Management

Science (MS)
Project Management
 Outline
Global Company Profile:
Bechtel Group
What is Project and Project
Management ?
Global Leaders thoughts
about Project Management.
The Importance of Project
Management
 Outline - Continued

Project Planning
The Project Manager
Work Breakdown Structure
Project Scheduling
Project Controlling
 Outline - Continued
Project Management Techniques:
CPM and PERT
The Framework of CPM and PERT
Network Diagrams and Approaches
Activity-on-Node (AON) Example
Activity-on-Arrow (AOA) Example
 Outline - Continued
Determining the Project Schedule
Forward Pass
Backward Pass
Calculating Slack Time and Identifying
the Critical Path(s)
Variability in Activity Times
Three Time Estimates in PERT
Probability of Project Completion
 Learning Objectives
When you complete this topic you should
be able to:
1. Create a work breakdown structure of your
project
2. Draw Activity-on-Arrow (AOA) and Activity-
on-Node (AON) networks
3. Complete both forward and backward
passes for a project
4. Determine a Critical Path (CP)
5. Calculate the Variance of activity times
 Bechtel Projects
Building 26 massive distribution centers in just
two years for the internet company Webvan Group
($1 billion)
Constructing 30 high-security data centers
worldwide for Equinix, Inc. ($1.2 billion)
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)
 Bechtel Projects
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 30 plants for iMotors.com, a company
that sells refurbished autos online ($300 million)
Building a highway to link the north and south of
Croatia ($303 million)
 Strategic Importance of
Project Management
Microsoft Windows Vista Project:
hundreds of programmers
millions of lines of code
hundreds of millions of dollars cost
Hard Rock Cafe Rockfest Project:
100,000 + fans
planning began 9 months in advance
 What is Project ?
A project is a one-shot, time limited, goal
directed, major undertaking and a combination
of human and non-human resources pooled
together to achieve a specific purpose an
organization.

A project may be defined as a series of

related jobs usually directed toward some
major output and requiring a significant
period of time to perform (Chase et al. ,
2006)
What is Project Management ?
The management activities of planning,
directing, and controlling resources (people,
equipment, material) to meet the technical, cost,
and time constraints of a project (Chase et al. ,
2006).

Project Management is the process and activity

of planning, organizing, motivating, and
controlling resources, procedures and protocols
to achieve specific goals in scientific or daily
problems.
What is Project Management ?

Project management is the process of

the application of knowledge, skills,
tools, and techniques to project activities
to meet project requirements.

Planyourworkfirst..thenworkonyourplan
 Project Characteristics

Single unit
Many related activities
Difficult production planning and
inventory control
General purpose equipment
High labor skills
Global Leaders Thoughts on
Project Management ?
Global Leaders Thoughts on
Project Management ?
Global Leaders Thoughts on
Project Management ?
Global Leaders Thoughts on
Project Management ?
Global Leaders Thoughts on
Project Management ?
 Examples of Projects
Building Construction

Research Project
 Management of Projects
1. Planning - goal setting, defining the
project, team organization
2. Scheduling - relates people, money,
and supplies to specific activities
and activities to each other
3. Controlling - monitors resources,
costs, quality, and budgets; revises
plans and shifts resources to meet
time and cost demands
 Project Management
Activities
Planning
Scheduling
Objectives
Project activities
Resources
Start & end times
Work break-down
schedule Network
Organization

Controlling
Monitor, compare, revise, action
 Project Planning,
Scheduling, and Controlling

Before Start of project During

project Timeline project
 Project Planning,
Scheduling, and Controlling

Before Start of project During

project Timeline project
 Project Planning,
Scheduling, and Controlling

Before Start of project During

project Timeline project
 Project Planning,
Scheduling, and Controlling

Before Start of project During

project Timeline project
 Project Time/cost
Planning,
Budgets
estimates

Scheduling, and Controlling

Engineering diagrams
Cash flow charts
Material availability details

Budgets
Delayed activities report
Slack activities report

CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules

Before Start of project During

project Timeline project
 Project Planning
Establishing objectives
Defining project
Creating work
breakdown structure
Determining
resources
Forming organization
 Project Organization
Often temporary structure
Uses specialists from entire company
Headed by project manager
Coordinates activities
Monitors schedule
and costs
 A Sample Project
Organization
President

Human Quality
Resources Marketing Finance Design Production
Mgt

Project
Project 1 Manager
Mechanical Test
Technician
Engineer Engineer

Project
Project 2 Manager
Electrical Computer
Technician
Engineer Engineer
 Structuring Project

Pure Project

Functional Project

Matrix Project
 Pure Project Structure
A Pure project is where a self-contained team
works full time on the project

Bobera, D. (2008). Project Management Organization. Management, 3(1), 003-009 .

