The document discusses work breakdown structures (WBS) and their importance in project planning and management. A WBS breaks a project down into smaller, more manageable components or work packages. It provides a framework for estimating costs, scheduling work, and tracking progress. The WBS ensures all necessary work is defined and organized hierarchically from higher to lower levels of detail. It forms the basis for managing project schedules, costs, and resources throughout the project lifecycle.
Project management theory, principles, organization functions, risk management, stress management, principles, applications of management, planning and scheduling, initiatives and closing of projects, work breakdown structures,
Project management-planning and schedulingAditi Garg
The document discusses various aspects of planning and scheduling for construction projects. It defines planning as deciding in advance what needs to be done, how it will be done, and in what order to achieve objectives. Scheduling involves putting the project plan into a calendar format to determine start and end dates for activities. The document outlines different planning considerations for construction projects including workforce, materials, equipment, and costs. It also describes various scheduling methods like bar charts, milestone charts, and network analysis and their uses and limitations.
This document provides an overview of project management tools and techniques. It discusses the phases of project management, including initiating, planning, executing, and closing. For the planning phase, it describes key activities like developing a work breakdown structure, estimating resources and costs, creating schedules, and developing communication plans. It also covers tools for planning like Gantt charts, PERT diagrams, and critical path scheduling. The document provides details on tasks, activities, and procedures for each phase of managing a project.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
The document discusses various project time management techniques including activity definition, sequencing, resource estimating, duration estimating, schedule development and control. It provides detailed inputs, tools and techniques, and outputs for each process. The techniques are aimed at developing accurate schedules, estimating resource needs, and controlling the project over time.
This document discusses project scheduling concepts like PERT and CPM. It defines a project and provides examples. It explains key aspects of project scheduling including network analysis, determining critical paths, calculating floats, and allocating resources. It also discusses constructing PERT/CPM networks and numbering events. It covers procedures for determining earliest and latest times, float/slack times, and identifying the critical path. The document is an overview of fundamental concepts for project scheduling and critical path analysis.
Project control tools by Samuel obino mokayaDiscover JKUAT
This document discusses project management control tools, specifically focusing on time estimation, Gantt charts, and critical path analysis (CPA).
It explains that accurate time estimation is essential for project scheduling and avoiding underestimates. Gantt charts are useful for planning, scheduling, and monitoring complex projects by showing task dependencies and durations. CPA identifies the critical path of tasks where any delays could impact the entire project timeline. Both tools help optimize resource allocation and keep projects on track.
The document discusses project scheduling and time management. It covers topics like work breakdown structure (WBS), critical path method (CPM), resource histograms, resource leveling, program evaluation and review technique (PERT), and using project management software. The objectives of project scheduling are outlined as finishing on time, within budget, continuous workflow, minimized rework, increased status visibility, optimized resource use, and defined responsibilities. Techniques discussed include bar charts, network analysis methods like CPM and PERT, and project management software applications.
Project management theory, principles, organization functions, risk management, stress management, principles, applications of management, planning and scheduling, initiatives and closing of projects, work breakdown structures,
Project management-planning and schedulingAditi Garg
The document discusses various aspects of planning and scheduling for construction projects. It defines planning as deciding in advance what needs to be done, how it will be done, and in what order to achieve objectives. Scheduling involves putting the project plan into a calendar format to determine start and end dates for activities. The document outlines different planning considerations for construction projects including workforce, materials, equipment, and costs. It also describes various scheduling methods like bar charts, milestone charts, and network analysis and their uses and limitations.
This document provides an overview of project management tools and techniques. It discusses the phases of project management, including initiating, planning, executing, and closing. For the planning phase, it describes key activities like developing a work breakdown structure, estimating resources and costs, creating schedules, and developing communication plans. It also covers tools for planning like Gantt charts, PERT diagrams, and critical path scheduling. The document provides details on tasks, activities, and procedures for each phase of managing a project.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
The document discusses various project time management techniques including activity definition, sequencing, resource estimating, duration estimating, schedule development and control. It provides detailed inputs, tools and techniques, and outputs for each process. The techniques are aimed at developing accurate schedules, estimating resource needs, and controlling the project over time.
This document discusses project scheduling concepts like PERT and CPM. It defines a project and provides examples. It explains key aspects of project scheduling including network analysis, determining critical paths, calculating floats, and allocating resources. It also discusses constructing PERT/CPM networks and numbering events. It covers procedures for determining earliest and latest times, float/slack times, and identifying the critical path. The document is an overview of fundamental concepts for project scheduling and critical path analysis.
Project control tools by Samuel obino mokayaDiscover JKUAT
This document discusses project management control tools, specifically focusing on time estimation, Gantt charts, and critical path analysis (CPA).
It explains that accurate time estimation is essential for project scheduling and avoiding underestimates. Gantt charts are useful for planning, scheduling, and monitoring complex projects by showing task dependencies and durations. CPA identifies the critical path of tasks where any delays could impact the entire project timeline. Both tools help optimize resource allocation and keep projects on track.
The document discusses project scheduling and time management. It covers topics like work breakdown structure (WBS), critical path method (CPM), resource histograms, resource leveling, program evaluation and review technique (PERT), and using project management software. The objectives of project scheduling are outlined as finishing on time, within budget, continuous workflow, minimized rework, increased status visibility, optimized resource use, and defined responsibilities. Techniques discussed include bar charts, network analysis methods like CPM and PERT, and project management software applications.
Software project scheduling involves allocating estimated effort across the planned project duration by assigning tasks to specific engineering activities. A project schedule communicates what work must be done, who will perform it, and the timeline. There are seven principles for software project scheduling: compartmentalizing work, dividing tasks, sequencing dependent tasks, assigning time periods, allocating effort, assigning tasks to team members, and defining outcomes for each task. Project tracking involves comparing the project plan to actual progress by determining work completed and resources spent.
TIME & RESOURCE PLANNING,MANAGEMENT SOFTWAREKHUSHBU SHAH
The document discusses time planning and resource management for construction projects. It describes the key stages of time planning as project work breakdown, network modeling and analysis, and scheduling work programs. It also covers forecasting resource needs, the four M's of resource planning (manpower, machinery, material, money), resource allocation and leveling techniques, and the purpose of management software in optimizing operations and controlling projects.
This document discusses project time management and related topics including:
- The PMI approach to time management including work breakdown structure (WBS), activity definition, estimation, scheduling, and schedule control.
- Methods of estimation such as purpose of estimation, factors influencing estimates, problems with estimation, and importance of accurate estimates.
- Scheduling techniques including critical path method (CPM), resource histograms, resource leveling, and program evaluation and review technique (PERT).
- The use of software for planning, scheduling, and project control.
The document discusses project planning and scheduling techniques for construction management. It describes planning as identifying all activities needed to complete a project, including defining the scope of work, sequencing tasks, and estimating time and resource requirements. The key aspects of construction planning covered are generating a work breakdown structure of all tasks, developing a schedule using techniques like critical path method, and creating resource plans for managing manpower, materials, equipment, and finances over the project timeline. Overall, the document emphasizes that thorough planning and scheduling of all project activities is essential for successful construction project completion on time and within budget.
The document discusses various aspects of project planning and management including:
1. The planning process which involves project identification, formulation, and preparation including market analysis, technical factors, and project appraisal.
