Project Schedule Management: Prepared by Shwetang Panchal Sigma Institute of Management Studies

PROJECT SCHEDULE MANAGEMENT
Prepared by Shwetang Panchal Sigma Institute of Management Studies Chapter 5: Scheduling

the Project
PERT AND CPM NETWORKS

Click to edit Master subtitle style
Chapter 5: Scheduling
History
Late 1950s
Program Evaluation and Review Technique (PERT)

U.S. Navy, Booz-Allen Hamilton, and Lockeheed Aircraft Probabilistic activity durations Dupont De Nemours Inc. Deterministic activity durations
Critical Path Method (CPM)

The Language of PERT/CPM
Activity

task or set of tasks use resources state resulting from completion of one or more activities consume no resources or time predecessor activities must be completed
Event
The Language of PERT/CPM continued
Milestones
events that mark significant progress diagram of nodes and arcs used to illustrate technological relationships series of connected activities between two events
Network

Path
The Language of PERT/CPM concluded
Critical Path
set of activities on a path that if delayed will delay completion of project time required to complete all activities on the critical path
Critical Time
Building the Network

AOA Network AON Network
Table 5-2 A Sample Set of Project Activities and Precedences
Chapter 5: Scheduling the Project
Stage 1 of a Sample AON network
Figure 5-7 Stage 2 of a Sample AON Network
Figure 5-3 A Completed Sample AON Network
Figure 5-4 Stage 1 of a Sample AOA Network
Figure 5-5 Stage 2 of a Sample AOA Network
Figure 5-6a A Completed Sample AOA Network
Figure 5-6b A Completed Sample AOA Network Showing the Use of a Dummy Task
Table 5-2 A Sample Problem for Finding the Critical Path and Critical Time
Chapter 5: Scheduling the Project
Figure 5-7 Stage 1 of a Sample Network
Figure 5-8 A Complete Network
Figure 5-9 Information Contents in an AON Node
Figure 5-10 The Critical Path and Time for Sample Project
Calculating Activity Slack
LST - EST = LFT - EFT = Slack
Slack or Float
Figure 5-11 An MSP Version of PERT/CPM Network
Figure 5-12 A Modified Version of MSP Network
PROJECT UNCERTAINTY AND RISK MANAGEMENT

Calculating Probabilistic Activity Times
Three Time Estimates

pessimistic (a) most likely (m) optimistic (b)
Figure 5-13 The Statistical Distribution of all Possible Times for an Activity
Activity Expected Time and Variance
95 Percent Level
Task will be a or lower 5 percent of the time Task will be b or greater 5 percent of the time
90 Percent Level
Task will be a or lower 10 percent of the time Task will be b or greater 10 percent of the time
Task will be between a and b 95 percent of the time
95 Percent Level (Alternative Interpretation)
Task will be between a and b 90 percent of the time
90 Percent Level (Alternative Interpretation)
Figure 5-14 An AON Network
Figure 5-15 An MSP Version of a Sample Problem Network
Figure 5-16 A Pert/CPM Network for the Day Care Project
Figure 5-17 An MSP Calendar for the Day Care Project, 4/16/00 to 5/27/00
The Probability of Completing the Project on Time
=NORMDIST(D,,,TRUE)
Figure 5-18 The Statistical Distribution of Completion Times of the Path a-b-dg-h
Selecting Risk and Finding D
NORMINV(probability,,,TR UE)
SIMULATION
Traditional Statistics Versus Simulation
Similarities
must enumerate alternate paths simulation does not require assumption of path independence
Differences
Figure 5-20 The Distribution of Project Completion Times
THE GANNT CHART

Figure 5-21 A Gantt Chart of a Sample Project
Figure 5-22 A Gantt Chart of Sample Project Showing Critical Path, Path Connections, Slack, EST, LST, EFT, and LFT
Figure 5-23 A Gantt Chart of a Day Care Project Showing Expected Durations, Critical Path, Milestone, and Resource Requirements
Figure 5-24 A Progress Report on a Day Care Project Showing Actual Progress Versus Baseline
EXTENSIONS TO PERT/CPM
Precedence Diagramming

Finish-to-start linkage Start-to-start linkage Finish-to-finish linkage Start-to-finish linkage
Figure 5-25 Precedence Diagramming Conventions
Other Methods
Graphical Evaluation and Review Technique (GERT)
combines flowgraphs, probabilistic networks, and decision trees allows loops back to earlier events and probabilistic branching
QUESTIONS ? IF ANY ?
THANK edit Click to YOU Master subtitle style

Project Schedule Management: Prepared by Shwetang Panchal Sigma Institute of Management Studies

Uploaded by

Copyright:

Available Formats

Project Schedule Management: Prepared by Shwetang Panchal Sigma Institute of Management Studies

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project Schedule Management: Prepared by Shwetang Panchal Sigma Institute of Management Studies

Uploaded by

Copyright:

Available Formats

PROJECT SCHEDULE MANAGEMENT

Prepared by Shwetang Panchal Sigma Institute of Management Studies Chapter 5: Scheduling

PERT AND CPM NETWORKS

Program Evaluation and Review Technique (PERT)

Critical Path Method (CPM)

The Language of PERT/CPM

The Language of PERT/CPM continued

The Language of PERT/CPM concluded

Building the Network

AOA Network AON Network

Table 5-2 A Sample Set of Project Activities and Precedences

Chapter 5: Scheduling the Project

Stage 1 of a Sample AON network

Figure 5-7 Stage 2 of a Sample AON Network

Figure 5-3 A Completed Sample AON Network

Figure 5-4 Stage 1 of a Sample AOA Network

Figure 5-5 Stage 2 of a Sample AOA Network

Figure 5-6a A Completed Sample AOA Network

Chapter 5: Scheduling the Project

Figure 5-7 Stage 1 of a Sample Network

Figure 5-8 A Complete Network

Figure 5-9 Information Contents in an AON Node

Calculating Activity Slack

LST - EST = LFT - EFT = Slack

Figure 5-11 An MSP Version of PERT/CPM Network

Figure 5-12 A Modified Version of MSP Network

PROJECT UNCERTAINTY AND RISK MANAGEMENT

Calculating Probabilistic Activity Times

Three Time Estimates

pessimistic (a) most likely (m) optimistic (b)

Activity Expected Time and Variance

Task will be between a and b 95 percent of the time

95 Percent Level (Alternative Interpretation)

Task will be between a and b 90 percent of the time

90 Percent Level (Alternative Interpretation)

Figure 5-14 An AON Network

Figure 5-15 An MSP Version of a Sample Problem Network

Figure 5-16 A Pert/CPM Network for the Day Care Project

The Probability of Completing the Project on Time

Selecting Risk and Finding D

Traditional Statistics Versus Simulation

Figure 5-20 The Distribution of Project Completion Times

THE GANNT CHART

Figure 5-21 A Gantt Chart of a Sample Project

Finish-to-start linkage Start-to-start linkage Finish-to-finish linkage Start-to-finish linkage

Figure 5-25 Precedence Diagramming Conventions

Graphical Evaluation and Review Technique (GERT)

You might also like

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.