Project Management with
PERT /CPM NETWORK
05.01.2012
INTRODUCTION
Schedule converts action plan into operating time table Basis for monitoring and controlling project Scheduling more important in projects than in production, because unique nature Sometimes customer specified/approved requirement Based on Work Breakdown Structure (WBS)
NETWORK
Graphical portrayal of activities and event Shows dependency relationships between tasks/activities in a project Clearly shows tasks that must precede (precedence) or follow (succeeding) other tasks in a logical manner Clear representation of plan a powerful tool for planning and controlling project
NETWORK TECHNIQUES
PERT
-Program Evaluation and Review Technique - developed by the US Navy with Booz Hamilton Lockheed - on the Polaris Missile/Submarine program 1958
CPM
Critical Path Method Developed by El Dupont for Chemical Plant Shutdown Project- about same time as PERT
Both use same calculations, almost similar Main difference is probabilistic and deterministic in time estimation Gantt Chart also used in scheduling
4
Comparison Between CPM and PERT
CPM 1 Uses network, calculate float or slack, identify critical path and activities, guides to monitor and controlling project Uses one value of activity time PERT Same as CPM
Requires 3 estimates of activity time Calculates mean and variance of time Used where times cannot be estimated with confidence. Unfamiliar or new activities
Used where times can be estimated with confidence, familiar activities
Minimizing cost is more important
Meeting time target or estimating percent completion is more important
Example: construction projects, Example: Involving new building one off machines, ships, activities or products, research etc and development etc
BENEFITS OFCPM / PERT NETWORK
Consistent framework for planning, scheduling, monitoring, and controlling project. Shows interdependence of all tasks, work packages, and work units. Helps proper communications between departments and functions. Determines expected project completion date.
Identifies so-called critical activities, which can delay the project completion time.
BENEFITS OFCPM / PERT NETWORK (cont.)
Identified activities with slacks that can be delayed for specified periods without penalty, or from which resources may be temporarily borrowed Determines the dates on which tasks may be started or must be started if the project is to stay in schedule. Shows which tasks must be coordinated to avoid resource or timing conflicts. Shows which tasks may run in parallel to meet project completion date
7
Benefits of CPM/PERT
Useful at many stages of project management Mathematically simple Give critical path and slack time Provide project documentation Useful in monitoring costs
CPM/PERT can answer the following important questions:
How long will the entire project take to be completed? What are the risks involved? Which are the critical activities or tasks in the project which could delay the entire project if they were not completed on time? Is the project on schedule, behind schedule or ahead of schedule? If the project has to be finished earlier than planned, what is the best way to do this at the least cost?
8
Limitations to CPM/PERT
Clearly defined, independent and stable activities Specified precedence relationships Over emphasis on critical paths Deterministic CPM model Activity time estimates are subjective and depend on judgment PERT assumes a beta distribution for these time estimates, but the actual distribution may be different PERT consistently underestimates the expected project completion time due to alternate paths becoming critical
To overcome the limitation, Monte Carlo simulations can be performed on the network to eliminate the optimistic bias
Gantt Charts:
Gantt Charts and CPM/PERT Networks
Even though a lot of info, easy to read and , understand to monitor and follow progress.