2. Methods of project budgeting, cost estimation, and risk management.
3. Tools used in project planning such as the work breakdown structure, scheduling, budgeting, and forecasting.
4. The importance of market analysis and demand forecasting in the planning process.
The chapter discusses project planning, scheduling, and estimation techniques. It covers creating a project plan with tasks, durations, dependencies and resources. Scheduling involves representing the plan with bar charts and staff allocation charts. Estimation is challenging due to uncertainties but becomes more accurate over time. Planning in XP uses story-based planning with iterative selection of stories and releases.
The document discusses various tools for project time management and communication with stakeholders, including:
1) Baseline schedules, Gantt charts, and logic network diagrams which show project timelines and dependencies to stakeholders.
2) Change control plans which allow managers to track scope changes by comparing current and requested scopes.
3) Milestone lists which communicate key project dates to stakeholders.
4) Schedules and schedule management plans which define activities, durations, and roles for scheduling and provide guidance for the scheduling process.
The document presents on work breakdown structure (WBS) and its use in project management. It discusses that WBS involves breaking down large, complex projects into smaller, more manageable tasks. There are two main types of WBS: process-oriented and deliverable-oriented. Quality parameters, costing, Gantt charts, critical path method, slack, and milestones are also explained in relation to effectively planning and monitoring projects using WBS.
This document provides an overview of project scheduling and costs. It discusses estimating project time and costs, using techniques like Gantt charts and PERT networks to schedule projects. It covers determining critical paths, float, and analyzing changes to project constraints. Resource requirements like costs and cash flow are also examined. Scheduling processes like defining activities, sequencing, and developing schedules are outlined.
This document discusses project planning and scheduling. It begins by defining project planning as breaking down a project into definable tasks, establishing logical relationships between tasks, and estimating resources, time and costs required. The document then discusses several key aspects of project planning and scheduling including work breakdown structures, network diagrams, critical path analysis and scheduling techniques. It also discusses factors that affect project scheduling such as time, manpower and materials. The document concludes by emphasizing the importance of planning for successfully completing projects on time and within budget while meeting quality requirements.
The document discusses project scheduling and some key related concepts. It defines project scheduling as the process of converting a general project plan into a time-based graphic presentation given information on available resources and time constraints. It outlines the basic principles of project scheduling such as compartmentalizing tasks, determining interdependencies, allocating time, and defining responsibilities, outcomes and milestones. It also defines some basic terminology like tasks, activities, work products, and events. It then explains common scheduling techniques like network diagrams, bar charts, Gantt charts and milestones charts. Finally, it discusses objectives and applications of network analysis in project scheduling.
The document discusses project scheduling and some key concepts related to it. It defines project scheduling as the process of converting a general project plan into a time-based graphic presentation given information on available resources and time constraints. It outlines the basic principles of project scheduling such as compartmentalizing tasks, determining interdependencies, allocating time, and defining responsibilities, outcomes and milestones. It also discusses some basic scheduling terminology like tasks, activities, work products, and events. Finally, it explains common scheduling techniques like network diagrams and bar charts, as well as objectives and applications of network analysis in project scheduling.
The key steps in the PERT planning process are:
1) Identifying the specific activities and milestones of the project.
2) Determining the proper sequence of activities by constructing a network diagram that shows the interdependencies.
3) Estimating the time required to complete each activity.
4) Identifying the critical path which is the longest sequence of activities that determines the minimum time to complete the project.
Construction planning - Construction Technology and Project Managementsrinivas2036
The document discusses construction project planning. It defines planning as developing a method or scheme in advance. Construction planning involves optimally utilizing resources like people, equipment, materials and money. Key activities in construction planning include defining the scope of work, identifying involved activities, establishing project duration, defining resource control procedures, and updating plans. Different types of project plans may focus on schedule, cost, quality or safety. Techniques used in planning include work breakdown structure, precedence, network logic and critical path method.
There are two types of control techniques: old and new. Old techniques include budgeting, cost accounting, and auditing. They provide advantages like improved coordination but disadvantages like being rigid. New techniques like PERT and CPM analyze project tasks and identify minimum completion times. PERT involves identifying activities, determining sequences, estimating times, and updating charts. CPM identifies a project's critical paths and determines minimum completion times and crucial activities. Both techniques improve project planning but can be unwieldy for large projects.
The document discusses project evaluation and review technique (PERT). It begins by explaining that PERT was developed in the 1950s for the Polaris submarine missile program to reduce time and costs of projects. PERT breaks projects down into activities, events, and relationships between them in a network diagram. It estimates optimistic, most likely, and pessimistic durations for activities to account for uncertainty. The critical path showing the longest sequence of activities determining the project duration is identified. PERT is useful for planning resources, reviewing progress, and evaluating performance. Limitations include not directly considering costs and variable activity times.
CTM - 02 - Construction Project Planning - Copy.pptxRaoAnkitYadav1
The document discusses construction project planning. It describes the various stages of project planning including pre-tender planning, pre-construction planning, and detailed construction planning. It discusses the roles of the client and contractor. It also covers topics like the level of detail, work breakdown structure, activity lists, assessing work content, estimating durations, sequencing activities, and planning techniques like bar charts and Gantt charts.
CTM - 02 - Construction Project Planning.pptxRaoAnkitYadav1
This document discusses various aspects of construction project planning including:
1. It outlines the key stages of project planning such as pre-tender planning, pre-construction planning, and detailed construction planning.
2. It describes tools and techniques used in planning like work breakdown structures, activity lists, bar charts, and Gantt charts.
3. It explains the roles and responsibilities of the client and contractor in planning and executing the various stages of a construction project.
This document discusses various aspects of construction project planning. It describes the different stages of project planning including pre-tender planning, pre-construction planning, and detailed construction planning. It outlines the roles and responsibilities of the client and contractor. It also discusses concepts like work breakdown structure, activity lists, productivity estimation, sequencing activities, and planning techniques like bar charts and Gantt charts.
MIS reporting involves periodically presenting data to senior management to help them make decisions and manage the business. It provides an abstract overview of key information in a concise format. Management information systems use tools like Excel and specialized reporting software to develop MIS reports. S-curves are a common project management tool that plot cumulative work over time in an S-shaped curve. They help track progress, costs, and other metrics against the baseline plan to identify schedule and cost variances so corrective actions can be taken if needed. Earned value management is another technique that integrates cost, schedule, and technical data to objectively measure project performance against the baseline.
Particle Swarm Optimization–Long Short-Term Memory based Channel Estimation w...IJCNCJournal
Paper Title
Particle Swarm Optimization–Long Short-Term Memory based Channel Estimation with Hybrid Beam Forming Power Transfer in WSN-IoT Applications
Authors
Reginald Jude Sixtus J and Tamilarasi Muthu, Puducherry Technological University, India
Abstract
Non-Orthogonal Multiple Access (NOMA) helps to overcome various difficulties in future technology wireless communications. NOMA, when utilized with millimeter wave multiple-input multiple-output (MIMO) systems, channel estimation becomes extremely difficult. For reaping the benefits of the NOMA and mm-Wave combination, effective channel estimation is required. In this paper, we propose an enhanced particle swarm optimization based long short-term memory estimator network (PSOLSTMEstNet), which is a neural network model that can be employed to forecast the bandwidth required in the mm-Wave MIMO network. The prime advantage of the LSTM is that it has the capability of dynamically adapting to the functioning pattern of fluctuating channel state. The LSTM stage with adaptive coding and modulation enhances the BER.PSO algorithm is employed to optimize input weights of LSTM network. The modified algorithm splits the power by channel condition of every single user. Participants will be first sorted into distinct groups depending upon respective channel conditions, using a hybrid beamforming approach. The network characteristics are fine-estimated using PSO-LSTMEstNet after a rough approximation of channels parameters derived from the received data.
