The document outlines a chapter on project management. It discusses key aspects of project management including project planning, scheduling, and controlling. It provides an overview of techniques like PERT and CPM which are network-based approaches to scheduling projects. Specific topics covered include defining the work breakdown structure, determining activity relationships and time/cost estimates, identifying the critical path, and using the network to plan and monitor the project. The learning objectives are to understand concepts like the critical path, network diagrams, and how to apply PERT/CPM for project scheduling.
Construction of 6 CPCL Oil storage tankers - A critical Project Management pe...Shanmukha S. Potti
The project - Construction of 6 Euro IV CPCL Oil storage tankers is critically analyzed from a project management perspective.
Systems approach, Work Breakdown Structure, PERT, Costing, Project C&M, Biz (CMS) are discussed in detail.
Construction of 6 CPCL Oil storage tankers - A critical Project Management pe...Shanmukha S. Potti
The project - Construction of 6 Euro IV CPCL Oil storage tankers is critically analyzed from a project management perspective.
Systems approach, Work Breakdown Structure, PERT, Costing, Project C&M, Biz (CMS) are discussed in detail.
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
139
مبادرة
#تواصل_تطوير
المحاضرة ال 139 من المبادرة
مهندس / محمد ماجد
استشاري إدارة المشاريع
بعنوان
إدارة التخطيط والبرامج الزمنية
Project Schedule Management
الاثنين 6 ديسمبر 2021
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kfuugqDgvGtAakF_7714_k9VdlIBcEIAc
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
A partial results from a PERT analysis for a project with 50 activit.pdfrozakashif85
A partial results from a PERT analysis for a project with 50 activities shows that path A-K-Q
Solution
There are 50 activities shows the path A-K-Q.
With the help of PERT (Program Evaluation and Review Technique), and CPM (Critical Path
Method), the project manager can
1. Plan the project ahead of time and foresee possible sources of troubles and delays in
completion.
2. Schedule the project activities at the appropriate times to conform with proper job sequence so
that the project is completed as soon as possible.
3. Coordinate and control the projects activities so as to stay on schedule in completing the
project.
Thus PERT incorporates uncertainties in activity times in its analysis. It determines the
probabilities of completing various stages of the project by specified deadlines. It also calculates
the expected time to complete the project. An important and extremely useful by product of
PERT analysis is its identification of various “bottlenecks” in a project.
Application of PERT and CPM
A partial list of applications of PERT and CPM techniques is
1. Construction projects (e.g., buildings, highways, houses, and bridges)
2. Preparation of bids and proposals for large projects.
3. Maintenance planning of oil refineries, ship repairs, and other large operations.
4. Development of new weapons systems and new manufactured products.
5. Manufacture and assembly of large items such as airplanes, ships, and computers. 6. Simple
projects.
Six steps :
1. Define the projects and all of its significant activities or tasks.
2. Develop the relationships among the activities. Decide which activities must precede and
which must follow others.
3. Draw the network connecting all of the activities.
4. Assign time and/or cost estimates to each activity.
5. Compute the longest time path through the network; this is called the critical path.
6. Use the network to help plan, schedule, monitor and control the project..
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
139
مبادرة
#تواصل_تطوير
المحاضرة ال 139 من المبادرة
مهندس / محمد ماجد
استشاري إدارة المشاريع
بعنوان
إدارة التخطيط والبرامج الزمنية
Project Schedule Management
الاثنين 6 ديسمبر 2021
السابعة مساء توقيت القاهرة
الثامنة مساء توقيت مكة المكرمة
وذلك عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZ0kfuugqDgvGtAakF_7714_k9VdlIBcEIAc
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
A partial results from a PERT analysis for a project with 50 activit.pdfrozakashif85
A partial results from a PERT analysis for a project with 50 activities shows that path A-K-Q
Solution
There are 50 activities shows the path A-K-Q.
With the help of PERT (Program Evaluation and Review Technique), and CPM (Critical Path
Method), the project manager can
1. Plan the project ahead of time and foresee possible sources of troubles and delays in
completion.
