This document provides an overview of program evaluation and review technique (PERT) and critical path method (CPM) for project scheduling. It defines key concepts like activities, events, critical path, floats and provides examples of how to draw network diagrams and calculate event and activity times. The examples demonstrate how to identify the critical path, calculate earliest and latest start/finish times, and use PERT to determine the probability of completing a project by a certain deadline while accounting for uncertainty in activity durations.
The CEO of Ethio Telecom gave a keynote address at the 2018 Innovation Africa Digital Summit in Addis Ababa. He discussed Ethio Telecom's transformation, commitment to rural connectivity, and persistence in moving forward with revolution. Key points included massive network expansion through vendor financing, designing a new organization structure and processes, building capable staff, and laying off excess staff who formed their own successful business. The CEO expressed commitment to providing universal access and advancing technologies while prioritizing high quality customer service. Overall goals are accommodating growth, introducing new services, and becoming more customer-focused to support Ethiopia's economy.
The document discusses e-government strategies and provides examples. It covers the following key points in 3 sentences:
E-government strategies aim to improve government services through technology. They require defining goals, assessing current systems, and implementing projects in phases while measuring outcomes. The document also provides an example of India's National e-Governance Plan which aims to deliver online services nationwide through local service centers over 8 years at a cost of $4 billion.
This document discusses loading social network data into R and performing social network analysis. It covers loading edge list data into igraph objects, visualizing networks using tkplot, calculating centrality measures like degree, betweenness, closeness and eigenvector centrality using functions from igraph, and identifying key actors by plotting eigenvector centrality against betweenness and examining residuals.
This document presents a summary of fuzzy logic and its applications to computer aided manufacturing. It introduces fuzzy logic as a way to process imprecise data and mimic human control logic. The basic concepts are explained, including fuzzy sets that have partial truth values between 0 and 1. An example is provided of how fuzzy logic can be used for temperature regulation. The steps in fuzzy logic control are outlined as fuzzification, rule specification, and defuzzification. Applications discussed include anti-lock braking systems, flight control, and using fuzzy logic controllers to adjust feed rates and position presses in manufacturing.
The document discusses Program Evaluation and Review Technique (PERT), which is a project management tool used to schedule, organize, and coordinate tasks within a project. PERT involves analyzing project tasks, estimating the time needed for each, and identifying the minimum time to complete the project. It is used when activity times are uncertain. PERT determines the project duration by calculating expected times using optimistic, realistic, and pessimistic estimates for each task. A network diagram is constructed to show task sequences and relationships.
Internet Exchange Points, by Philip Smith [APNIC 38 / ISOC-AU]APNIC
This document discusses Internet Exchange Points (IXPs). It begins with a history of IXPs, explaining how they originated from the need for private networks to interconnect after commercial traffic was restricted on NSFNET. The document then defines IXPs, explaining that they are neutral locations where network operators interconnect their networks to exchange traffic via ethernet switches. It discusses why IXPs are established, including reducing costs and improving performance by keeping local traffic local. Finally, it provides examples of successful IXPs in the Asia-Pacific region and benefits of their creation, such as developing local internet economies.
The CEO of Ethio Telecom gave a keynote address at the 2018 Innovation Africa Digital Summit in Addis Ababa. He discussed Ethio Telecom's transformation, commitment to rural connectivity, and persistence in moving forward with revolution. Key points included massive network expansion through vendor financing, designing a new organization structure and processes, building capable staff, and laying off excess staff who formed their own successful business. The CEO expressed commitment to providing universal access and advancing technologies while prioritizing high quality customer service. Overall goals are accommodating growth, introducing new services, and becoming more customer-focused to support Ethiopia's economy.
The document discusses e-government strategies and provides examples. It covers the following key points in 3 sentences:
E-government strategies aim to improve government services through technology. They require defining goals, assessing current systems, and implementing projects in phases while measuring outcomes. The document also provides an example of India's National e-Governance Plan which aims to deliver online services nationwide through local service centers over 8 years at a cost of $4 billion.
This document discusses loading social network data into R and performing social network analysis. It covers loading edge list data into igraph objects, visualizing networks using tkplot, calculating centrality measures like degree, betweenness, closeness and eigenvector centrality using functions from igraph, and identifying key actors by plotting eigenvector centrality against betweenness and examining residuals.
This document presents a summary of fuzzy logic and its applications to computer aided manufacturing. It introduces fuzzy logic as a way to process imprecise data and mimic human control logic. The basic concepts are explained, including fuzzy sets that have partial truth values between 0 and 1. An example is provided of how fuzzy logic can be used for temperature regulation. The steps in fuzzy logic control are outlined as fuzzification, rule specification, and defuzzification. Applications discussed include anti-lock braking systems, flight control, and using fuzzy logic controllers to adjust feed rates and position presses in manufacturing.
The document discusses Program Evaluation and Review Technique (PERT), which is a project management tool used to schedule, organize, and coordinate tasks within a project. PERT involves analyzing project tasks, estimating the time needed for each, and identifying the minimum time to complete the project. It is used when activity times are uncertain. PERT determines the project duration by calculating expected times using optimistic, realistic, and pessimistic estimates for each task. A network diagram is constructed to show task sequences and relationships.