Not very good for logical constraints
Should be used to COMPLEMENT networks, not replace
10
DEFINITION OF TERMS IN A NETWORK
Activity :any portions of project (tasks) which required by project, uses up resource and consumes time may involve labor, paper work, contractual negotiations, machinery operations Activity on Arrow (AOA) showed as arrow, AON Activity on Node :beginning or ending points of one or more activities, instantaneous point in time, also called nodes : Combination of all project activities and the events
SUCCESSOR ACTIVITY
Event
Network
PRECEEDING
EVENT
11
Emphasis on Logic in Network Construction
Construction of network should be based on logical or technical dependencies among activities Example - before activity Approve Drawing can be started the activity Prepare Drawing must be completed Common error build network on the basis of time logic (a feeling for proper sequence ) see example below
WRONG !!! CORRECT
12
Budgeting Project TABLE 1
Job Alternate Identificatio n a (1,2) Job Description Department Time perform (days) 14 to Job
Forecasting unit sales
Pricing sales
Sales
(2,4)
Sales
(2,3)
Preparing production schedules Costing the production
Preparing the budget
Production
(3,4)
Accounting
(4,5)
Treasurer
10
Job Identification a b c d e
Alternate (1,2) (2,4) (2,3) (3,4) (4,5)
Job Description Forecasting unit sales Pricing sales Preparing production schedules Costing the production Preparing the budget
Department Sales Sales Production Accounting Treasurer
Time to perform Job (days) 14 3 7 4 10
4
e b
14 days
5
d
2
c
3
Project Graph of Budgeting Process
Budgeting Project(Revised) TABLE 2
Job Identification
Job Description
Immediate predecessor
Department
Time to perform Job (days)
a Forecasting unit sales a Surveying competitive pricing b Pricing sales c Preparing production schedules d Costing the production e Preparing the budget
a,a a
Sales
14 3
Sales Productio n Accountin g Treasurer
3 7
b,d
10
Job Identification a b c d e
Alternate (1,2) (2,4) (2,3) (3,4) (4,5)
Job Description Forecasting unit sales Pricing sales Preparing production schedules Costing the production Preparing the budget
Department Sales Sales Production Accounting Treasurer
Time to perform Job (days) 14 3 7 4 10
FIGURE 2
Job Identification a b c d e
Alternate (1,2) (2,4) (2,3) (3,4) (4,5)
Job Description Forecasting unit sales Pricing sales Preparing production schedules Costing the production Preparing the budget
Department Sales Sales Production Accounting Treasurer
Time to perform Job (days) 14 3 7 4 10
a
a
FIGURE 3
Job Identification
Job Description
Immediate predecessor
Department
Time to perform Job (days)
a a b c
Forecasting unit sales Surveying competitive pricing Pricing sales Preparing production schedules
a,a a c b,d
Sales Sales Production Accounting Treasurer
14 3 3 7 4 10
d Costing the production e Preparing the budget
3
0 days
1
a
5
f
d
10 days
7 days
4
FIGURE 4
Budgeting Project(Revised) TABLE 3
Job
Identificatio n
Alternate
Job Description
Immediate Departme predecesso nt r
Time to perform Job (days)
a
aa f b c d e
(1,2)
(1,3) (2,3) (2,4) (2,3) (3,4) (4,5)
Forecasting unit sales Surveying competitive pricing
Dummy activity Pricing sales Preparing production schedules Costing the production Preparing the budget
