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Lecture Outline
Project Planning Project Scheduling Project Control CPM/PERT Probabilistic Activity Times Project Crashing and Time-Cost Trade-off
9-2
What is a Project?
Project
unique, one-time operational activity or effort constructing houses, factories, shopping malls, athletic stadiums or arenas developing military weapons systems, aircrafts, new ships launching satellite systems constructing oil pipelines developing and implementing new computer systems planning concert, football games, or basketball tournaments introducing new products into market
9-3
Examples
Project Elements
Objective Scope Contract requirements Schedules Resources Personnel Control Risk and problem analysis
9-4
made up of individuals from various areas and departments within a company a team structure with members from functional areas, depending on skills required most important member of project team
Matrix organization
Project Manager
9-6
9. Sponsor-initiated delays not documented appropriately: Contracting procedures, Approval delays, Scope Change requests, etc.
9-8
9-9
9-10
Project Planning
Projects typically start with at Statement of Work (SOW) provided by the client. The statement of work is a narrative description of the work required for the project. A Project Charter is often developed. Planning starts with the development of a Work Breakdown Structure (WBS). A WBS is a deliverable-oriented grouping of project elements which organizes and defines the total scope of a project (PMBOK, 1996).
Project Planning
There are typically three to six levels in WBSs -program, project, task, subtask, etc. Developing a work breakdown structure is important for scoping a project, i.e., determining the specific tasks that have to be completed, choosing appropriate groupings for these activities, and setting precedence and interdependence (what has to follow what and what can be going on at the same time).
9-12
Project Scope
Scope statement
a document that provides an understanding, justification, and expected result of a project written description of objectives of a project breaks down a project into components, subcomponents, activities, and tasks
9-13
Statement of work
9-14
9-16
a chart that shows which organizational units are responsible for work items shows who is responsible for work in a project
9-17
charterform.pdf
9-19
9-23
P ost-It N ote P roject P lanning Statem ent of W ork (S O W ) O ffice Rem odeling A ctivities N eeded to C om plete O ffice R em odeling
1. O ne activity per Post-It note, include nam e, description estim ated duration (Initial each Post-It). 2. A rrange Post-Its on chart paper 3. W ork together to rearrange P ost-Its 4. D raw arrow s to indicate precedence
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9-25
Project Scheduling
Steps
Techniques
9-26
Gantt Chart
Graph or bar chart with a bar for each project activity that shows passage of time Provides visual display of project schedule Slack
9-27
Month 4
10
Month
9 9-28
Project Control
Time management Cost management Quality management Performance management
a standard procedure for numerically measuring a projects progress, forecasting its completion date and cost and measuring schedule and budget variation
CPM/PERT
Critical Path Method (CPM)
DuPont & Remington-Rand (1956) Deterministic task times Activity-on-node network construction
US Navy, Booz, Allen & Hamilton Multiple task time estimates Activity-on-arrow network construction
9-30
Project Network
Activity-on-node (AON)
Node
2 3
Activity-on-arrow (AOA)
arrows represent activities and nodes are events for points in time completion or beginning of an activity in a project
Event
Branch
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3
2 1
4
Select paint
6
Select carpet
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Concurrent Activities
Lay foundation Lay foundation
3
Dummy 2 1 0
3 2
Order material
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2 2 Start 1 3 3 1 5 1
4 3
Finish work
7 1 6 1
Select carpet
Select paint
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Critical Path
2 2 Start 1 3 3 1 5 1 6 1 4 3 7 1
A: B: C: D:
Critical path
2 2
Start
4 3
Finish at 9 months
1 3 3 1
Start at 3 months