2. Schedule the project activities at the appropriate times to conform with proper job sequence so
that the project is completed as soon as possible.
3. Coordinate and control the projects activities so as to stay on schedule in completing the
project.
Thus PERT incorporates uncertainties in activity times in its analysis. It determines the
probabilities of completing various stages of the project by specified deadlines. It also calculates
the expected time to complete the project. An important and extremely useful by product of
PERT analysis is its identification of various “bottlenecks” in a project.
Application of PERT and CPM
A partial list of applications of PERT and CPM techniques is
1. Construction projects (e.g., buildings, highways, houses, and bridges)
2. Preparation of bids and proposals for large projects.
3. Maintenance planning of oil refineries, ship repairs, and other large operations.
4. Development of new weapons systems and new manufactured products.
5. Manufacture and assembly of large items such as airplanes, ships, and computers. 6. Simple
projects.
Six steps :
1. Define the projects and all of its significant activities or tasks.
2. Develop the relationships among the activities. Decide which activities must precede and
which must follow others.
3. Draw the network connecting all of the activities.
4. Assign time and/or cost estimates to each activity.
5. Compute the longest time path through the network; this is called the critical path.
6. Use the network to help plan, schedule, monitor and control the project..
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
Learn about the cost savings, reduced environmental impact, and minimal disruption associated with trenchless technology. Discover detailed explanations of popular techniques such as pipe bursting, cured-in-place pipe (CIPP) lining, and directional drilling. Understand how these methods can be applied to various types of infrastructure, from residential plumbing to large-scale municipal systems.
Ideal for homeowners, contractors, engineers, and anyone interested in modern plumbing solutions, this guide provides valuable insights into why trenchless pipe repair is becoming the preferred choice for pipe rehabilitation. Stay informed about the latest advancements and best practices in the field.
Water scarcity is the lack of fresh water resources to meet the standard water demand. There are two type of water scarcity. One is physical. The other is economic water scarcity.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
2. Outline
• GLOBAL COMPANY PROFILE:
BECHTEL GROUP
• THE IMPORTANCE OF PROJECT
MANAGEMENT
• PROJECT PLANNING
– The Project Manager
– Work Breakdown Structure
• PROJECT SCHEDULING
• PROJECT CONTROLLING
3-2
3. Outline - Continued
• PROJECT MANAGEMENT
TECHNIQUES: PERT AND CPM
– The Framework of PERT and CPM
– Network Diagrams and Approaches
– Activity on Node Example
– Determining the Project Schedule
• Forward Pass
• Backward Pass
• Calculating Slack Time and Identifying the
Critical Path(s)
3-3
4. Outline - Continued
– Variability in Activity Times
• Three Time Estimates in PERT
• Probability of Project Completion
• Cost-Time Tradeoffs and Project
Crashing
• A Critique of PERT and CPM
• Visual PERT/CPM Computer
Program Practice
3-4
5. Learning Objectives
When you complete this chapter, you
should be able to :
Identify or Define:
– Work breakdown structure
– Critical path
– AOA and AON Networks
– Forward and Backward Passes
– Variability in Activity Times
3-5
6. Learning Objectives – Cont..
When you complete this chapter, you
should be able to :
Describe or Explain:
– The role of the project manager
– Program evaluation and review technique
(PERT)
– Critical path method (CPM)
– Crashing a project
– The Use of MS Project
3-6
7. Bechtel – Case Study
• Asked by Kuwait to begin rebuilding
after Desert Storm
• 650 wells ablaze, others uncapped
• No water, electricity, food or facilities
• Land mines! Bombs! Grenades!
• Many fires inaccessible because of oil-
covered roads
3-7
8. Bechtel
• Project required:
– Storage, docking, and warehousing
facilities at Dubai
– 125,000 tons of equipment and supplies
– 150 kilometers of pipeline capable of
delivering 20,000,000 gallons of water per
day to the fire site
– more than 200 lagoons with 1,000,000
gals of seawater
3-8
9. Bechtel Other Projects
• Building 26 massive distribution centers in just two
years for the internet company Webvan Group
• Constructing 30 high-security data centers
worldwide for Equinix, Inc.