Keywords
Signal to Noise Ratio (SNR), Bit Error Rate (BER), mm-Wave, MIMO, NOMA, deep learning, optimization.
Volume URL: https://airccse.org/journal/ijc2022.html
Abstract URL:https://aircconline.com/abstract/ijcnc/v14n5/14522cnc05.html
Pdf URL: https://aircconline.com/ijcnc/V14N5/14522cnc05.pdf
#scopuspublication #scopusindexed #callforpapers #researchpapers #cfp #researchers #phdstudent #researchScholar #journalpaper #submission #journalsubmission #WBAN #requirements #tailoredtreatment #MACstrategy #enhancedefficiency #protrcal #computing #analysis #wirelessbodyareanetworks #wirelessnetworks
#adhocnetwork #VANETs #OLSRrouting #routing #MPR #nderesidualenergy #korea #cognitiveradionetworks #radionetworks #rendezvoussequence
Here's where you can reach us : ijcnc@airccse.org or ijcnc@aircconline.com
Software project scheduling involves allocating estimated effort across the planned project duration by assigning tasks to specific engineering activities. A project schedule communicates what work must be done, who will perform it, and the timeline. There are seven principles for software project scheduling: compartmentalizing work, dividing tasks, sequencing dependent tasks, assigning time periods, allocating effort, assigning tasks to team members, and defining outcomes for each task. Project tracking involves comparing the project plan to actual progress by determining work completed and resources spent.
TIME & RESOURCE PLANNING,MANAGEMENT SOFTWAREKHUSHBU SHAH
The document discusses time planning and resource management for construction projects. It describes the key stages of time planning as project work breakdown, network modeling and analysis, and scheduling work programs. It also covers forecasting resource needs, the four M's of resource planning (manpower, machinery, material, money), resource allocation and leveling techniques, and the purpose of management software in optimizing operations and controlling projects.
This document discusses project time management and related topics including:
- The PMI approach to time management including work breakdown structure (WBS), activity definition, estimation, scheduling, and schedule control.
- Methods of estimation such as purpose of estimation, factors influencing estimates, problems with estimation, and importance of accurate estimates.
- Scheduling techniques including critical path method (CPM), resource histograms, resource leveling, and program evaluation and review technique (PERT).
- The use of software for planning, scheduling, and project control.
The document discusses project planning and scheduling techniques for construction management. It describes planning as identifying all activities needed to complete a project, including defining the scope of work, sequencing tasks, and estimating time and resource requirements. The key aspects of construction planning covered are generating a work breakdown structure of all tasks, developing a schedule using techniques like critical path method, and creating resource plans for managing manpower, materials, equipment, and finances over the project timeline. Overall, the document emphasizes that thorough planning and scheduling of all project activities is essential for successful construction project completion on time and within budget.
The document discusses various aspects of project planning and management including:
1. The planning process which involves project identification, formulation, and preparation including market analysis, technical factors, and project appraisal.
2. Methods of project budgeting, cost estimation, and risk management.
3. Tools used in project planning such as the work breakdown structure, scheduling, budgeting, and forecasting.
4. The importance of market analysis and demand forecasting in the planning process.
The chapter discusses project planning, scheduling, and estimation techniques. It covers creating a project plan with tasks, durations, dependencies and resources. Scheduling involves representing the plan with bar charts and staff allocation charts. Estimation is challenging due to uncertainties but becomes more accurate over time. Planning in XP uses story-based planning with iterative selection of stories and releases.
The document discusses various tools for project time management and communication with stakeholders, including:
1) Baseline schedules, Gantt charts, and logic network diagrams which show project timelines and dependencies to stakeholders.
2) Change control plans which allow managers to track scope changes by comparing current and requested scopes.
3) Milestone lists which communicate key project dates to stakeholders.
4) Schedules and schedule management plans which define activities, durations, and roles for scheduling and provide guidance for the scheduling process.
The document presents on work breakdown structure (WBS) and its use in project management. It discusses that WBS involves breaking down large, complex projects into smaller, more manageable tasks. There are two main types of WBS: process-oriented and deliverable-oriented. Quality parameters, costing, Gantt charts, critical path method, slack, and milestones are also explained in relation to effectively planning and monitoring projects using WBS.
This document provides an overview of project scheduling and costs. It discusses estimating project time and costs, using techniques like Gantt charts and PERT networks to schedule projects. It covers determining critical paths, float, and analyzing changes to project constraints. Resource requirements like costs and cash flow are also examined. Scheduling processes like defining activities, sequencing, and developing schedules are outlined.
This document discusses project planning and scheduling. It begins by defining project planning as breaking down a project into definable tasks, establishing logical relationships between tasks, and estimating resources, time and costs required. The document then discusses several key aspects of project planning and scheduling including work breakdown structures, network diagrams, critical path analysis and scheduling techniques. It also discusses factors that affect project scheduling such as time, manpower and materials. The document concludes by emphasizing the importance of planning for successfully completing projects on time and within budget while meeting quality requirements.
The document discusses project scheduling and some key related concepts. It defines project scheduling as the process of converting a general project plan into a time-based graphic presentation given information on available resources and time constraints. It outlines the basic principles of project scheduling such as compartmentalizing tasks, determining interdependencies, allocating time, and defining responsibilities, outcomes and milestones. It also defines some basic terminology like tasks, activities, work products, and events. It then explains common scheduling techniques like network diagrams, bar charts, Gantt charts and milestones charts. Finally, it discusses objectives and applications of network analysis in project scheduling.
The document discusses project scheduling and some key concepts related to it. It defines project scheduling as the process of converting a general project plan into a time-based graphic presentation given information on available resources and time constraints. It outlines the basic principles of project scheduling such as compartmentalizing tasks, determining interdependencies, allocating time, and defining responsibilities, outcomes and milestones. It also discusses some basic scheduling terminology like tasks, activities, work products, and events. Finally, it explains common scheduling techniques like network diagrams and bar charts, as well as objectives and applications of network analysis in project scheduling.
The key steps in the PERT planning process are:
1) Identifying the specific activities and milestones of the project.
2) Determining the proper sequence of activities by constructing a network diagram that shows the interdependencies.
3) Estimating the time required to complete each activity.
4) Identifying the critical path which is the longest sequence of activities that determines the minimum time to complete the project.
Construction planning - Construction Technology and Project Managementsrinivas2036
The document discusses construction project planning. It defines planning as developing a method or scheme in advance. Construction planning involves optimally utilizing resources like people, equipment, materials and money. Key activities in construction planning include defining the scope of work, identifying involved activities, establishing project duration, defining resource control procedures, and updating plans. Different types of project plans may focus on schedule, cost, quality or safety. Techniques used in planning include work breakdown structure, precedence, network logic and critical path method.