 Pure Project Structure
Advantages:

The project manager has full authority over

the project.
Team members report to one boss.
Lines of communication are shortened.
Decisions are made quickly.
Team pride, motivation, and commitment are
high
 Pure Project Structure
Disadvantages:

Duplication of resources.
Organizational goals and policies are
ignored.
Lack of new technology transfer due to
weakened functional divisions
Team members have no functional area
home.
 Functional Project Structure
A functional project is housed within a functional
division.
President

Research and
Engineering Manufacturing
Development

Project Project Project Project Project Project Project Project Project

A B C D E F G H I

Example,
Example, Project
Project B
B is
is in
in the
the functional
functional
area
area of
of Research
Research and
and Development.
Development.
Bobera, D. (2008). Project Management Organization. Management, 3(1), 003-009 .
 Functional Project Structure
Advantages:

A team member can work on several

projects
Technical expertise is maintained within
the functional area
The functional area is a home after the
project is completed
Critical mass of specialized knowledge
Functional Project Structure
Disadvantages:

Aspects of the project that are not directly

related to the functional area get short-
changed
Motivation of team members is often weak
Needs of the client are secondary and are
responded to slowly
 Project Organization
Works Best When
1. Work can be defined with a specific
goal and deadline
2. The job is unique or somewhat
unfamiliar to the existing organization
3. The work contains complex
interrelated tasks requiring specialized
skills
4. The project is temporary but critical to
the organization
5. The project cuts across organizational
lines
 Matrix Organization
Marketing Operations Engineering Finance

Project 1

Project 2

Project 3

Project 4
 Matrix Organization
President

Research and
Engineering Manufacturing Marketing
Development

Manager
Project A

Manager
Project B

Manager
Project C
 Matrix Project Structure
Advantages:

Enhanced communications between

functional areas
Pinpointed responsibility
Duplication of resources is minimized
Functional home for team members
Policies of the parent organization are
followed
 Matrix Project Structure
Disadvantages:

Too many bosses

Depends on project managers negotiating
skills
 The Role of
the Project Manager
Highly visible
Responsible for making sure that:

All necessary activities are finished in order

and on time
The project comes in within budget
The project meets quality goals
The people assigned to the project receive
motivation, direction, and information
 The Role of
the Project Manager
Highly visible
Responsible for making sure
Project that: should be:
managers
Good coaches
All necessary activities are finished in order
and on time Good communicators
The project comes inAble to organize
within budget activities
from a variety of disciplines
The project meets quality goals
The people assigned to the project receive
motivation, direction, and information
 Ethical Issues
Bid rigging divulging confidential information
to give some bidders an unfair advantage
Low balling contractors try to buy the
project by bidding low and hope to renegotiate
or cut corners
Bribery particularly on international projects
Expense account padding
Use of substandard materials
Compromising health and safety standards
Withholding needed information
Failure to admit project failure at close
Assignment
1. What is a Project? Explain with Examples
2. What do you mean by Project
Management and Describe Basic
Elements of Project Management with
examples.
3. Define Different Kind Organizational
Structure with Examples and Merit and
Demerit of each Organizational Structure
4. What do you think about Management of
Projects?. Define the Project Management
Activities and their role in handling
project management.
Work Breakdown Structure
Level
1. Project
2. Major tasks in the project
3. Subtasks in the major tasks
4. Activities (or work packages)
to be completed
Work Breakdown Structure
Level ID
Level Number Activity
1 1.0 Develop/launch Windows Vista OS
2 1.1 Develop of GUIs
2 1.2 Ensure compatibility with earlier
Windows versions
3 1.21 Compatibility with Windows ME
3 1.22 Compatibility with Windows XP
3 1.23 Compatibility with Windows 2000
4 1.231 Ensure ability to import files
 Project Scheduling
Identifying precedence
relationships
Sequencing activities
Determining activity
times & costs
Estimating material &
worker requirements
Determining critical
activities
 Purposes of Project
Scheduling
1. Shows the relationship of each activity to
others and to the whole project
2. Identifies the precedence relationships
among activities
3. Encourages the setting of realistic time
and cost estimates for each activity
4. Helps make better use of people, money,
and material resources by identifying
critical bottlenecks in the project
 Scheduling Techniques