• Building and running a rail line between London
and the Channel Tunnel ($4.6 billion)
• Developing an oil pipeline from the Caspian Sea
region to Russia ($850 million)
• Expanding the Dubai Airport in the UAE ($600
million), and the Miami Airport in Florida ($2 billion)
3-9
10. Bechtel Other Projects –
Cont.
• Building liquid natural gas plants in Yemen $2
billion) and in Trinidad, West Indies ($1 billion)
• Building a new subway for Athens, Greece ($2.6
billion)
• Constructing a natural gas pipeline in Thailand
($700 million)
• Building a highway to link the north and south of
Croatia ($303 million)
3-10
11. Strategic Importance of PM
• Bechtel Kuwait Project:
– 8,000 workers
– 1,000 construction professionals
– 100 medical personnel
– 2 helicopter evacuation teams
– 6 full-service dining halls
– 27,000 meals per day
– 40 bed field hospital
3-11
12. • Microsoft Windows XP Project:
– hundreds of programmers
– millions of lines of code
– millions of dollars cost
• Ford Redesign of Mustang Project:
– 450 member project team
– Cost $700-million
– 25% faster and 30% cheaper than
comparable project at Ford
Strategic Importance of PM
3-12
13. Project Characteristics
• Single unit
• Many related activities
• Difficult production planning and
inventory control
• General purpose equipment
• High labor skills
3-13
16. Project Management
• Project management is the discipline of carefully
projecting or planning, organizing, motivating and
controlling resources to achieve specific goals and
meet specific success criteria.
• A project is a temporary endeavour designed to
produce a unique product, service or result with a
defined beginning and end (usually time-
constrained, and often constrained by funding
or deliverables) undertaken to meet unique goals
and objectives, typically to bring about beneficial
change or added value.
3-16
17. The Traditional
Approach
• A traditional phased approach identifies a sequence of steps to
be completed.
• Typical development phases of an engineering project
– initiation
– planning and design
– execution and construction
– monitoring and controlling systems
– completion and finish point
3-17
18. Management of Large Projects
• Planning - goal setting, project
definition, team organization
• Scheduling - relating people, money,
and supplies to specific activities and
activities to one and other
• Controlling - monitoring resources,
costs, quality, and budgets; revising
plans and shifting resources to meet
time and cost demands
3-18
20. Project Organization
Works Best When
• Work can be defined with a specific
goal and deadline
• The job is unique or somewhat
unfamiliar to the existing organization
• The work contains complex interrelated
tasks requiring specialized skills
• The project is temporary but critical to
the organization
3-20
21. Project Planning, Scheduling,
and Controlling
Project Planning
1. Setting goals
2. Defining the project
3. Tying needs into timed project
activities
4. Organizing the team
Project Scheduling
1. Tying resources to specific
activities
2. Relating activities to each other
3. Updating and revising on a
regular basis
Time/cost estimates
Budgets
Engineering diagrams
Cash flow charts
Material availability details
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Project Controlling
1. Monitoring resources, costs, quality,
and budgets
2. Revising and changing plans
3. Shifting resources to meet demands
Reports
• budgets
• delayed activities
• slack activities
Before Project During Project
3-21
28. Role of Project Manager
Project Plan
and Schedule
Revisions and
Updates
Project
Manager
Project
Team
Top
Management
Resources
Performance
Reports
Information
regarding times,
costs, problems,
delays Feedback Loop
3-28
29. Work Breakdown Structure
1. Project
2. Major tasks in the project
3. Subtasks in the major tasks
4. Activities (or work packages) to be
completed
3-29
31. Purposes of Project Scheduling
• Shows the relationship of each activity
to others and to the whole project.
• Identifies the precedence relationships
among activities.