There are two types of control techniques: old and new. Old techniques include budgeting, cost accounting, and auditing. They provide advantages like improved coordination but disadvantages like being rigid. New techniques like PERT and CPM analyze project tasks and identify minimum completion times. PERT involves identifying activities, determining sequences, estimating times, and updating charts. CPM identifies a project's critical paths and determines minimum completion times and crucial activities. Both techniques improve project planning but can be unwieldy for large projects.
The document discusses project evaluation and review technique (PERT). It begins by explaining that PERT was developed in the 1950s for the Polaris submarine missile program to reduce time and costs of projects. PERT breaks projects down into activities, events, and relationships between them in a network diagram. It estimates optimistic, most likely, and pessimistic durations for activities to account for uncertainty. The critical path showing the longest sequence of activities determining the project duration is identified. PERT is useful for planning resources, reviewing progress, and evaluating performance. Limitations include not directly considering costs and variable activity times.
CTM - 02 - Construction Project Planning - Copy.pptxRaoAnkitYadav1
The document discusses construction project planning. It describes the various stages of project planning including pre-tender planning, pre-construction planning, and detailed construction planning. It discusses the roles of the client and contractor. It also covers topics like the level of detail, work breakdown structure, activity lists, assessing work content, estimating durations, sequencing activities, and planning techniques like bar charts and Gantt charts.
CTM - 02 - Construction Project Planning.pptxRaoAnkitYadav1
This document discusses various aspects of construction project planning including:
1. It outlines the key stages of project planning such as pre-tender planning, pre-construction planning, and detailed construction planning.
2. It describes tools and techniques used in planning like work breakdown structures, activity lists, bar charts, and Gantt charts.
3. It explains the roles and responsibilities of the client and contractor in planning and executing the various stages of a construction project.
This document discusses various aspects of construction project planning. It describes the different stages of project planning including pre-tender planning, pre-construction planning, and detailed construction planning. It outlines the roles and responsibilities of the client and contractor. It also discusses concepts like work breakdown structure, activity lists, productivity estimation, sequencing activities, and planning techniques like bar charts and Gantt charts.
MIS reporting involves periodically presenting data to senior management to help them make decisions and manage the business. It provides an abstract overview of key information in a concise format. Management information systems use tools like Excel and specialized reporting software to develop MIS reports. S-curves are a common project management tool that plot cumulative work over time in an S-shaped curve. They help track progress, costs, and other metrics against the baseline plan to identify schedule and cost variances so corrective actions can be taken if needed. Earned value management is another technique that integrates cost, schedule, and technical data to objectively measure project performance against the baseline.
Particle Swarm Optimization–Long Short-Term Memory based Channel Estimation w...IJCNCJournal
Paper Title
Particle Swarm Optimization–Long Short-Term Memory based Channel Estimation with Hybrid Beam Forming Power Transfer in WSN-IoT Applications
Authors
Reginald Jude Sixtus J and Tamilarasi Muthu, Puducherry Technological University, India
Abstract
Non-Orthogonal Multiple Access (NOMA) helps to overcome various difficulties in future technology wireless communications. NOMA, when utilized with millimeter wave multiple-input multiple-output (MIMO) systems, channel estimation becomes extremely difficult. For reaping the benefits of the NOMA and mm-Wave combination, effective channel estimation is required. In this paper, we propose an enhanced particle swarm optimization based long short-term memory estimator network (PSOLSTMEstNet), which is a neural network model that can be employed to forecast the bandwidth required in the mm-Wave MIMO network. The prime advantage of the LSTM is that it has the capability of dynamically adapting to the functioning pattern of fluctuating channel state. The LSTM stage with adaptive coding and modulation enhances the BER.PSO algorithm is employed to optimize input weights of LSTM network. The modified algorithm splits the power by channel condition of every single user. Participants will be first sorted into distinct groups depending upon respective channel conditions, using a hybrid beamforming approach. The network characteristics are fine-estimated using PSO-LSTMEstNet after a rough approximation of channels parameters derived from the received data.
Keywords
Signal to Noise Ratio (SNR), Bit Error Rate (BER), mm-Wave, MIMO, NOMA, deep learning, optimization.
Volume URL: https://airccse.org/journal/ijc2022.html
Abstract URL:https://aircconline.com/abstract/ijcnc/v14n5/14522cnc05.html
Pdf URL: https://aircconline.com/ijcnc/V14N5/14522cnc05.pdf
#scopuspublication #scopusindexed #callforpapers #researchpapers #cfp #researchers #phdstudent #researchScholar #journalpaper #submission #journalsubmission #WBAN #requirements #tailoredtreatment #MACstrategy #enhancedefficiency #protrcal #computing #analysis #wirelessbodyareanetworks #wirelessnetworks
#adhocnetwork #VANETs #OLSRrouting #routing #MPR #nderesidualenergy #korea #cognitiveradionetworks #radionetworks #rendezvoussequence
Here's where you can reach us : ijcnc@airccse.org or ijcnc@aircconline.com
Blood finder application project report (1).pdfKamal Acharya
Blood Finder is an emergency time app where a user can search for the blood banks as
well as the registered blood donors around Mumbai. This application also provide an
opportunity for the user of this application to become a registered donor for this user have
to enroll for the donor request from the application itself. If the admin wish to make user
a registered donor, with some of the formalities with the organization it can be done.
Specialization of this application is that the user will not have to register on sign-in for
searching the blood banks and blood donors it can be just done by installing the
application to the mobile.
The purpose of making this application is to save the user’s time for searching blood of
needed blood group during the time of the emergency.
This is an android application developed in Java and XML with the connectivity of
SQLite database. This application will provide most of basic functionality required for an
emergency time application. All the details of Blood banks and Blood donors are stored
in the database i.e. SQLite.
This application allowed the user to get all the information regarding blood banks and
blood donors such as Name, Number, Address, Blood Group, rather than searching it on
the different websites and wasting the precious time. This application is effective and
user friendly.
3rd International Conference on Artificial Intelligence Advances (AIAD 2024)GiselleginaGloria
3rd International Conference on Artificial Intelligence Advances (AIAD 2024) will act as a major forum for the presentation of innovative ideas, approaches, developments, and research projects in the area advanced Artificial Intelligence. It will also serve to facilitate the exchange of information between researchers and industry professionals to discuss the latest issues and advancement in the research area. Core areas of AI and advanced multi-disciplinary and its applications will be covered during the conferences.
Supermarket Management System Project Report.pdfKamal Acharya
Supermarket management is a stand-alone J2EE using Eclipse Juno program.
This project contains all the necessary required information about maintaining
the supermarket billing system.
The core idea of this project to minimize the paper work and centralize the
data. Here all the communication is taken in secure manner. That is, in this
application the information will be stored in client itself. For further security the
data base is stored in the back-end oracle and so no intruders can access it.
We have designed & manufacture the Lubi Valves LBF series type of Butterfly Valves for General Utility Water applications as well as for HVAC applications.
Sri Guru Hargobind Ji - Bandi Chor Guru.pdfBalvir Singh
Sri Guru Hargobind Ji (19 June 1595 - 3 March 1644) is revered as the Sixth Nanak.