Internet Exchange Points, by Philip Smith [APNIC 38 / ISOC-AU]APNIC
This document discusses Internet Exchange Points (IXPs). It begins with a history of IXPs, explaining how they originated from the need for private networks to interconnect after commercial traffic was restricted on NSFNET. The document then defines IXPs, explaining that they are neutral locations where network operators interconnect their networks to exchange traffic via ethernet switches. It discusses why IXPs are established, including reducing costs and improving performance by keeping local traffic local. Finally, it provides examples of successful IXPs in the Asia-Pacific region and benefits of their creation, such as developing local internet economies.
The main goal of this presentation is to study three large information systems projects that failed over the last five years and identify the reasons of failure and derive the challenges and recommendations for IS strategists.
The document discusses constructing network diagrams to represent project activities and their relationships. It provides examples of precedence tables for two projects - building an extension and buying a new car. It explains the rules for drawing network diagrams from the precedence tables, including having a single start and end point, and using dummy activities when multiple activities share start/end points. The document walks through drawing the network diagrams for both example projects step-by-step according to the rules.
Organizational Behavior Global 17th Edition Robbins Solutions ManualHashimLester
This chapter introduces organizational behavior and provides an overview of the key topics covered in the textbook. It discusses how OB draws from various behavioral science disciplines like psychology, sociology, and anthropology. The chapter presents an OB model that examines individual, group, and organizational level variables as inputs, processes, and outcomes. It also outlines challenges and opportunities for managers in applying OB concepts, such as managing workforce diversity, improving customer service and employee well-being, and responding to globalization.
E-governance uses information technology to enhance government processes and address public needs through simplified and transparent services. It reduces corruption while enabling public participation and interaction between government organizations. E-governance provides online services to citizens (G2C), businesses (G2B), employees (G2E), and between governments (G2G). While global e-governance deals with international cooperation, several countries have implemented national e-governance strategies to improve government services and inclusion through new technologies.
An agent-based model (ABM) is a computational simulation of a complex system using autonomous agents that interact locally. An ABM consists of agents with states and behaviors governed by interaction rules within an environment. ABMs can simulate phenomena that emerge from the interactions of heterogeneous agents, like bird flocking or ant foraging behaviors. The open-source NetLogo platform is commonly used to build ABMs due to its ease of use. ABMs are useful for modeling complex systems where decentralized decisions and local interactions between agents generate global patterns.
Project management and information technology contextDhani Ahmad
This chapter discusses the context in which IT projects operate, including:
- A systems view of project management that considers organizational, technological, and business factors.
- Organizational structures like functional, project, and matrix that influence how projects are run.
- The importance of organizational culture and stakeholder management for a project's success.
- The concept of project phases and life cycles, and how development projects differ from product development.
- How standards, governance, and senior management commitment are critical to supporting IT projects.
The document discusses the assignment problem, which involves assigning people, jobs, machines, etc. to minimize costs or maximize profits. It provides an example of assigning 4 men to 4 jobs to minimize total cost, walking through the Hungarian method steps. It also discusses how to handle imbalance by adding dummy rows or columns, and how to convert a maximization problem to minimization.
This document discusses Cadbury's implementation of an ERP system. It describes the stages of ERP implementation including pre-evaluation, evaluation, requirements analysis, project planning, business process re-engineering, training, testing and analysis. It then provides details on Cadbury's implementation methodology challenges, including integrating major business processes and adopting a "big bang" approach. The document also outlines the phases of Cadbury's ERP implementation process and discusses both the pains of excess chocolate production initially and later gains in efficiency from the new system.
This document provides an overview of critical path method (CPM) and network analysis techniques for project management. It defines key CPM terms like critical path, float, crashing and activities. It explains the 6 steps to using CPM including specifying activities, establishing dependencies, drawing the network diagram, estimating times, identifying the critical path, and updating the diagram. An example network diagram is provided. Advantages of CPM include establishing a framework for planning, scheduling, and controlling projects. Disadvantages include reliance on accurate estimates and the potential complexity of large network diagrams.
The document provides an overview of critical path method (CPM) and program evaluation and review technique (PERT) network analysis techniques. It defines CPM and PERT, explaining that CPM is used for projects with known activity times and deterministic models, while PERT is for uncertain activity times and probabilistic models. The key aspects of developing a network are described, including defining the project, determining activity relationships and time estimates, and identifying the critical path which determines the project duration. The differences between CPM and PERT are that PERT is for non-repetitive first projects while CPM is for repetitive projects with prior experience to estimate activity times.
This document discusses project planning techniques like PERT and CPM. It explains that PERT and CPM are important for project timeline planning and control. PERT was developed by the US Navy in 1958 and allows for probabilistic time estimates, while CPM was developed earlier in 1957 and assumes deterministic time estimates. The document provides details on key aspects of PERT including identifying activities and events, establishing activity order, creating network diagrams, estimating activity durations, and identifying critical paths. It also discusses advantages and limitations of both PERT and CPM for project management.
This document provides an overview of construction project scheduling and time estimation techniques. It discusses defining work tasks and precedence relationships, estimating activity durations using deterministic and probabilistic methods, developing network diagrams, and calculating activity start/finish times using the Critical Path Method (CPM). CPM involves forward and backward passes to determine earliest and latest times in order to identify the critical path and activities. The document also compares CPM to the Program Evaluation and Review Technique (PERT), which uses optimistic, most likely, and pessimistic estimates to compute expected durations for uncertain activities.
