1) The document discusses project management tools including network analysis techniques like CPM and PERT.
2) CPM and PERT are used to plan and schedule complex projects using network diagrams that show the logical sequence and relationships of tasks.
3) PERT uses three time estimates for each activity - optimistic, most likely, and pessimistic - to calculate the expected duration using probability.
CPM and PERT are network analysis techniques used for project planning and scheduling. CPM was developed in the 1950s by DuPont for chemical plant projects and focuses on minimizing project duration. PERT was developed by the US Navy for the Polaris missile program and handles uncertain activity times using probability. Both techniques represent activities as nodes and their dependencies as arrows to build a network that identifies the critical path showing the shortest time to complete the project.
Constructing a network
1 Introduction and definitions:
-Activity and Project
-Project Management Process
-Network
2 Situations in network diagram
-Concurrent activities
-Predecessors and Successors Activities
-Dummy Activity
3 Errors to be Avoided in constructing a network
4 Rules in constructing a network
The standard deviation is the square root of the variance, which is 1.465 weeks.
Z = (Target Time - Expected Time) / Standard Deviation
= (42 - 40) / 1.465
= 1.37
Looking up 1.37 in the standard normal distribution table gives a probability of around 0.085 or 8.5% that the project will take longer than 42 days.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
The document summarizes key provisions of the Factories Act of 1948 in India. It defines what constitutes a factory based on the number of employees. The objective of the Act is to protect workers' health and safety. A factory needs approval and must be registered and licensed. The occupier is responsible for workers' health, safety and welfare. Inspectors have powers to enter premises and examine compliance. Provisions relate to cleanliness, ventilation, lighting, drinking water, and safeguarding of machinery. The Act aims to regulate factories to promote workers' welfare.
This document provides an overview of network analysis techniques like CPM and PERT. It begins with basic concepts of networks including nodes, branches, events and activities. It then discusses rules for constructing networks and uses examples to illustrate key points. The document explains the critical path method for determining the longest path and critical activities in a network. It also covers concepts like dummy activities. Finally, it provides a high-level introduction to the Programme Evaluation and Review Technique (PERT) which incorporates uncertainties into project scheduling.
CPM and PERT are network analysis techniques used for project planning and scheduling. CPM was developed in the 1950s by DuPont for chemical plant projects and focuses on minimizing project duration. PERT was developed by the US Navy for the Polaris missile program and handles uncertain activity times using probability. Both techniques represent activities as nodes and their dependencies as arrows to build a network that identifies the critical path showing the shortest time to complete the project.
Constructing a network
1 Introduction and definitions:
-Activity and Project
-Project Management Process
-Network
2 Situations in network diagram
-Concurrent activities
-Predecessors and Successors Activities
-Dummy Activity
3 Errors to be Avoided in constructing a network
4 Rules in constructing a network
The standard deviation is the square root of the variance, which is 1.465 weeks.
Z = (Target Time - Expected Time) / Standard Deviation
= (42 - 40) / 1.465
= 1.37
Looking up 1.37 in the standard normal distribution table gives a probability of around 0.085 or 8.5% that the project will take longer than 42 days.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
The document summarizes key provisions of the Factories Act of 1948 in India. It defines what constitutes a factory based on the number of employees. The objective of the Act is to protect workers' health and safety. A factory needs approval and must be registered and licensed. The occupier is responsible for workers' health, safety and welfare. Inspectors have powers to enter premises and examine compliance. Provisions relate to cleanliness, ventilation, lighting, drinking water, and safeguarding of machinery. The Act aims to regulate factories to promote workers' welfare.
This document provides an overview of network analysis techniques like CPM and PERT. It begins with basic concepts of networks including nodes, branches, events and activities. It then discusses rules for constructing networks and uses examples to illustrate key points. The document explains the critical path method for determining the longest path and critical activities in a network. It also covers concepts like dummy activities. Finally, it provides a high-level introduction to the Programme Evaluation and Review Technique (PERT) which incorporates uncertainties into project scheduling.
This document discusses project monitoring and control tools and techniques. It provides examples of tools like a project charter, work breakdown structure (WBS), milestone charts, and status reports that can help define scope, plan work, track progress, and monitor risks. It emphasizes that properly documenting lessons learned, maintaining a project archives, and protecting knowledge can strengthen an organization's project management skills.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
The document discusses a group project presentation on project networks. The presentation will cover the definition of a project, network diagrams, network planning methods like CPM and PERT, basic network components, and approaches to project networks. It provides examples of activities that could make up a school construction project and defines key terms used in network diagrams and planning.
This document provides guidance for developing effective IT contingency plans. It outlines a seven-step contingency planning process that includes developing policy, conducting business impact analysis, identifying preventive controls and recovery strategies, developing and testing a contingency plan, and maintaining the plan. It also discusses considerations for contingency planning for different types of IT systems like desktops, servers, web sites, networks and mainframes. The goal is to help organizations establish thorough plans and procedures to enable quick and effective IT system recovery following a disruption.
