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.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
The document provides an overview of project management frameworks and concepts. It discusses the growing demand for project management skills and the project management body of knowledge. It also summarizes key project phases like initiation, planning, execution, monitoring and control, and closing. Additionally, it outlines several project management tools and techniques such as work breakdown structures, Gantt and PERT charts, critical path method, and organizational project management maturity models. Finally, it briefly discusses Agile project management trends and PMI certifications.
The document defines key concepts related to projects including:
- A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service.
- Project management is the application of skills and techniques to manage project activities and meet stakeholder needs and expectations.
- Projects are characterized by being temporary and producing unique outputs.
- The primary challenges of project management are delivering project goals within constraints of scope, time, quality and budget.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
The document provides an overview of project management frameworks and concepts. It discusses the growing demand for project management skills and the project management body of knowledge. It also summarizes key project phases like initiation, planning, execution, monitoring and control, and closing. Additionally, it outlines several project management tools and techniques such as work breakdown structures, Gantt and PERT charts, critical path method, and organizational project management maturity models. Finally, it briefly discusses Agile project management trends and PMI certifications.
The document defines key concepts related to projects including:
- A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service.
- Project management is the application of skills and techniques to manage project activities and meet stakeholder needs and expectations.
- Projects are characterized by being temporary and producing unique outputs.
- The primary challenges of project management are delivering project goals within constraints of scope, time, quality and budget.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
The concepts and processes on how to perform project cost management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan cost management, estimate costs, determine budget, and control cost.
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
Project Mangement - overview of the Schedule Management knowledge area within project management. Describes the 6 processes within schedule management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
PMP Chap 7 - Project Cost Management - Part 1Anand Bobade
The document provides information about project cost management processes. It discusses estimating, budgeting, and controlling costs. Specifically, it covers the process of plan cost management, which establishes policies, procedures, and documentation for planning, managing, expending, and controlling project costs. It aims to provide guidance on how project costs will be managed throughout the project. Key aspects of the cost management plan output are described, including units of measure, level of precision, control thresholds, and reporting formats.
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
Project Time Management | Project Schedule Management | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Schedule Management will give you an insight into the various process and activities covered in to maintain and manage the schedule of a project.
Project Schedule Management
Schedule Management Overview
Schedule Management Processes
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The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
The document discusses project cost management. It defines key terms like life cycle costing, value analysis, types of costs (variable, fixed, direct, indirect), and cost versus price. It also covers the processes of planning cost management, estimating costs, and controlling costs. Planning cost management establishes policies and procedures for managing project costs. Estimating costs develops an approximation of resources needed to complete project activities. Controlling costs involves monitoring and influencing changes to the project budget.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Sequencing Activities in the Project Schedule Management knowledge area.
Brief introduction to project management and project management toolsNathan Petralia
A brief introduction to project management, methodologies (waterfall, hybrid, agile, kanban, dedicated resources), project management tools, how to achieve success in 5 steps.
=== Drop me a note on LinkedIn if you want the PPT version ===
This document discusses project management. It defines a project as a collection of linked activities with a clear start and end point aimed at achieving specific organizational goals. Project management is described as a dynamic process that utilizes resources in a controlled manner to achieve clearly defined objectives within constraints. The key aspects of project management are planning, organizing, controlling, and measuring to determine if goals were met efficiently and productively. Project management is important as it helps map out work plans, think systematically, and ensure tasks are completed on time and within budget.
Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
The document discusses monitoring and controlling construction projects. It describes monitoring as collecting and measuring performance information to assess results, while controlling involves taking corrective or preventive actions. The key aspects that must be monitored and controlled are project scope, time/schedule, cost, and quality. This includes tracking progress, managing changes, updating plans and documents, and identifying variances. The roles and responsibilities of the project manager, project team, client, consultants and contractors are also outlined.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
The document discusses the key aspects of project integration management according to the Project Management Body of Knowledge (PMBOK). It describes the six main processes involved in project integration management: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. It provides details on the inputs, tools and techniques, and outputs of each process. It also discusses some components of the project management plan and charter.
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
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.
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.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
Project Mangement - overview of the Schedule Management knowledge area within project management. Describes the 6 processes within schedule management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
PMP Chap 7 - Project Cost Management - Part 1Anand Bobade
The document provides information about project cost management processes. It discusses estimating, budgeting, and controlling costs. Specifically, it covers the process of plan cost management, which establishes policies, procedures, and documentation for planning, managing, expending, and controlling project costs. It aims to provide guidance on how project costs will be managed throughout the project. Key aspects of the cost management plan output are described, including units of measure, level of precision, control thresholds, and reporting formats.
