In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Installation of primavera (optional)
Open primavera
Create EPS
Create your own project with minimum 30 activities(Live projects are preferable)
Data entry
Inserting activities
Assigning relationship
Activates codes
Basic formatting of Bars(Bar style, Bar label)
Inserting and modifying columns
Group by and short by
User defined filed
Interfering floats
Make 2 more of your self
Filters
New filters
Modify filters
Cases of Constraints
Case of difference between total float and free float
calendar
Import & Export
Live project Information
Filters ( 1-line, 2-line, 3-line Filters)
RESOURCE ASSIGNING AND LEVELLING
Resource Levelling
RESOURCE LOADING (Bell type, front loaded, back loaded, linear etc.)
EARNED VALUE ANALYSIS
Cost Account
Expenses
Reports
Role
User Defined fields
Admin Preferences
Renumbering Activities
Project Portfolio
Edit Columns
Save layout
Working with multiple projects
Activity Steps
Global change
Multiple Projects
USING WORK PRODUCTS AND DOCUMENTS
UPDATING PROJECT BY "AUTO ACTUALS" METHOD
UPDATING, SCHEDULING PROJECT - WITH SPOTLIGHT FEATURE
ASSIGN BASELINE
MAINTAIN BASELINE
PROJECT CODES
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
Chapter 08 of ICT Project Management based on IOE Engineering syllabus. This chapter contains activity definition, decomposition of activities,activity attributes, schedule development and control etc....Provided by Project Management Sir of KU.
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construct...Shrikant Kate
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construction Management _ Final Year (BE) _ Department of Civil Engineering _ TAE _ SPPU _ by Shrikant R. Kate
Construction scheduling, work study and work measurement Construction scheduling.
Construction project scheduling – purpose, factors affecting scheduling, time as a control tool
Work Breakdown Structure, project work breakdown levels, line of balance technique
Repetitive project management Work study and work measurement
Definition, objectives, basic procedure of work study, symbols, activity charts, string diagrams, time and motion studies.
Installation of primavera (optional)
Open primavera
Create EPS
Create your own project with minimum 30 activities(Live projects are preferable)
Data entry
Inserting activities
Assigning relationship
Activates codes
Basic formatting of Bars(Bar style, Bar label)
Inserting and modifying columns
Group by and short by
User defined filed
Interfering floats
Make 2 more of your self
Filters
New filters
Modify filters
Cases of Constraints
Case of difference between total float and free float
calendar
Import & Export
Live project Information
Filters ( 1-line, 2-line, 3-line Filters)
RESOURCE ASSIGNING AND LEVELLING
Resource Levelling
RESOURCE LOADING (Bell type, front loaded, back loaded, linear etc.)
EARNED VALUE ANALYSIS
Cost Account
Expenses
Reports
Role
User Defined fields
Admin Preferences
Renumbering Activities
Project Portfolio
Edit Columns
Save layout
Working with multiple projects
Activity Steps
Global change
Multiple Projects
USING WORK PRODUCTS AND DOCUMENTS
UPDATING PROJECT BY "AUTO ACTUALS" METHOD
UPDATING, SCHEDULING PROJECT - WITH SPOTLIGHT FEATURE
ASSIGN BASELINE
MAINTAIN BASELINE
PROJECT CODES
Project management is about acquiring or achieving the project goal and Most projects need to be broken down into a logical sequence of ‘phases’, known as the project life cycle.
Chapter 08 of ICT Project Management based on IOE Engineering syllabus. This chapter contains activity definition, decomposition of activities,activity attributes, schedule development and control etc....Provided by Project Management Sir of KU.
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construct...Shrikant Kate
Construction Scheduling, Work Study and Work Measurement _ Unit 2 _ Construction Management _ Final Year (BE) _ Department of Civil Engineering _ TAE _ SPPU _ by Shrikant R. Kate
Construction scheduling, work study and work measurement Construction scheduling.
Construction project scheduling – purpose, factors affecting scheduling, time as a control tool
Work Breakdown Structure, project work breakdown levels, line of balance technique
Repetitive project management Work study and work measurement
Definition, objectives, basic procedure of work study, symbols, activity charts, string diagrams, time and motion studies.
project management-cpm and pert methods for managersNaganna Chetty
A project is a one shot, time limited, goal directed, major undertaking, requiring the commitment of varied skills & resources.
A project:
Has a unique purpose.
Is temporary.
Is developed using progressive elaboration.
Requires resources, often from various areas.
Should have a primary customer or sponsor.
The project sponsor usually provides the direction and funding for the project.