• Encourages the setting of realistic time
and cost estimates for each activity.
• Helps make better use of people,
money, and material resources by
identifying critical bottlenecks in the
project.
3-31
35. Project Control Reports
• Detailed cost breakdowns for each task
• Total program labor curves
• Cost distribution tables
• Functional cost and hour summaries
• Raw materials and expenditure
forecasts
• Variance reports
• Time analysis reports
• Work status reports
3-35
36. PERT and CPM
• Network techniques
• Developed in 1950’s
– CPM by DuPont for chemical plants (1957)
– PERT by Booz, Allen & Hamilton with the
U.S. Navy, for Polaris missile (1958)
• Consider precedence relationships and
interdependencies
• Each uses a different estimate of activity
times
3-36
37. • Is the project on schedule, ahead of
schedule, or behind schedule?
• Is the project over or under cost budget?
• Are there enough resources available to
finish the project on time?
• If the project must be finished in less than
the scheduled amount of time, what is the
way to accomplish this at least cost?
Questions Which May Be
Addressed by PERT & CPM
3-37
38. Six Steps Common to PERT & CPM
1. Define the project and prepare the work
breakdown structure,
2. Develop relationships among the activities.
(Decide which activities must precede and which
must follow others.)
3. Draw the network connecting all of the activities
4. Assign time and/or cost estimates to each activity
5. Compute the longest time path through the
network. This is called the critical path
6. Use the network to help plan, schedule, monitor,
and control the project
3-38
40. Milwaukee General Hospital’s
Activities and Predecessors
Activity Description Immediate
Predecessors
A Build internal components -
B Modify roof and floor -
C Construct collection stack A
D Pour concrete and install frame A, B
E Build high-temperature burner C
F Install pollution control system C
G Install air pollution device D, E
H Inspect and test F, G
3-40
41. AON Network for Milwaukee
General Hospital
Start
A
B
C
D
F
F
G
H
Arrows show
precedence
relationships
3-41
42. 1
3
2 4
5
6 7
H
Inspect/Test
G
Install pollution
control device
D
Pour concrete/
Install frame
B
Modify
roof/floor
C
Construct
stack
F
Install controls
E
Build
burner
AOA Network (With Dummy
Activities) for Milwaukee General
A
B
u
i
l
d
i
n
t
e
r
n
a
l
c
o
m
p
o
n
e
n
t
s
Dummy
Activity
3-42
43. Critical Path Analysis
• Provides activity information
– Earliest (ES) & latest (LS) start
– Earliest (EF) & latest (LF) finish
– Slack (S): Allowable delay
• Identifies critical path
– Longest path in network
– Shortest time project can be completed
– Any delay on critical path activities
delays project
– Critical path activities have 0 slack
3-43
44. Earliest Start & Finish Steps
• Begin at starting event and work forward
• ES = 0 for starting activities
– ES is earliest start
• EF = ES + Activity time
– EF is earliest finish
• ES = Maximum EF of all predecessors for
non-starting activities
3-44
45. Latest Start and Finish Steps
• Begin at ending event and work
backward
• LF = Maximum EF for ending activities
– LF is latest finish; EF is earliest finish
• LS = LF - Activity time
– LS is latest start
• LF = Minimum LS of all successors for
non-ending activities
3-45
46. Latest Start and Finish Steps
Latest
Finish
ES
LS
EF
LF
Earliest
Finish
Latest
Start
Earliest
Start
Activity
Name
Activity
Duration
3-46
47. Critical Path for
Milwaukee General Hospital
Start
A
B
C
D
F
F
G
H
Arrows show
precedence
relationships
3-47
48. AON Network for Milwaukee
Hospital Includes Critical Path
Slack=0
Start
A
B
C
D
F
F
G
H
H
13
13
2
15
15
H
G
8
8
5
13
13
H
F
4
10
3
7
13
H
C
2
2
2
4
4
H
E
4
4
4
8
8
H
D
3
4
4
7
8
H
B
0
1
3
3
4
H
A
0
0
2
2
2
H
0
0
0
0
0
Slack=0 Slack=0
Slack=0