The document discusses PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method), which are project management techniques developed in the 1950s to schedule, monitor, and control complex projects. It provides definitions of PERT and CPM, the six basic steps to use them, and their importance in answering questions about project timelines, resource needs, and costs. The techniques involve breaking a project into activities, determining their relationships and time estimates, and analyzing the network to identify the critical path requiring the closest monitoring. The document also reviews an example application of PERT and outlines advantages and limitations of the project management approaches.
IRJET- Comparative Analysis between Critical Path Method and Monte Carlo S...IRJET Journal
This document compares the Critical Path Method (CPM) and Monte Carlo simulation for project scheduling. CPM uses deterministic activity durations to calculate the critical path and project duration. Monte Carlo simulation incorporates uncertainty by using three time estimates per activity - optimistic, pessimistic, and most likely - represented as probability distributions. It runs thousands of simulations to determine the likely project duration based on random sampling from these distributions. The document reviews literature on applying Monte Carlo simulation in construction projects. It then describes a study that uses both CPM and Monte Carlo simulation on a real construction project to compare the results and evaluate Monte Carlo simulation's usefulness for the construction industry.
Introduction
CPM/PERT or Network Analysis as the technique is sometimes called, developed along two parallel streams, one industrial and the other military.
CPM (Critical Path Method) was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957. The computation was designed for the UNIVAC-I computer. The first test was made in 1958, when CPM was applied to the construction of a new chemical plant. In March 1959, the method was applied to maintenance shut-down at the Du Pont works in Louisville, Kentucky. Unproductive time was reduced from 125 to 93 hours.
PERT (Project Evaluation and Review Technique) was devised in 1958 for the POLARIS missile program by the Program Evaluation Branch of the Special Projects office of the U.S.Navy, helped by the Lockheed Missile Systems division and the Consultant firm of Booz-Allen & Hamilton. The calculations were so arranged so that they could be carried out on the IBM Naval Ordinance Research Computer (NORC) at Dahlgren, Virginia.
The document discusses PERT/CPM, which are project management techniques used to plan, schedule, and control complex projects. It provides an example of replacing an airport gate management system. The project manager used a PERT/CPM approach including making a list of activities, precedence relationships, and time estimates. A network diagram was created and the critical path was identified as having the longest duration to determine the estimated project completion time.
(PROGRAM EVALUATION AND REVIE TECHNIQUE)hannahpepino1
The Program Evaluation and Review Technique (PERT) is a project management tool used to calculate the time needed to complete a project. It involves identifying all activities, determining the order they must be completed in, estimating activity times, and finding the critical path - the longest sequence of activities that determines the project's duration. PERT assigns three time estimates to each activity - optimistic, pessimistic, and most likely - and uses these to determine expected activity times and variances.
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.
This document discusses project management techniques PERT and CPM. It begins by outlining the basic steps of PERT/CPM, which include planning, scheduling, allocating resources, and controlling projects. It then discusses network diagrams and how they are used to represent projects, define activities and their relationships. The document provides examples of network diagrams and common errors in drawing them. It also discusses critical paths and how crashing can be used to reduce project duration at additional cost. The framework for PERT and CPM involves 6 steps including defining activities, relationships, and time/cost estimates.
The document discusses various project scheduling methods including:
1. Gantt charts which show activity start/duration/completion in a bar chart format.
2. Resource leveling which adjusts work plans to fit staffing constraints.
3. Crashing which aims to accelerate schedules by adding people, increasing productivity, overlapping tasks, removing scope, or innovating approaches.
PERT/CPM networks are also covered as tools to plan, schedule, and monitor complex projects using activities, events, time estimates, critical paths, and other techniques.
The main goal of this presentation is to study three large information systems projects that failed over the last five years and identify the reasons of failure and derive the challenges and recommendations for IS strategists.
The document discusses constructing network diagrams to represent project activities and their relationships. It provides examples of precedence tables for two projects - building an extension and buying a new car. It explains the rules for drawing network diagrams from the precedence tables, including having a single start and end point, and using dummy activities when multiple activities share start/end points. The document walks through drawing the network diagrams for both example projects step-by-step according to the rules.
Organizational Behavior Global 17th Edition Robbins Solutions ManualHashimLester
This chapter introduces organizational behavior and provides an overview of the key topics covered in the textbook. It discusses how OB draws from various behavioral science disciplines like psychology, sociology, and anthropology. The chapter presents an OB model that examines individual, group, and organizational level variables as inputs, processes, and outcomes. It also outlines challenges and opportunities for managers in applying OB concepts, such as managing workforce diversity, improving customer service and employee well-being, and responding to globalization.
E-governance uses information technology to enhance government processes and address public needs through simplified and transparent services. It reduces corruption while enabling public participation and interaction between government organizations. E-governance provides online services to citizens (G2C), businesses (G2B), employees (G2E), and between governments (G2G). While global e-governance deals with international cooperation, several countries have implemented national e-governance strategies to improve government services and inclusion through new technologies.
An agent-based model (ABM) is a computational simulation of a complex system using autonomous agents that interact locally. An ABM consists of agents with states and behaviors governed by interaction rules within an environment. ABMs can simulate phenomena that emerge from the interactions of heterogeneous agents, like bird flocking or ant foraging behaviors. The open-source NetLogo platform is commonly used to build ABMs due to its ease of use. ABMs are useful for modeling complex systems where decentralized decisions and local interactions between agents generate global patterns.
Project management and information technology contextDhani Ahmad
This chapter discusses the context in which IT projects operate, including:
- A systems view of project management that considers organizational, technological, and business factors.
