1 / 12

Project Characteristics

Project Characteristics. Single unit Many related activities Difficult production planning and inventory control General purpose equipment High labor skills. © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458.

rhett
Download Presentation

Project Characteristics

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Project Characteristics • Single unit • Many related activities • Difficult production planning and inventory control • General purpose equipment • High labor skills © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-10

  2. Project Scheduling • Sequencing activities • Identifying precedence relationships • Determining activity times & costs • Estimating material & worker requirements • Determining critical activities PERT J Test J M A Build M F Month Design J Activity © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-25 © 1995 Corel Corp.

  3. Purposes of Project Scheduling • Shows the relationship of each activity to others and to the project as a whole • Identifies the precedence relationships among activities • Encourages the setting of realistic time and cost estimates for each activity • Helps make better use of people, money, and material resources by identifying critical bottlenecks © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-26

  4. The Six Steps Common to PERT & CPM • Define the project and all of its significant activities or tasks • Develop relationships among the activities. (Decide which activities must precede and which must follow others.) • Draw the network connecting all of the activities • Assign time and cost estimates to each activity • Compute the longest time path through the network. This is called the critical path • Use the network to help plan, schedule, monitor, and control the project © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-32

  5. Project: Obtain a college degree (B.S.) Receive diploma Register Attend class, study etc. 1 2 4 Years Activity (Arrow) Event (Node) Event (Node) Network Terms © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-33

  6. 2 A 1 3 B A & B can occur concurrently Activity Relationships © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-34

  7. A must be done before C & D can begin 2 D A C 1 4 3 B Activity Relationships © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-35

  8. 2 D A C 1 4 3 B E B & C must be done before E can begin Activity Relationships © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-36

  9. Dummy Activities • Activities are defined often by beginning & ending events • Example: Activity 2-3 • Every activity must have unique pair of beginning & ending events • Otherwise, computer programs get confused • Dummy activities maintain precedence • Consume no time or resources © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-37

  10. Critical Path Analysis • Provides activity information • Earliest (ES) & latest (LS) start • Earliest (EF) & latest (LF) finish • Slack (S): Allowable delay • Identifies critical path • Longest path in network • Shortest time project can be completed • Any delay on activities delays project • Activities have 0 slack © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-40

  11. Earliest Start and Finish Steps • Begin at starting event & work forward • ES = 0 for starting activities • ES is earliest start • EF = ES + Activity time • EF is earliest finish • ES = Maximum EF of all predecessors for non-starting activities © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-41

  12. Latest Start and Finish Steps • Begin at ending event & work backward • LF = Maximum EF for ending activities • LF is latest finish; EF is earliest finish • LS = LF - Activity time • LS is latest start • LF = Minimum LS of all successors for non-ending activities © 1998 by Prentice Hall, Inc. A Simon & Schuster Company Upper Saddle River, N.J. 07458 Transparency Masters to accompany Operations Management, 5E (Heizer & Render) 16-42

More Related