• On 25 May 1606 Guru Arjan nominated his son Sri Hargobind Ji as his successor. Shortly
afterwards, Guru Arjan was arrested, tortured and killed by order of the Mogul Emperor
Jahangir.
• Guru Hargobind's succession ceremony took place on 24 June 1606. He was barely
eleven years old when he became 6th Guru.
• As ordered by Guru Arjan Dev Ji, he put on two swords, one indicated his spiritual
authority (PIRI) and the other, his temporal authority (MIRI). He thus for the first time
initiated military tradition in the Sikh faith to resist religious persecution, protect
people’s freedom and independence to practice religion by choice. He transformed
Sikhs to be Saints and Soldier.
• He had a long tenure as Guru, lasting 37 years, 9 months and 3 days
Impartiality as per ISO /IEC 17025:2017 StandardMuhammadJazib15
This document provides basic guidelines for imparitallity requirement of ISO 17025. It defines in detial how it is met and wiudhwdih jdhsjdhwudjwkdbjwkdddddddddddkkkkkkkkkkkkkkkkkkkkkkkwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwioiiiiiiiiiiiii uwwwwwwwwwwwwwwwwhe wiqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq gbbbbbbbbbbbbb owdjjjjjjjjjjjjjjjjjjjj widhi owqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq uwdhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhhwqiiiiiiiiiiiiiiiiiiiiiiiiiiiiw0pooooojjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjjj whhhhhhhhhhh wheeeeeeee wihieiiiiii wihe
e qqqqqqqqqqeuwiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiqw dddddddddd cccccccccccccccv s w c r
cdf cb bicbsad ishd d qwkbdwiur e wetwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwwww w
dddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddddfffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffffw
uuuuhhhhhhhhhhhhhhhhhhhhhhhhe qiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiii iqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqq eeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeeee qqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqqccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccc ccccccccccccccccccccccccccccccccccc bbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbbu uuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuuum
m
m mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm m i
g i dijsd sjdnsjd ndjajsdnnsa adjdnawddddddddddddd uw
3. WORK BREAKDOWN STRUCTURE
(WBS)
A WBS is “a hierarchical system that represents the
project in increasing levels of detail to define,
organise, and display the project work in measurable
and manageable components”.
A WBS is a deliverable-oriented grouping of the work
involved in a project that defines the total scope of
the project
WBS is a preliminary document that provides the
basis for planning and managing project schedules,
costs and resources
Decomposition is subdividing project deliverables
into smaller pieces
A work package is a task at the lowest level of the
4. WORK BREAKDOWN STRUCTURE
(WBS)
The WBS consists of different
levels where level one is the least
detailed level often representing
the entire project. The number of
activities in the WBS grows quite
rapidly and it is not unusual that a
large construction project is
broken down into several
hundreds of activities. There is no
specific rule about which level of
detail a WBS should have but a
low level of detail may result in
insufficient detail for effective
planning, whereas a too high level
of detail may become
unmanageable and increase
planning costs. It is generally the
case that the WBS is poorly
detailed rather than too detailed.
According to Jackson (2004) the
level of detail should correlate with
the control level desired, i.e. to
have enough activities and just the
A proposed WBS for an infrastructure project (multi-storey building project).
5. Roles Played by the WBS
Lays out the scope of project work
All project tasks must be accounted
Provides the foundation of all project estimates
Times, costs, resource requirements, etc.
Helps with the project’s organizational structure
How tasks relate to one another, authority structure,
etc.
7. ACTIVITY CODING
The following procedure shall be adopted in
assigning ID to an activity let us take an example
of Procurement and take the values from the
above tables then to develop id for activity .
Project - Nil
Phases/Departments - P
Sub Phases - F
Area - 01
o Equipment - TK
• Discipline / Stages - O
Then by combining all above we get the id as
• Activity No.1 - PF01TKO001
• Activity No. 2 - PF01TKX001
11. INTRANET WBS IN TABULAR
FORM
14
1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
13. WBS: The Compliance Project
Compliance
Project
1.0 Administration 4.0 Medical Care
2.0 Physical
Therapy
3.0 Food /
Nutrition
3.1 Review State
Inspection Report
3.2 Review State
Compliance
Standards
3.3 Develop
Policies and
Procedures for
State
Compliance
3.4 Implement
Evaluation and
Correction
Procedures for
All Areas
3.3.2 Develop
Maintenance SOPs
3.3.1 Develop
Corrective
Procedures
3.3.2.1 Planning
3.3.2.2 Preparation
3.3.2.3 Delivery
1.1 Review State
Inspection Report
1.2 Review State
Compliance
Standards
1.3 Develop
Policies and
Procedures for
State
Compliance
1.4 Implement
Evaluation and
Correction
Procedures for
All Areas
1.3.2 Develop
Maintenance SOPs :
1.3.1 Develop
Corrective
Procedures:
1.3.2.1 Planning
1.3.2.2 Financial
1.3.2.3
Supervision
16. ESTIMATION
An estimate is a calculation of the quantities of various
items of work, and the expenses likely to be incurred there
on. The total of these probable expenses to be incurred on
the work is known as estimated cost of the work.
The estimated cost of a work is a close approximation of its
actual cost. The agreement of the estimated cost with the
actual cost will depend on accurate use of estimating
methods and correct visualization of the work.
Importance of correct estimating is obvious.
Estimating is the most important of the practical aspects of
Project Management. It is a comparatively simple subject
to understand; however, as it brings one up against
practical work, methods and procedure, knowledge of it
17. PURPOSE OF ESTIMATING
1. Estimating Materials
From the estimate of a work it is possible to determine the
quantity of materials required to complete work as per scope of
project and WBS.
2. Estimating Labor
The quantity and type of workers (man hours) of different
categories required to complete the work in the specified time.
3. Estimating Cost
An estimate is necessary to give an accurate idea of the cost of
work as per scope and WBS.
4. Estimating Time
It enables to estimate the time required to complete an item of
work or the work as a whole as per scope and WBS. Time
estimates are used in scheduling work, assigning resources
and determining delivery dates..
Estimation of cost, materials, labor and time is immensely
18. PROBLEMS IN ESTIMATION
a) There is no established project estimation process.
b) Inaccurate data is used, or historical data may not be
complete.
c) The forecasting techniques and tools are inefficient.
d) There is no ability to track actual project performance,
which can be used to refine estimates.
e) The project planners are inexperienced.
f) Deadlines and Time Constraints
g) Skill and Knowledge of Quantity Surveyor
h) Experience of Estimation
i) Productivity of labor and machinery
19. IMPORTANCE OF ACCURATE
ESTIMATES
Inaccurate time estimates can result in inefficient
use of resources and hence impact on project
management.
Inaccurate estimates can result in insufficient
budget being allocated, or excess budget being
set aside for the project when it could be used
for other projects.
If the cost or benefits estimates are inaccurate
this can lead to incorrect decisions about
proceeding with the project being made.
20. WHEN ESTIMATES ARE REQUIRED
Project phase Estimates required
Initiation/Concep
t/
Inception Stage
Time, cost and benefit estimates in
project definition.
Planning Stage Time estimates in project schedule.
Cost estimates in project budget.
Cost and benefit estimates in
business case.
Execution For Project Management, to calculate
the Earned Value, Estimated time to
complete project, Quantities worked
out and billing of contractor.
