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Project Management 10-Feb-2023 07-46-43

PROJECT MANAGEMENT

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ojadediji
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52 views11 pages

Project Management 10-Feb-2023 07-46-43

PROJECT MANAGEMENT

Uploaded by

ojadediji
Copyright
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We take content rights seriously. If you suspect this is your content, claim it here.
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pROJECT SCHEDULING WITH CPM AND BERT 1s of network analysis ¢ Basic concepts in Rule ¢ Critical path method (CPM}— me cost trade off (Crashing) the network. action # Objectives of network analysis * Ap ve snalysis ¢ Numbering of events—Ful ine Evaluation and review technique (PERT) — am a {INTRODUCTION vv pest is any task which has definable beginning, venditure of One Or more resources in dependent activities which must be accompli moject was instituted. % < essential to manage effectively the proj iro as project requires.a heavy investment, and i Network scheduling is a technique used for pla nsiuction, maintenance, fabrication and any otf the bottlenecks, delays and interruptio Unating various activities. There are two basic pl «Path Method (CPM) and Programme Eyvali d definable end, and requires investment achieve the objectives for which the task | rough proper planning, scheduling and ciated with risk and uncertainties. nd scheduling large projects in the fields areas. This technique is the method of by determining the critical factors and lanning and control techniques. They are and Review Techniques (PERT). Ee ee are ae ee 4a OBJECTIVES OF NETWORK ANALYSIS {Powerful coordinating tool for planning, ling and controlling of projects. 2 pitimisation of total project cost and time. ‘sctive utilisation of resources and minimisatidn of effective resources, * Minimisation of delays and interruption during plementation of the project. 83. ppy )LLICATIONS OF NETWORK ANALYSIS(PERT AND CPM) “search and dey by "and development projects 4uipme xs c oon maintenance and overhauling Wing 0” Projects (building, bridges, dams) Panne UP new industries Des, ‘nd launching of new products BN of Shittin ting th g contro 1 yl of pre iy Man rs duction in large job shops 1 9 Ket pene *eahisatigg tO" Programmes Dn of big s, conferences & Programmes, confer Plants, m, chines and systems : 5 tion to Manufacturing location from one 10e#"!0n to another ett. 285 ld ee of the separate but interrelated and (J we ieee am wORK \ycoulttation of the project and it consists of, 111°?" Show the interrelationship between willy identifiable part of the project, and end. Acti 1 me jw NE TS 20.4. BASIC conce? pe Ga) Network: 1iSEC) at "0 definite (b) Activities: Ane and resources end points Oe pining 9. » Vent . je: Mach Exampl iS an event sil Pent Head Event sce may terminate into single node, ea work a number °!"S sate from a single node called burs i [ie event§ are shown in Fig. 20.1. eo & Ina net a number of act The merge event, and (a) Mes? Bent (6) Burst Event Fig, 20412 Merge and burst events. (d) Predecessor and successor activities: All dose activities, which mus ec s " fore starting the activity undet COMsideration are called its pr activities which have to follow ig activity under consider: activities , In Fig. 20.2., Activities 2-3 and Activities 2-3 and 2-4 . 3 \d 5-6 are its successor activities. Activities 1-2, 2-3, are predeces§ors to activity 3-5 and 2-3 is the i The precedence relationship between the activities can be expressed a tivity Y Activity: Ay ao, ad does not consumes ”'Y which depicts the dependency ort indicated by a dotten st °F resources, Tt i a °Y a dotted line, A irces. It is used to maintain tl "A dummy activity shown in Fig. 20.3, so ouLNG WITH CPM AND PERT 287 « preceded by activities P and Q. representation of these activities ties P.Q, Rand §, Ris tem by Q only. The rong sang oe 203. Wey k BO oh he ne nil 0 iy § Ss (@) Wrong (by Correct Fig. 20.3: Representation of gyn activity. RING OF EVENTS (FULKERSON's RULE) epsiavolved numbering the events as per the Fulkerson’ 's rule are: The inital event which has all outgoing arrows with no incoming arrow is numbered “1”. 2 Delete all the arrows coming, out from node 1", This will convert some more nodes (at lest one) into intial events number these events 2, 3... et Delete all the arrows going out from these numbered events to create more sasign next numbers to these events. 4 Continue until the final or terminal ode which has all arrows coming in, with no arrow | going out is numbered. 