The document summarizes an example case problem involving project scheduling and crashing for a project with activities A through K. It [1] presents the initial network diagram and expected times/variances for each activity, [2] calculates that there is a 10% chance of completing the project in 40 weeks or less, and [3] uses linear programming to determine optimal crashing decisions to reduce the expected completion time to 38 weeks by crashing activities B, F, J, and K.
The document summarizes an example case problem involving project scheduling and crashing for a project with activities A through K. It [1] presents the initial network diagram and expected times/variances for each activity, [2] calculates that there is a 10% chance of completing the project in 40 weeks or less, and [3] uses linear programming to determine optimal crashing decisions to reduce the expected completion time to 38 weeks by crashing activities B, F, J, and K.
The document summarizes an example case problem involving project scheduling and crashing for a project with activities A through K. It [1] presents the initial network diagram and expected times/variances for each activity, [2] calculates that there is a 10% chance of completing the project in 40 weeks or less, and [3] uses linear programming to determine optimal crashing decisions to reduce the expected completion time to 38 weeks by crashing activities B, F, J, and K.
The document summarizes an example case problem involving project scheduling and crashing for a project with activities A through K. It [1] presents the initial network diagram and expected times/variances for each activity, [2] calculates that there is a 10% chance of completing the project in 40 weeks or less, and [3] uses linear programming to determine optimal crashing decisions to reduce the expected completion time to 38 weeks by crashing activities B, F, J, and K.
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Chapter 9
Project Scheduling: PERT/CPM
Case Problem: R.C. Coleman
1. R.C. Coleman's Project Network
A D I
Start C E F K Finish
B G H J
Activity Expected Time Variance
A 6 0.44
B 9 2.78
C 4 0.44
D 12 7.11
E 10 1.00
F 6 0.44
G 8 7.11
H 6 0.44
I 7 2.78
J 4 0.11
K 4 0.44
Earliest Latest Earliest Latest Critical
Activity Start Start Finish Finish Slack Activity
A 0 3 6 9 3 B 0 0 9 9 0 Yes C 9 9 13 13 0 Yes D 13 17 25 29 4 E 13 13 23 23 0 Yes F 23 23 29 29 0 Yes G 13 21 21 29 8 H 29 29 35 35 0 Yes I 29 32 36 39 3 J 35 35 39 39 0 Yes K 39 39 43 43 0 Yes
Chapter 9
The expected project completion time is 43 weeks. The critical path activities are B-C-E-F-H-J-K. The variance of the critical path is 5.67.
40−43 z ==−1.26 5.67
Area = 0.3962
P(T ≤ 40) = 0.5000 - 0.3962 = 0.1038
Given the above calculations, we can conclude that there is about a 10% chance that the project can be completed in 40 weeks or less. Coleman should consider crashing project activities.
2.
20%
80%
Planned project Desires 40-week
completion time completion time
For 80% chance,
z = +0.84 Thus
40−E T( ) = 0.84 5.67
Solve for E(T) = 38 weeks.
R.C. Coleman should crash activities to reduce the expected project completion time to 38 weeks.
3. In this section, we will use expected activity times as normal times and use a linear programming model based on expected times to make the crashing decisions.
A revised activity schedule based on these crashing decisions is as follows:
Earliest Latest Earliest Latest Critical
Activity Start Start Finish Finish Slack Activity
A 0 1 6 7 1 B 0 0 7 7 0 Yes C 7 7 11 11 0 Yes D 11 14 23 26 3 E 11 11 21 21 0 Yes F 21 21 26 26 0 Yes G 11 18 19 26 7 H 26 26 32 32 0 Yes I 26 28 33 35 2 J 32 32 35 35 0 Yes K 35 35 38 38 0 Yes
The student should comment on the fact that the crashing decisions may alter the variance in the project completion time. By defining revised optimistic, most probable, and pessimistic times for crashed activities B, F, J, and K, a revised variance in the project completion time can be found. Using this result, a revised probability of a 40-week completion time can be computed.