24
22. PROJECT PLANNING AND
SCHEDULING
Project Planning:
Process of identifying all the activities necessary to successfully
complete the project is called project planning.
Project Scheduling:
Process of determining sequential order of planned activities,
assigning realistic duration, to each activity and determining start
and finish dates of each activity is called project scheduling.
Project planning is prerequisite to project scheduling because there
is no way to determine the sequential order of activities until they
are identified. However, the terms planning and scheduling are
often used synonymously because they are performed interactively.
E.g. when some schedule is reviewed, it may be decided that
additional activities may be added or rearranged in order to get the
best schedule of events of projects.
23. OBJECTIVES OF PROJECT PLANNING &
SCHEDULING
Finish project on time.
Continuous (uninterrupted) flow of work.
Reduced amount of rework.
Minimize confusion and misunderstanding.
Increased knowledge of status of project to every
one (including management).
Knowledge of distribution of costs of project.
Accountability of people / defined responsibility and
clear understanding of who does what, when and
how much.
Exploitation and optimum use of resources.
24. TECHNIQUES FOR PLANNING AND
SCHEDULING
Techniques used for scheduling depends upon the type, size,
complexity, duration, personal and owner requirement. It is
preferred to use a simpler technique which is simple to use and
easily interpreted by all project participants. There are two
general techniques which commonly used for planning and
scheduling.
Bar Chart (Gantt Chart):
It is the graphical representation of Time (X-axis) and Activities
on Y-axis, so that the status of project may be visualized and
controlled.
Net work analysis system (CPM and PERT):
It is the schematic representation of various activities. This
method calculates the minimum completion time for a project
along with start and finish time of project activities.
25. BAR
CHART
Bar Chart was developed by Henery L. Gantt in 1917, which is the
most common planning tool even now and provided basis for
developing planning and scheduling software.
Bar Charts are the easiest and most widely used form of scheduling in
project management. Even with other scheduling techniques the
eventual schedule is presented the form of a bar chart. The level of
detail of the activities depends on the intended use of the schedule.
The most commonly used bar chart for engineering works is called
Gantt chart.
A Gantt chart is a type of bar chart that illustrates a project schedule,
start and finish dates of the terminal elements and summary elements
of civil engineering project. Terminal elements and summary elements
comprise the work breakdown structure of the project. Some Gantt
charts also show the dependency (i.e. precedence network)
relationships between activities. Gantt charts can be used to show
current schedule status using percent-complete shadings.
Gantt charts have become a common technique for representing the
26. June
Week 1 Week-2 Week-3 Week-4
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Activities
Planning
1
To formalize organizational Risk Management
Plan
Organizati
on
2 Risk Identification
Questionnairs and feedback from Procurement Deptt.
Questionnairs and feedback from Engineering Deptt.
Questionnairs and feedback from PMD Deptt.
Questionnairs and feedback from Contrac Deptt.
Questionnairs and feedback from Finance Deptt.
27. CRITICAL PATH METHOD (CPM)
The Critical Path Method is a method where activities are arranged
based on interrelationship. It is a planning and control technique that
provides an accurate, timely and easily understood picture of the
project. Its purpose is to allows effective scheduling and controlling,
after the project starts. One of the most important features of CPM is
the logic diagram. The logic diagram graphically portrays the
relationship between project activities.
Critical path in a network is a longest path in terms of time unit, which
gives minimum overall duration to complete the project.
CPM calls attention which activities must be completed before other
activities can begun.
A
B
D
F
G
E
C
H
28. BASIC DEFINITIONS OF CPM TERMS
Activity:- The performance of a task required to complete the project e.g.
foundation design, contract document, RCC form work, pouring of
concrete.
Network:- A diagram to represents the relationship of activities to complete
the project.
Duration:- The estimated time required to perform an activity.
Early Start (ES):- The earliest time an activity can be start.
Early Finish (EF):- The earliest time an activity can be finished.
Late Finish (LF):- The latest time an activity can be finished.
Late Start (LS):- The latest time an activity can be started without delaying
the completion of project. (LS = LF – D)
Total Float (TF):- The amount of time an activity may be delayed without
delaying the completion date of project.
Mathematically, TF = LF – EF = LS – ES.
Critical Activity:- If total float for an activity is zero, activity is called critical
activity.
Critical path is a longest path in terms of time unit in a network, which
29. ACTIVITY
A common technique used to understand and organize complex undertaking
is to break the project into smaller pieces. This technique is used both
planning and estimating. Each activity is a discrete task. Activities should be
only be specified as per level of management. The number and detail of
listed quality will vary from job to job and depend on the intended level of
control. Usually for planning purposes activity doesn’t exceed from 25 days,
if exceeds may be divided into further components. The activities must have
four characteristics.
1. Time consumption: An activity must consume time.
2. Use of resources: An activity usually consumes Labour, Material or
Equipment resources.
3. Definite Start and Finish time: An activity represents a definite scope of
work i.e. Starting and Ending point in time.
4. Activities are measurable. The progress towards completion of activity’s
scope of work must be measureable.
30. ACTIVITY DURATION
One of the most important steps in planning a project is estimating
the time required to complete each activity. The duration of each
activity is a function of quantity of work and work production rate.
Work production rates are based on planned composition of labor
and equipment used to perform the task. Careless estimates of
production rates may cause un economical use of personnel,
materials, equipment and time.
When the project bid estimate is prepared, the estimator calculates
the quantity of material that must be put in place and assumes a
production rate to get the cost of each work, which is based
construction method and technique. The bid preparation information
can be served as the tool for calculating g an activity duration.
All Activities in a schedule should have same unit of time, which may
be in months, weeks, days and hours.
31. EXAMPLE
In estimating a three storey office building, it was
determined that 480 light fixtures would be installed on each
floor. The production rate of two fixture per man hour may
be used for installation. The company has five electrician. The
normal working day will be 8 hours. What will be the duration
(in days) to install all lights in the building.
SOLUTION:
Production Rate: 2 fixture x 5 electrician = 10 fixtures per man hour
1-man hour
Activity Duration = 480 fixture x 3 floors = 144 hours
10
Activity Duration = 144 hours = 18 day
8 hours
32. NETWORK CONSTRUCTION
Activity must have a specific duration except the dummy activity, having zero
duration. Each activity is represented as can arrow or node. Arrows are not
drawn according to scale. The brief description about activity is written over
arrow or node. Duration (hours, week, months) to complete that activity is
written under the arrow, where 1 and 2 are the event. Which are written
inside the circles or boxes. The starting event is masked at the tail and finish
event at the head of the arrow.
Rules:
1. Each activity should be represented by a separate arrow.
2. The arrow may be straight or inclined lines.
3. Dummy activity should be represented with dotted lines.
4. Critical path must be shown clearly with double line.
5. Intersection of activity is not allowed.
6. Boxes are provided for event times (ES, EF, LS, LF)
7. EST is some reference time, normally EST = 0 at the start of the project /
work. EFT = EST + Duration.
8. Each activity is followed by a predecessor and successor except start and
finish activities. Any starting activity must have predecessor none, or finish
activity must have no successor.
33.