1 SA jagren Fig. 20.5: Network sais ENGINEERING AND PRODU! nous Ho? 20.6, CRITICAL PATH MET. 0 } In critical path method (¢ PM) *T) are computed. “The path (earliest start time (EST) and the the critical path determines the e ed critical pat cc The activities on the critical path sequence is called crit! 2 a s pat 4. Which the entire project & he co"! iS done with an objective of x \ 7 activities’.” ‘The time analys!s fOr the project * Determining the © ry cA start : without delaying the total pro © Determining float for each ® © Identification of the om© computa nd critical path. S (EARLIEST EVENT TIM ves the expected start and finish times time fo! nt). The computations start fro n ward pass “OMputation, starts with, an assumed. 20.6.1. FORWARD PASS Forward pass computation (indirectly earliest occurrenc and move to the end node. For of zero for the initial event. (a) Earliest start time ( ESy = i ; : where, ES, = Earliest start for an °°06Y GD it E; = Earliest event occur! of event i. ris the €filiest event time of the tail end e (b) Eartiest finish time of an activ (BA) 1s the earliest Starting time + Activity time ) Earliest event time for event‘ is ximum of the earliest finish ti ending into that event. Ey = Maximum of (ES; + t) = Maximum (E; + t,) 10.6.2. BACKWARD PASS COMPUTI The latest event times specifies the time completed without delaying the total proje (@) Latest finish time for an activity (f he, LSy=LF,-1, (6) Latest event time for event is thay nating from thatevent, L,= Maximum j (L$,) = Minimum (LF e wy - ye (@) Slack ~The slack of neve Me) : Slack (i) = L, ‘ent is nce between the latest and ‘The events with z ‘ (6) Floats ero sack time (@ Total oat: 11's of time by which eon nt Wi ¢ completion time wn tion of an activity can be delayed b Without ? j oe LET Slack : : 0 4 0 : 4 : ‘ S| saga 4 7 ze a ; i 12 0 1 —_|_ «12 ie The critical path 18 001" IEERING AND ar] us Le 16 12 16 19 als 9 ivities with zero slack. The crit G ’ a I project are given below alon Problem 3: The activites , critical path information. Construct the n° 4 Find the floats for each 80°" 5 ae 3e4 4-5 Z, Activity 2 it RD 6 10 ¥ Duration 20. jonaith timing is shown in the Fig. 20-7, Solution: The network diag" om AS 4 | x Mi Be I {—7 4 aTo aol 639) Fo diagram. Critical path is 1 -2-3-4-5 The floats are calculated as shown 20.2. Table lation of floats Aetviy | Duration |__ Earliest Letest Start_| Finish Finish Total 1-2 20 | 0 0 20 0 pe ed o | 3 30 3 2-3 10 » | 3 30 0 2-4 12 | 20 2 36 4 3-4 6 0 | 36 36 0 4-5 | 10 36 | as F 46 0 Problem 4. A project consists of § Draw the network and compute the form. Activity Pp imme Esideration all odds. This is the time “thing goes wrong, Y time (¢ iy 'm) 1S the best estimate of the — mates, 5 fp and fy are CODER t08Velo “™ption in PERT is that the thes This lies between the optimistic ©xpected time (f,) for an activity. “timates of time follow aB (Beta) ait ENGINEERING AND PROD! ous The expected time (" ired to complete each activity deviatio The standard Std. deviation (6) 6 ‘mplete the project seandard deviation of he 7 o_o 6 jon of project within a Scheduled Time Probabitity of Complet na ‘at is given by the probability of occur ae sitibution is assumed to be the normal dist The probability of ¢° event of the network. The The probability of comP! 1. Calculate the mean of he critical path leading © the &*" 2 Calculate the variance of the critical path. Take the squite 3. Compute standard normal val L- oT From tables of normal curve. probability © i within scheduled is computed as; (t,) by adding the times of the acti lime by adding up the variances of the ‘this variance to get T (standard devi z= ‘ responding to Z gives the required p project are given critical path and variance of e Problem 5: The PERT time estimates 9 Construct the PERT Network—Find Most expected (ts) 5 Activity 1-2 2-3 2-4 ¢ and variance of each activity is sl ‘and variance of activities sek sa ahh vo Ogg mat aa Mita paths 12,24, 4 = 6,6- id 9-10 “ted the duration of 6+ 6.116 + 5 = 28.1/6 days pletion € for each activity Draw the ject length Find the ne ' ("leet will be completed oem Betine eet weeks oH cM Weeks, Ks what is the probability of not ‘cent probability? network ed (ii) No more than 4 iii) Te the project (iv) Find the provest - 20.10. Solution: The nework SE of each Expected times and variance 0 tied Time (1,) fo+4In +t, +7= 17 weeks nce = 9 = 3 weeks ye completed 4 weeks earlier completed no more than 4 yLING WITH 90.82 per cent . ss due date = 19 on esti the schedule i i cost TRADE OFF (CR it Mall cost Will consist of e le aitice expenditures, administ ooo varies with time, Any reductig vs includes cost of materials, atontacting “amed that for each activity, (activity results in more than “instance a point will be reach spective of resources spent, on for the activity at minimum eo scaled crash time. The costs associ ‘cx ationship is assumed between tim t

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