1. Ensure that all activities are

planned for
2. Their order of performance is
accounted for
3. The activity time estimates are
recorded
4. The overall project time is
developed
Project Management
Techniques
Gantt chart
Critical Path Method
(CPM)
Program Evaluation
and Review
Technique (PERT)
 Gantt Chart

It a graphical representation
of the activities involved in a
sequence and the time
involved to complete that.
 A Simple Gantt Chart

Time
J F M A M J J A S
Design
Prototype
Test
Revise
Production
A Simple Gantt Chart for
Boiler Replacement
A Simple Gantt Chart
 Service For A Delta Jet
Passengers Deplaning
Baggage claim
Baggage
Container offload
Fueling Pumping
Engine injection water
Cargo and mail
Container offload
Galley servicing Main cabin door
Aft cabin door
Lavatory servicing
Aft, center, forward
Drinking water
Loading
Cabin cleaning First-class section
Economy section
Cargo and mail
Container/bulk loading
Flight services Galley/cabin check
Receive passengers
Operating crew
Aircraft check
Baggage
Loading
Passengers
Boarding
0 10 20 30 40
Time, Minutes
 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
 PERT and CPM
Network techniques
Developed in 1950s
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
 Six Steps 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
 Six Steps PERT & CPM

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 (CP)
6. Use the network to help plan,
schedule, monitor, and control the
project
 Questions PERT & CPM
Can Answer
1. When will the entire project be
completed?
2. What are the critical activities or tasks in
the project?
3. Which are the noncritical activities?
4. What is the probability the project will be
completed by a specific date?
 Questions PERT & CPM
Can Answer
5. Is the project on schedule, behind
schedule, or ahead of schedule?
6. Is the money spent equal to, less than, or
greater than the budget?
7. Are there enough resources available to
finish the project on time?
8. If the project must be finished in a shorter
time, what is the way to accomplish this at
least cost?
 A Comparison of AON and
AOA Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
A comes before
(a) A B C B, which comes
before C A B C
A A
A and B must both
(b) C be completed
before C can start C
B B
B
B and C cannot
(c) A begin until A is B
completed A
C C
 A Comparison of AON and
AOA Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)

C and D cannot A C
A C begin until both
(d) A and B are
B D completed
B D

C cannot begin
until both A and B
A C are completed; D A C
(e) cannot begin until Dummy activity
B D B is completed. A
dummy activity is B D
introduced in AOA
 A Comparison of AON and
AOA Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)

B and C cannot
begin until A is
completed. D
A B D cannot begin A B D
(f) until both B and
C are completed. Dummy C
C A dummy activity
activity is again
introduced in
AOA.
Network-Planning Models
A project is made up of a sequence of
activities that form a network
representing a project.
The path taking longest time through
this network of activities is called the
Critical Path.
The critical path provides a wide
range of scheduling information
useful in managing a project.
 Networking Conventions
(A network diagram using arrows and circles
depicts the planned relationships between the
activity)
Activity-On-Node (AON) convention Activity-On-Arrow (AOA) convention