a A,f a c b,d
Sales
sales Sales Productio n Accountin g Treasurer
14
3 0 3 7 4 10
Job List -Project 1( TABLE 4)
Job Identification a b c d e
Immediate predecessor a,b, b,c
Job List with Dummy Jobs -Project 1( TABLE 5)
Job Identification a b c f(dummy) g(dummy) d e Alternate (1,3) (1,2) (1,4) (2,3) (2,4) (3,5) (4,5) Immediate predecessor b b a,f, c,g
Job Identification a b c f(dummy) g(dummy) d e
Alternate (1,3) (1,2) (1,4) (2,3) (2,4) (3,5) (4,5)
Immediate predecessor b b a,f, c,g
3
f
2
c
g
5
e
4
FIGURE 5
Job List -Project II( TABLE 6)
Job Identification a b c d e f Immediate predecessor a,b, a,c a,b,c
Job Identification a b c h1(dummy) h2(dummy) h3(dummy)
Alternate (1,2) (1,3) (1,4) (2,3) (2,4) (2,5)
Immediate predecessor A a a
Job Identification h4(dummy) h5(dummy) d e f
Alternate (3,5) (4,5) (3,6) (4,6) (5,6)
Immediate predecessor b,h1 c,h2 b,h1, c,h2 h3.h4,h5
b
h1
3
h4 h3
d f e
2
c
5
h5
h2
4
FIGURE 6
Job List with Dummy Jobs -Project 1( TABLE 7)
Job Identification a b c h1(dummy) Alternate (1,3) (1,3) (1,4) (2,3) Immediate predecessor a
h2(dummy)
h3(dummy) h4(dummy) h5(dummy) d e f
(2,4)
(2,5) (3,5) (4,5) (3,6) (4,6) (5,6)
a
a b,h1 c,h2 b,h1, c,h2 h3.h4,h5
Figure 7 Two Activity Example- AON Diagram
a
2
Figure 8 Two Activity Example- Arrow Diagram
Job Identifica tion
Job Description
Immediate predecess or
Department
Time to perform Job (days)
Job Identificati on
Job Description
a a b
Forecasting sales
unit
a,a
Sales
14 3
Immediat e predeces sor
Departm ent
Time perform (days)
to Job
Surveying competitive pricing Pricing sales
Preparing production schedules
Costing production Preparing budget the the
Produ ction
Accou nting Treas urer
Sales
d e
c b,d
4 10
a,3
b,3
Start
e,10
Finish
a,14
FIGURE 9
C,7
d,4
Table 4
Job Identification a b c d e
Immediate predecessor a,b, b,c
d b c
FIGURE 10 a
Finish
START
Job Identification
Immediate predecessor a,b, a,c a,b,c
Table 6
a b c d e f
d a c
START
f
e
Finish
FIGURE 10b
EXAMPLE--------- BUILDING A HOUSE
HOUSE CONSTRUCTION PROJET TABLE 8
Job Name A B C D E F G H I J K L M Description Immediate Predecessor Excavate ,Pour footers Pour Concrete foundations A Erect frame and roof B Lay Brick work C Install Drains B Pour basement floor E Install rough plumbing E Install rough wiring C Install air conditioning Cf Fasten plaster and plaster board Ghi Lay finished flooring I Install Kitchen equipment K Install finished plumbing K Time (Days) 4 2 4 8 1 2 3 2 4 10 3 1 2
HOUSE CONSTRUCTION PROJET TABLE 8
Job Name N O
P Q R S T U v
Description
Finish carpentry Finish roofing and flashing Fasten gutter and downspout Lay storm drains Sand and varnish floors Paint Finish electric work Finish grading Pour walks and l;andscape
Immediate Predecessor K D
A B N,s l.m S P,q u
Time(Days0
3 2 1 1 2 3 1 2 5
A4
Q1
START
U2
V5
D8
O2
P1 R2 N3
finish
B2
C4
H2
T1
E1
F2
I4
J10
K3
L1
G3
N H A O I B P J C Q D R K E S F L T M G U v
Finish carpentry Install rough wiring Excavate ,Pour footers Finish roofing and flashing Install air conditioning Pour Concrete foundations Fasten gutter and downspout Fasten frame and roof Erect plaster and plaster Lay storm drains board Lay Brick work Sand and varnish floors Lay finished flooring Install Drains Paint Pour basement floor Install Kitchen equipment Finish electric work Install finishedplumbing Install rough plumbing Finish grading Pour walks and l;andscape
