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To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
CPM/PERT
Critical Path Method (CPM)
DuPont & Remington-Rand (1956) Deterministic task times Activity-on-node network construction
Questions Addressed
1. When will the 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 that the project will be completed by a specific date? 5. Is the project on schedule, ahead of schedule, or
behind schedule?
6. Is the project over or under the budgeted amount?
Questions - continued
7. Are there enough resources available to finish the project on time? 8. If the project must be finished in less than the scheduled amount of time, what is the best way to accomplish this at least cost?
Node
Branch
Project Planning
Statement of work
written description of goals, work & time frame of project
Activities require labor, resources & time Precedence relationship shows sequential relationship of project activities
Pour concrete
3
Project Control
All activities identified and included Completed in proper sequence Resource needs identified Schedule adjusted Maintain schedule and budget Complete on time
6. Use the network to help plan, schedule, monitor, and control the project.
A B
C C D,E F,G
A Gantt Chart
Popular tool for project scheduling Graph with bar for representing the time for each task Provides visual display of project schedule Also shows slack for activities
Amount of time activity can be delayed without delaying project
A Gantt Chart
0
Activity Design house and obtain financing Lay foundation Order and receive materials Build house Select paint Select carpet Finish work
Month 4
10
1 Figure 6.2
3 Month
Network Construction
In AON, nodes represent activities & arrows show precedence relationships In AOA, arrows represent activities & nodes are events for points in time An event is the completion or beginning of an activity A dummy shows precedence for two activities with same start & end nodes
Lay foundation 2
3
0 1
4
Select paint 1
3 1
6
Select carpet
Concurrent Activities
Concurrent Activities
Lay foundation
3
Lay foundation Dummy 2 1 Order material (b) Correct precedence relationship 0
3 2
Order material
Critical Path
A path is a sequence of connected activities running from start to end node in network The critical path is the path with the longest duration in the network Project cannot be completed in less than the time of the critical path
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
Start at 5 months 2 0 1
Finish at 9 months 1
4
1
3 1
Start at 3 months
Start at 8 months
Early Times
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
ES - earliest time activity can start Forward pass starts at beginning of CPM/PERT network to determine ES times EF = ES + activity time 2003
ESij = maximum (EFi) EFij = ESij - tij ES12 = 0 EF12 = ES12 - t12 = 0 + 3 = 3 months
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
ES23 = max EF2 = 3 months ES46 = max EF4 = max 5,4 = 5 months EF46 = ES46 - t46 = 5 + 3 = 8 months EF67 = 9 months, the project duration
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
3
(ES = 5, EF = 5) (ES = 5, EF = 8) 1 (ES = 8, EF = 9) (ES = 6, EF = 7)
4
1
(ES = 3, EF = 4) (ES = 5, EF = 6)
3 1
Late Times