Activities are Activates are

represented by circles: represented by
B(4)
arrows:
B

A(3) C(2) D(3) A 4 C 3 D

 Network Techniques
CPM
(Critical Path Method)
Characteristics:
1.Is a Network Methodology
used in planning and
controlling projects
2.Is employed to find the
minimum time required.
3.Is used in indentifying the
precedence relationship
among various tasks of a
projects.
4.Identification of the
critical activities of the
project etc.
PRET
(Program Evaluation and
Review Technique)
Characteristics:
1.Is a Network Methodology
used in planning and
controlling projects
2.Variation in the project
time is inherent in the
project where PERT is
used.
3.In this approach three
time values are associated
with each activity
a. Optimistic Time (a)
b. Most Likely Time (m)
c. Pessimistic Time( b)
Prerequisites for Critical Path
Methodology
A project must have:

well-defined jobs or tasks whose

completion marks the end of the
project

independent jobs or tasks

and tasks that follow a given

sequence.
 Types of Critical Path
Methods
CPM with a Single Time Estimate
Used when activity times are known with certainty.
Used to determine timing estimates for the project, each
activity in the project, and slack time for activities.
CPM with Three Activity Time Estimates
Used when activity times are uncertain.
Used to obtain the same information as the Single Time
Estimate model and probability information.
Time-Cost Models
Used when cost trade-off information is a major
consideration in planning.
Used to determine the least cost in reducing total project
time.
 Steps in the CPM with Single
Time Estimate
1. Activity Identification
2. Activity Sequencing and Network
Construction
3. Determine the critical path
From the critical path all of the project and
activity timing information can be obtained
 Example1. CPM with Single
Time Estimate
Consider the following
consulting project:
Activity Designation Immed. Pred. Time (Weeks)
Assess customer's needs A None 2
Write and submit proposal B A 1
Obtain approval C B 1
Develop service vision and goals D C 2
Train employees E C 5
Quality improvement pilot groups F D, E 5
Write assessment report G F 1

Develop a critical path diagram and

determine the duration of the critical
path and slack times (the amount of time an task can be
delayed without causing another task to be delayed or impacting the
completion date of your project.) for all activities
 Example 1: First draw the
network
Solve Act. Imed. Pred. Time
Act. Imed. Pred. Time A None 1
A None 2 B A 4
B A 1 C A 3
C B 1 D A 7
D C 2 E B 6
E C 5 F C, D 2
F D,E 5 G E, F 7
G F 1 D(2) H D 9
I G,H 4

A(2) B(1) C(1) F(5) G(1)

E(5)
Ex1: Determine Early Start (ES)
and Early Finish (EF) times
ES=4
EF=6

ES=0 ES=2 ES=3 D(2)

ES=9 ES=14
EF=2 EF=3 EF=4 EF=14 EF=15

A(2) B(1) C(1) F(5) G(1)

ES=4
EF=9

E(5)
 Ex1: Determine Late Start
(LS) and Late Finish (LF)
times
ES=4
EF=6

ES=0 ES=2 ES=3 D(2)

ES=9 ES=14
EF=2 EF=3 EF=4 LS=7 EF=14 EF=15
LF=9
A(2) B(1) C(1) F(5) G(1)
ES=4
LS=0 LS=2 LS=3 EF=9 LS=9 LS=14
LF=2 LF=3 LF=4 LF=14 LF=15
E(5)

LS=4
LF=9
 Example 1: Critical Path & Slack
ES=4 Slack = LS-ES = LF-EF
= (7-4) = (9-6) = 3 Wks
EF=6

ES=0 ES=2 ES=3 D(2)

ES=9 ES=14
EF=2 EF=3 EF=4 LS=7 EF=14 EF=15
LF=9
A(2) B(1) C(1) F(5) G(1)
ES=4
LS=0 LS=2 LS=3 EF=9 LS=9 LS=14
LF=2 LF=3 LF=4 LF=14 LF=15
E(5)

LS=4
LF=9 Duration = 15 weeks
 Example 2
Solve Act. Imed. Pred. Days
A None 1
B A 4
C A 3
D A 7
E B 6
F C, D 2
G E, F 7
H D 9
I G,H 4

Develop a critical path diagram and

determine all paths and the duration
of the critical path and slack times for
all activities. What would happen if
activity F was revised to take four
 Act. Imed. Pred. Days
Example 2: Critical Path A None 1

Diagram B
C
A
A
4
3
D A 7
E B 6
F C, D 2
G E, F 7
H D 9
I G,H 4
B(4) E(6)
G(7)

A(1) C(3) F(2)

I(4)

D(7) H(9)
 E(6)
G(7)

A(1) C(3) F(2)

D(7) H(9)