Involves uncertainty.
Project managers work with project sponsors, project teams, and other people involved in projects to meet project goals.
Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
Program managers oversee programs and often act as bosses for project managers.
Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”
CPM and PERT are most commonly used methods for project management. There are some similarities and differences between PERT and CPM. PERT can be applied to any field requiring planned, controlled and integrated work efforts to accomplish defined objectives.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. Exercise 1
1.What are the different factors that can
cause project delays in the construction?
How to prevent these delays in order to
finish the project on time? Discuss the
possible consequences if the project will
be delayed.
3. At the end of this lesson, students will be able to;
1. Learn the principles of PERT/CPM;
2. Construct PERT/CPM Network Diagram;
3. Identify the Critical Path and Critical Duration/Activities;
4. Determine the Early start, Early finish, latest start, latest finish, and
Slack/Float time.
Learning Outcomes
4. Project – It is an interrelated set of activities that has a definite starting and
ending point and that results in a unique product or service.
Project Management - It is scientific way of planning, implementing,
monitoring and controlling the various aspects of a project such as time,
money, materials, manpower and other resources.
GOAL: To complete the project on time without possible delays.
5.
6. PERT (Project Evaluation and Review Technique)
• It is a method that analyzes the time required to complete each
task and to determine the minimum amount of time required to
complete a certain project. Thus, delays can be prevented (Arun,
2023).
• It is a graphical representation of a project's timeline that displays
all of the individual tasks necessary to complete the project (Kopp,
2022).
What is PERT?
7. CPM (Critical Path Management)
• It is a method used in preparing, organizing, coordinating, and controlling
in projects.
• The longest path in the network diagram is the critical path and its
activities are called critical activities.
• If there are delays in the longest or critical path, naturally there is also a
corresponding delay in project completion time (Fajardo, 2000).
• However, shorter path may experience some delays but may not affect the
overall project completion time (Asahid et.al, 2015)
What is CPM?
8. Under PD 1594, The program, of works shall include among
other things, estimates of the work items, quantities, costs
and a PERT/CPM network diagram showing the project
activities . . . In the preparation of the bidding documents, the
government shall make and estimate the project through
PERT/CPM analysis of the project activities and corrected for
holidays and weekends.
What is CPM?
13. Advantages:
1. PERT/CPM helps in planning for big projects
2. Finish the project on time
3. Identify the Critical path
4. Analysis of each activity in PERT/CPM
5. Coordination/Collaboration within the team
6. The What – if Analysis
Advantages and Disadvantages of PERT/CPM
14. Disadvantages:
1. Time – focused method – creates pressure in the team
2. Inaccurate prediction of time duration
3. Expensive in terms of time consumed, research,
prediction, and resources utilized.
4. Requires knowledge about PERT/CPM
Advantages and Disadvantages of PERT/CPM
15. • A project manager/engineer creates a PERT chart in order
to analyze all the project's tasks while estimating the
amount of time required to complete each one.
• Using this information, the project manager/engineer can
estimate the minimum amount of time required to
complete the entire project.
• This information also helps the manager develop a project
budget and determine the resources needed to accomplish
the project.
How does PERT/CPM works?
16. • A PERT/CPM is a visual representation of a series of
activities that must occur within the scope of a project’s
lifetime.
• The direction of arrows indicates the flow and sequence
of events required.
• Dotted activity lines represent dummy activity.
• Numbers and time allotments are assigned and shown
inside each vector.
How is a PERT/CPM interpreted?
17. 1. PLANNING PHASE
2. SCHEDULING PHASE
3. CONTROL AND MONITORING PHASE
Three Phases of PERT/CPM
19. Planning:
Five Inputs in Planning Phase:
1. A network diagram defining the activities in the project.
2. The duration of activities.
3. Cost estimates
Three Phases of PERT/CPM
20. Scheduling:
Scheduling is defined as the process of translating
the arrow diagram into timetable of calendar
days. Based on the time estimates, the start and
finish times for each activity are worked out by
applying an arrow diagram. Then, critical path is
identified.
Three Phases of PERT/CPM
21. Four Output in Scheduling Phase:
1. The schedule of activities in the network showing the following:
a. The critical activities.
b. The Earliest start date for each activity.
c. The Earliest finish date for each activity
d. The Latest Start date for each activity.
e. The Latest Finish date for each activity.
f. The Float which refers to the amount of extra time available for an activity.