7 1 6 1
Start at 6 months
Finish
5 1
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Mode Configuration
Activity number Earliest start
Earliest finish
1 3
0 0
3 3
Latest finish
Activity duration
Latest start
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Forward Pass
Start at the beginning of CPM/PERT network to determine the earliest activity times Earliest Start Time (ES)
earliest time an activity can start ES = maximum EF of immediate predecessors earliest time an activity can finish earliest start time plus activity time
EF= ES + t
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2 2 1 1 0 3
5 4 3 7 1 6 6 7
Finish work
3 1
4 5 1
Select pain
1 5 6
Select carpet
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Backward Pass
Determines latest activity times by starting at the end of CPM/PERT network and working forward Latest Start Time (LS)
Latest time an activity can start without delaying critical path time
LS= LF - t
Latest finish time (LF)
latest time an activity can be completed without delaying critical path time LS = minimum LS of immediate predecessors
9-40
2 2 1 1 0 0 3 3
3 3
5 5 4 3 5 5 8 8 7 1 6 6 7 7 8 8 8 9 9
Finish work
3 1
3 4
4 5 5 1 5 6 6 7
Select carpet
Select pain
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Activity Slack
Activity
*1 *1 *2 *2 3 3 *4 *4 5 5 6 6
LS
0 0 3 3 4 4 5 5 6 6 7 7
ES
0 0 3 3 3 3 5 5 5 5 6 6 8 8
LF
3 3 5 5 5 5 8 8 7 7 8 8 9 9
EF
3 3 5 5 4 4 8 8 6 6 7 7 9 9
Slack S
0 0 1 0 1 1 0
*7 8 *7 8 * Critical Path
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a probability distribution traditionally used in CPM/PERT a + 4m + b Mean (expected time): t= 6 Variance: where
b-a = 6
t
Time
a
Time
P(time)
m=t
Time
b
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1
6,8,10 System development
2,4,12
8
Manual testing 3,7,11
Start
2
3,6,9 Position recruiting
Finish
5
2,3,4 Job Training
9
2,4,6 System testing
3
1,3,5
6
3,4,5 Orientation
7
2,2,2
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a 6 3 1 2 2 3 2 3 2 1 1
m 8 6 3 4 3 4 2 7 4 4 10
b 10 9 5 12 4 5 2 11 6 7 13
t 8 6 3 5 3 4 2 7 4 4 9
2 0.44 1.00 0.44 2.78 0.11 0.11 0.00 1.78 0.44 1.00 4.00
9-46
1 2 3 4 5 6 7 8 9 10 11
t 8 6 3 5 3 4 2 7 4 4 9
2 0.44 1.00 0.44 2.78 0.11 0.11 0.00 1.78 0.44 1.00 4.00
ES
EF
LS
LF
1 2 3 4 5 6 7 8 9 10 11
0 0 0 8 6 3 3 9 9 13 16
8 6 3 13 9 7 5 16 13 17 25
1 0 2 16 6 5 14 9 12 21 16
9 6 5 21 9 9 16 16 16 25 25
1 0 2 8 0 2 11 0 3 8 0
9-47
4 8 5 16 21 8 9 7 9 5 6 3 6 6 3 4 5
9 16
13
Critical Path
10 13 17
1 0
3
Finish
Start
2 0 6 0
16
11 16 25
9
7
3 0 3 2
9 9 13 4 12 16
9 16 25
7 3 5 2 14 16
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Total project variance 2 = 22+ 52 + 82 + 11 2 = 1.00 + 0.11 + 1.78 + 4.00 = 6.89 weeks
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x- Z=
= tp
Time
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= 2.62 weeks
= 25 x = 30
Time (weeks)
x- Z= 30 - 25 = 2.62 = 1.91
From Table A.1, (appendix A) a Z score of 1.91 corresponds to a probability of 0.4719. Thus P(30) = 0.4719 + 0.5000 = 0.9719
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From Table A.1 (appendix A) a Z score of -1.14 corresponds to a probability of 0.3729. Thus P(22) = 0.5000 - 0.3729 = 0.1271
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Project Crashing
Crashing
reducing project time by expending additional resources an amount of time an activity is reduced cost of reducing activity time reduce project duration at minimum cost
Crash time
Crash cost
Goal
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4
12
7 4 3 4 6 4
5 4
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| 2
| 4
| 6
| 8
| 10
| 12
| 14
Weeks 9-56
1 2 3 4 5 6 7
12 8 4 12 4 4 4
7 5 3 9 1 1 3
5 3 1 3 3 3 1
9-57
$500 2 8 1
12
$7000 4
12
$700 7 4
FROM
$400
3 4 $3000
5 4 $200
$700 7 4
TO
Project Duration: 31 weeks Additional Cost: $2000
1
7
$400
3 4 $3000
5 4 $200
6 4 $200 9-58
Time-Cost Relationship
Crashing costs increase as project duration decreases Indirect costs increase as project duration increases Reduce project length as long as crashing costs are less than indirect costs
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Time-Cost Tradeoff
Minimum cost = optimal project time Total project cost Indirect cost
Cost ($)