The document discusses Project Evaluation and Review Technique (PERT), a method for planning, scheduling, and controlling complex projects. PERT was developed in the late 1950s to manage the Polaris missile program. It involves identifying tasks, durations, dependencies and critical paths to determine the minimum time needed to complete the overall project. The summary analyzes how PERT can be used by nurse managers to plan nursing work schedules and allocate resources efficiently to reduce patient costs and hospital stays.
PERT and CPM are project management tools used to schedule, organize, and coordinate tasks within a project. PERT was developed for uncertain schedules and uses three time estimates, while CPM uses known times. Both tools involve identifying tasks, estimating durations, and displaying the tasks in a network diagram to identify the critical path of interdependent activities. This helps project managers monitor progress and ensure projects are completed on time, within budget, and to quality standards.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
GAME THEORY - Problems on Dominance principleSundar B N
This document discusses the principle of dominance in game theory. The principle states that if one strategy gives a player a better outcome than another strategy in all situations, the inferior strategy can be eliminated. There are two steps to applying the principle of dominance: 1) compare rows and eliminate rows with lower values, and 2) compare columns and eliminate columns with lower values. This process simplifies the game matrix until a solution can be found using saddle point or odds methods. An example problem demonstrates applying the dominance principle to eliminate inferior strategies row-by-row and column-by-column until the game is solved.
The Payment of Gratuity Act of 1972 provides social security to employees in India by requiring employers to pay gratuity payments to their employees after they complete at least 5 years of continuous service. The act applies to factories, mines, oilfields, plantations, ports, and shops with more than 10 employees. It entitles employees who have worked for at least 5 years to receive gratuity payments equal to 15 days' wages for each completed year of service. The maximum gratuity payable is Rs. 10 lakh. Employers must make these payments within 30 days of when gratuity becomes due.
Management By Objectives (MBO) is a process where managers and employees set mutual goals, review and evaluate them together. The goals are set through consultation between supervisors and subordinates. The MBO process involves diagnosis, goal setting, action planning, interim reviews, and a final review. MBO aims to relate individual performance to organizational goals, enhance communication, increase competence, and stimulate motivation. However, it also has limitations such as being time consuming and potentially undermining leadership.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
The document discusses replacement theory, which determines the optimal time to replace equipment or machines that deteriorate over time. It increases maintenance costs as equipment ages. The document provides examples of industries that use replacement theory and outlines the methodology. It presents a sample replacement problem looking at the purchase price, annual running costs, and resale values to determine the year when replacement is most economical based on minimum average total cost. The optimal replacement period is calculated based on rules comparing maintenance costs to average costs or scrap value.
Planning involves deciding future actions, how and when to take them, and who will be involved. It is a goal-oriented, rational process that provides direction and guidelines. Effective planning focuses on objectives, offsets uncertainty, and increases organizational effectiveness through efficiency, coordination, and control. Plans can be strategic, tactical, or operational depending on their level, time frame, and scope. The planning process includes analyzing opportunities, setting objectives, identifying alternatives, evaluating options, selecting plans, implementing, and reviewing. Prerequisites for effective planning are setting the right climate, clear objectives, participation, communication, and integration of long- and short-term plans. Potential limitations include lack of information, resistance to change, and false sense of security
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
The passage discusses the importance of copyright and how it protects original works of authorship such as books, music, art, and movies. Copyright gives the creator exclusive rights to make copies, distribute copies, publicly display, or publicly perform their work. Infringing on someone's copyright by copying, distributing, or displaying their work without permission is illegal and can result in civil lawsuits and criminal prosecution.
The Factories Act, 1948 outlines regulations for factories in India. A factory is defined as a premises with 10 or more workers if power is used, or 20 or more workers if power is not used. The Act aims to protect worker health and safety. It applies to places with manufacturing processes, regardless of the number of employees. The Act defines key terms, sets requirements for approvals, notifications, and inspections. It also establishes provisions related to worker welfare, health, safety, working hours and holidays.
The document summarizes the key aspects of the Regulation of Employment Act 1948 in India. It establishes Dock Labour Boards to regulate employment of dock workers at ports, develop schemes for their registration and ensure regular employment. The boards are responsible for administering schemes, maintaining accounts and submitting annual reports. Inspectors can investigate premises to check compliance. Non-compliance can be punished with fines or imprisonment. The government can supersede boards if needed and make rules to implement the Act.
What are you doing to manage and engage the people, groups and organizations who can impact, or are impacted, by your project or change initiative? View this short presentation to discover the impact effective stakeholder management can have on your project.
The document discusses project management techniques like CPM and PERT for planning and scheduling projects. It defines key terms like activities, events, critical path. It explains how to construct a network diagram and calculate the critical path. PERT uses three time estimates per activity to calculate expected duration and variance while accounting for uncertainty. The document also discusses crashing the critical path to reduce project duration at additional costs.
project management-cpm and pert methods for managersNaganna Chetty
A project is a one shot, time limited, goal directed, major undertaking, requiring the commitment of varied skills & resources.
A project:
Has a unique purpose.
Is temporary.
Is developed using progressive elaboration.
Requires resources, often from various areas.
Should have a primary customer or sponsor.
The project sponsor usually provides the direction and funding for the project.
Involves uncertainty.