- Organizational structures like functional, project, and matrix that influence how projects are run.
- The importance of organizational culture and stakeholder management for a project's success.
- The concept of project phases and life cycles, and how development projects differ from product development.
- How standards, governance, and senior management commitment are critical to supporting IT projects.
The document discusses the assignment problem, which involves assigning people, jobs, machines, etc. to minimize costs or maximize profits. It provides an example of assigning 4 men to 4 jobs to minimize total cost, walking through the Hungarian method steps. It also discusses how to handle imbalance by adding dummy rows or columns, and how to convert a maximization problem to minimization.
This document discusses Cadbury's implementation of an ERP system. It describes the stages of ERP implementation including pre-evaluation, evaluation, requirements analysis, project planning, business process re-engineering, training, testing and analysis. It then provides details on Cadbury's implementation methodology challenges, including integrating major business processes and adopting a "big bang" approach. The document also outlines the phases of Cadbury's ERP implementation process and discusses both the pains of excess chocolate production initially and later gains in efficiency from the new system.
This document provides an overview of critical path method (CPM) and network analysis techniques for project management. It defines key CPM terms like critical path, float, crashing and activities. It explains the 6 steps to using CPM including specifying activities, establishing dependencies, drawing the network diagram, estimating times, identifying the critical path, and updating the diagram. An example network diagram is provided. Advantages of CPM include establishing a framework for planning, scheduling, and controlling projects. Disadvantages include reliance on accurate estimates and the potential complexity of large network diagrams.
The document provides an overview of critical path method (CPM) and program evaluation and review technique (PERT) network analysis techniques. It defines CPM and PERT, explaining that CPM is used for projects with known activity times and deterministic models, while PERT is for uncertain activity times and probabilistic models. The key aspects of developing a network are described, including defining the project, determining activity relationships and time estimates, and identifying the critical path which determines the project duration. The differences between CPM and PERT are that PERT is for non-repetitive first projects while CPM is for repetitive projects with prior experience to estimate activity times.
This document discusses project planning techniques like PERT and CPM. It explains that PERT and CPM are important for project timeline planning and control. PERT was developed by the US Navy in 1958 and allows for probabilistic time estimates, while CPM was developed earlier in 1957 and assumes deterministic time estimates. The document provides details on key aspects of PERT including identifying activities and events, establishing activity order, creating network diagrams, estimating activity durations, and identifying critical paths. It also discusses advantages and limitations of both PERT and CPM for project management.
This document provides an overview of construction project scheduling and time estimation techniques. It discusses defining work tasks and precedence relationships, estimating activity durations using deterministic and probabilistic methods, developing network diagrams, and calculating activity start/finish times using the Critical Path Method (CPM). CPM involves forward and backward passes to determine earliest and latest times in order to identify the critical path and activities. The document also compares CPM to the Program Evaluation and Review Technique (PERT), which uses optimistic, most likely, and pessimistic estimates to compute expected durations for uncertain activities.
The document discusses PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method), which are project management techniques developed in the 1950s to schedule, monitor, and control complex projects. It provides definitions of PERT and CPM, the six basic steps to use them, and their importance in answering questions about project timelines, resource needs, and costs. The techniques involve breaking a project into activities, determining their relationships and time estimates, and analyzing the network to identify the critical path requiring the closest monitoring. The document also reviews an example application of PERT and outlines advantages and limitations of the project management approaches.
IRJET- Comparative Analysis between Critical Path Method and Monte Carlo S...IRJET Journal
This document compares the Critical Path Method (CPM) and Monte Carlo simulation for project scheduling. CPM uses deterministic activity durations to calculate the critical path and project duration. Monte Carlo simulation incorporates uncertainty by using three time estimates per activity - optimistic, pessimistic, and most likely - represented as probability distributions. It runs thousands of simulations to determine the likely project duration based on random sampling from these distributions. The document reviews literature on applying Monte Carlo simulation in construction projects. It then describes a study that uses both CPM and Monte Carlo simulation on a real construction project to compare the results and evaluate Monte Carlo simulation's usefulness for the construction industry.
Introduction
CPM/PERT or Network Analysis as the technique is sometimes called, developed along two parallel streams, one industrial and the other military.
CPM (Critical Path Method) was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957. The computation was designed for the UNIVAC-I computer. The first test was made in 1958, when CPM was applied to the construction of a new chemical plant. In March 1959, the method was applied to maintenance shut-down at the Du Pont works in Louisville, Kentucky. Unproductive time was reduced from 125 to 93 hours.
PERT (Project Evaluation and Review Technique) was devised in 1958 for the POLARIS missile program by the Program Evaluation Branch of the Special Projects office of the U.S.Navy, helped by the Lockheed Missile Systems division and the Consultant firm of Booz-Allen & Hamilton. The calculations were so arranged so that they could be carried out on the IBM Naval Ordinance Research Computer (NORC) at Dahlgren, Virginia.
The document discusses PERT/CPM, which are project management techniques used to plan, schedule, and control complex projects. It provides an example of replacing an airport gate management system. The project manager used a PERT/CPM approach including making a list of activities, precedence relationships, and time estimates. A network diagram was created and the critical path was identified as having the longest duration to determine the estimated project completion time.