2. Bar Chart, Gantt Chart, or a Time Scaled Network (Arrow diagram, network for
the project)
Three Phases of PERT/CPM
22. Three Phases of PERT/CPM
Controlling/Monitoring:
It refers to analyzing and evaluating the actual progress based on
the plan. There is a need to review of project activities subjected to
changes as to duration, description, and cost estimates.
23. The Control Monitor Phase uses actual data which includes:
1. Addition of activities to the project – refers to new activities.
2. Deletion of activities from the project.
3. Changes as to duration, description, trade indicators, cost estimates
or resources estimates,
4. Actual starting dates.
5. Actual finishing dates.
Three Phases of PERT/CPM
25. Fundamental Elements of PERT/CPM Network Diagram
1. Activity – It is the work operation required to complete the project and is represented by an
arrows.
2. Event – It is a point in time signifying the beginning and end of one or more activities. It is
indicated on the network as a circle, square, or maybe other geometrical shapes.
26. Fundamental Elements of PERT/CPM Network Diagram
3. Dummy – It does not consume time and may be used in the network diagram to distinguish two or
more parallel activities.
4. Merge and Burst Event – One or more activities can start and end simultaneously at an event.
27. 5. Preceding and Succeeding Activities – Activities A and B precede C and D
respectively. Activity C and D are the succeeding activities.
Fundamental Elements of PERT/CPM Network Diagram
6. Duration of Activity – It is the time (weeks or days) it takes an activity to be
finished or the expected/assigned duration of each task/activity. It also refers to
Early Start (ES) to its Early Finish (EF) or from Latest Start (LS) to its Late Finish
(LF).
28. 7. Path – It is a sequence of activities that leads from the starting node to the
finishing node to the finishing node. Example: Path A –C – F, Path B-D-E-F
Fundamental Elements of PERT/CPM Network Diagram
32. Errors to be Avoided in PERT/CPM Network Diagram
33. Errors to be Avoided in PERT/CPM Network Diagram
34. Angelo: For me, PERT/CPM is so very owki! No sweat! Char!
Haryl: PERT/CPM was developed independently in the later part of 1950’s.
Tom Andrei: Do you want examples in PERT/CPM?
38. Example 1: Assuming that you are doing a certain project and your
proposed sequence of activity is shown below. Construct the
PERT/CPM Network Diagram.
Activities Precedence Duration
A -------- 2 days
B A 1 day
C (end) B 3 days
39. Example 2: Assuming that you are doing a certain project and your
proposed sequence of activity is shown below. Construct the
PERT/CPM Network Diagram.
Activities Precedence Duration
A -------- 2 days
B -------- 2 days
C (end) A and B 3.5 days
40. Example 3: Assuming that you're doing a certain project and your
proposed sequence of activity is shown below. Construct the
PERT/CPM Network Diagram.
Activities Precedence Duration
A -------- 2 days
B A 1 day
C A 2 days
D B 3 days
E C 4 days
F (end) D and E (end) 3 days
41. Example 4: Assuming that you're doing a certain project and your proposed
methodological flowchart is shown below. Construct the PERT/CPM Network
Diagram.
Activities Precedence Duration
A -------- 2 days
B -------- 1 day
C A 2 days
D (end) B 2 days
42. Example 5: Assuming that you are doing a certain project and your proposed
methodological flowchart is shown below. Construct the PERT/CPM Network
Diagram.
Activities Precedence Duration
A -------- 2 days
B -------- 1 day
C A, B (end) 1 day
D (end) A, B (end) 1 day
43. Example 6: Assuming that you are doing a certain project and your proposed
sequence of activity is shown below. Construct the PERT/CPM Network Diagram.
Activities Precedence Duration
A -------- 2 days
B -------- 1 day
C (end) A 1 day
44. Example 7: Assuming that you're doing a certain project and your proposed
sequence of activity is shown below. Construct the PERT/CPM Network Diagram.
Activities Precedence Duration
A -------- 3 days
B A 2 days
C A 3 days
D B 3 days
E C 2 days
F D 3 days
G (end) E 4 days
H (end) F 2.5 days
45. Example 8: (a) Construct the PERT/CPM Network Diagram, (b) determine the
critical path, and (c ) determine the critical duration for a house construction
project. The sequence of the activities with their predecessors are given below.
46. Example 9: Sequence of Activities for Building Construction Project is shown
below. Construct the PERT/CPM Network Diagram.
58. Example 10: Sequence of Activities for Building Construction Project is shown
below. Construct the PERT/CPM Network Diagram.
Estimated
Time
(days)
3 3 2 2 2.5 3.5 4 4.5 5 5 3
59. Example 11: Sequence of Activities for Building Construction Project is
shown below. Construct the PERT/CPM Network Diagram and identify the
critical path.