Project managers work with project sponsors, project teams, and other people involved in projects to meet project goals.
Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
Program managers oversee programs and often act as bosses for project managers.
Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”
This document discusses project monitoring and control tools and techniques. It provides examples of tools like a project charter, work breakdown structure (WBS), milestone charts, and status reports that can help define scope, plan work, track progress, and monitor risks. It emphasizes that properly documenting lessons learned, maintaining a project archives, and protecting knowledge can strengthen an organization's project management skills.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
The document discusses a group project presentation on project networks. The presentation will cover the definition of a project, network diagrams, network planning methods like CPM and PERT, basic network components, and approaches to project networks. It provides examples of activities that could make up a school construction project and defines key terms used in network diagrams and planning.
This document provides guidance for developing effective IT contingency plans. It outlines a seven-step contingency planning process that includes developing policy, conducting business impact analysis, identifying preventive controls and recovery strategies, developing and testing a contingency plan, and maintaining the plan. It also discusses considerations for contingency planning for different types of IT systems like desktops, servers, web sites, networks and mainframes. The goal is to help organizations establish thorough plans and procedures to enable quick and effective IT system recovery following a disruption.
The document discusses Project Evaluation and Review Technique (PERT), a method for planning, scheduling, and controlling complex projects. PERT was developed in the late 1950s to manage the Polaris missile program. It involves identifying tasks, durations, dependencies and critical paths to determine the minimum time needed to complete the overall project. The summary analyzes how PERT can be used by nurse managers to plan nursing work schedules and allocate resources efficiently to reduce patient costs and hospital stays.
PERT and CPM are project management tools used to schedule, organize, and coordinate tasks within a project. PERT was developed for uncertain schedules and uses three time estimates, while CPM uses known times. Both tools involve identifying tasks, estimating durations, and displaying the tasks in a network diagram to identify the critical path of interdependent activities. This helps project managers monitor progress and ensure projects are completed on time, within budget, and to quality standards.
Project monitoring and control & planning for monitoringSandeep Kumar
This document discusses project monitoring and control. It defines monitoring as the regular observation and recording of project activities, and control as processes used to predict, understand, and influence project time and cost outcomes. The purposes of monitoring and control are to analyze the project situation, determine if inputs are being utilized properly, identify and address problems, and ensure activities are on track. Effective monitoring and control involves status reporting, project reviews, tracking schedule and budget variances, and managing risks.
GAME THEORY - Problems on Dominance principleSundar B N
This document discusses the principle of dominance in game theory. The principle states that if one strategy gives a player a better outcome than another strategy in all situations, the inferior strategy can be eliminated. There are two steps to applying the principle of dominance: 1) compare rows and eliminate rows with lower values, and 2) compare columns and eliminate columns with lower values. This process simplifies the game matrix until a solution can be found using saddle point or odds methods. An example problem demonstrates applying the dominance principle to eliminate inferior strategies row-by-row and column-by-column until the game is solved.
The Payment of Gratuity Act of 1972 provides social security to employees in India by requiring employers to pay gratuity payments to their employees after they complete at least 5 years of continuous service. The act applies to factories, mines, oilfields, plantations, ports, and shops with more than 10 employees. It entitles employees who have worked for at least 5 years to receive gratuity payments equal to 15 days' wages for each completed year of service. The maximum gratuity payable is Rs. 10 lakh. Employers must make these payments within 30 days of when gratuity becomes due.
Management By Objectives (MBO) is a process where managers and employees set mutual goals, review and evaluate them together. The goals are set through consultation between supervisors and subordinates. The MBO process involves diagnosis, goal setting, action planning, interim reviews, and a final review. MBO aims to relate individual performance to organizational goals, enhance communication, increase competence, and stimulate motivation. However, it also has limitations such as being time consuming and potentially undermining leadership.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
The document discusses replacement theory, which determines the optimal time to replace equipment or machines that deteriorate over time. It increases maintenance costs as equipment ages. The document provides examples of industries that use replacement theory and outlines the methodology. It presents a sample replacement problem looking at the purchase price, annual running costs, and resale values to determine the year when replacement is most economical based on minimum average total cost. The optimal replacement period is calculated based on rules comparing maintenance costs to average costs or scrap value.
Planning involves deciding future actions, how and when to take them, and who will be involved. It is a goal-oriented, rational process that provides direction and guidelines. Effective planning focuses on objectives, offsets uncertainty, and increases organizational effectiveness through efficiency, coordination, and control. Plans can be strategic, tactical, or operational depending on their level, time frame, and scope. The planning process includes analyzing opportunities, setting objectives, identifying alternatives, evaluating options, selecting plans, implementing, and reviewing. Prerequisites for effective planning are setting the right climate, clear objectives, participation, communication, and integration of long- and short-term plans. Potential limitations include lack of information, resistance to change, and false sense of security
Monitoring and evaluation are important processes for projects. Monitoring involves regularly collecting and recording information about all aspects of a project to inform decision-making and ensure progress is communicated. Evaluation assesses the merit and worth of project activities, outcomes, and impacts. Both processes provide accountability, promote learning, and help understand stakeholder perspectives to improve future project management, planning, and effectiveness. Key needs include assessing results, understanding different views, and ensuring accountability.