34. EXAMPLE 1. CPM
Activity Duration
(days)
Events Preceding
Activity
(Predecessor
)
A 4 1 – 2 None
B 6 2 – 3 A
C 8 2 – 4 A
D 10 3 – 6 B
E 5 3 – 5 B
F 7 4 – 5 C
G 12 6 – 7 D
H 8 5 – 7 E, F
I 3 7 – 8 G,H
1. Construct AOA network
2. Find ES, EF, LS and LF
of all activities
3. Find total float of all
activities (days)
4. Find the project
duration (days)
5. Mark critical path on
the network
35. EXAMPLE 2. CPM
Activity Duration Predecessor Resourc
e
Early
Start
(ES)
Early
Finish
(EF)
Late
Start
(LS)
Late
Finish
(LF)
Total
Float
(TF)
Remark
O 8 None 10
N 3 O 2
M 13 N 5
L 7 O 15
K 12 O 8
J 3 K 4
I 10 L 3
H 8 L 10
G 6 H,M 8
F 20 I 4
E 16 I 6
D 8 J 4
C 4 G, E 20
B 5 F 6
A 3 B, C,D 3
1. Construct AOA & AON networks
2. Find ES, EF, LS and LF of all
activities
3. Find total float of all activities (days)
4. Find the project duration (days)
5. Mark critical path on the network
36. EXAMPLE 3. CPM
Activity Duration Predecesso
r
Resourc
e
(ES) (EF) (LS) (LF) (TF) Remark
Q 8 None 5
P 10 Q 6
O 7 Q 10
N 6 O 2
M 9 Q 5
L 5 M 15
K 4 O 8
J 7 L, K 4
I 9 L, K 3
H 20 P 10
G 12 H 8
F 9 N 4
E 20 N 6
D 11 I 4
C 7 E, J 20
B 7 G, F 6
A 3 B, C,D 3
1. Construct AOA network
2. Find ES, EF, LS and LF of all
activities
Find total float of all activities (days)
4. Find the project duration (days)
5. Mark critical path on the network
37. EXAMPLE 4. CPM
1. Construct AOA network
2. Find ES, EF, LS and LF of all
activities
3. Find total float of all activities (days)
4. Find the project duration (days)
5. Mark critical path on the network
6. Resource Histogram
Solution: Critical Path = Q – P – H – G – B – A, Project Duration = 60 days
2nd Path = Q – O – N – F – B – A, Duration = 40 days
3rd Path = Q – O – N – E – C – A, Duration = 51days
4th Path = Q – O – K – J – C – A, Duration = 36 days
5th Path = Q – O – K – I – D – A, Duration = 42 days
6th Path = Q – M – L – J – C – A, Duration = 39 days
7th Path = Q – O – K – I – D – A, Duration = 45 days
39. HISTOGRAM
A histogram is a graphical data analysis technique for summarizing
the distributional information of a variable. The response variable is
divided into equal sized intervals (or bins). The number of
occurrences of the response variable is calculated for each bin. The
histogram consists of:
Vertical axis = frequencies or relative frequencies;
Horizontal axis = response variable (i.e., the mid-point of each
interval).
Histogram is a summary graph showing a count of data points falling
in various ranges. The histogram displays a single variable in a bar
form to indicate how often some event is likely to occur by showing
the pattern of variation (distribution) of data. A pattern of variation has
three aspects: the center (average), the shape of the curve, and the
width of the curve. Histograms are constructed with variables such
as time, weight, temperature and are not appropriate for attribute
40. RESOURCE HISTOGRAM
It is a graphical
representation of time
on X-axis and resources
on Y-axis.
It is a view of project
data in which resource
requirements, usage,
and availabilities are
shown against a time
scale. The personnel,
equipment, materials,
and services needed to
complete tasks in a
project are resources.
41. TYPES OF RESOURCE HISTOGRAM
1. Labor Resource Histogram
2. Material Resource Histogram
3. Equipment Resource
Histogram
4. Cost Histogram
In these resource histograms time
is taken on x axis and the resource
is taken on y axis. For a
construction project total resources
are mentioned according to that
particular time these histograms
also help us to calculate cost for a
particular resource of a project at a
particular time because resource
can be converted in terms of cost.
42. PROCEDURE FOR RESOURCE
LEVELING
1. Plan and Schedule project activities.
2. Construct a Network for the project.
3. Mark Critical Path (CP).
4. Construct the Bar Chart for the Project.
5. For each working day show resources of each activity at
their respective duration on Bar Chart.
6. Sum up the total resources vertically for each working day.
7. Plot the histogram for the resource.
8. Mark the sudden drop or rise in resource histogram.
9. Utilize the total float available for non critical activity to level
the resources by hit & trial method.
10. Recheck the leveled histogram and prepare a new schedule
of work / execution.
43. Activity Duratio
n
Pred. ES EF LS LF float
A 6 None 0 6 0 6 0
B 20 A 6 26 15 35 9
C 5 A 6 11 6 11 0
D 8 A 6 14 17 25 11
E 10 D 14 24 25 35 11
F 14 C 11 35 11 35 0
G 8 C 11 19 45 53 34
H 12 C 11 23 31 43 20
I 6 B, F 14 20 37 43 23
J 10 E, H 23 33 43 53 20
K 18 G, I, J 35 53 35 53 0
CONSTRUCTING RESOURCE
HISTOGRAM
46. PROGRAMME EVALUATION AND REVIEW
TECHNIQUE (PERT)
PERT is a management tools process which ensures
accomplishment of a project with in planned schedule and
cost.
PERT is an inherent planning technique forces the manager to
develop a comprehensive plan and allows realistic scheduling.
The procedure for monitoring, forecasting and simulating
allows the manager to respond quickly to unexpected changes
in the project, detect trouble areas early and evaluate
proposed alternative courses of action. PERT also helps to
evaluate alternatives at any time during projects duration by
looking effect of each change on its completion date. PERT
also helps to simulate the project time & cost and effects
of alternate decisions.
In other words it can be defined as a planning & Control
techniques that precuts statistical information regarding the
47. DIFFERENCE BETWEEN PERT AND CPM
CPM PERT
CPM uses one time estimate that
represents the normal time.
PERT uses three time estimates (optimistic, most
likely, and pessimistic) to derive an expected time.
CPM is deterministic in nature. PERT is probabilistic in nature,
CPM is used for those projects where
percent complete can be determined with
reasonable accuracy such as construction.
PERT is used for R&D, where percent complete is
almost impossible to determine except a completed
milestones.
CPM is activity oriented and can be used as
an arrow diagram network.
PERT is event oriented rather than activity oriented
and can be used as an arrow diagram network.
CPM as a controlling device for the simple
reason that one must repeat the entire
evaluation of the project each time the
changes are introduced into the network
PERT serves a useful control device as it assist the
management in controlling a project by calling
attention through constant review to such delays in
activities which might lead to a delay in the project
completion date.
Cannot be used for risk analysis and
management
Can be used for risk analysis and management
CPM Gives Critical Path PERT gives probability in % to achieve critical path
May be used successfully for projects
without uncertainties and risks
May be used successfully for projects with
uncertainties and risks
48. a) Draw net work for PERT
b) Find Expected Time “te” for all
activities and “TE “
c) Find Variance “σ2” for all activities
d) Find “Z” value, when Ts= 40 days
e) Find the scheduled duration (Ts)
for project completion with 80%
probability
EXAMPLE: PERT
Activit
y
Duration Pre
d.