(PROGRAM EVALUATION AND REVIE TECHNIQUE)hannahpepino1
The Program Evaluation and Review Technique (PERT) is a project management tool used to calculate the time needed to complete a project. It involves identifying all activities, determining the order they must be completed in, estimating activity times, and finding the critical path - the longest sequence of activities that determines the project's duration. PERT assigns three time estimates to each activity - optimistic, pessimistic, and most likely - and uses these to determine expected activity times and variances.
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.
This document discusses project management techniques PERT and CPM. It begins by outlining the basic steps of PERT/CPM, which include planning, scheduling, allocating resources, and controlling projects. It then discusses network diagrams and how they are used to represent projects, define activities and their relationships. The document provides examples of network diagrams and common errors in drawing them. It also discusses critical paths and how crashing can be used to reduce project duration at additional cost. The framework for PERT and CPM involves 6 steps including defining activities, relationships, and time/cost estimates.
The document discusses various project scheduling methods including:
1. Gantt charts which show activity start/duration/completion in a bar chart format.
2. Resource leveling which adjusts work plans to fit staffing constraints.
3. Crashing which aims to accelerate schedules by adding people, increasing productivity, overlapping tasks, removing scope, or innovating approaches.
PERT/CPM networks are also covered as tools to plan, schedule, and monitor complex projects using activities, events, time estimates, critical paths, and other techniques.
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
1) PERT and CPM are network analysis techniques used to schedule, coordinate, and control complex projects. They analyze the tasks involved in a project and their interdependencies to estimate project duration and identify the critical path.
2) The document discusses key aspects of PERT and CPM including activity networks, time estimates, critical path identification, and slack calculations. It also provides an example of applying PERT/CPM to schedule a construction project.
3) PERT and CPM both help answer questions about project completion date, start/finish times of tasks, critical tasks, and float or slack times. The example project demonstrates how its network diagram can be used to determine a 44-week schedule with identified
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.
The document discusses three examples of project managers and their responsibilities on different projects:
1) Construction of a retail development with 26 units and a supermarket. Responsible for coordinating contractors to ensure on-time and on-budget completion.
2) Directing trials of a new analgesic drug. Responsible for designing experiments and ensuring proper scientific and legal procedures are followed.
3) Introducing multimedia resources at a teacher training college in New Delhi. Responsible for purchasing and developing resources as well as encouraging acceptance by lecturers and students.
This document provides an overview of network models and summarizes key concepts related to PERT and CPM techniques. Some key points:
- Network models consist of nodes and connecting lines that can be used to model a variety of problems. PERT and CPM are two widely used network techniques.
- PERT was developed for project planning under uncertainty. CPM focuses on tradeoffs between time and cost. Both use the same calculations but differ in time estimation approaches.
- Critical paths identify the minimum time needed to complete a project. Activities on the critical path must be carefully managed to avoid delays. Non-critical activities have slack time and can be delayed without impacting the project completion date.
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.
This document provides an overview of CPM (Critical Path Method) and PERT (Project Evaluation and Review Technique) techniques for project scheduling. Both methods use network diagrams to visually map out the sequence and dependencies of project activities. The key difference is that CPM uses single time estimates while PERT uses three time estimates and probability theory. The document outlines the basic steps and concepts for developing network diagrams and calculating the critical path of activities that determine the minimum project duration.
The document discusses critical path methods (CPM) and program evaluation and review technique (PERT) for project planning and scheduling. CPM involves identifying all activities, durations, and dependencies to create a network diagram and determine the critical path with the longest duration of activities. PERT is a probabilistic extension of CPM that accounts for uncertainty using three time estimates per activity. It calculates the expected duration and variance for each activity and the overall project to determine the probability of completing within a given timeframe. An example applies these concepts to a project with activities, time estimates, and calculations to find the critical path, project duration distribution, and probability of completing in 40 days.
ANAMOLOUS SECONDARY GROWTH IN DICOT ROOTS.pptxRASHMI M G
Abnormal or anomalous secondary growth in plants. It defines secondary growth as an increase in plant girth due to vascular cambium or cork cambium. Anomalous secondary growth does not follow the normal pattern of a single vascular cambium producing xylem internally and phloem externally.
hematic appreciation test is a psychological assessment tool used to measure an individual's appreciation and understanding of specific themes or topics. This test helps to evaluate an individual's ability to connect different ideas and concepts within a given theme, as well as their overall comprehension and interpretation skills. The results of the test can provide valuable insights into an individual's cognitive abilities, creativity, and critical thinking skills
BREEDING METHODS FOR DISEASE RESISTANCE.pptxRASHMI M G
Plant breeding for disease resistance is a strategy to reduce crop losses caused by disease. Plants have an innate immune system that allows them to recognize pathogens and provide resistance. However, breeding for long-lasting resistance often involves combining multiple resistance genes
Unlocking the mysteries of reproduction: Exploring fecundity and gonadosomati...AbdullaAlAsif1
The pygmy halfbeak Dermogenys colletei, is known for its viviparous nature, this presents an intriguing case of relatively low fecundity, raising questions about potential compensatory reproductive strategies employed by this species. Our study delves into the examination of fecundity and the Gonadosomatic Index (GSI) in the Pygmy Halfbeak, D. colletei (Meisner, 2001), an intriguing viviparous fish indigenous to Sarawak, Borneo. We hypothesize that the Pygmy halfbeak, D. colletei, may exhibit unique reproductive adaptations to offset its low fecundity, thus enhancing its survival and fitness. To address this, we conducted a comprehensive study utilizing 28 mature female specimens of D. colletei, carefully measuring fecundity and GSI to shed light on the reproductive adaptations of this species. Our findings reveal that D. colletei indeed exhibits low fecundity, with a mean of 16.76 ± 2.01, and a mean GSI of 12.83 ± 1.27, providing crucial insights into the reproductive mechanisms at play in this species. These results underscore the existence of unique reproductive strategies in D. colletei, enabling its adaptation and persistence in Borneo's diverse aquatic ecosystems, and call for further ecological research to elucidate these mechanisms. This study lends to a better understanding of viviparous fish in Borneo and contributes to the broader field of aquatic ecology, enhancing our knowledge of species adaptations to unique ecological challenges.