The passage discusses the importance of copyright and how it protects original works of authorship such as books, music, art, and movies. Copyright gives the creator exclusive rights to make copies, distribute copies, publicly display, or publicly perform their work. Infringing on someone's copyright by copying, distributing, or displaying their work without permission is illegal and can result in civil lawsuits and criminal prosecution.
The Factories Act, 1948 outlines regulations for factories in India. A factory is defined as a premises with 10 or more workers if power is used, or 20 or more workers if power is not used. The Act aims to protect worker health and safety. It applies to places with manufacturing processes, regardless of the number of employees. The Act defines key terms, sets requirements for approvals, notifications, and inspections. It also establishes provisions related to worker welfare, health, safety, working hours and holidays.
The document summarizes the key aspects of the Regulation of Employment Act 1948 in India. It establishes Dock Labour Boards to regulate employment of dock workers at ports, develop schemes for their registration and ensure regular employment. The boards are responsible for administering schemes, maintaining accounts and submitting annual reports. Inspectors can investigate premises to check compliance. Non-compliance can be punished with fines or imprisonment. The government can supersede boards if needed and make rules to implement the Act.
What are you doing to manage and engage the people, groups and organizations who can impact, or are impacted, by your project or change initiative? View this short presentation to discover the impact effective stakeholder management can have on your project.
The document discusses project management techniques like CPM and PERT for planning and scheduling projects. It defines key terms like activities, events, critical path. It explains how to construct a network diagram and calculate the critical path. PERT uses three time estimates per activity to calculate expected duration and variance while accounting for uncertainty. The document also discusses crashing the critical path to reduce project duration at additional costs.
project management-cpm and pert methods for managersNaganna Chetty
A project is a one shot, time limited, goal directed, major undertaking, requiring the commitment of varied skills & resources.
A project:
Has a unique purpose.
Is temporary.
Is developed using progressive elaboration.
Requires resources, often from various areas.
Should have a primary customer or sponsor.
The project sponsor usually provides the direction and funding for the project.
Involves uncertainty.
Project managers work with project sponsors, project teams, and other people involved in projects to meet project goals.
Program: “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.”
Program managers oversee programs and often act as bosses for project managers.
Project management is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”
Project Management: NETWORK ANALYSIS - CPM and PERTS.Vijaya Bhaskar
This document provides information about project management techniques including network analysis using Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It defines what a project and network are, and describes the basic steps and concepts involved in CPM and PERT. These include drawing networks, identifying critical paths, calculating expected durations and variances of activities, and determining the probability of completing projects within given timeframes. Examples are provided to illustrate key concepts like crashing project durations and calculating associated costs. The document is intended as a teaching aid for understanding fundamental aspects of project network analysis.
A project is defined as a temporary endeavor undertaken to create a unique product or service. Network analysis techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are used to plan and schedule complex projects. These methods involve identifying all activities, their durations, and logical relationships to construct a network diagram. The critical path is then determined by calculating the longest path of linked activities from start to finish, which must be carefully managed to ensure on-time project completion.
This document discusses project scheduling concepts like PERT and CPM. It defines a project and provides examples. It explains key aspects of project scheduling including network analysis, determining critical paths, calculating floats, and allocating resources. It also discusses constructing PERT/CPM networks and numbering events. It covers procedures for determining earliest and latest times, float/slack times, and identifying the critical path. The document is an overview of fundamental concepts for project scheduling and critical path analysis.
4 a. Project management - network analysisDr.R. SELVAM
A project is defined as a temporary endeavor undertaken to create a unique product or service. Network analysis techniques like Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) use graphical networks to plan and schedule project activities by identifying their logical sequence and dependencies. A network diagram depicts activities as arrows connected by nodes to illustrate the precedence relationships between tasks.
This document discusses time management techniques for project management. It begins by explaining that accurately scheduling a project is important for predicting time and costs. It then discusses various project planning phases such as defining objectives, work breakdown structures, precedence relationships between activities, and modeling these relationships in a network diagram. The document also covers critical path method (CPM) and program evaluation and review technique (PERT) analyses, which are used to estimate activity times and determine the critical path and project duration.
This document provides an overview of project scheduling and costs. It discusses estimating project time and costs, using techniques like Gantt charts and PERT networks to schedule projects. It covers determining critical paths, float, and analyzing changes to project constraints. Resource requirements like costs and cash flow are also examined. Scheduling processes like defining activities, sequencing, and developing schedules are outlined.
The document discusses project scheduling techniques. It describes the key elements of project scheduling including Gantt charts, PERT, and CPM. These techniques are used to plan project activities, allocate resources, track progress, and identify critical paths. The document also provides examples of network diagrams and guidelines for constructing them. Project scheduling helps project managers communicate work requirements and ensure projects are completed on time and within budget.
The document discusses topics related to project management including the project life cycle, project planning techniques, and network scheduling methods. It defines key project management terms and outlines the phases of a typical project life cycle. It also describes tools and techniques for project planning including the work breakdown structure (WBS), Gantt charts, and network scheduling methods like critical path method (CPM) and program evaluation and review technique (PERT).