All Paths:
1. A B E G I = 1+4+6+7+4=22 days
2. A C F G I = 17 days
3. A D F G I = 21 days
4. A D H I = 21 days
 E(6)
G(7)

A(1) C(3) F(2)

D(7) H(9)

All Paths:
1. A B E G I = 22 days Critical Pat
2. A C F G I = 17 days
3. A D F G I = 21 days
4. A D H I = 21 days
Ex2: Determine Early Start (ES)
and Early Finish (EF) times
ES=1 ES=5
EF=5 EF=11 ES=11
EF=18
ES=0 E(6)
EF=1 ES=1 G(7) ES=18
EF=4 EF=22
A(1) C(3) F(2)
ES=8
EF=10
H(9)
D(7)
ES=1
EF=8 ES=8
EF=17
 Ex1: Determine Late Start
(LS) and Late Finish (LF) times
ES=1 LS=1 ES=5 LS=5
EF=5 LF=5 EF=11 LF=11 ES=11 LS=11
EF=18 LF=18
ES=0 E(6)
EF=1 ES=8 G(7) ES=18
ES=1 EF=10
EF=4 EF=22
A(1) C(3) F(2)
LS=6
LF=9 LS=9
LS=0 LS=18
LF=11
LF=1 H(9) LF=22
D(7)
ES=1 LS=2 ES=8 LS=9
EF=8 LF=9 EF=17 LF=18
 ES=1 LS=1 ES=5 LS=5
EF=5 LF=5 EF=11 LF=11 ES=11 LS=11
EF=18 LF=18
E(6)
ES=0
ES=1 ES=8 G(7)
EF=1 ES=18
EF=4 EF=10 EF=22
A(1) C(3) F(2)
LS=6
LF=9
LS=0 LS=9
LF=11 LS=18
LF=1 D(7) H(9)
ES=1 LS=2 ES=8 LS=9 LF=22
EF=8 LF=9 EF=17 LF=18
Activity LS-ES Slack On Critical Path
A 0-0 0
1. A+B+E+G+I = 22 days
B 1-1 0
C 6-1 5
D 2-1 1
E 5-5 0
F 9-8 1
G 11-11 0
H 9-1 1
I 18-18 0
Example 3. CPM with Single Time
Estimate
Consider the following consulting pro
Activity Designation Immed. Pred. Time (Weeks)
Assess customer's needs A None 21
Write and submit proposal B A 5
Obtain approval C A 7
Develop service vision and goals D B 2
Train employees E C, D 5
Quality improvement pilot groups F C, D 8
Write assessment report G E, F 2

1. Draw the Critical Path Diagram

2. Show the early start and early finish times.
3. Show the late start and late finish times.
4. Show the Critical Path and its duration
5. Computing Slack Time slack times for all
activities.
 Example 4. Perform a Critical Path
Analysis of
The ABC Paper Co. Project
Description Activity Imm. Predecessors Time (weeks)
Build internal components A 2
Modify roof and floor B 3
Construct collection stack C A 2
Pour concrete and install frame D A, B 4
Build high-temperature burner E C 4
Install pollution control system F C 3
Install air pollution device G D, E 5
Inspect and test H F, G 2
1. Draw the Critical Path Diagram
2. Show the Early Start and Early Finish times,
3. Late Start and Late Finish times.
4. Show the Critical Path and its duration
5. Computing Slack Time for all activities.
 Network Techniques
CPM
(Critical Path Method)
Characteristics:
1.Is a Network Methodology
used in planning and
controlling projects
2.Is employed to find the
minimum time required.
3.Is used in indentifying the
precedence relationship
among various tasks of a
projects.
4.Identification of the
critical activities of the
project etc.
PRET
(Program Evaluation and
Review Technique)
Characteristics:
1.Is a Network Methodology
used in planning and
controlling projects
2.Variation in the project
time is inherent in the
project where PERT is
used.
3.In this approach three
time values are
associated with each
activity
a. Optimistic Time (a)
b. Most Likely Time (m)
c. Pessimistic Time( b)
Program Evaluation and Review
Technique (PERT)/
CPM with Three Activity Time
Estimates