EWOCS-I: The catalog of X-ray sources in Westerlund 1 from the Extended Weste...Sérgio Sacani
Context. With a mass exceeding several 104 M⊙ and a rich and dense population of massive stars, supermassive young star clusters
represent the most massive star-forming environment that is dominated by the feedback from massive stars and gravitational interactions
among stars.
Aims. In this paper we present the Extended Westerlund 1 and 2 Open Clusters Survey (EWOCS) project, which aims to investigate
the influence of the starburst environment on the formation of stars and planets, and on the evolution of both low and high mass stars.
The primary targets of this project are Westerlund 1 and 2, the closest supermassive star clusters to the Sun.
Methods. The project is based primarily on recent observations conducted with the Chandra and JWST observatories. Specifically,
the Chandra survey of Westerlund 1 consists of 36 new ACIS-I observations, nearly co-pointed, for a total exposure time of 1 Msec.
Additionally, we included 8 archival Chandra/ACIS-S observations. This paper presents the resulting catalog of X-ray sources within
and around Westerlund 1. Sources were detected by combining various existing methods, and photon extraction and source validation
were carried out using the ACIS-Extract software.
Results. The EWOCS X-ray catalog comprises 5963 validated sources out of the 9420 initially provided to ACIS-Extract, reaching a
photon flux threshold of approximately 2 × 10−8 photons cm−2
s
−1
. The X-ray sources exhibit a highly concentrated spatial distribution,
with 1075 sources located within the central 1 arcmin. We have successfully detected X-ray emissions from 126 out of the 166 known
massive stars of the cluster, and we have collected over 71 000 photons from the magnetar CXO J164710.20-455217.
Or: Beyond linear.
Abstract: Equivariant neural networks are neural networks that incorporate symmetries. The nonlinear activation functions in these networks result in interesting nonlinear equivariant maps between simple representations, and motivate the key player of this talk: piecewise linear representation theory.
Disclaimer: No one is perfect, so please mind that there might be mistakes and typos.
dtubbenhauer@gmail.com
Corrected slides: dtubbenhauer.com/talks.html
ESPP presentation to EU Waste Water Network, 4th June 2024 “EU policies driving nutrient removal and recycling
and the revised UWWTD (Urban Waste Water Treatment Directive)”
ESR spectroscopy in liquid food and beverages.pptxPRIYANKA PATEL
With increasing population, people need to rely on packaged food stuffs. Packaging of food materials requires the preservation of food. There are various methods for the treatment of food to preserve them and irradiation treatment of food is one of them. It is the most common and the most harmless method for the food preservation as it does not alter the necessary micronutrients of food materials. Although irradiated food doesn’t cause any harm to the human health but still the quality assessment of food is required to provide consumers with necessary information about the food. ESR spectroscopy is the most sophisticated way to investigate the quality of the food and the free radicals induced during the processing of the food. ESR spin trapping technique is useful for the detection of highly unstable radicals in the food. The antioxidant capability of liquid food and beverages in mainly performed by spin trapping technique.
When I was asked to give a companion lecture in support of ‘The Philosophy of Science’ (https://shorturl.at/4pUXz) I decided not to walk through the detail of the many methodologies in order of use. Instead, I chose to employ a long standing, and ongoing, scientific development as an exemplar. And so, I chose the ever evolving story of Thermodynamics as a scientific investigation at its best.
Conducted over a period of >200 years, Thermodynamics R&D, and application, benefitted from the highest levels of professionalism, collaboration, and technical thoroughness. New layers of application, methodology, and practice were made possible by the progressive advance of technology. In turn, this has seen measurement and modelling accuracy continually improved at a micro and macro level.
Perhaps most importantly, Thermodynamics rapidly became a primary tool in the advance of applied science/engineering/technology, spanning micro-tech, to aerospace and cosmology. I can think of no better a story to illustrate the breadth of scientific methodologies and applications at their best.