Here are the steps to solve this PERT problem:
1. Identify the activities: A, B, C, D, E
2. Estimate the three times for each activity:
A: Optimistic = 10 days, Most Likely = 22 days, Pessimistic = 22 days
B: Optimistic = 20 days, Most Likely = 20 days, Pessimistic = 20 days
C: Optimistic = 4 days, Most Likely = 10 days, Pessimistic = 16 days
D: Optimistic = 2 days, Most Likely = 14 days, Pessimistic = 32 days (predecessor is A)
E: Optimistic = 8 days, Most
Here are the steps to solve this PERT problem:
1. Identify the activities: A, B, C, D, E
2. Estimate the three times for each activity:
A: Optimistic = 10 days, Most Likely = 22 days, Pessimistic = 22 days
B: Optimistic = 20 days, Most Likely = 20 days, Pessimistic = 20 days
C: Optimistic = 4 days, Most Likely = 10 days, Pessimistic = 16 days
D: Optimistic = 2 days, Most Likely = 14 days, Pessimistic = 32 days (predecessor is A)
E: Optimistic = 8 days, Most
1) PERT and CPM are network analysis techniques used to schedule, coordinate, and control complex projects. They analyze the tasks involved in a project and their interdependencies to estimate project duration and identify the critical path.
2) The document discusses key aspects of PERT and CPM including activity networks, time estimates, critical path identification, and slack calculations. It also provides an example of applying PERT/CPM to schedule a construction project.
3) PERT and CPM both help answer questions about project completion date, start/finish times of tasks, critical tasks, and float or slack times. The example project demonstrates how its network diagram can be used to determine a 44-week schedule with identified
The document discusses various aspects of construction project management. It covers topics like defining a project and project management, the roles and responsibilities of a project manager, the need for project management, and the project management triangle involving time, cost, and scope constraints. It also describes key phases of project management like planning, execution, control, and closure. Important tools for planning and scheduling projects are discussed, including bar charts, critical path method (CPM), and program evaluation and review technique (PERT).
The document discusses technical aspects of project management. It provides an example of a housing project with specifications including building 3 bedroom homes for 50 families within 3 years. It then discusses key project elements like stakeholders, life cycle, work breakdown structure, Gantt charts, critical path analysis, and PERT/CPM techniques. Project management concepts like activities, events, precedence, floats, critical paths, and time estimates are explained with examples.
This document provides an overview of Programme Evaluation and Review Technique (PERT) and Critical Path Method (CPM), which are network analysis techniques used for project scheduling. PERT is used for projects with uncertainty, uses probabilistic time estimates, and focuses on scheduling and monitoring. CPM is used for projects with deterministic time estimates, focuses on time/cost tradeoffs, and allows expediting activities for extra cost. Both techniques identify the critical path and activities with slack. The document then discusses network terminology, provides an example project, and demonstrates how to construct a PERT network and perform calculations for expected activity times, earliest/latest event times, and slack.
Network analysis is an important project management tool. It helps with planning, scheduling, and controlling projects through representing activities as a project network. It identifies the interrelationships between activities and helps minimize time, costs, and idle resources while avoiding delays. PERT and CPM are two common network analysis techniques. PERT is useful for complex projects with uncertain activity times, while CPM focuses on cost optimization for projects with known activity times. Both aim to identify the critical path that determines the minimum project duration.
The document discusses key aspects of construction project management including:
1. Project management involves applying knowledge and skills to project activities to complete the project on time, within budget, and to the required quality.
2. Project managers are responsible for planning, procurement, and execution and act as the main point of contact for any issues.
3. Effective project management is needed for projects to control costs, timelines, and deal with complexity. It involves detailed planning, scheduling, resource management, and progress tracking.
4. The project management triangle outlines the constraints of time, cost, and scope that must be balanced on all projects.
The document discusses the history and concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), two network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, focusing on cost-time tradeoffs. PERT was developed by the US Navy for the Polaris missile program to minimize completion time given uncertain activity durations. Both techniques use network diagrams of nodes and arrows to represent activities and their dependencies. The critical path is the longest sequence of activities determining the minimum project duration.
The document discusses the history and concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), which are network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, while PERT was developed by the US Navy for the Polaris missile program. Both techniques use network diagrams of activities and their dependencies to analyze the critical path and schedule of a project. CPM uses deterministic activity times while PERT uses probabilistic times to account for uncertainty. The techniques help answer questions about project completion dates, schedules, budgets, and how to finish early.
Most construction sites that run into trouble do so for reasons related to managerial factors rather than because of technical problems. The site-based management can make significant improvements in the cost and time savings during the construction process without involving a mass of additional work. The role of site managers is to control and maintain work performance and then taking actions to rectify situations where performance is unsatisfactory.
Concepts and Formulas of Construction Site Layout Planning Elements:
A well-planned site including all temporary facilities and utilities lead to: 1) increasing productivity and safety, 2) reducing area(s) needed for temporary construction, and 3) maximizing utilization. The following points should be considered in good site layout
Site layout planning can affect productivity and is crucial to project success. However, as construction is heterogeneous in the nature of its organizations, project designs, time constraints, environmental effects, etc., site layout planning for each project becomes unique. Affected by many uncertainties variables! And variations, site layout planning is a typical multi objective problem.
