UNCW OPS 472 - Scheduling the Project (47 pages)

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Scheduling the Project



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Scheduling the Project

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Pages:
47
School:
University of North Carolina Wilmington
Course:
Ops 472 - Project Management
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Chapter 5 Scheduling the Project 5 1 PERT AND CPM NETWORKS 5 2 5 3 History Late 1950s Program Evaluation and Review Technique PERT U S Navy Booz Allen Hamilton and Lockeheed Aircraft Probabilistic activity durations Critical Path Method CPM Dupont De Nemours Inc Deterministic activity durations 5 4 The Language of PERT CPM Activity task or set of tasks use resources Event state resulting from completion of one or more activities consume no resources or time predecessor activities must be completed 5 5 The Language of PERT CPM continued Milestones events that mark significant progress Network diagram of nodes and arcs used to illustrate technological relationships Path series of connected activities between two events 5 6 The Language of PERT CPM concluded Critical Path set of activities on a path that if delayed will delay completion of project Critical Time time required to complete all activities on the critical path 5 7 Building the Network AOA Network AON Network 5 8 Table 5 1 A Sample Set of Project Activities and Precedences Task Predecessor a b c a d b e b f c d g e 5 9 Figure 5 1 Stage 1 of a Sample AON Network 5 10 Figure 5 2 Stage 2 of a Sample AON Network 5 11 Figure 5 3 A Completed Sample AON Network 5 12 Figure 5 4 Stage 1 of a Sample AOA Network 5 13 Figure 5 5 Stage 2 of a Sample AOA Network 5 14 Figure 5 6a A Completed Sample AOA Network E 5 15 Figure 5 6b A Completed Sample AOA Network Showing the Use of a Dummy Task 5 16 Table 5 2 A Sample Problem for Finding the Critical Path and Critical Time Activity Predecessor Duration a 5 days b 4 c a 3 d a 4 e a 6 f b c 4 g d 5 h d e 6 i f 6 j g h 4 5 17 Figure 5 7 Stage 1 of a Sample Network 5 18 Figure 5 8 A Complete Network 5 19 Figure 5 9 Information Contents in an AON Node 5 20 Figure 5 10 The Critical Path and Time for Sample Project 5 21 Calculating Activity Slack Slack or Float LST EST LFT EFT Slack 5 22 Figure 5 11 An MSP Version of PERT CPM Network 5 23 Figure 5 12 A Modified Version of MSP Network 5 24 PROJECT UNCERTAINTY AND RISK MANAGEMENT 5 25 Calculating Probabilistic Activity Times Three Time Estimates pessimistic a most likely m optimistic b 5 26 Figure 5 13 The Statistical Distribution of all Possible Times for an Activity 5 27 Activity Expected Time and Variance a 4m b TE 6 b a 6 b a Var 6 2 2 5 28 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 b a 3 3 5 29 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 b a 2 6 5 30 95 Percent Level Alternative Interpretation Task will be between a and b 95 percent of the time b a 3 92 5 31 90 Percent Level Alternative Interpretation Task will be between a and b 90 percent of the time b a 3 29 5 32 Figure 5 14 An AON Network 5 33 Figure 5 15 An MSP Version of a Sample Problem Network 5 34 Figure 5 16 A Pert CPM Network for the Day Care Project 5 35 Figure 5 17 An MSP Calendar for the Day Care Project 4 16 00 to 5 27 00 5 36 The Probability of Completing the Project on Time Z D 2 NORMDIST D TRUE 5 37 Figure 5 18 The Statistical Distribution of Completion Times of the Path a b d g h 5 38 Selecting Risk and Finding D D Z 2 NORMINV probability TRUE 5 39 THE GANNT CHART 5 40 Figure 5 23 A Gantt Chart of a Sample Project 5 41 Figure 5 24 A Gantt Chart of Sample Project Showing Critical Path Path Connections Slack EST LST EFT and LFT 5 42 Figure 5 25 A Gantt Chart of a Day Care Project Showing Expected Durations Critical Path Milestone and Resource Requirements 5 43 Figure 5 26 A Progress Report on a Day Care Project Showing Actual Progress Versus Baseline 5 44 EXTENSIONS TO PERT CPM 5 45 Precedence Diagramming Finish to start linkage Start to start linkage Finish to finish linkage Start to finish linkage 5 46 Figure 5 27 Precedence Diagramming Conventions 5 47


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