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
Project Time Management | Project Schedule Management | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Schedule Management will give you an insight into the various process and activities covered in to maintain and manage the schedule of a project.
Project Schedule Management
Schedule Management Overview
Schedule Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
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Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
The project life cycle consists of four phases: initiation, planning, execution, and closure. The initiation phase involves establishing the business need, feasibility, terms of reference, project team, and office. The planning phase includes creating detailed plans for the project, resources, finances, quality, risks, acceptance, communications, and procurement. In the execution phase, deliverables are built while being monitored and controlled. Various management processes also occur. Finally, the closure phase involves performing project closure and reviewing project completion.
The document discusses project cost management. It defines key terms like life cycle costing, value analysis, types of costs (variable, fixed, direct, indirect), and cost versus price. It also covers the processes of planning cost management, estimating costs, and controlling costs. Planning cost management establishes policies and procedures for managing project costs. Estimating costs develops an approximation of resources needed to complete project activities. Controlling costs involves monitoring and influencing changes to the project budget.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Sequencing Activities in the Project Schedule Management knowledge area.
Brief introduction to project management and project management toolsNathan Petralia
A brief introduction to project management, methodologies (waterfall, hybrid, agile, kanban, dedicated resources), project management tools, how to achieve success in 5 steps.
=== Drop me a note on LinkedIn if you want the PPT version ===
This document discusses project management. It defines a project as a collection of linked activities with a clear start and end point aimed at achieving specific organizational goals. Project management is described as a dynamic process that utilizes resources in a controlled manner to achieve clearly defined objectives within constraints. The key aspects of project management are planning, organizing, controlling, and measuring to determine if goals were met efficiently and productively. Project management is important as it helps map out work plans, think systematically, and ensure tasks are completed on time and within budget.
Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
The document discusses monitoring and controlling construction projects. It describes monitoring as collecting and measuring performance information to assess results, while controlling involves taking corrective or preventive actions. The key aspects that must be monitored and controlled are project scope, time/schedule, cost, and quality. This includes tracking progress, managing changes, updating plans and documents, and identifying variances. The roles and responsibilities of the project manager, project team, client, consultants and contractors are also outlined.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
The document discusses the key aspects of project integration management according to the Project Management Body of Knowledge (PMBOK). It describes the six main processes involved in project integration management: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. It provides details on the inputs, tools and techniques, and outputs of each process. It also discusses some components of the project management plan and charter.
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
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.
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.
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 Time Management involves planning and controlling efforts to complete the project on schedule. Key aspects include identifying the critical path, calculating float, using techniques like critical chain method and resource leveling, developing the schedule through network analysis, and monitoring & controlling the schedule. The project manager develops the schedule by analyzing activity sequences, durations, dependencies and resources to calculate start/finish dates and the critical path, then controls the schedule by reviewing performance and adjusting as needed.
This document provides an introduction to project management concepts. It discusses key knowledge areas in project management including scope, time, cost, risk, and integration management. It also covers project lifecycles, work breakdown structures, estimating time and costs, scheduling, resource assignment, and risk management. The goal is to give the reader an overview of fundamental project management processes and techniques.
This is PMBOK Guide Planning Process Group Part two. It includes two Knowledge Area - Time and Cost management - with nine processes - Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Duration, Estimate Activity Duration, Plan Cost Management, Estimate Costs and Determine Budget - .
The document discusses project schedule management. It outlines the key knowledge areas, process groups, and processes involved in project schedule management based on the Project Management Body of Knowledge (PMBOK). Specifically, it describes the six processes for schedule management: (1) plan schedule management, (2) define activities, (3) sequence activities, (4) estimate activity durations, (5) develop schedule, and (6) control schedule. For each process, it provides the inputs, tools and techniques, and outputs as defined in PMBOK.
This document provides guidance on developing project schedules using a methodical, two-step process of schedule design followed by schedule development. It emphasizes separating the conceptual schedule design phase from the detailed schedule development phase. The schedule design phase includes planning the schedule scope, level of detail, activity coding structure, sequencing, and reporting needs. The development phase then builds the detailed schedule based on the design. It provides tips for determining an appropriate level of detail, grouping activities, and developing logic relationships between activities.