Problem solving requires representing the problem in a language that problem solvers can understand. However, solutions of most construction problems rely on empirical Knowledge about the site layout that can be as a site space allocation for material storage, working areas, units of accommodation, plant positions, general circulation areas, and also access and egress for deliveries and emergency services. Furthermore, conflicting objectives and the uniqueness of construction projects like bad site layout make the problems difficult to conceptualize and define.
Introduction
CPM/PERT or Network Analysis as the technique is sometimes called, developed along two parallel streams, one industrial and the other military.
CPM (Critical Path Method) was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957. The computation was designed for the UNIVAC-I computer. The first test was made in 1958, when CPM was applied to the construction of a new chemical plant. In March 1959, the method was applied to maintenance shut-down at the Du Pont works in Louisville, Kentucky. Unproductive time was reduced from 125 to 93 hours.
PERT (Project Evaluation and Review Technique) was devised in 1958 for the POLARIS missile program by the Program Evaluation Branch of the Special Projects office of the U.S.Navy, helped by the Lockheed Missile Systems division and the Consultant firm of Booz-Allen & Hamilton. The calculations were so arranged so that they could be carried out on the IBM Naval Ordinance Research Computer (NORC) at Dahlgren, Virginia.
Introduction 1
Network is a technique used for planning and scheduling of large projects in the fields of construction, maintenance, fabrication, purchasing, computer system instantiation, research and development planning etc. There is multitude of operations research situations that can be modeled and solved as network. Some recent surveys reports that as much as 70% of the real-world mathematical programming problems can be represented by network related models. Network analysis is known by many names _PERT (Programme Evaluation and Review Technique), CPM (Critical Path Method), PEP (Programme Evaluation Procedure), LCES (Least Cost Estimating and Scheduling), SCANS (Scheduling and Control by Automated Network System), etc
This chapter will present three of algorithms.
1. PERT & CPM
2. Shortest- route algorithms
3. Maximum-flow algorithms
ASSIGNMENT III
B Tech 8th Semester
Submit it on or before 20th April 2020
01. Construct a network for each of the activities and their precedence relationships are given below:
Economics of project evaluation for reference cpm module2ahsanrabbani
This document provides an overview of key concepts in project structure and management, including:
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Economics of project evaluation cpm module2ahsanrabbani
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Design of steel structure as per is 800(2007)ahsanrabbani
It does not offer resistance against rotation and also termed as a hinged or pinned connections.
It transfers only axial or shear forces and it is not designed for moment
It is generally connected by single bolt/rivet and therefore full rotation is allowed
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Sri Guru Hargobind Ji - Bandi Chor Guru.pdfBalvir Singh
Sri Guru Hargobind Ji (19 June 1595 - 3 March 1644) is revered as the Sixth Nanak.
• On 25 May 1606 Guru Arjan nominated his son Sri Hargobind Ji as his successor. Shortly
afterwards, Guru Arjan was arrested, tortured and killed by order of the Mogul Emperor
Jahangir.
• Guru Hargobind's succession ceremony took place on 24 June 1606. He was barely
eleven years old when he became 6th Guru.
• As ordered by Guru Arjan Dev Ji, he put on two swords, one indicated his spiritual
authority (PIRI) and the other, his temporal authority (MIRI). He thus for the first time
initiated military tradition in the Sikh faith to resist religious persecution, protect
people’s freedom and independence to practice religion by choice. He transformed
Sikhs to be Saints and Soldier.
• He had a long tenure as Guru, lasting 37 years, 9 months and 3 days
Data Communication and Computer Networks Management System Project Report.pdfKamal Acharya
Networking is a telecommunications network that allows computers to exchange data. In
computer networks, networked computing devices pass data to each other along data
connections. Data is transferred in the form of packets. The connections between nodes are
established using either cable media or wireless media.
2. What is a Project?
• A project is an interrelated set of activities that has definite
starting and ending points and that result in a unique product
or service
• Cuts across organizational lines - they need varied skills of
different profession
• Uncertainties like new technology & external environment can
change the character of the project
• Personnel, materials, facilities etc. are temporarily assembled to
accomplish a goal within a specified time frame and then disbanded
• Upon finish, a project releases lot of resources which were
engaged in execution of the project
3. Examples of Project
• Hosting a College Annual Function
• Plan a Space Shuttle to Mars
• Construct a Plant to Manufacture Ball Bearings
• Plan for Wedding
• Designing and Implement a Computer System
• Designing a ABS System
• Executing Environmental Clean-up Of a Contaminated Site
• Erect a New Lab in the Dept. of Mechanical Engineering
4. Definition of Project
• A project is a one shot, time limited, goal directed,
major undertaking, requiring the commitment of
varied skills & resources.
• It also describes project as a combination of human
and non human resources pooled together in a
temporary organization to achieve specific purpose
5. Project Attributes
A project:
• Has a unique purpose.
• Is temporary.
• Is developed using progressive elaboration.