K 3 C 4 2 D 2 Cf 2 A 4 A 1 Gh 4 B 1 B 1 i C 8 0 N,s 2 I B 1 3 l.m 3 E 2 K 1 S 1 K 2 E 3 P,q 2 u 5
M2
S3
FIGURE 11
HOUSE CONSTRUCTION PROJET TABLE 9
Job Name A B C D E F G H D1 I J K L D2 Description Excavate ,Pour footers Pour Concrete foundations Erect frame and roof Lay Brick work Install Drains Pour basement floor Install rough plumbing Install rough wiring
Dummy
Alternate (1,2) (2,3) (3,4) (4,5) (3,6) (6,7) (6,8) (4,8) (4,7) (7,8) (8.9) (9,10) (10,12) (10,11)
Install air conditioning Fasten plaster and plaster board Lay finished flooring Install Kitchen equipment
Immediate Predecessor A B C B E E C C D1F GHI J K K
Time(Days 0 4 2 4 8 1 2 3 2 4 10 3 1 0
HOUSE CONSTRUCTION PROJET TABLE 9
Job Nam e M N O P Q D3 R S T U v
Description
Alternat Immediate Time(Days0 e Predecessor (11,12) (10,13) (5,14) (14,15) (3,15) (13,16) (13,18) (12,16) ((16,18) (15,17) (17,18) K K D O B S D3,N l.M S P,Q U 2 3 2 1 1 2 3 1 2 5
Install finished plumbing Finish carpentry Finish roofing and flashing Fasten gutter and downspout Lay storm drains Dummy Sand and varnish floors Paint Finish electric work Finish grading Pour walks and l;andscape
TABLE 9
A B C D E F G Excavate ,Pour footers Pour Concrete foundations Erect frame and roof Lay Brick work Install Drains Pour basement floor Install rough plumbing Install rough wiring (1,2) (2,3) (3,4) (4,5) (3,6) (6,7) (6,8) A B C B E E 4 2 4 8 1 2 3
H D1 Dummy I Install air conditioning J Fasten plaster and plaster board K Lay finished flooring L Install Kitchen equipment D2 DUMMY
(4,8) (4,7) (7,8)
C C D1 F (8.9) GH I (9,10) J (10,12) K (10,11) K
2
4 10 3 1
M Install finished plumbing N Finish carpentry O Finish roofing and flashing P Fasten gutter and downspout Q Lay storm drains D Dummy 3 R Sand and varnish floors S Paint T Finish electric work U Finish grading v Pour walks and l;andscape
(11,12) (10,13) (5,14) (14,15) (3,15)
K K D O B
2 3 2 1 1
(13,16)
(13,18) (12,16) ((16,18) (15,17) (17,18)
S
D3,N 2 l.M S P,Q U 3 1 2 5
1
a 2 4 g 3 7 1 c 3 4 Q 1 6 2 D1 h a 4 d
M N O P Q D3 R S T U v
Install finished plumbing Finish carpentry Finish roofing and flashing Fasten gutter and downspout Lay storm drains Dummy Sand and varnish floors Paint Finish electric work Finish grading Pour walks and l;andscape
(11,12) (10,13) (5,14) (14,15) (3,15) (13,16) (13,18) (12,16) ((16,18) (15,17) (17,18)
K K D O B S D3, N l.M S P,Q U
2 3 2 1 1 2 3 1 2 5
A B C D E F G H D1 I J
Excavate ,Pour footers Pour Concrete foundations Erect frame and roof Lay Brick work Install Drains Pour basement floor Install rough plumbing Install rough wiring
Dummy
6
b 2 e 2
I 4
J 10 9 K 3
10
11
D2
L
2 1
M
12
K L D2 DUMMY
Install air conditioning Fasten plaster and plaster board Lay finished flooring Install Kitchen equipment
(1,2) (2,3) (3,4) (4,5) (3,6) (6,7) (6,8) (4,8) (4,7) (7,8) (8.9) (9,10) (10,12) (10,11)
A B C B E E C C D1 GH I J K K
S
16
D3
13
T 1
2
18
O 2
14
1 U
15
P 2
17
FIGURE 12
SMALL PROJECT
JOB A B C D E F G A A B,C B,D C,D B.D.E.F IMMEDIATE PREDECESSORS JOB A B C
THE MATRIX OF IMMEDIATE PREDECESSORS(MARKED WITH XS OPPOSITE EACH JOB)APPRERS AS FOLLOWS
A B C D E F G
X X X X
E
F G
X
X X
X
X X X X
JOB A B C D E F G
X X O O O O X1 X1 O X1 X2 O X2 X3 X3 X3 X4 X5
