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Sample 1 List of Activities For A Shopping Center Project

1. PERT and CPM are project scheduling techniques used to plan, schedule, and control complex projects consisting of many interdependent tasks. 2. They help project managers determine total project time, start/finish dates of each task, critical paths, and slack in the schedule. 3. The document provides an example of using a network diagram and calculations to schedule a shopping center project and identify its critical path. 4. It also discusses how to model activity times probabilistically and use linear programming to determine the optimal tasks to crash in order to minimize project duration and costs.

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147 views7 pages

Sample 1 List of Activities For A Shopping Center Project

1. PERT and CPM are project scheduling techniques used to plan, schedule, and control complex projects consisting of many interdependent tasks. 2. They help project managers determine total project time, start/finish dates of each task, critical paths, and slack in the schedule. 3. The document provides an example of using a network diagram and calculations to schedule a shopping center project and identify its critical path. 4. It also discusses how to model activity times probabilistically and use linear programming to determine the optimal tasks to crash in order to minimize project duration and costs.

Uploaded by

Trice Domingo
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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PROJECT SCHEDULING: PERT/CPM (Sourced from the book Quantitative Methods in Business by Anderson,et.al.

)
In many situations,managers are responsible for planning,scheduling,and controling projects that consist of numerous
separate jobs or tasks performed by a variety of departments and individuals.Often these projects are so large and/or complex that
the manager cannot possibly remember all the information pertaining to the plan, schedule and progress of the project.

Program Evaluation and Review Technique(PERT) and Critical Path Method(CPM) have been used to plan,schedule and control a
wide variety of projects:
1. Research and development of new products and processes
2. Construction of plants,buildings, and highways
3. Maintenance of large and complex equipment
4. Design and installation of new systems
Project managers look for procedures that will help them answer questions such as :
1.What is the total time to complete the project?
2.What are the scheduled start and finish dates for each specific activity
3.Which activities are “critical” and must be completed exactly as scheduled to keep the project on schedule?
4.How long can “noncritical” activities be delayed before they cause an increase in the total project completion time?

Sample 1

List of Activities for a Shopping Center Project

Activity Activity Description Immediate Predecessor Activity time


A Prepare architectural drawings - 5
B Identify potential new tenants - 6
C Develop prospectus for tenants A 4
D Select contractor A 3
E Prepare building permits A 1
F Obtain approval for building permits E 4
G Perform Construction D,F 14
H Finalize contracts with tenants B,C 12
I Tenants move in G,H 2_
Total 51
The Network (Activity) diagram of the Shopping Center Project
Slack time – is the length of time an activity can be delayed without increasing the project completion time.

Slack = LS –ES = LF – EF

ACTIVITY SCHEDULE

Activity Earliest Start Latest Start Earliest Finish Latest Finish Slack(LS-ES) Critical Path?
A 0 0 5 5 0 Yes
B 0 6 6 12 6
C 5 8 9 12 3
D 5 7 8 10 2
E 5 5 6 6 0 Yes
F 6 6 10 10 0 Yes
G 10 10 24 24 0 Yes
H 9 12 21 24 3
I 24 24 26 26 0 Yes

Critical Path : A – E – F – G – I
Project completion time : 26

Questions to consider:
1. How long will the project take to complete?
2. What are the scheduled start and completion times for each activity?
3. Which activities are critical and must be completed exactly as scheduled to keep the project on schedule?
4. How long can noncritical activities be delayed before they can cause an increase in the completion time of the project?

Project scheduling with Uncertain Activity times

t = a + 4m + b
6

2 = b – a 2

6
Activity Description Immediate predecessor
A Overhaul Machine 1 -
B Adjust Machine 1 A
C Overhaul Machine 2 -
D Adjust Machine 2 C
E Test System B,D

Activity Optimistic Most probable Pessimistic Expected time Variance


A 4 5 12
B 1 1.5 5
C 3 4 11
D 2 3 4
E 2 3 4

Crashing Activity Times


Crashing – the shortening of activity times which usually can be achieved by adding resources

Activity Earliest Start Latest Start Earliest Finish Latest Finish Slack(LS-ES) Critical Path?
A 0 0 6 6 0 Yes
B 6 6 8 8 0 Yes
C 0 0 5 5 0
D 5 5 8 8 0 Yes
E 8 8 11 11 0 Yes
Time(days) Total Cost
Activity Normal crash Normal Crash Maximum reduction in time Crash Cost per
day
A 6 4 500 800 2 150
B 2 1 200 300 1 100
C 5 4 500 700 1 200
D 3 1 200 400 2 100
E 3 2 150 300 1 150
1550 2500

EF= ES + t
Let x= earliest finish time for an activity
Y = amount of time an activity is crashed
Linear Programming
Obj Min 150Y1+100Y2+200Y3+100Y4+150Y5
St
Y1≤2
Y2≤1
Y3≤1
Y4≤2
Y5≤1
XA≥0+(6-YA)
XB≥XA+(2-YB)
XC≥0+(5-YC)
XD≥XC+(3-YD)
XE≥XB+(2-YE)
XE≥XD+(2-YE)
XE≤8

Software solution revealed crashing Activity B by 1 day, Activity D by 1 day and Activity E by 1 day, with a total crashing cost of 350

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