LS - latest time activity can start & not delay project Backward pass starts at end of CPM/PERT network to determine LS times LF = LS + activity time
LSij = LFij - tij LFij = minimum (LSj)
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
LF67 = 9 months LS67 = LF67 - t67 = 9 - 1 = 8 months LF56 = minimum (LS6) = 8 months LS56 = LF56 - t56 = 8 - 1 = 7 months LF24 = minimum (LS4) = min(5, 6) = 5 months LS24 = LF24 - t24 = 5 - 1 = 4 months
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
LF67 = 9 months LS67 = LF67 - t67 = 9 - 1 = 8 months LF56 = minimum (LS6) = 8 months LS56 = LF56 - t56 = 8 - 1 = 7 months LF24 = minimum (LS4) = min(5, 6) = 5 months LS24 = LF24 - t24 = 5 - 1 = 4 months
Activity Slack
Activities on critical path have ES = LS & EF = LF Activities not on critical path have slack
Sij = LSij - ESij Sij = LFij - EFij S24 = LS24 - ES24 = 4 - 3 = 1 month
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
LS
0 3 4 5 6 5 7 8
ES
0 3 3 5 5 5 6 8
LF
3 5 5 5 7 8 8 9
EF
3 5 4 5 6 8 7 9
Slacks
0 0 1 0 1 0 1 0
Lay foundation 2 3
3
0 1
1
Design house and obtain financing
2
Order and receive materials
4
Select paint 1
3 1
6
Select carpet
LS
0 3 3 2 4 1 5 S=1 6 5 7 8
ES
LF
EF
3 5 4 5 6 6 8 S=1 7 9
Slacks
0 0 1 1 0 S=0 1 0 1 0
0 S=0 3 3 5 4 5 5 S=1 6 8
3 5 5 S=0 5 3 7 1 1 8 8 5 9
b-a = 6
t
Time
a
Time
P(time)
m=t
Time
2
Equipment installation
6
l
Final debugging
Dummy
System development
f
Manual Testing
i
System Training
m
System changeover
Position recruiting
Job training
g h
System Testing
Dummy
4
Orientation
Activity Estimates
Activity Estimates
TIME ESTIMATES (WKS) ACTIVITY
MEAN TIME
VARIANCE
a 6 3 1 0 2 2 3 2 3 2 0 1 1
m 8 6 3 0 4 3 4 2 7 4 0 4 10
b 10 9 5 0 12 4 5 2 11 6 0 7 13
t 8 6 3 0 5 3 4 2 7 4 0 4 9
2 0.44 1.00 0.44 0.00 2.78 0.11 0.11 0.00 1.78 0.44 0.00 1.00 4.00
1-2 1-3 1-4 2-5 2-6 3-5 4-5 4-8 5-7 5-8 7-8 6-9 7-9
2=
2 4 10 - 6 b-a = = 9 week 6 6
t 8 6 3 0 5 3 4 2 7 4 0 4 9
0.44 1.00 0.44 0.00 2.78 0.11 0.11 0.00 1.78 0.44 0.00 1.00 4.00
ES
EF
LS
LF
1-2 1-3 1-4 2-5 2-6 3-5 4-5 4-8 5-7 5-8 7-8 6-9 7-9
0 0 0 8 8 6 3 3 9 9 13 13 16
8 6 3 8 13 9 7 5 16 13 13 17 25
1 0 2 9 16 6 5 14 9 12 16 21 16
9 6 5 9 21 9 9 16 16 16 16 25 25
1 0 2 1 8 0 2 11 0 3 3 8 0
2
ES = 0, EF = 8 LS = 1, LF = 9
5
ES = 8, EF = 8 LS = 9, LF = 9
6
ES = 13, EF = 17 LS = 21, LF = 25
8
ES = 0, EF = 6 LS = 0, LF = 6
0
ES = 6, EF = 9 LS = 6, LF = 9 ES = 9, EF = 16 LS = 9, LF = 16
7
ES = 16, EF = 25 LS = 21, LF = 25
ES = 3, EF = 7 LS = 5, LF = 9 ES = 0, EF = 3 LS = 2, LF = 5
4
ES = 9, EF = 13 LS = 12, LF = 16
0
ES = 13, EF = 13 LS = 16, LF = 16
4
ES = 3, EF = 5 LS = 14, LF = 16
2
ES = 0, EF = 8 LS = 1, LF = 9
5
ES = 8, EF = 8 LS = 9, LF = 9
6
ES = 13, EF = 17 LS = 21, LF = 25
8
ES = 0, EF = 6 LS = 0, LF = 6
0
ES = 6, EF =9 ES = 9, EF = 16 Total project variance LS = 6, LF = 9 LS = 9, LF = 16
=
2
3
ES = 3, EF = 7 LS = 5, LF = 9 ES = 0, EF = 3 LS = 2, LF = 5
2 + 13
2 + 35
2 + 57
2 79
7
ES = 16, EF = 25 LS = 21, LF = 25
= 6.89 weeks
2
ES = 9, EF = 13 LS = 12, LF = 16
ES = 13, EF = 13 LS = 16, LF = 16
4
ES = 3, EF = 5 LS = 14, LF = 16
= tp
Time
= 25 x = 30
Time (weeks)
= 6.89 weeks
2
Z=
=
x-
6.89
= 2.62 weeks
= 25 x = 30
Time (weeks)
30 - 25 2.62
= 1.91
= 6.89 weeks
2
Z=
=
x-
6.89
= 2.62 weeks
= 25 x = 30
Time (weeks)
30 - 25 2.62
= 1.91
From Table A.1, a Z score of 1.91 corresponds to a probability of 0.4719. Thus P(30) = 0.4719 + 0.5000 = 0.9719
