)/6Var=((b-a)/6)^2Std.devA369none611B357A50.44444444440.6666666667C4712A7.33333333331.77777777781.3333333333D4810B7.666666666711E51016C10.16666666673.36111111111.8333333333F345D,E40.11111111110.3333333333G369D.E611H5610F6.50.69444444440.8333333333I5811G811J333H,I300ABDFHJ32.17ABDGIJ35.67ACEFHJ37.00ACEGIJ40.50CriticalStd.dev6.17probability of completing the project in 44 weeks44Z0.57probability0.71
3Forecast Ft (given a)Abs. ErrorSquare Error2-period moving averageAbs. ErrorSquare ErrorActuals (At)0.2exponential smoothing a= 0.2a= 0.2115172416.51.52.2521816.601.41.96162431416.882.888.2944151141616.300.3040.09241614.51.52.2551316.243.243210.5183462414.51.52.2561615.590.405440.1643815936160010.2325.037.5011.75exponential smoothing a= 0.22-period moving averageMSE4.17161.9583MAD1.70541.2500
1LocationFixed CostsVariable Costs per unitA=BB=CC=DA$85,000260006666.66666666677500B$55,0007C$35,00010D$65,0006average weekly demand50unitsstandard deviation 8units95%1.645Safety Stock 13unitsTherefore Target inventory level= lead time demand + safety stockLead time2WeeksLead time demand100Target inventory level=113
2Activity a=Optimistic Time Estimate(weeks)m=Most likely Time Estimates (weeks)b=Pessimistic Time Estimates(weeks)Immediate predecessor(s)T€=(a+4m+b)/6Var=((b-a)/6)^2Std.devA369none611B357A50.44444444440.6666666667C4712A7.33333333331.77777777781.3333333333D4810B7.666666666711E51016C10.16666666673.36111111111.8333333333F345D,E40.11111111110.3333333333G369D.E611H5610F6.50.69444444440.8333333333I5811G811J333H,I300ABDFHJ32.17ABDGIJ35.67ACEFHJ37.00ACEGIJ40.50CriticalStd.dev6.17probability of completing the project in 44 weeks44Z0.57probability0.71
3Forecast Ft (given a)Abs. ErrorSquare Error2-period moving averageAbs. ErrorSquare ErrorActuals (At)0.2exponential smoothing a= 0.2a= 0.2115172416.51.52.2521816.601.41.96162431416.882.888.2944151141616.300.3040.09241614.51.52.2551316.243.243210.5183462414.51.52.2561615.590.405440.1643815936160010.2325.037.5011.75exponential smoothing a= 0.22-period moving averageMSE4.17161.9583MAD1.70541.2500
Project Management
(Chapter 16)
Production & Operations Management
INFO 335-71
Week 4
Learning Objectives
Describe project management objectives
Describe the project life cycle
Diagram networks of project activities
Estimate the completion time of a project
Compute the probability of completing a project
by a specific time
Determine how to reduce the length of a project
effectively
Describe the critical chain approach to proje.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
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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
A project consists of interconnected activities that are to be executed in a certain order before the entire task is completed. The activities are interrelated in a logical sequence which is known as precedence relationship. The project is represented in the form of a network for analytical treatment to get a solution for scheduling and controlling activities.
In this project, To schedule the activities, we have applied the "CPM " and "PERT" method.
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
1LocationFixed CostsVariable Costs per unitA=BB=CC=DA$85,000260006.docxdrennanmicah
1LocationFixed CostsVariable Costs per unitA=BB=CC=DA$85,000260006666.66666666677500B$55,0007C$35,00010D$65,0006average weekly demand50unitsstandard deviation 8units95%1.645Safety Stock 13unitsTherefore Target inventory level= lead time demand + safety stockLead time2WeeksLead time demand100Target inventory level=113
2Activity a=Optimistic Time Estimate(weeks)m=Most likely Time Estimates (weeks)b=Pessimistic Time Estimates(weeks)Immediate predecessor(s)T€=(a+4m+b)/6Var=((b-a)/6)^2Std.devA369none611B357A50.44444444440.6666666667C4712A7.33333333331.77777777781.3333333333D4810B7.666666666711E51016C10.16666666673.36111111111.8333333333F345D,E40.11111111110.3333333333G369D.E611H5610F6.50.69444444440.8333333333I5811G811J333H,I300ABDFHJ32.17ABDGIJ35.67ACEFHJ37.00ACEGIJ40.50CriticalStd.dev6.17probability of completing the project in 44 weeks44Z0.57probability0.71
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Describe the critical chain approach to proje.