Focused attention on the circled Xs which signal redundancy . Thus job B is a redundant predecessor for job E (Since predecessor D also has B as a predecessor ). All these redundancies could be eliminated without changing the logic of network. (The X part of the circled Xs would disappear, but the circles would remain ,indicating more distant predecessor relationship)
FINDING CRITICAL PATH
Job Name A B C D E F
Alternate (1,2) (2,3) (3,4) (1,4) (4,5) (5,6)
Job Description A drives from SF to Santa Barbara A lunches with wife A drives from Santa Barbara to Los Angeles B drives from SF to Bakers Field B lunches with customer B drives from Bakers Field to Los Angeles
Immediate Predecessor A B D E BAKERS FIELD
Time (hours) 8 2 3 5 2 3
3 US 99
BS ROUTE
5
SAN FRANCISCO LOS ANGELES
3 AS ROUTE
US 101
FIGURE 1 ROUTES FROM SAN FRANSCISCO TO LOA ANGELES
SANTA BARBARA
Job Name A B C
Alternate (1,2) (2,3) (3,4)
Job Description A drives from SF to Santa Barbara A lunches with wife A drives from Santa Barbara to Los Angeles B drives from SF to Bakers Field B lunches with customer B drives from Bakers Field to Los Angeles
Immediate Predecessor A B
Time (hours) 8 2 3
D E F
(1,4) (4,5) (5,6)
D E
5 2 3
Job Name A
Alternate (1,2)
Job Description A drives from SF to Santa Barbara
Immediate Predecessor -
Time (hours) 8
B
C D E F
(2,3)
(3,4) (1,4) (4,5) (5,6)
A lunches with wife
A drives from Santa Barbara to Los Angeles B drives from SF to Bakers Field B lunches with customer B drives from Bakers Field to Los Angeles
A
B D E
2
3 5 2 3
4
D 5
5
F 3
1
8
C
A 3
FIGURE 2 ARROW DIAGRAM OF PROJECT OF TRAVELLING TO LOS ANGELES
B 2
2
2
1
4
5 2
6
3
7
A :: A 1-2-5-8 1-2-5-8
3
2
4
B :: 1-3-5-8 B 1-3-5-8
EXAMPLE OF ARROW DIAGRAM
C :: 1-3-6-7-8 C 1-3-6-7-8 D :: 1-3-4-6-7-8 D 1-3-4-6-7-8 E :: 1-3-4-7-8 E 1-3-4-7-8
FIGURE 3
PROJECT AS SHOWN
BS ROUTE
D;5
E;2
F;3
START; 0
CRITICAL PATH
FINISH;0
A;8
B;2
AS ROUTE
C;3
FIGURE 4 AON NETWORK OF PROJECT OF TRAVELLING TO LOSANGELES
MULTIPLE CRITICAL PATHS
2
2
3 5
1
3
3 1
6
3
7
A :: A 1-2-5-8 1-2-5-8
3
2
4
B :: 1-3-5-8 B 1-3-5-8
EXAMPLE OF ARROW DIAGRAM
C :: 1-3-6-7-8 C 1-3-6-7-8 D :: 1-3-4-6-7-8 D 1-3-4-6-7-8 E :: 1-3-4-7-8 E 1-3-4-7-8
FIGURE 3
PROJECT AS SHOWN
EARLY START AND EARLY FINISH TIMES
Example Revised Budgeting project
Job Job Description Identification Immediate predecessor Department Time to perform Job (days)
a Forecasting unit sales a Surveying competitive pricing b Pricing sales c Preparing production schedules d Costing the production e Preparing the budget
a,a a c b,d
Sales
14 3 3 7 4 10
Sales Production Accounting Treasurer
1. The early start of a job in a project is the earliest possible time that the job can begin . 2. Labeled it as ES(). Thus early job denoted as ES(a) or ES(1;2). 3. Jobs early finish time is its start time plus the time needs to complete it. 4. EF(a)= ES(a) +ta 5. Start time of the job can only begins after completion of its predecessor job
Job Identification
Job Description
Immediate predecessor
Department
Time to perform Job (days)
a a b c
Forecasting unit sales Surveying competitive pricing Pricing sales Preparing production schedules
a,a a c b,d
Sales Sales Production Accounting Treasurer
14 3 3 7 4 10
d Costing the production e Preparing the budget
4
0(22;22)
