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Project Scheduling: PERT/CPM


Lecture 5

! To know the concept of project management ! To know the concept of PERT/CPM ! To be able to construct a PERT/CPM Diagram through a problem application

Objective

! Most representative element in a project ! Blueprint of the project ! Represents the tasks and the deliverables

Project Scheduling

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! Managing a large scale project that requires a number of coordination among the entire organization ! Requires techniques that can guide the entire organization to their respective deliverables ! Requires techniques that can set timelines according to their respective deliverables

Project Scheduling

! Project Calendars! ! Description of the Project Scope! ! Project Risks! ! List of Activities! ! List of Resources!

Schedule Inputs

! PERT Project Evaluation and Review Technique ! CPM Critical Path Method

PERT/CPM

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! Makes heavy use of networks to plan and display the coordination of all the activities related to a particular project ! Developed in the late 1950s ! Widely being used OR techniques

PERT/CPM

! Construction of a new plant ! R&D ! NASA space exploration projects ! Movie productions ! Ship building

PERT/CPM

! Government-sponsored problem for a weapon development system ! Relocation of a major facility ! Maintenance of a nuclear facility ! Installation of MIS ! Conducting a commercial campaign!

PERT/CPM

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! A network to represent a project ! ! Consist of the following:!


! Nodes represents the activity! ! Arcs precedence of the activity!

Project Network

! Each activity is represented by an arc! ! Node are being used to separate activities (incoming arc) from each predecessor (outgoing arc)!

Project Network: ActivityOn-Arc (AOA)

! Uses a node to represent each activities ! Arcs are just used to show the precedence relationships of each an every activity

Project Network: ActivityOn-Node (AON)

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! AON is easier to establish than AOA ! AON is easier to comprehend especially to nonpractitioners ! AON is easier to amend than AOA

Advantages of AON to AOA

Activity A B C D E F G H I J K L M N

Activity Description Excavate Lay the foundation Put up the rough wall Put up the roof Install the exterior plumbing Install the interior plumbing Put up the exterior siding Do the exterior painting Do the electrical work Put up the wallboard Install the flooring Do the interior painting Install the exterior fixtures Install the interior fixtures

Immediate Predecessors A B C C E D E, G C F, I J J H K, L

Estimated Duration 2 weeks 4 weeks 10 weeks 6 weeks 4 weeks 5 weeks 7 weeks 9 weeks 7 weeks 8 weeks 4 weeks 5 weeks 2 weeks 6 weeks

Establishing AON

A path through a project network is one of the routes following the arcs from the START node to the FINISH node. The length of a path is the sum of the (estimated) durations of the activities on the path.

The Critical Path

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The (estimated) project duration equals the length of the longest path through the project network. This longest path is called the critical path. (If more than one path tie for the longest, they all are critical paths.)

The Critical Path

! If no delays: ! Actual duration versus the scheduled is totally the same ! Each activity begins as soon all its predecessors are done

PERT/CPM Scheduling

! ES = Earliest Start Time for a particular activity ! EF = Earliest Finish time for a particular activity

EF = ES + (estimated) duration of the activity If an activity has only a single immediate predecessor, then ES for the activity = EF for the immediate predecessor.

PERT/CPM Scheduling

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The earliest start time of an activity is equal to the largest of the earliest finish times of its immediate predecessors. In symbols, ES = largest EF of the immediate predecessors.

PERT/CPM Scheduling

! LS Latest Start Time ! LF Latest Finish Time

LS = LF (estimated) duration of the activity

PERT/CPM Scheduling

The latest finish time of an activity is equal to the smallest of the latest start times of its immediate successors. In symbols, LF = smallest LS of the immediate successors activity must finish in time to enable all its immediate successors to be- gin by their latest start times

PERT/CPM Scheduling

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! Difference between its latest finish time and its earliest finish time Slack = LF EF ! Zero slacks identify the Critical Path ! Any delay on the identified Critical Path will then delay the project

Slack in the Schedule

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