Professional Documents
Culture Documents
Management
Project Management
Chapter 3 - Heizer
Examples of Projects
Building construction
Software development
Staging a play
Characteristics of Projects
Single unit
Relatively low frequency
Defined starting points and ending points
Defined outcomes / goals
Complex interrelated tasks, often transcending
functional boundaries
Require special management tools
Scheduling
Objectives
Resources
Work breakdown structure
Organization
Controlling
Monitor, compare,
revise, action
Project
activities
Start & end
times
Network
Project Scheduling
1995 Corel Corp.
v ity
Acti ign
nth
es ild
MoMF J DB
u t
MA
Tes
JJ
Gantt Chart
Activity
Design
Build
Test
Time Period
J
PERT / CPM
Network planning methods that generate:
Relationship between activities
Project duration
Critical path
Slack for non critical activities
Crashing (cost / time trade-offs)
Resource usage
Description
Immediate
Predecessor(s)
A
B
B
A
C
D
A
E,G,H
F,I,J
AON Network
Description
I
Immediate
Predecessor(s)
A
B
B
A
C
D
A
E,G,H
F,I,J
Immediate
Predecessor(s)
A
B
B
A
C
D
A
E,G,H
F,I,J
Path
36
A-F-K
31 Critical
Immediate
Completion Time
A-C-G-J-K
70 Path
I
Activity
Description
Predecessor(s)
B-D-H-J-K
72
15
B-E-J-K
46
A
Select administrative and medical
staff.
B
Select site
Critical Path
The longest path in the network
Defines the shortest time project can be completed
Critical path activity delay
project delay
ES
Activity
Name
EF
EF is earliest finish
EF = ES + Activity time
LS
Activity
Duration
LF
12
10
10
35
10
40
Start
E
24
Finish
Start
15
0 A 12
12 F 22
63 K 72
12
10
12 C 22
22 G 57
10
35
0 B 9
9 D 19
19 H 59
59 J 63
10
40
Critical
path
9 E 33
24
Finish
LS is latest start
LS = LF Activity time
ES
LS
Activity
Name
Activity
Duration
EF
LF
Start
A 12
12
14
Critical
path
0
0
B 9
9 9
12
48
I 27
15 63
12 F 22
53
63
63 K 72
63
72
10
12 C 22
14
24
22 G 57
24
59
9 D 19
9
19
19 H 59
19
59
10
10
9 E 33
35
24
59
Finish
35
40
59 J 63
59
63
What do you
notice about
ES/LS & EF/LF?
12
14
Slack = LF12 EF
12
48
I 27
15 63
12 F 22
53
63
63 K 72
63
72
10
12 C 22
14
24
22 G 57
24
59
9 D 19
9
19
19 H 59
19
59
Start
Slack
63 = 0 10
K = 63Critical
Finish
35
path
or
0
0
B 9
SlackK = 72
9 972 = 0 10
9 E 33
35
59
24
40
59 J 63
59
63
12 I 27
48Slack
63
0
2
A012 0
12 14 14
129
9
9 35
12 53
22 24
Critical
19 19
path
12 48
B 9 59
59
63 9 63
2
0
12 F 22
53 2 63
10
0
26
C 22
12 41
14 2 24
10
0
36
0 19
9 D
9 0 19
Node Duration ES
Latest
start time
A
B
C
D
E
F
Start
G
H
I
J
K
12
9
10
10
24
10
35
40
15
4
6
0
2
0
0
15
10
63 K 72
63
72
22 G 57
24
59
Finish
35
19 H 59
19
59
40
59 J 63
59
63
Critical
24 path activities have zero slack
Activity Slack
How much would we like to reduce
the time for activity B?
5
Start
B 25
5 20 25
25
35
25 10 35
0
5
0 5 5
5
20
10 15 25
Finish
8000
Crash cost
7000
6000
Activity B
5000
Normal cost
4000
3000
0
|
5
Crash
time
|
6
|
7
|
9
|
10
|
11
Normal
time
Summary
Project management requires special tools
PERT / CPM Network planning methods that generate
relationship between activities, project duration,
critical path, slack for non-critical activities, crashing
(cost / time trade-offs), and resource usage