Deep Behavioral Phenotyping in Systems Neuroscience for Functional Atlasing a...Ana Luísa Pinho
Functional Magnetic Resonance Imaging (fMRI) provides means to characterize brain activations in response to behavior. However, cognitive neuroscience has been limited to group-level effects referring to the performance of specific tasks. To obtain the functional profile of elementary cognitive mechanisms, the combination of brain responses to many tasks is required. Yet, to date, both structural atlases and parcellation-based activations do not fully account for cognitive function and still present several limitations. Further, they do not adapt overall to individual characteristics. In this talk, I will give an account of deep-behavioral phenotyping strategies, namely data-driven methods in large task-fMRI datasets, to optimize functional brain-data collection and improve inference of effects-of-interest related to mental processes. Key to this approach is the employment of fast multi-functional paradigms rich on features that can be well parametrized and, consequently, facilitate the creation of psycho-physiological constructs to be modelled with imaging data. Particular emphasis will be given to music stimuli when studying high-order cognitive mechanisms, due to their ecological nature and quality to enable complex behavior compounded by discrete entities. I will also discuss how deep-behavioral phenotyping and individualized models applied to neuroimaging data can better account for the subject-specific organization of domain-general cognitive systems in the human brain. Finally, the accumulation of functional brain signatures brings the possibility to clarify relationships among tasks and create a univocal link between brain systems and mental functions through: (1) the development of ontologies proposing an organization of cognitive processes; and (2) brain-network taxonomies describing functional specialization. To this end, tools to improve commensurability in cognitive science are necessary, such as public repositories, ontology-based platforms and automated meta-analysis tools. I will thus discuss some brain-atlasing resources currently under development, and their applicability in cognitive as well as clinical neuroscience.
The ability to recreate computational results with minimal effort and actionable metrics provides a solid foundation for scientific research and software development. When people can replicate an analysis at the touch of a button using open-source software, open data, and methods to assess and compare proposals, it significantly eases verification of results, engagement with a diverse range of contributors, and progress. However, we have yet to fully achieve this; there are still many sociotechnical frictions.
Inspired by David Donoho's vision, this talk aims to revisit the three crucial pillars of frictionless reproducibility (data sharing, code sharing, and competitive challenges) with the perspective of deep software variability.
Our observation is that multiple layers — hardware, operating systems, third-party libraries, software versions, input data, compile-time options, and parameters — are subject to variability that exacerbates frictions but is also essential for achieving robust, generalizable results and fostering innovation. I will first review the literature, providing evidence of how the complex variability interactions across these layers affect qualitative and quantitative software properties, thereby complicating the reproduction and replication of scientific studies in various fields.
I will then present some software engineering and AI techniques that can support the strategic exploration of variability spaces. These include the use of abstractions and models (e.g., feature models), sampling strategies (e.g., uniform, random), cost-effective measurements (e.g., incremental build of software configurations), and dimensionality reduction methods (e.g., transfer learning, feature selection, software debloating).
I will finally argue that deep variability is both the problem and solution of frictionless reproducibility, calling the software science community to develop new methods and tools to manage variability and foster reproducibility in software systems.
Exposé invité Journées Nationales du GDR GPL 2024
1. Department of Management
19th
Batch
University of Dhaka
Management Science (MGT-301)
Pert & CPM
Table of Contents
1 PERT & CPM........................................................................................................................................................2
1.1 PERT............................................................................................................................................................2
1.2 CPM.............................................................................................................................................................2
1.3 Differences between PERT & CPM.............................................................................................................2
1.4 CRITICAL PATH........................................................................................................................................2
1.5 Rules for drawing the network diagrams. ....................................................................................................3
1.6 Network Representation:..............................................................................................................................3
1.7 Float (Slack).................................................................................................................................................3
1.8 Examples......................................................................................................................................................5
Courtesy of- Kamrul, Zonayed, and Fahad || Department of Management || University of Dhaka
2. Management Science (MGT-301)
COURTESY OF- KAMRUL, FAHAD & ZONAYED || DEPARTMENT OF MANAGEMENT || UNIVERSITY OF DHAKA
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1 PERT & CPM
1.1 PERT
Program Evaluation & Review Technique – It is generally used for those projects where time required to
complete various activities are not known as a priori. It is probabilistic model & is primarily concerned for
evaluation of time. It is event oriented.
1.2 CPM
Critical Path Analysis – It is a commonly used for those projects which are repetitive in nature & where one has
prior experience of handling similar projects. It is a deterministic model & places emphasis on time & cost for
activities of a project.
A project can be defined as a set of large number of activities or jobs (with each activity consuming time &
resources) that are performed in a certain sequence determined.
A network is a graphical representation of a project, depicting the flow as well as the sequence of well-
defined activities & events.
An activity (Also known as task & job) is any portion of a project which consumes time or resources and
has definable beginning & ending.
Event (Also known as node & connector) is the beginning & ending points of an activity or a group of
activities.
1.3 Differences between PERT & CPM
PERT CPM
It is a technique for planning scheduling & controlling
of projects whose activities are subject to uncertainty in
the performance time. Hence it is a probabilistic model.
It is a technique for planning scheduling & controlling
of projects whose activities not subjected to any
uncertainty and the performance times are fixed. Hence
it is a deterministic model
It is an Event oriented system. It is an Activity oriented system.
Basically does not differentiate critical and non-critical
activities.
Differentiates clearly the critical activities from the
other activities.
Used in projects where resources (men, materials,
money) are always available when required.
Used in projects where overall costs is of primarily
important. Therefore better utilized resources.
Suitable for Research and Development projects where
times cannot be predicted.
Suitable for civil constructions, installation, ship
building etc.
1.4 CRITICAL PATH
Meaning: The longest path in a project network which determine the duration of the project is known as critical
path.
Determination of Critical Path
Step 1. List all the possible sequences from start to finish
Step 2. For each sequence determine the total time required from start to finish.
Step 3. Identify the longest path (Critical Path)
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1.5 Rules for drawing the network diagrams.
In a network diagram, arrows represent the activities and circles represent the events.
The tail of an arrow represents the start of an activity and the head represent the completion of the activity.
The event numbered 1 denotes the start of the project and is called initial event.