Chapter 2 Work Break down Structure (1).pptssuser8cd298
Here are the key points about human skills:
- Ability to communicate effectively
- Leadership skills
- Ability to motivate others
- Conflict resolution skills
- Ability to build relationships and networks
- Emotional intelligence
- Empathy
- Active listening skills
- Teamwork abilities
Human skills are important for managing people effectively and building cooperation. They complement technical skills.
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 provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
Project time management involves planning, estimating, and controlling the schedule to ensure timely completion of a project. It includes defining activities, sequencing activities, estimating activity resources and durations, and developing the project schedule. Key processes include activity definition, sequencing, resource and duration estimation, and schedule development. Techniques used include precedence diagramming, dependency determination, and schedule compression. The goal is to generate a schedule model with start and finish dates for each activity.
This document discusses project scheduling for software engineering projects. It covers key topics such as:
- The importance of scheduling for establishing a roadmap and tracking progress on large, complex software projects.
- Basic principles of software project scheduling including compartmentalizing work, indicating interdependencies, allocating time and resources, and assigning responsibilities.
- Methods for defining tasks, networks, and timelines to plan and track schedules.
- Techniques for monitoring schedule performance such as status meetings, milestone tracking, and earned value analysis.
- Factors that influence schedules such as risks, changing requirements, estimates, and technical difficulties.
The document provides information on key concepts and processes for project schedule management according to the PMBOK Guide. It discusses defining activities, sequencing activities, estimating durations, and developing the project schedule. It outlines various inputs, tools/techniques, and outputs for each process. Trends in scheduling mentioned include iterative scheduling with a backlog and on-demand scheduling. Considerations for agile environments include short planning cycles, rapid feedback, prioritizing backlogs, and welcoming change.
This document provides a minor project report on project monitoring and controlling using Microsoft Project. It includes an introduction discussing project management processes like initiation, planning, execution, monitoring and controlling. It also includes a literature review on the history of project management and critical studies. The objectives are to govern project operations, understand and control schedules and finances, communicate project information, and ensure projects are completed on schedule. The methodology discusses techniques like critical path method, project evaluation and review technique, and Gantt charts.
This document discusses project management techniques for managing the triple constraints of scope, time, and cost on projects. It defines key terms for scope, time, and cost management and describes tools and techniques for planning, controlling, and completing each area successfully. These include work breakdown structures, Gantt charts, estimating techniques like analogous and parametric estimating, variance analysis, and change control systems. The goal is to incorporate these techniques to deliver projects on budget, on schedule, and according to defined objectives and requirements.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
TIME DIVISION MULTIPLEXING TECHNIQUE FOR COMMUNICATION SYSTEMHODECEDSIET
Time Division Multiplexing (TDM) is a method of transmitting multiple signals over a single communication channel by dividing the signal into many segments, each having a very short duration of time. These time slots are then allocated to different data streams, allowing multiple signals to share the same transmission medium efficiently. TDM is widely used in telecommunications and data communication systems.
### How TDM Works
1. **Time Slots Allocation**: The core principle of TDM is to assign distinct time slots to each signal. During each time slot, the respective signal is transmitted, and then the process repeats cyclically. For example, if there are four signals to be transmitted, the TDM cycle will divide time into four slots, each assigned to one signal.
2. **Synchronization**: Synchronization is crucial in TDM systems to ensure that the signals are correctly aligned with their respective time slots. Both the transmitter and receiver must be synchronized to avoid any overlap or loss of data. This synchronization is typically maintained by a clock signal that ensures time slots are accurately aligned.
3. **Frame Structure**: TDM data is organized into frames, where each frame consists of a set of time slots. Each frame is repeated at regular intervals, ensuring continuous transmission of data streams. The frame structure helps in managing the data streams and maintaining the synchronization between the transmitter and receiver.
4. **Multiplexer and Demultiplexer**: At the transmitting end, a multiplexer combines multiple input signals into a single composite signal by assigning each signal to a specific time slot. At the receiving end, a demultiplexer separates the composite signal back into individual signals based on their respective time slots.
### Types of TDM
1. **Synchronous TDM**: In synchronous TDM, time slots are pre-assigned to each signal, regardless of whether the signal has data to transmit or not. This can lead to inefficiencies if some time slots remain empty due to the absence of data.
2. **Asynchronous TDM (or Statistical TDM)**: Asynchronous TDM addresses the inefficiencies of synchronous TDM by allocating time slots dynamically based on the presence of data. Time slots are assigned only when there is data to transmit, which optimizes the use of the communication channel.
