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project management in practice

Chapter 5: Scheduling the Project. 2. Chapter 5. Scheduling the Project. Chapter 5: Scheduling the Project. 3. PERT AND CPM NETWORKS. . Chapter 5: Scheduling the Project. 4. History. Late 1950sProgram Evaluation and Review Technique (PERT)U.S. Navy, Booz-Allen Hamilton, and Lockeheed AircraftProbabilistic activity durationsCritical Path Method (CPM)Dupont De Nemours Inc.Deterministic activity durations.

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project management in practice

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    1. Chapter 5: Scheduling the Project 1 Project Management in Practice Prepared by Scott M. Shafer Wake Forest University

    2. Chapter 5: Scheduling the Project 2

    3. Chapter 5: Scheduling the Project 3 PERT AND CPM NETWORKS

    4. Chapter 5: Scheduling the Project 4 History Late 1950s Program Evaluation and Review Technique (PERT) U.S. Navy, Booz-Allen Hamilton, and Lockeheed Aircraft Probabilistic activity durations Critical Path Method (CPM) Dupont De Nemours Inc. Deterministic activity durations

    5. Chapter 5: Scheduling the Project 5 The Language of PERT/CPM Activity task or set of tasks use resources Event state resulting from completion of one or more activities consume no resources or time predecessor activities must be completed

    6. Chapter 5: Scheduling the Project 6 The Language of PERT/CPM continued Milestones events that mark significant progress Network diagram of nodes and arcs used to illustrate technological relationships Path series of connected activities between two events

    7. Chapter 5: Scheduling the Project 7 The Language of PERT/CPM concluded Critical Path set of activities on a path that if delayed will delay completion of project Critical Time time required to complete all activities on the critical path

    8. Chapter 5: Scheduling the Project 8 Building the Network AOA Network AON Network

    9. Chapter 5: Scheduling the Project 9 Table 5-2 A Sample Set of Project Activities and Precedences

    10. Chapter 5: Scheduling the Project 10 Stage 1 of a Sample AON network

    11. Chapter 5: Scheduling the Project 11 Figure 5-7 Stage 2 of a Sample AON Network

    12. Chapter 5: Scheduling the Project 12 Figure 5-3 A Completed Sample AON Network

    13. Chapter 5: Scheduling the Project 13 Figure 5-4 Stage 1 of a Sample AOA Network

    14. Chapter 5: Scheduling the Project 14 Figure 5-5 Stage 2 of a Sample AOA Network

    15. Chapter 5: Scheduling the Project 15 Figure 5-6a A Completed Sample AOA Network

    16. Chapter 5: Scheduling the Project 16 Figure 5-6b A Completed Sample AOA Network Showing the Use of a Dummy Task

    17. Chapter 5: Scheduling the Project 17 Table 5-2 A Sample Problem for Finding the Critical Path and Critical Time

    18. Chapter 5: Scheduling the Project 18 Figure 5-7 Stage 1 of a Sample Network

    19. Chapter 5: Scheduling the Project 19 Figure 5-8 A Complete Network

    20. Chapter 5: Scheduling the Project 20 Figure 5-9 Information Contents in an AON Node

    21. Chapter 5: Scheduling the Project 21 Figure 5-10 The Critical Path and Time for Sample Project

    22. Chapter 5: Scheduling the Project 22 Calculating Activity Slack Slack or Float LST - EST = LFT - EFT = Slack

    23. Chapter 5: Scheduling the Project 23 Figure 5-11 An MSP Version of PERT/CPM Network

    24. Chapter 5: Scheduling the Project 24 Figure 5-12 A Modified Version of MSP Network

    25. Chapter 5: Scheduling the Project 25 PROJECT UNCERTAINTY AND RISK MANAGEMENT

    26. Chapter 5: Scheduling the Project 26 Calculating Probabilistic Activity Times Three Time Estimates pessimistic (a) most likely (m) optimistic (b)

    27. Chapter 5: Scheduling the Project 27 Figure 5-13 The Statistical Distribution of all Possible Times for an Activity

    28. Chapter 5: Scheduling the Project 28 Activity Expected Time and Variance

    29. Chapter 5: Scheduling the Project 29 95 Percent Level Task will be a or lower 5 percent of the time Task will be b or greater 5 percent of the time

    30. Chapter 5: Scheduling the Project 30 90 Percent Level Task will be a or lower 10 percent of the time Task will be b or greater 10 percent of the time

    31. Chapter 5: Scheduling the Project 31 95 Percent Level (Alternative Interpretation) Task will be between a and b 95 percent of the time

    32. Chapter 5: Scheduling the Project 32 90 Percent Level (Alternative Interpretation) Task will be between a and b 90 percent of the time

    33. Chapter 5: Scheduling the Project 33 Figure 5-14 An AON Network

    34. Chapter 5: Scheduling the Project 34 Figure 5-15 An MSP Version of a Sample Problem Network

    35. Chapter 5: Scheduling the Project 35 Figure 5-16 A Pert/CPM Network for the Day Care Project

    36. Chapter 5: Scheduling the Project 36 Figure 5-17 An MSP Calendar for the Day Care Project, 4/16/00 to 5/27/00

    37. Chapter 5: Scheduling the Project 37 The Probability of Completing the Project on Time

    38. Chapter 5: Scheduling the Project 38 Figure 5-18 The Statistical Distribution of Completion Times of the Path a-b-d-g-h

    39. Chapter 5: Scheduling the Project 39 Selecting Risk and Finding D

    40. Chapter 5: Scheduling the Project 40 SIMULATION

    41. Chapter 5: Scheduling the Project 41 Traditional Statistics Versus Simulation Similarities must enumerate alternate paths Differences simulation does not require assumption of path independence

    42. Chapter 5: Scheduling the Project 42 Figure 5-20 The Distribution of Project Completion Times

    43. Chapter 5: Scheduling the Project 43 THE GANNT CHART

    44. Chapter 5: Scheduling the Project 44 Figure 5-21 A Gantt Chart of a Sample Project

    45. Chapter 5: Scheduling the Project 45 Figure 5-22 A Gantt Chart of Sample Project Showing Critical Path, Path Connections, Slack, EST, LST, EFT, and LFT

    46. Chapter 5: Scheduling the Project 46 Figure 5-23 A Gantt Chart of a Day Care Project Showing Expected Durations, Critical Path, Milestone, and Resource Requirements

    47. Chapter 5: Scheduling the Project 47 Figure 5-24 A Progress Report on a Day Care Project Showing Actual Progress Versus Baseline

    48. Chapter 5: Scheduling the Project 48 EXTENSIONS TO PERT/CPM

    49. Chapter 5: Scheduling the Project 49 Precedence Diagramming Finish-to-start linkage Start-to-start linkage Finish-to-finish linkage Start-to-finish linkage

    50. Chapter 5: Scheduling the Project 50 Figure 5-25 Precedence Diagramming Conventions

    51. Chapter 5: Scheduling the Project 51 Other Methods Graphical Evaluation and Review Technique (GERT) combines flowgraphs, probabilistic networks, and decision trees allows loops back to earlier events and probabilistic branching

    52. Chapter 5: Scheduling the Project 52 Copyright Copyright ??2001?John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that named in Section 117 of the United States Copyright Act without the express written consent of the copyright owner is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. Adopters of the textbook are granted permission to make back-up copies for their own use only, to make copies for distribution to students of the course the textbook is used in, and to modify this material to best suit their instructional needs. Under no circumstances can copies be made for resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

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