Expected
Time
Varian
ce
O M P te σ2
A 4 8 15 Nil
B 8 10 20 Nil
C 11 12 15 Nil
D 13 15 20 C
E 2 3 4 B
F 2 3 5 A
G 3 4 8 A
H 1 2 3 G
I 5 8 12 D,E,
F
J 3 5 7 H,I
49. EXAMPLE: PERT
Activity Duration Pred
.
Expected
Time
Variance
O M P te σ2
A 8 10 15 Nil
B 8 10 12 A
C 11 12 13 B
D 18 20 26 B
E 1 2 4 B
F 1 2 5 C
G 3 4 7 E
H 1 2 3 F
I 10 15 21 D
J 3 5 7 G
K 32 40 56 H,I,J
L 4 8 13 K
(i)Draw net work for PERT
(ii)Find Expected Time “te” for all activities
(iii)Find Variance “σ2” for all activities
(iv)Find “Z” value, when Ts= 103
(v)What is the probability that project will finish
in 104 days?
(vi)What is the probability that activity “K” will
start on 55th day of project execution?
Calculations:
50. SOLUTION
Activity Duration Pred Expected
Time
Variance
O M P te σ2
A 8 10 15 Nil
B 8 10 12 A
C 11 12 13 B
D 18 20 26 B
E 1 2 4 B
F 1 2 5 C
G 3 4 7 E
H 1 2 3 F
I 10 15 21 D
J 3 5 7 G
K 32 40 56 H,I,J
L 4 8 13 K
= 10.5 days
= =
= 1.36
51.
52. USE OF SOFTWARE FOR
PROJECT PLANNING &
SCHEDULING
Project Time Management
56. PROJECT STATUS AT MONTH 3
Progress at end of 3rd Month:
Project Budget (BAC): 37.22 lakhs
Funds Used (AC): 16.40 lakhs
Utilization = 44.1 %
Additional EV Parameters:
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
Sh e e t 1 o f 1
A c ti v ity
ID
A c ti v ity
D e s c rip t io n
O ri g
D u r
B u d g e t
(B A C )
P la n n e d
(B C W S )
E a rn e d
(B C W P )
A c tu a l
(A C W P )
Rura l He a lth Cli nic
T o t a l 2 1 0 3 , 7 2 2 , 0 0 0 . 0 0 1 , 9 8 2 , 8 0 0 . 0 0 1 , 4 5 0 , 0 0 0 . 0 0 1 , 6 4 0 , 0 0 0 . 0 0
Ge n e ra l
S u b t o t a l 2 1 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 0 0 P ro j e c t S t a rt 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 1 1 0 P ro j e c t C o m p l e t e 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
F o u n da tio n
S u b t o t a l 5 4 8 5 0 , 0 0 0 . 0 0 8 5 0 , 0 0 0 . 0 0 8 5 0 , 0 0 0 . 0 0 9 5 0 , 0 0 0 . 0 0
1 0 1 0 E a rt h w o r k s 1 8 5 0 , 0 0 0 . 0 0 5 0 , 0 0 0 . 0 0 5 0 , 0 0 0 . 0 0 6 0 , 0 0 0 . 0 0
1 0 2 0 F o u n d a t i o n u p t o P l i n t h 2 4 8 0 0 , 0 0 0 . 0 0 8 0 0 , 0 0 0 . 0 0 8 0 0 , 0 0 0 . 0 0 8 9 0 , 0 0 0 . 0 0
Stru c tu re W o rk
S u b t o t a l 5 1 1 , 5 3 6 , 0 0 0 . 0 0 1 , 1 3 2 , 8 0 0 . 0 0 6 0 0 , 0 0 0 . 0 0 6 9 0 , 0 0 0 . 0 0
1 0 3 0 S u p e r-s t ru c t u r e 5 0 1 , 4 4 0 , 0 0 0 . 0 0 1 , 0 3 6 , 8 0 0 . 0 0 5 0 4 , 0 0 0 . 0 0 5 8 4 , 0 0 0 . 0 0
1 0 4 0 B l o c k M a s o n r y 1 5 9 6 , 0 0 0 . 0 0 9 6 , 0 0 0 . 0 0 9 6 , 0 0 0 . 0 0 1 0 6 , 0 0 0 . 0 0
F in i s he s
S u b t o t a l 1 0 5 1 , 3 3 6 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 5 0 P l a s t e r 4 0 1 9 2 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 1 0 0 P l u m b i n g 1 5 1 0 0 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 9 0 E l e c t ri c a l W o r k s 2 5 2 0 0 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 7 0 F l o o r i n g 4 5 3 0 0 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 6 0 P a i n t 4 0 1 4 4 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 8 0 W o o d W o rk 2 0 4 0 0 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
M o n t h s
1 2 3 4 5 6 7 8 9 1 0
P ro j e c t S t a rt
P ro j e c t C o m p l e te
E a rt h wo r k s
F o u n d a t io n u p t o P li n th
S u p e r-s t ru c t u r e
B lo c k M a s o n r y
P la s t e r
P lu m b i n g
E le c t ric a l W o r k s
F lo o r in g
P a in t
W o o d W o rk
R
esour ce/ C
ost Profi l e Legend
P
l anned val ue cur ve
E
arned val ue curve
C
urr ent est i m ate curve
Total earl y cost per M ont h (C
urr ent E
st i m ate)
Total of A
l l R
esour ces D
etai l scal e (l ef t) : X 100000
C
um ul at i ve scal e ( ri ght ): X 100000
1 2 3 4 5 6 7 8 9 1 0
M o n t h s
1
2
3
4
5
6
7
8
9
1 0
4
8
1 2
1 6
2 0
2 4
2 8
3 2
3 6
4 0
x 100000 x 100000
Sh e e t 1 o f 1
PV
EV
AC
EAC
BAC
57. TIME
COST
SCHEDULE ANALYSIS BAC
Data Date
AC
EV
PV
Progress at end of 3rd Month:
Project Budget (BAC): 37.22 lakhs
Funds Used (AC): 16.40 lakhs
Utilization = 44.1 %
Additional EV Parameters:
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
Schedule Performance
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
Schedule Variance = EV-PV = -5.32
Schedule Performance Index = EV/PV = 0.73
SV
58. TIME
COST
Cost Analysis BAC
Data Date
AC
EV
PV
Progress at end of 3rd Month:
Project Budget (BAC): 37.22 lakhs
Funds Used (AC): 16.40 lakhs
Utilization = 44.1 %
Additional EV Parameters:
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
Cost Performance
Actual Cost (AC): 16.40 lakhs
Earned (EV): 14.50 lakhs
Cost Variance = EV-AC = -1.90
Cost Performance Index = EV/AC = 0.88
CV
59. TIME
COST
ESTIMATE AT COMPLETION
BAC
Data Date
AC
EV
PV
Progress at end of 3rd Month:
Project Budget (BAC): 37.22 lakhs
Funds Used (AC): 16.40 lakhs
Utilization = 44.1 %
Additional EV Parameters:
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
Estimate at Completion
Actual Cost (AC): 16.40 lakhs
Earned (EV): 14.50 lakhs
EAC = BAC/CPI = 42.3
Variance at Completion = BAC-EAC = -5.07