0.3729
x = 22 = 25
Time (weeks)
= 6.89 weeks
2
Z=
=
x-
=
0.3729
6.89
= 2.62 weeks
Time (weeks)
22 - 25 2.62
= -1.14
x = 22 = 25
= 6.89 weeks
2
Z=
=
x-
=
0.3729
6.89
= 2.62 weeks
Time (weeks)
22 - 25 2.62
= -1.14
x = 22 = 25
From Table A.1, a Z score of -1.14 corresponds to a probability of 0.3729. Thus P(22) = 0.5000 - 0.3729 = 0.1271
AON Conventions
AON Conventions
Activity number Earliest start Earliest finish
1 3
Activity duration
Latest start
Latest finish
Build house
4 3 5 5 8 8 8 8 9 9
Start
1 3
0 0
3 3 5 6 6 7 6 1 5 1 3 1 3 4 4 6 7 7 8
7 1
Finish work
Select carpet
Select paint
Project Crashing
Crashing is reducing project time by expending additional resources Crash time is an amount of time an activity is reduced Crash cost is the cost of reducing the activity time Goal is to reduce project duration at minimum cost
Housebuilding Network
3
8 0
12
4
4
12
4
Housebuilding Network
$7,000 $6,000
3
8 0
12 $5,000
$4,000 $3,000 $2,000 $1,000
4
4
12
4
5
Normal cost
Normal activity
Normal time
| 2
| 4
| 6
| 8
| 10
| 12
| 14
Weeks
Housebuilding Network
$7,000 $6,000
3
8 Crash cost 0
12 $5,000
$4,000 $3,000 $2,000 $1,000
4 Crashed activity 6
4 4
12
5
Normal cost
Normal activity
Crash time
Normal time
| 2
| 4
| 6
| 8
| 10
| 12
| 14
Weeks
Housebuilding Network
$7,000 $6,000
3
8 Crash cost 0
Total crash cost $2,000 = = $400 per week Total crash time 5
12 $5,000
$4,000 $3,000 $2,000 $1,000
4 Crashed activity 6
4
12
5
Normal cost
Normal activity
Crash time
Normal time
| 2
| 4
| 6
| 8
| 10
| 12
| 14
Weeks
CRASH COST
12 8 4 0 4 12 4 4
7 5 3 0 1 9 1 3
5 3 1 0 3 3 3 1
NORMAL COST
CRASH COST
12 8 12 4 $400 0 4 12 4 4
7 $500 5 2 3 0 1 9 1 3
$3,000 $5,000 0 2,000 3,500 4 12 4 6 4,000 7,000 $3,000 $7,000 0 0 4 4 $200 500 1,100 $200 50,000 71,000 5 500 1,100 15,000 22,000
8
5 3 4 1 $7,000 0 3 3 3 1
$75,000
$110,700
NORMAL COST
CRASH COST
12 8 12 4 $400 0 4 12 4 4
7 $500 5 2 3 0 1 9 1 3
$3,000 $5,000 0 2,000 3,500 4 12 4 6 4,000 7,000 $3,000 $7,000 0 0 4 4 $200 500 1,100 $200 50,000 71,000 5 500 1,100 15,000 22,000
8
5 3 4 1 $7,000 0 3 3 3 1
$75,000
$110,700
NORMAL COST
CRASH COST
1-2 12 7 $3,000 $5,000 $500 8 0 2-3 8 5 2,000 3,500 7 4 12 1 2 4 6 2-4 4 3 $3,000 4,000 7,000 $7,000 3-4 0 0 0 0 4 4 $200 4-5 4 1 500 1,100 $200 4-6 12 = $2,000 9 50,000 71,000 Crash cost 5 5-6 4 1 500 1,100 6-7 4 3 15,000 22,000
5 3 4 1 $7,000 0 3 3 3 1
$75,000
$110,700
NORMAL COST
CRASH COST
1-2 12 7 $3,000 $5,000 $500 8 0 2-3 8 5 2,000 3,500 7 4 12 1 2 4 6 2-4 4 3 $3,000 4,000 7,000 $7,000 3-4 0 0 0 0 4 4 $200 4-5 4 1 500 1,100 $200 4-6 12 = $2,000 9 50,000 71,000 Crash cost 5 5-6 4 1 500 1,100 6-7 4 3 15,000 22,000
5 3 4 1 $7,000 0 3 3 3 1
$75,000
$110,700
NORMAL COST
CRASH COST
1-2 12 7 $3,000 $5,000 $500 7 0 2-3 8 5 2,000 3,500 7 4 12 1 2 4 6 2-4 4 3 $3,000 4,000 7,000 $7,000 3-4 0 0 0 0 4 4 $200 4-5 4 1 500 1,100 $200 4-6 12= $2,000 + 9 $500 = 50,000 71,000 Crash cost $2,500 5 5-6 4 1 500 1,100 6-7 4 3 15,000 22,000
5 3 4 1 $7,000 0 3 3 3 1
$75,000
$110,700
Time-Cost Relationship
Crashing costs increase as project duration decreases Indirect costs increase as project duration increases Reduce project length as long as crashing costs are less than indirect costs
Time-Cost Tradeoff
Cost ($)
Time-Cost Tradeoff
Minimum cost = optimal project time
Cost ($)
Direct cost
Time