Project completion time, Early Finish time
F(14;14)
e(25;35)
10(25;35)
(Late start time, Late Finish Time)
(Early start time, Early Finish Time)
C(14;21)
7(14;21)
3
FIGURE 4
For job b , slack time is 1. TS(b)=LS(b)-ES(B)=22-14=8 days 2. TS(b)= LF(b)-EF(b)=25-17=8 days 3. This means job b can start any time between day 14 and day 22 and still not delay the completion of the project
4
0(22;22)
Project completion time, Early Finish time
F(14;14)
e(25;35)
10(25;35)
(Late start time, Late Finish Time)
(Early start time, Early Finish Time)
C(14;21)
7(14;21)
3
FIGURE 4
HOUSE CONSTRUCTION PROJET TABLE 8
(ES ;EF)/(LS;LF)
(19;21) (6;7)
U;2
Q;1
(21;26)
V;5
(30;32) (10;16)
D;6
(29;30) (16;18)
O;2
(18;19) P;1 (29;30) (27;30)
N;3
(32;37)
(21;27)
(27;29)
(32;34) R;2
(34;34)
Finish
(0;4)
(4;6) B;2 (7;9) (6;7)
(6;10) C;4 (9;13) (7;9)
(10;12)
H;2
(32;35)
(35;37) (37;37)
Start S=0
(3;3)
A;4 (3;7)
(15;17) (10;14)
(14;24)
(24;27) K;3 (27;30)
(27;28)
E;1
(10;11)
F;2
(13;17) (7;10)
G;3
I;4
(13;17)
J;10
L;1
(31;32)
(32;33)
T;1
(36;37) (29;32)
(17;27)
FIGURE 7
(14;17)
(27;29)
M;2
S;3
(32;35)
(30;32)
PERT
MODEL
(To+4Tm+Tp)/6 o m p Estimated time
(Tp-To)/6 Std Deviation
(Tp-To/6)^2 Variance
1,2 2,4 4,5 3,5 1,3 3,4
2 5 1 6 3 2
5 14 4 15 12 5
14 17 7 30 21 8
6 13 4 16 12 5
2 2 1 4 3 1
2
4
4 4 1 16 9 1 Each activity arrow are numbers representing the three time estimates To, Tm & Tp
1
3
5
The Expected Length of a Critical Path
PERT Network with Expected Activity Times and Variance
Critical Path 20 months
Variance 9 corresponds to standard Variance 3
3 2 5
Vt=1
4
Vt=1
1
6
Numbers are in months
CPM calculation Path
A connected sequence of activities leading from the starting event to the ending event
Critical Path
The longest path (time); determines the project duration
Critical Activities
All of the activities that make up the critical path
56
CPM calculation Path
A connected sequence of activities leading from the starting event to the ending event
Critical Path
The longest path (time); determines the project duration
Critical Activities
All of the activities that make up the critical path
57
Forward Pass
Earliest Start Time (ES) earliest time an activity can start ` Earliest finish time (EF) earliest time an activity can finish earliest start time plus activity time EF= ES + t
Backward Pass
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
58
Here Z is the number of standard deviations by which D exceeds Te. Note D(Due date) might be less than Te in which case Z is negative .
Z=D-Te/St
Z PROBABILITY OF MEETING DUE DATE 0.999 0.997 0.995 0.992 0.986 Z PROBABILITY OF MEETING DUE DATE 0.788 0.726 0.665 0.579 0.500 0.421 Z PROBABILITY OF MEETING DUE DATE 0.115 0.081 0.055 0.036 0.023 0.014 0.008 0.005 0.003 0.001
3.0 2.8 2.6 2.4 2.2
0.8 0.6 0.4 0.2 0.0 -0.2
-1.2 -1.4 -1.6 -1.8 -2.0 -2.2 -2.4 -2.6 -2.8 -3.0
2.0 1.8
1.6 1.4 1.2 1.0
0.977 0.964
0.945 0.919 0.885 0.841
-0.4
-0.6 -0.8 -1.0
0.345
0.274 0.212 0.159
57
Example 1- A simple network
Consider the list of four activities for making a simple product:
Activity A B C
Description Buy Plastic Body Design Component Make Component
Immediate predecessors B
Assemble product
A,C
Immediate predecessors for a particular activity are the activities that, when completed, enable the start of the activity in question.