Immediate
Task Predecesors Optimistic Most Likely Pessimistic
A None 3 6 15
B None 2 4 14
C A 6 12 30
D A 2 5 8
E C 5 11 17
F D 3 6 15
G B 3 9 27
H E,F 1 4 7
I G,H 4 19 28
 Example 5. PERT
Immediate
Task Predecesors Optimistic Most Likely Pessimistic
A None 3 6 15
B None 2 4 14
C A 6 12 30
D A 2 5 8
E C 5 11 17
F D 3 6 15
G B 3 9 27
H E,F 1 4 7
I G,H 4 19 28
1. Calculate the Expected Time and the Variance
for Each activity
2. Draw the Critical Path Diagram
3. Show the Critical Path and its Duration
4. What is the Probability that the project can be
completed in 53weeks.
 Example 5.
Step1: Expected Time
Calculations
ET(A)= 3+4(6)+15
Immediate Expected 6
Task Predecesors Time
A None 7 ET(A)=42/6=7
B None 5.333
C A 14
D A 5
E C 11
F D 7
G B 11
H E,F 4
I G,H 18
Opt. Time + 4(Most Likely Time) + Pess. Time
Expected Time =
6
Step2: Activity Variance Calculations

Pessim. - Optim. 2
Activity variance, 2
= ( )
6
1. Draw the critical path diagram
2. Show the critical path and its
duration
3. What is the probability that the
project can be completed in
53weeks.
 Step 3: Network Diagram and
Duration
C(14) E(11)

A(7) H(4)
D(5) F(7)

I(18)

B G(11)
(5.333)

All Paths:
1.7+14+11+4+18 = 54 Critical Path
2.7+5+7+4+18 = 41
3.5.333+11+18 = 34.333
 Example 5. Probability Exercise
What is the probability of finishing this project in
less than 53 days?

p(t < D)

D=53 t
TE = 54
Where
D = Desired completion date for the D - TE
Z =
project

TE = Expected completion date for the

cp
2
cp
2

project
Step 4: Sum the variance along the
critical path
Pessim. - Optim.
Activity variance, 2
= ( )2
6
Task Optimistic Most Likely Pessimistic Variance
A 3 6 15 4
B 2 4 14
C 6 12 30 16
D 2 5 8
E 5 11 17 4
F 3 6 15
G 3 9 27
H 1 4 7 1
I 4 19 28 16

(Sum the variance along the = 41

2

critical path.)
Step
5 p(t < D)

t
TE = 54
D=53
D - TE 53- 54
Z = = = -.156
cp
2 41

p(Z < -.156) = .5 - .0636 = .436, or 43.6 %

There is a 43.6% probability that this

project will be completed in less than 53
weeks.
Example 5. Additional
Probability Exercise
What is the probability that the project
duration will exceed 56 weeks?
Example 5. Additional Exercise
Solution

p(t < D)

t
TE = 54
D=56

D - TE 56 - 54
Z = = = .312
cp
2 41

p(Z < .312) = .5 + .1217 = .6217, or 62.8 %

 Example 7. CPM with Three Activity
Time Estimates
Consider the following consulting pro
Activi Activity Optimisti Most Pessimi
ty Designati Immediate c Time Likely stic
on Predecess (a) Time (m) time (b)
ors
A1 A - 10 22 28
A2 B A 4 4 10
A3 C A 4 6 14
A4 D B 1 2 3
A5 E C, D 1 5 9
A6 F C, D 7 8 9
1.A7Calculate
G Expected
E, F Times
2 (ET) 2and Activity
2
Variances of each activities.
2. Develop a critical path diagram and determine
the duration of the critical path and slack times
for all activities.
3. What is the probability of finishing this
 Example 8. CPM with Three Activity
Time Estimates
Consider the following consulting pro
Activi Optimisti Most Pessimi
ty Immediate c Time Likely stic
Predecess (a) Time (m) time (b)
ors
A - 1 4 7
B A 2 6 7
C A, D 3 4 6
D A 6 12 14
E D 3 6 12
F B, C 6 8 16
1. Calculate
G Expected
E, F Times
1 (ET)
5 and Activity
6
Variances of each activities.
2. Develop a critical path diagram and determine
the duration of the critical path and slack times
for all activities.
3. What is the probability of finishing this
Thank You