• Requires resources, often from various areas.
• Should have a primary customer or sponsor.
•The project sponsor usually provides the direction
and funding for the project.
• Involves uncertainty.
6. Project and Program Managers
Project managers work with project sponsors, project teams,
and other people involved in projects to meet project goals.
Program: "A group of related projects managed in a
coordinated way to obtain benefits and control not available
from managing them individually."
Program managers oversee programs and often act as bosses
for project managers.
Project management is "the application of knowledge, skills,
tools and techniques to project activities to meet project
requirements."
7. Project Management Tools and
Techniques
Project management tools and techniques assist project
managers and their teams in various aspects of project
management.
Specific tools and techniques include:
Project charters, scope statements, and WBS (scope).
Gantt charts, network diagrams, critical path analyses,
critical chain scheduling (time).
Cost estimates and earned value management (cost).
8. NETWORK ANALYSIS
Network Analysis refers to a number of techniques for the
planning and control of complex projects.
The two most frequently used forms of network planning
are:
1. Programme Evaluation and Review Technique
(PERT)
2. Critical Path Method (CPM)
9. WHAT IS A NETWORK?
A network is a graphical diagram
consisting of certain configuration of “Arrows” (O)
and “Nodes” (O) for showing the logical sequence of
various tasks to be performed to achieve the project
objective.
hardware. hardware
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Release software
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Design software
Release
10. PERT / CPM Techniques
The initial step in PERT/CPM project scheduling
process is the determination of all specific
activities that comprise the project and their
relationships.
11. EXAMPLE
Activity Description Duration (in
weeks)
Immediate
predecessor
A Obtain the budget
approval
2
-
B Obtain the machine 5 A
C Hire the operator 1 A
D Install the machine 1 B
E Train the operator 6 C
F Produce the goods 1 D,E
12. TERMS USED IN A NETWORK
Activity: An activity represents an action and consumption of resources
(time, money, energy) required to complete a portion of a project.
Activity is represented by an arrow, .
Event: An event (or node) will always occur at the beginning and end of an
activity. The event has no resources and is represented by a circle. The ith
event and jth event are the tail event and head event respectively.
Head Event
13. Merge and Burst Events
One or more activities can start and end simultaneously at an event.
Preceding and Succeeding Activities
Activities performed before given events are known as preceding activities, and
activities performed after a given event are known as succeeding activities.
Activities A and B precede activities C and D respectively.
14. RULES OF NETWORK CONSTRUCTION
1. Each defined activity is represented by one
and only one arrow in the network.
2. Before an activity can be undertaken, all
activities preceding it must be completed.
3. The arrows depicting various activities are
indicative of logical procedure only. The length
and bearing of the arrows are of no
significance.
15. 4. The arrow direction indicates the general
progression in time. Head events and Tail events.
5. When a number of activities terminate at one event,
it indicates that no activity emanating from that event
may start unless all activities terminating there have
been completed.
6. Events are identified by numbers.
7. The activities are identified by the numbers of their
starting and ending events or by alphabets.
16. 1. A network should have only one initial and terminal
node.
A
Merge Event
B
B
A
Burst Event
C
C
17. 10. Parallel activities between two events, without
intervening events, are prohibited. When two or
more parallel activities in a project have the same
head and tail events, dummy activities are needed in
constructing the network.
Dummy activities do not consume time or resources.
An efficient network contains a minimum number of
dummy activities required to portray the correct
precedence relationships.
11. Looping is not permitted in a network.
18. NETWORK SYMBOLS
SYMBOL MEANING
Activity
Event
Activity A must be completed
before Activity B completed
Activities A & B can occur
concurrently, but both must be
completed before activity C can
begin
Activities A & B must be completed
before activities C & D can begin,
but C can begin independently of D
& vice versa
20. DUMMY ACTIVITY
An imaginary activity which does not consume any resource and
time is called a dummy activity. Dummy activities are simply used to
represent a connection between events in order to maintain a logic in
the network. It is represented by a dotted line in a network.
21. CRITICAL PATH METHOD
CPM aims at the determination of the
time to complete a project and the
important activities on which a manager
shall focus attention.
22. PROCEDURE
□ Consider all the paths in a project, beginning with
the start event and stopping at the end event.
□ For each path, calculate the time of execution.
□ The path with the largest time is called the critical
path and the activities along this path are called critical
activities or bottleneck activities.
23. 1. You are required to prepare a network diagram for constructing a 5 floor apartmei
The major activities of the project are given as follows:
Activity
V
Description Immediate Predecessor
A Selection of site -
B Preparation of drawings -
C Arranging the for finance
W w
A
D Selection of contractor A
E Getting approval from Govt A
F Laying the foundation E
G Start construction D.F
H Advertise in newspaper B.C
I Allocation of tenants G.H
25. PROJECT EVALUATION REVIEW TECHNIQUE
In the critical path method, the time estimates are assumed to be
known with certainty. In certain projects like research and
development, new product introductions, it is difficult to estimate the
time of various activities.
Hence PERT is used in such projects with a probabilistic method using three
time estimates for an activity, rather than a single estimate, as shown in
Figure Optimistic time tO:
It is the shortest time taken to complete the
activity. It means that if everything goes well
then there is more chance of completing the
activity within this time.