Estimated
Time
(days)
3 3 2 2 2.5 3.5 4 4.5 5 5 3 3
60. 1. The length or time of any path can be determined by adding the
expected time of the activities along the path.
2. The path with the longest time is the critical path and possible delays
must be avoided because the whole duration will be affected.
3. The expected duration of a project is equal to the expected time of the
longest path.
4. The longest path is the critical path, and its activities are called the
critical activities and duration.
5. Short path may experience some delay, but it won’t affect the overall
project completion time as long as the longest path does not exceed the
length of the critical path.
PERT/CPM
61. 6. If the project is to be completed in that shortest time, all activities on the critical path
must be started as soon as possible.
7. If the project has to be completed ahead of the schedule, then the time required for
at least one of the critical activity must be reduced.
8. Any delay in completing the critical activities will increase the project duration.
9. The activity, which does not lie on the critical path is called non – critical activity.
10. Slack or Float is the amount of time by which the start of an activity may be delayed
without affecting the overall completion time of the project.
11. But a critical activity that lies in a critical path has no slack or float.
12. To reduce the overall project time, it would require more resources (5 M’s) to lessen
the time taken by the critical activities to complete.
PERT/CPM
62. ES (Early Start) – The early start of time activity. It is assumed that all
preceding activities start at the earliest time.
ES = ES + Duration
EF (Early Finish) – Early Finish of time activity.
LS (Latest Start) – Latest time the activity can start and not delay the project.
LF (Latest Finish) – Latest time the activity can Finish and not delay the
project.
PERT/CPM
“Scheduling of Activities”
63. PERT/CPM
“Scheduling of Activities”
Forward Pass Computations to calculate the ES and EF
1. The Earliest Finish (EF) for any activity is equal to its earliest starting time plus its expected
duration time.
EF = ES + Time Duration
2. For nodes with one entering arrow, Early Start for activities at such node is equal to Early Finish.
3. For nodes with multiple entering arrows, the Early Start for activities leaving such node is equal
to the largest Early Finish (EF).
64. PERT/CPM
“Scheduling of Activities”
Backward Pass Computations to calculate the LS and LF
1. Begin from end node/event and move towards the start event/node. Assume that the direction
of arrows is reversed.
2. The Latest Finish (LF) of the last node is equal to its Early Finish (EF).
3. The preceding Latest Start is equal to Latest Finish minus Duration
4. If there are more than one incoming activities, take the minimum value of Latest Start.
65. PERT/CPM
“Scheduling of Activities”
Determination for Slack or Float Time
1. The critical activities don’t have slack/float time, or it is equal to zero BUT Non
– critical activities may have some.
2. The float or slack of an activity is the amount of the time available by which it is
possible to delay its completion time without extending the overall project
completion time.
Formula:
Float/Slack = Latest Start (LS) – Early Start (ES)
66. Consider the sequence of activity as shown below for the construction of small bungalow residential
house with a floor area of 42 sq.m.
Example 1
Activity Precedence Event Description Duration
A ------- 1-3 Purchase and delivery of
Materials, and Securing of
permits/clerances
3 days
B ------- 2-3 Layouting and Excavation 5 days
C A, B 3-4 Footing/Foundation 4 days
D C 4-5 Columns 6 days
E C 4-6 Tie Beams 3 days
F D 5-6 Amakan walling and Roofing
works
5 days
G E, F (end) 6-7 Finishes 6 days
67. A project schedule has the following characteristics as shown below.
Example 2
68. Consider the project scheduling as shown below:
Example 3
Activity Node/Event Description Duration (days)
A 1-2 Demolition and Clearing 8
B 2-3 Excavation 14
C 2-5 Underground installation 6
D 3-4 Foundation and Columns 5
E 4-5 Dummy 0
F 4-6 Construction of 2nd floor 6
G 4-7 Roof framing and Flooring 6
H 5-7 Ground floor slab 4
I 5-8 Mechanical and electrical services 12
69. Example 3 (cont’d)
Activity Node/Even
t
Description Duration
(days)
J 6-7 Construction of Exterior walls 12
K 7-8 Dummy 0
L 7-9 Construction of Interior Partitions 10
M 8-9 Mechanical and Electrical
equipment and fixtures
12
N 9-10 Painting and finish 8
a. Construct the PERT/CPM.
b. Determine the Critical Path and Critical Duration
c. Determine the Early Start (ES), Early Finish (EF), Latest Start (LS), and Latest Finish (LF)
d. Calculate the Slack/Float Time.