61
Sequence of activities
Can start work on activities A and B anytime, since neither of these activities depends upon the completion of prior activities. Activity C cannot be started until activity B has been completed Activity D cannot be started until both activities A and C have been completed.
The graphical representation (next slide) is referred to as the PERT/CPM network
62
Network of Four Activities
Arcs indicate project activities
1
B
A C
2
Nodes correspond to the beginning and ending of activities
63
Sequence of activities
Can start work on activities A and B anytime, since neither of these activities depends upon the completion of prior activities. Activity C cannot be started until activity B has been completed Activity D cannot be started until both activities A and C have been completed.
The graphical representation (next slide) is referred to as the PERT/CPM network
64
Network of Four Activities
Arcs indicate project activities
1
B
A C
2
Nodes correspond to the beginning and ending of activities
65
Example 2
Develop the network for a project with following activities and immediate predecessors:
Activity A B Immediate predecessors -
C
D E
B
A, C C
F
G
C
D,E,F
Try to do for the first five (A,B,C,D,E) activities
66
Network of first five activities
1
B C A
3
E
5
We need to introduce a dummy activity
67
Network of Seven Activities
1
B C A
3
dummy
D E F
Note how the network correctly identifies D, E, and F as the immediate predecessors for activity G. Dummy activities is used to identify precedence relationships correctly and to eliminate possible confusion of two or more activities having the same starting and ending nodes Dummy activities have no resources (time, labor, machinery, etc) purpose is to PRESERVE LOGIC of the network
68
Scheduling with activity time
Activity
A B C D E F G H I
Immediate predecessors A A A E D,F B,C G,H
Completion Time (week) 5 6 4 3 1 4 14 12 2 Total 51
This information indicates that the total time required to complete activities is 51 weeks. However, we can see from the network that several of the activities can be conducted simultaneously (A and B, for example).
69
Earliest start & earliest finish time
We are interested in the longest path through the network, i.e., the critical path. Starting at the networks origin (node 1) and using a starting time of 0, we compute an earliest start (ES) and earliest finish (EF) time for each activity in the network. The expression EF = ES + t can be used to find the earliest finish time for a given activity. For example, for activity A, ES = 0 and t = 5; thus the earliest finish time for activity A is EF = 0 + 5 = 5
70
Arc with ES & EF time
EF = earliest finish time ES = earliest start time Activity 2
t = expected activity time
71
Network with ES & EF time
2
D[5,8] 3
5 7 6
4 1
3
Earliest start time rule: The earliest start time for an activity leaving a particular node is equal to the largest of the earliest finish times for all activities entering the node.
72
Activity, duration, ES, EF, LS, LF
EF = earliest finish time ES = earliest start time Activity 3
2 LS = latest start time
73
LF = latest finish time
Latest start & latest finish time
To find the critical path we need a backward pass calculation. Starting at the completion point (node 7) and using a latest finish time (LF) of 26 for activity I, we trace back through the network computing a latest start (LS) and latest finish time for each activity The expression LS = LF t can be used to calculate latest start time for each activity. For example, for activity I, LF = 26 and t = 2, thus the latest start time for activity I is LS = 26 2 = 24
74
Network with LS & LF time 2
D[5,8] 3[7,10]
5 7 6
4 1
3 Latest finish time rule:
The latest finish time for an activity entering a particular node is equal to the smallest of the latest start times for all activities leaving the node.
75
Slack or Free Time or Float
Slack is the length of time an activity can be delayed without affecting the completion date for the entire project. For example, slack for C = 3 weeks, i.e Activity C can be delayed up to 3 weeks 3 (start anywhere between weeks 5 and 8).