Event carrying the highest number in the network denotes the completion of the project and is called
terminal event.
Each defined activity is represented by one and only arrow in the network.
Determine which operation must be completed immediately before other can start.
Determine which other operation must follow the other given operation.
The network should be developed on the basis of logical, analytical and technical dependencies between
various activities of the project.
1.6 Network Representation:
Each activity of the project is represented by arrow pointing in direction of progress of project. The events of the
network establish the precedence relationship among different activities.
Three rules are available for constructing the network.
Rule 1. Each activity is represented by one & only one, arrow.
Rule 2. Each activity must be identified by two distinct events & No two or more activities can have the same tail
and head events.
Rule 3. To maintain correct precedence relationship, the following questions must be answered as each activity is
added to the network:
What activities must be immediately precede the current activity?
What activities must follow the current activity?
What activities must occur concurrently with the current activity?
There are two types of systems –
i. AOA system (Activity on Arrow system)
ii. AON system (Activity on Node system )
1.7 Float (Slack)
Float (Slack) refers to the amount of time by which a particular event or an activity can be delayed without
affecting the time schedule of the network. Float (Slack) is defined as the difference between latest allowable and
the earliest expected time.
Event Float/Slack = LS – ES
Where LS = Latest start time
ES = Early start time.
1. Earliest start: Earliest start time is the earliest possible time by which the activity can be started. Denoted
as ‘ES’
2. Early finish time: Early finish time is the earliest possible time by which the activity can be completed.
Denoted as ‘EF’
3. Latest start time: Latest start time is the latest possible time by which the activity can be started. Denoted
as ‘LS’
4. Late finish time: Late finish time is the latest possible time by which the activity can be completed.
Denoted as ‘LS’
5. Total float (TF) / Total slack (TS): Total float of the job is the differences between its Late start and
Early start ‘or’ Late finish and Early finish. i.e.
TF (CA) = LS (CA) - ES (CA) or TF (CA) = LF (CA) - EF (CA)
CA = Current activity
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6. Free float (FF) Free float is the amount of time a job can be delayed without affecting the Early start time
of any other job.
FF (CA) = ES (SA) – EF (CA)
CA = Current Activity
SA = Succeeding Activity
7. Independent Float (IF): Independent Float is the amount of time that can be delayed without affecting
either predecessor or successor activities.
IF = ES (SA) – LF (PA) - Duration of CA
ES = Early Start
LF = Late Finish
SA = Succeeding Activity
PA = Preceding Activity
CA = Current Activity
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1.8 Examples
Example-1
Develop the network for a project with following activities and immediate predecessors:
Activity Immediate
predecessors
A -
B -
C B
D A,C
E C
F C
G D,E,F
Solution
Example-2
Scheduling with activity time
Draw the net work
What is the critical path
Find out earliest start and earliest finish
Find out latest start and latest finish
Find out slack or free time
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Solution
This information indicates that the total time required to complete activities is 51 weeks.
However, we can see from the network that several of the activities can be conducted
simultaneously (A and B, for example).
i. Network with ES & EF time
ii. Network with LS & LF time
iii. Activity schedule for our example
iv. Critical path activities: A, E, F, G, and I.
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Example-3
PERT For Dealing with Uncertainty
Solution
i. Determination of Expected Value, Variance and Standard Deviation
Let m= most likely time estimate, mode.
a = optimistic time estimate,
b = pessimistic time estimate, and
Expected Value (TE) = (a + 4m + b) /6
Variance (V) = (( b – a) / 6 ) 2
Std Deviation (δ) = SQRT (V)
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ii. The complete network
iii. The complete Network with critical path
iv. Critical Path Analysis (PERT)
v. Assume, Manager promised to complete the project in the fifty days. What are the chances of
meeting that deadline?
Calculate Z, where Z = (D-S) / V
D = 50 S (Scheduled date) = 20+15+8 =43; V = (4+25+4) =33
Z = (50 – 43) / 5.745
= 1.22
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The probability value of Z = 1.22, is 0.888
vi. What deadline are you 95% sure of meeting
Z value associated with 0.95 is 1.645
D = S + 5.745 (1.645)
= 43 + 9.45
= 52.45 days
Thus, there is a 95 percent chance of finishing the project by 52.45 days.
Example-4
Construct the Network for the following Project and determine the following
Critical Path
ES,EF,LS,LF
TF,FF
Solution
i. Project Network
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ii. Determination of ES,EF,LS,LF and TF,FF
Example-5
The following table lists the jobs of a network along with their time estimates.
i. Draw the project network.
ii. What is the probability that the job will be completed in 35 days?
iii. What due date has 90% chance of being met?
Solution
i. Construction of the Network
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ii. Calculation of Expected time for all the activities
Expected Time ( te): ‘te’ can be calculated by the following formula
te = (to + 4tm + tp) / 6
iii. Determination of Critical Path
Expected Duration of the project Te = 32 days
iv. Probability of completing the project within a given date
Z = (TS – TE) / σ
= (35 – 32) / 6
= 0.5
From the Normal distribution Table, we get the probability of completing the project in
35 days is 69.15%
v. The due date for 90% chance of being met.
Probability of completing the project within a given date. The value of Z from the table for a 90%
probability is +1.28
TS =? (To be calculated),
TE = 32,
σ = 6
Z = (TS – TE) / σ
1.28 = (TS– 32) / 6
TS = 39.68 days