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Lecture - Project, Planning and Control.pdf
1. UNIT 4
System Schedule
ME 342 A
System Design and Analysis
Dr. Kailash Chaudhary
Ph.D. (Mechanical Design), M.E. (P & I), B.E. (Mechanical Engg)
Assistant Professor
Department of Mechanical Engineering
MBM University Jodhpur
2. 2
Project Planning, Scheduling and Control
Project a set of partially ordered,
interrelated activities that must be
completed to achieve a goal.
3. 3
Network Models
PERT Program Evaluation and Review
Technique
probabilistic features
CPM Critical Path Method
cost/time trade-offs
project scheduler
4. 4
Objectives
Planning, scheduling, and control of complex
projects
Find critical activities to manage resources
(management by exception)
Determine flexibility of non-critical activities
(slack)
Estimate earliest completion time of project
Determine time cost trade-offs
6. 6
Production Systems
Job shops
Flow shops
Batch production
Mass production
Cellular manufacturing
Project Shop
Continuous Processing
Gosh. Can you
tell us more
about these?
7. 7
Project Shop
single product in fixed location
material and labor brought to the site
usually job shop/flow shop associated
functionalized production system
examples include construction and
shipbuilding
8. 8
The Elements of Project Scheduling
Project Definition. Statement of project, goals, and
resources required.
Activity Definitions. Content and requirements of
each activity.
Project Scheduling. Specification of starting and
ending times of all activities.
Project Monitoring. Keeping track of the progress of
the project.
9. 9
Definitions
Activity an effort (task) that requires resources and
takes a certain amount of time.
Event a specific accomplishment or milestone (the
start or finish of an activity).
Project a collection of activities and events leading
to a definable goal.
Network a graphical representation of a project
depicting the precedence relationships among the
activities and events.
Critical Activity an activity that if delayed will hold
up the scheduled completion of a project.
Critical Path the sequence of critical activities that
forms a continuous path from the start of a project to
its completion.
10. 10
Framework for Analysis
Analyze project in terms of activities and
events
Determine sequence (precedence) of
activities (develop network)
Assign estimates of time, cost, and resources
to all activities
Identify the critical path
monitor, evaluate, and control progress of
project
11. 11
Network Representation
Projects may be represented as networks with:
Arrows representing activities.
Nodes representing completion of a set of activities
(milestones).
Pseudo activities may be required to satisfy
precedence relationships.
12. 12
Network Development
1 2 3
events
(nodes)
activities
(arcs)
Activities have duration
and may have precedence.
Define activities in terms of
their beginning and ending events.
e.g. Activity 1-2 must precede Activity 2-3
18. 18
Dummy activity
A C
A D
B D
W R O N G
7
5
6
9
10
A
B
C
D
7
5
6
9
10
A
B D
C
8
dummy has no resources and no duration
19. 19
Project Networks
Collection of nodes and arcs
Depicted graphically
Events are uniquely numbered
Arcs are labeled according to their beginning and
ending events
Ending events always have higher numbers than beginning
events
Two activities cannot have the same beginning and
ending events
Activity lengths have no significance
20. 20
Our Very Own Example
product development
activity description precedence
A design promotion campaign -
B initial pricing -
C product design -
D promotion cost analysis A
E manufacture prototype C
F test and redesign E
G final pricing B,D,F
H market test G
22. 22
Notation
i-j = an activity of a project
di-j = the duration of activity i-j
Ei = the earliest time event i can occur
ESi-j = the earliest start time of activity i-j
EFi-j = the earliest finish time of activity i-j
LSi-j = the latest start time of activity i-j
LFi-j = the latest finish time of activity i-j
Li = the latest time event i can occur
23. 23
Our Very Own Example
product development
activity precedence duration (days)
A (1-2) - 17
B (1-5) - 7
C (1-3) - 33
D (2-5) A 6
E (3-4) C 40
F (4-5) E 7
G (5-6) B,D,F 12
H (6-7) G 48
27. 27
Critical Path Method
An analytical tool that provides a schedule that
completes the project in minimum time subject to the
precedence constraints. In addition, CPM provides:
Starting and ending times for each activity
Identification of the critical activities (i.e., the ones
whose delay necessarily delay the project).