2
ES 5 LS 8 EF 9 EF 12 LF-EF = 12 9 =3 LS-ES = 8 5 = 3
LF-ES-t = 12-5-4 = 3
76
Activity schedule for our example
Activity Earliest start (ES) Latest start (LS) Earliest Latest finish (EF) finish (LF) Slack (LS-ES) Critical path
A B C D E F G H I
0 0 5 5 5 6 10 9 24
0 6 8 7 5 6 10 12 24
5 6 9 8 6 10 24 21 26
5 12 12 10 6 10 24 24 26
0 6 3 2 0 0 0 3 0
Yes
Yes Yes Yes
Yes
77
IMPORTANT QUESTIONS
What is the total time to complete the project? 26 weeks if the individual activities are completed on schedule.
What are the scheduled start and completion times for each activity?
ES, EF, LS, LF are given for each activity.
What activities are critical and must be completed as scheduled in order to keep the project on time? Critical path activities: A, E, F, G, and I.
How long can non-critical activities be delayed before they cause a delay in the projects completion time
Slack time available for all activities are given.
78
Importance of Float (Slack) and Critical Path
1.
Slack or Float shows how much allowance each activity has, i.e how long it can be delayed without affecting completion date of project
Critical path is a sequence of activities from start to finish with zero slack. Critical activities are activities on the critical path. Critical path identifies the minimum time to complete project If any activity on the critical path is shortened or extended, project time will be shortened or extended accordingly
2.
3. 4.
79
Importance of Float (Slack) and Critical Path
1.
Slack or Float shows how much allowance each activity has, i.e how long it can be delayed without affecting completion date of project
Critical path is a sequence of activities from start to finish with zero slack. Critical activities are activities on the critical path. Critical path identifies the minimum time to complete project If any activity on the critical path is shortened or extended, project time will be shortened or extended accordingly
2.
3. 4.
80
Importance of Float (Slack) and Critical Path (cont)
5. So, a lot of effort should be put in trying to control activities along this path, so that project can meet due date. If any activity is lengthened, be aware that project will not meet deadline and some action needs to be taken. If can spend resources to speed up some activity, do so only for critical activities.
6.
7.
8.
Dont waste resources on non-critical activity, it will not shorten the project time.
If resources can be saved by lengthening some activities, do so for non-critical activities, up to limit of float.
9.
Total Float belongs to the path
81
G H I J K L M
Install rough plumbing Install rough wiring Install air conditioning Fasten plaster and plaster board Lay finished flooring Install Kitchen equipment D8 Install finished plumbing
E C Cf Ghi I K K
3 2 4 10 3 1 2
A4
B2
C4
H2
E1
F2
I4
J10
K3
G3
Q1
U2
D8
O2
START
A4
B2
C4
H2
Job Nam e A B C D E F
G H I J K L M
Description
Excavate ,Pour footers Pour Concrete foundations Erect frame and roof Lay Brick work Install Drains Pour basement floor Install rough plumbing Install rough wiring Install air conditioning Fasten plaster and plaster board Lay finished flooring Install Kitchen equipment Install finished plumbing
Immediate Predecess or A B C B E
E C Cf Ghi I K K
Time(Days0
E1
4 2 4 8 1 2 3 2 4 10 3 1 2
F2
I4
G3
A4
Q1
START
U2
V5
D8
O2
P1 R2 N3
finish
B2
C4
H2
T1
E1
F2
I4
J10
K3
L1
G3
N H A O I B P J C Q D R K E S F L T M G U v
Finish carpentry Install rough wiring Excavate ,Pour footers Finish roofing and flashing Install air conditioning Pour Concrete foundations Fasten gutter and downspout Fasten frame and roof Erect plaster and plaster Lay storm drains board Lay Brick work Sand and varnish floors Lay finished flooring Install Drains Paint Pour basement floor Install Kitchen equipment Finish electric work Install finishedplumbing Install rough plumbing Finish grading Pour walks and l;andscape
K 3 C 4 2 D 2 Cf 2 A 4 A 1 Gh 4 B 1 B 1 i C 8 0 N,s 2 I B 1 3 l.m 3 E 2 K 1 S 1 K 2 E 3 P,q 2 u 5
M2
S3
FIGURE 11