Most likely time tm:
It is the normal time taken to complete an activity,
if the activity were frequently repeated under the
same conditions.
Pessimistic time tp:
It is the longest time that an activity would take to
complete. It is the worst time estimate that an
activity would take if unexpected problems are
faced.
Beta Curve
Time duration of activity
Figure 8.22: PERT L sing Probabilistic Method with 3 Time Estimates
26. Taking all these time estimates into consideration, the expected
time of an activity is arrived at.
The average or mean (ta)
value of the activity duration
is given by,
The variance of the activity
time is calculated using the
formula,
Probability for Project Duration
The probability of completingthe
project within the scheduled time
(Ts) or contracted time may be
obtained by using the standard
normal deviate where Te is the
expected time of project
completion.
Probability of completing the
project within the scheduled time
is,
27. Example Problem of PERT
An R & D project has a list of tasks to be performed whose time
estimates are given in the Table 8.11, as follows.
a. Draw the project network.
b. Find the critical path.
c. Find the probability that the project is completed in 19 days. If the
probability is less than 20%, find the probability of completing it in 24 days.
28. Time expected for each activity is
calculated using the formula (5):
Similarly, the expected time is
calculated for all the activities.
The variance of activity time is
calculated using the formula (6).
Similarly, variances of all the
activities are calculated.
29. A) Construct a network diagram:
calculate the time earliest (TE) and time Latest (TL) for all the
activities.
From the network diagram Figure 8.24, the critical path is
identified as 1-4, 4-6, 6-7, with a project duration of 22 days.
30. C) The probability of completing the project within 19
days is given by, P (Z< Z0)
To find Zo ,
we know, P (Z <Z Network Model o) = 0.5 - z (1.3416) (from normal tables, z (1.3416) = 0.4099)
= 0.5 - 0.4099
= 0.0901
= 9.01%
Thus, the probability of completing the R & D project in 19 days is
9.01%.
31. Since the probability of completing the project in 19
days is less than 20% As in question, we find the
probability of completing it in 24 days.
32. COST ANALYSIS
The two important components of any activity are the cost and time. Cost is
directly proportional to time and vice versa.
For example, in constructing a shopping complex, the expected time of completion
can be calculated using the time estimates of various activities. But if the
construction has to be finished earlier, it requires additional cost to complete the
project. We need to arrive at a time/cost trade-off between total cost of project and
total time required to complete it.
Normal time:
Normal time is the time required to complete the
activity at normal conditions and cost.
Crash time:
Crash time is the shortest possible activity time;
crashing more than the normal time will
increase the direct cost.
Cost Slope
Cost slope is the increase in cost per unit of
time saved by crashing. A linear cost curve is
shown in Figure.
33. Example
An activity takes 4 days to complete at a normal cost of Rs. 500.00. If it is possible
to complete the activity in 2 days with an additional cost of Rs. 700.00, what is the
incremental cost of the activity?
Incremental Cost or Cost Slope
It means, if one day is reduced we have to spend Rs. 100/- extra per day.
Project Crashing
Procedure for crashing
Step1: Draw the network diagram and mark the Normal time and Crash time.
Step2: Calculate TE and TL for all the activities.
Step3: Find the critical path and other paths.
Step 4: Find the slope for all activities and rank them in ascending order.
34. Step 5: Establish a tabular column with required field.
Step 6: Select the lowest ranked activity; check whether it is a critical activity. If so,
crash the activity, else go to the next highest ranked activity.
Note: The critical path must remain critical while crashing.
Step 7: Calculate the total cost of project for each crashing Step 8: Repeat Step 6
until all the activities in the critical path are fully crashed.
Example
The following Table 8.13 gives the activities of a construction project and other
data.
If the indirect cost is Rs. 20 per day, crash the activities to find the
minimum duration of the project and the project cost associated.
35. Solution
From the data provided in the table, draw the network diagram (Figure 8.28)
and find the critical path.
From the diagram, we observe
that the critical path is 1-2-5 with
project duration of 14 days
The cost slope for all activities and their rank is calculated as shown in Table 8.14
36. The available paths of the network are listed down in Table 8.15 indicating the
sequence of crashing (see Figure 8.29).
The sequence of crashing and
the total cost involved is given
in Table 8.16 Initial direct cost
= sum of all normal costs given
= Rs. 490.00
37. Activity
Crashed
Project
Duration
Critical Path Direct Cost in (Rs.) Indirect Cost in
(Rs.)
Total
Cost in
(Rs.)
- 14 1-2-5 490
14 x 20 = 280
770
1 - 2(2)
2 - 5(2)
2 - 4(1)
3 - 4(2)
10
1 - 2 - 5
1 - 3 - 4 - 5
1 - 2 - 4 - 5
490 + (2 x 15) + (2 x 100)
+ (1 x 10) + (2 x 20) =
770
10 x 20 = 200 970
It is not possible to crash more than 10 days, as all the activities in the
critical path are fully crashed. Hence the minimum project duration is
10 days with the total cost of Rs. 970.00.
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