Identification of the non-critical activities, and the
amount of slack time available when scheduling
these activities.
30. 30
Critical Path by LP
1
Min
. :
, pairs
n
n
i
j i ij
E
subj to
E E d i j
earliest start times
1
1
Min
. :
, pairs
n
n i
i
j i ij
nL L
subj to
L L d i j
latest start times
32. 32
More Activity Durations
let a = optimistic time
b = pessimistic time
m = most likely time
2
2
2 12
a b b a
2 2 2
2
3 18
a m b a b m ab am bm
2
2
4
6 18
a m b b a
uniform:
triangular:
beta:
33. 33
activity durations
product development
activity a m b
A (1-2) 6 18 24 17 9 3
B (1-5) 6 6 12 7 1 1
C (1-3) 24 30 54 33 25 5
D (2-5) 6 6 6 6 0 0
E (3-4) 24 36 72 40 64 8
F (4-5) 6 6 12 7 1 1
G (5-6) 6 12 18 12 4 2
H (6-7) 36 48 60 48 16 4
2
beta
note: based upon a 6 day workweek
34. 34
critical path analysis
product development
activity a m b
C (1-3) 24 30 54 33 25 5
E (3-4) 24 36 72 40 64 8
F (4-5) 6 6 12 7 1 1
G (5-6) 6 12 18 12 4 2
H (6-7) 36 48 60 48 16 4
sum 140 110
2
beta
From the Central Limit Theorem, project completion
time is normally distributed with a mean of 140 days
and a standard deviation of = 10.5 days.
110
35. 35
Probability Statements
Probability project will be completed by day 150 is
given by:
150 140
Pr 150 Pr Pr .95 .829
10.5
T
T z
Probability project will be completed after day 130
is given by:
130 140
Pr 130 Pr Pr .95 .171
10.5
T
T z
37. 37
Resource Profile early start schedule
0 10 20 30 40 50 60 70 80
30
25
20
15
10
5
1-2
1-5
1-3
3-4
2-5
4-5 5-6
We need too many
people at the start
of the project!
39. 39
Resource Profile late start schedule
0 10 20 30 40 50 60 70 80
30
25
20
15
10
5
1-2
1-5
1-3
3-4
2-5
4-5 5-6
the late start schedule.
Then we can layoff
some folks.
40. 40
Time Costing Methods
Suppose that projects can be expedited by
reducing the time required for critical activities.
Doing so results in an increase in some costs
and a decrease in others. The goal is to
determine the optimal number of days to
schedule the project to minimize total cost.
Assume that there is a linear time/cost
relationship for each activity.
42. 42
Heuristic Crashing
c n
i j i j
i j n c
i j i j
c c
k
d d
= $ / day
time cost
activity normal crash normal crash k
C (1-3) 33 25 10 20 1.25
E (3-4) 40 31 22 35 1.44
F (4-5) 7 5 8 12 2.0
G (5-6) 12 9 17 30 4.33
H (6-7) 48 40 30 48 2.25
43. 43
An LP approach
let yi-j = number of time units activity i-j is crashed
K = indirect cost per day
,
min
. :
0
0 1,2,...,
i j i j n
all i j
n
j i i j i j
n c
i j i j i j
i
k y K E
subt to
E E y d i j
y d d i j
E i n
45. 45
Forward Pass
set Ei = 0
i=1; j=2
set ESi-j = Ei
EFi-j = Ei + di-j
Ej = max {Ej , EFi-j}
If i-j is an activity
set j = j + 1
j <= n
i = i + 1
j = 2
j > n
i < n
stop
i = n
If i-j not an activity
46. 46
Backward Pass
set Li = En
i=1; j=n
set LFi-j = Li
LSi-j = Li - di-j
Lj = min {Lj , LFi-j}
If i-j is an activity
set i = i + 1
i < n
j = j - 1
i = 1
i = n
j > 0
stop
j = 0
If i-j not an activity