Professional Documents
Culture Documents
Key Terms
Slack Time
The
Crashing
Shifting
Dependencies
Links between project tasks. There are 3
types of dependencies:
Dummy activity
Milestone
A significant task which
represents a key
accomplishment within
the project. Typically
requires special attention
and control.
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Work Breakdown
Structure
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Create WBS
Decomposition of project
deliverables and activities into
smaller, more manageable parts
The lowest level in WBS is a Work
Package based on Statement Of
Work (SOW)
Needs to be S.M.A.R.T (Specific,
Measurable, Attainable, Realistic,
Timely)
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Work Breakdown
Structure
System Hardware Replacement
RFP Development
Vendor Selection
Staff Training
Hardware Implementation
Needs Assessment
Research Vendors
Schedule Installation
Needs Analysis
Research Sites
Schedule Training
Prepare Site
Write RFP
Train
Review Proposals
Configure System
Rank Proposals
Install System
Recommendation
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Work Breakdown
Structure
System Hardware Replacement
RFP Development
Vendor Selection
Staff Training
Hardware Implementation
Assess Needs
Research Vendors
Schedule Installation
Analyze Needs
Research Sites
Schedule Training
Prepare Site
Write RFP
Train Sysadmins
Review Proposals
Configure System
Rank Proposals
Install System
Make Recommendations
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Work Breakdown
Structure
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WBS Dictionary
Project Management
Assumptions
THE PM Concept
Assumption
Standardized PM Tools
An Example of a Logical
Sequence
sequence of logical
events
This list does not
provide an easy
project snapshot
Hard to see conflicts
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An Example of a Logical
Sequence
Tabular including time and cost data
Task Name
Normal Time
(Days)
Crashed Time
(Days)
Normal Cost
($)
Crashed Cost
($)
Mark Utilities
Dig Holes
100
200
Buy Trees
.5
.5
50
50
Buy Flowers
.5
.5
50
50
Plant Trees
100
200
Plant Flowers
.5
50
100
Buy Edging
.5
.5
25
25
Install Edging
.5
25
50
10
400
675
TOTALS
NOTE: Shaded areas are concurrent tasks that are completed along
the timeline- they contribute to overall cost but not overall duration
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An Example of a Logical
Sequence
Visual - Using a PERT Chart (Network
Planting trees with
flowers and edging around
Diagram)
them
Visual task relationships are clear good
snapshot
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Variation in Networks
Activity
on Arrow
Activity on Node
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25
26
27
28
3 days
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PERT/CPM
CALCULATIONS
Basic Techniques
PERT Calculations
The longest time path through the task network. The series of
tasks (or even a single task) that dictates the calculated
finish date
Optimistic, pessimistic, likely and PERT- expected
Standard Deviation and variance
Most
Most
Most
( TO x 1 + T L x 4 + T P x 1 ) / 6 = T E
Read this formula as the sum of (optimistic x 1 + likely x 4 +
pessimistic x 1) divided by 6 = expected task duration
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Description
Mark Utilities
Dig Holes
Buy Trees
Buy Flowers
Plant Trees
Plant Flowers
Buy Edging
Install Edging
Duration (Days)
?
?
?
?
?
?
?
?
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TO
TO
TL
TL
TP
TP
TE
TO-Optimistic
TM-Likely
TP-Pessimistic TE-Expected (Derived by
PERT)
Remember tasks 3, 4 and 7 are concurrent and do not add to the
timeline
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TO
1
2
1
1
1
7
TL
3
4
3
3
2
15
TP
5
7
6
5
4
28
TASK
3
4
7
TOTAL
TO
.5
.5
.5
1.5
TL
1
1
1
3
TP
3
3
3
9
TO-Optimistic
PERT)
TM-Likely
SD=Standard Deviation
TE
3
4.17
3.17
3
2.17
15.6
OTHER PROJECT TASKS
TE
1.25
1.25
1.25
3.75
SD
.67
.83
.83
.67
.5
3.5
V
.44
.69
.69
.44
.25
2.51
SD
.42
.42
.42
1.26
V
.17
.17
.17
.51
For each task, determine the latest allowable time for moving to the
next task
The difference between latest time and expected time is called slack
time
TO
1
2
1
6
8
1
1
TOTAL
TASK
TO
3
.5
4
.5
7
.5
ES=Earliest
Start
TOTAL Finish
1.5
LF=Latest
SD
.67
.83
.83
V
.444
.694
.694
.67
.5
.444
.254
3.5
2.530
SD
.42
.42
.42
1.26
V
.17
.17
.17
.51
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PERT Step 5
Probabilities
Manually computing probability using data
compiled in your table
P Z z
1
1 2
exp( Z dZ
2
2
For our project, figure a probability based on the most likely time,
15 days: (15-15.51)/square root(2.53) = (15-15.51)/1.59=-.3207 (Z)
A corresponding probability is 37.7% (Rounded)
This process can be repeated for any date desired
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