Slack=0
Slack=6
Slack=1
Slack=1
Start
3-48
49. Gantt Chart
Earliest Start and Finish
Milwaukee General Hospital
Milwaukee General Hospital
A Build internal components
B Modify roof and floor
C Construct collection stack
D Pour concrete and install
frame
E Build high-temperature
burner
F Install pollution control
system
G Install air pollution device
H Inspect and test
1 2 3 4 5 6 7 8 9 10 1112 13 1415 16
3-49
50. Gantt Chart
Latest Start and Finish
Milwaukee General Hospital
Milwaukee General Hospital
A Build internal components
B Modify roof and floor
C Construct collection stack
D Pour concrete and install
frame
E Build high-temperature
burner
F Install pollution control
system
G Install air pollution device
H Inspect and test
1 2 3 4 5 6 7 8 9 10 1112 13 1415 16
3-50
52. PERT Activity Times
• 3 time estimates
– Optimistic times (a)
– Most-likely time (m)
– Pessimistic time (b)
• Follow beta distribution
• Expected time: t = (a + 4m + b)/6
• Variance of times: v = (b - a)2
/6
3-52
53. Project Times
• Expected project time
(T)
– Sum of critical path
activity times, t
• Project variance (V)
– Sum of critical path
activity variances, v
Used to obtain
probability of project
completion!
3-53
54. PERT Probability Example
You’re a project planner for
General Dynamics.
A submarine project has an
expected completion time
of 40 weeks, with a
standard deviation of 5
weeks. What is the
probability of finishing the
sub in 50 weeks or less?
3-54
55. T = 40
s = 5
50 X
Normal
Normal
Distribution
Distribution
Z
X T
=
-
=
-
=
s
50 40
5
2 0
.
mz = 0
sZ = 1
Z
2.0
Standardized Normal
Standardized Normal
Distribution
Distribution
Converting to Standardized
Variable
3-55
56. mz = 0
s Z = 1
Z
2.0
Z .00 .01
0.0 .50000 .50399
: : : :
2.0 .97725 .97784 .97831
2.1 .98214 .98257 .98300
Standardized Normal Probability
Standardized Normal Probability
Table (Portion)
Table (Portion)
Probabilities in body
Probabilities in body
Obtaining the Probability
.02
.50798
.97725
3-56
57. Variability of Completion
Time for Noncritical Paths
• Variability of times for activities on
noncritical paths must be considered
when finding the probability of finishing
in a specified time.
• Variation in noncritical activity may
cause change in critical path.
3-57
58. Factors to Consider when Crashing
• The amount by which an activity is
crashed is, in fact, permissible.
• Taken together, the shortened activity
durations will enable one to finish the
project by the due date.
• The total cost of crashing is as small as
possible.
3-58
59. Steps in Project Crashing
• Compute the crash cost per time period. For
crash costs assumed linear over time:
• Using current activity times, find the critical path
• If there is only one critical path, then select the
activity on this critical path that (a) can still be
crashed, and (b) has the smallest crash cost per
period. Note that a single activity may be
common to more than one critical path
• Update all activity times.
)
Crash time
time
(Normal
cost
Normal
cost
(Crash
period
per
cost
Crash
−
−
=
3-59
62. Advantages of PERT/CPM
• Especially useful when scheduling and controlling
large projects.
• Straightforward concept and not mathematically
complex.
• Graphical networks aid perception of relationships
among project activities.
• Critical path & slack time analyses help pinpoint
activities that need to be closely watched.
• Project documentation and graphics point out who
is responsible for various activities.
• Applicable to a wide variety of projects.
• Useful in monitoring schedules and costs.
3-62
63. Limitations of PERT/CPM
• Assumes clearly defined, independent,
& stable activities
• Specified precedence relationships
• Activity times (PERT) follow
beta distribution
• Subjective time estimates
• Over-emphasis on critical path
3-63