### Applications of TDM
- **Telecommunications**: TDM is extensively used in telecommunication systems, such as in T1 and E1 lines, where multiple telephone calls are transmitted over a single line by assigning each call to a specific time slot.
- **Digital Audio and Video Broadcasting**: TDM is used in broadcasting systems to transmit multiple audio or video streams over a single channel, ensuring efficient use of bandwidth.
- **Computer Networks**: TDM is used in network protocols and systems to manage the transmission of data from multiple sources over a single network medium.
### Advantages of TDM
- **Efficient Use of Bandwidth**: TDM all
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELgerogepatton
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Batteries -Introduction – Types of Batteries – discharging and charging of battery - characteristics of battery –battery rating- various tests on battery- – Primary battery: silver button cell- Secondary battery :Ni-Cd battery-modern battery: lithium ion battery-maintenance of batteries-choices of batteries for electric vehicle applications.
Fuel Cells: Introduction- importance and classification of fuel cells - description, principle, components, applications of fuel cells: H2-O2 fuel cell, alkaline fuel cell, molten carbonate fuel cell and direct methanol fuel cells.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
2. Content of Presentation
PMI approach of Time Management
WBS/ Activity Definition
Estimation
o [Purpose of Estimation
o Factors influencing Estimates
o Methods of Estimation
o Problems in Estimation
o Accuracy in Estimation
o Importance of Accurate Estimates
Scheduling (Planning and Scheduling)
o Objectives
o Techniques
o Critical Path Method (CPM)
Basic Definition of CPM
Activity
Activity Duration
Network Construction
Example 1
o Histogram
Resource Histogram
Constructing Resource histogram
o Procedure for Resource Leveling
o PERT
o Example
Use of software for planning,
scheduling & control of projects
o Process overview
o Software application
o EVMS
3. PROJECT TIME MANAGEMENT
6.1 ACTIVITY DEFINITION
1. Inputs
1. Enterprise
environmental factors .
2. Organizational process
assets
3. Project scope statement
4. Work Breakdown
structure
5. WBS Dictionary
6. Project management
plan
2. Tools and Techniques
1. Decomposition
2. Templates
3. Rolling wave planning
4. Expert judgment
5. Planning component
3. Outputs
1. Activity list
2. Activity attributes
3. Milestone list
4. Requested changes
6.2 ACTIVITY SEQUENCING
1. Inputs
.1 Project scope statement
.2 Activity list
.3 Activity attributes
.4 Milestone List
.5 Approved change requests
2 . Tools and Techniques
.1 Precedence Diagramming
Method (PDM)
.2 Arrow Diagramming
Method (ADM)
.3 Schedule network
templates
.4 Dependency determination
.5 Applying leads and lags
3. Outputs
.1 Project schedule network
diagrams
.2 Activity list (updates)
.3 Activity attributes
(updates)
.4 Requested changes
6.3 ACTIVITY RESOURCE
ESTIMATING
1. Inputs
.1 Enterprise environmental
factors
.2 Organizational process assets
.3 Activity list
.4 Activity attributes
.5 Resource availability
.6 Project management plan
2. Tools and Techniques
.1 Expert judgment
.2 Alternatives analysis
.3 Published estimating data
.4 Project management software
.5 bottom-up-estimating
3. Outputs
.1 Activity resource requirements
.2 Activity attributes (updates)
.3 Resource breakdown
structure
.4 Resource calendars (updates)
.5 Requested changes
Continue on
next slide
PMI Approach of Project Time Management (Cont..)
6. 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
7. 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).
8. 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.
10. 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
14. 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
20. 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
21. 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
22. 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
23. 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.
24. 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
26. 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.
27. 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.
28. 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.
29. 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
30. 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.
31. 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
32. 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
33. 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.
34. 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.
35. 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
36. 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.
37.
38. 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
39. 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
40. 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
41. 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
43. 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
44. 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.
45. 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.
46. 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.
47. 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
50. 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
51. 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
52. 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: PERTActivit
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
53. 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:
54. 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
55.
56. USE OF SOFTWARE FOR
PROJECT PLANNING &
SCHEDULING
Project Time Management
60. 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
Resour ce/ Cost Profi l e Legend
Pl anned val ue cur ve
Earned val ue curve
Curr ent est i m ate curve
Total earl y cost per M ont h (Curr ent Est i m ate)
Total of Al l Resour ces Detai l scal e (l ef t) : X 100000
Cum 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
61. 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
62. 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
63. TIME
COST
ESTIMATE AT COMPLETIONBAC
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