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**Chapter 10 Project Scheduling: PERT/CPM**

Project Scheduling with Known Activity Times Project Scheduling with Uncertain Activity Times Considering Time-Cost Trade-Offs Dr. C. Lightner Fayetteville State University

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**Introduction to Project Management**

Project Scheduling or project management is used to schedule, manage and control projects which are comprised of various independent activities or tasks. Example: Building a New Home When building a home individual subcontractors are hired to: Grade and prepare the land Build the foundation Frame up the home Insulate the home Wire (Electricity, Cable, Telephone lines) the home Drywall Paint (inside) Put vinyl siding on home Install Carpet Landscape Lay Concrete Dr. C. Lightner Fayetteville State University

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**Introduction to Project Management**

Home builders must answer several questions What is the total time required to complete the project if no delays occur? When do the individual activities (subcontractors) need to start and finish? Which subcontractors will delay the earliest completion date if falls behind its schedule (i. e. the critical activities)? For other activities, how much delay can be tolerated? Project Management (PERT/CPM) will help us to address all of the above issues. Dr. C. Lightner Fayetteville State University

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**Dr. C. Lightner Fayetteville State University**

PERT/CPM PERT Program Evaluation and Review Technique Developed by U.S. Navy for Polaris missile project Developed to handle uncertain activity times CPM Critical Path Method Developed by Du Pont & Remington Rand Developed for industrial projects for which activity times generally were known Today’s project management software packages have combined the best features of both approaches. Dr. C. Lightner Fayetteville State University

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**Dr. C. Lightner Fayetteville State University**

PERT/CPM PERT and CPM have been used to plan, schedule, and control a wide variety of projects: R&D of new products and processes Construction of buildings and highways Maintenance of large and complex equipment Design and installation of new systems Dr. C. Lightner Fayetteville State University

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**Dr. C. Lightner Fayetteville State University**

PERT/CPM PERT/CPM is used to plan the scheduling of individual activities that make up a project. Projects may have as many as several thousand activities. A complicating factor in carrying out the activities is that some activities depend on the completion of other activities before they can be started. Dr. C. Lightner Fayetteville State University

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**Dr. C. Lightner Fayetteville State University**

PERT/CPM Project managers rely on PERT/CPM to help them answer questions such as: What is the total time to complete the project? What are the scheduled start and finish dates for each specific activity? Which activities are critical and must be completed exactly as scheduled to keep the project on schedule? How long can noncritical activities be delayed before they cause an increase in the project completion time? Dr. C. Lightner Fayetteville State University

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**Dr. C. Lightner Fayetteville State University**

Project Network A project network can be constructed to model the precedence of the activities. The nodes of the network represent the activities. The arcs of the network reflect the precedence relationships of the activities. A critical path for the network is a path consisting of activities with zero slack. Slack is the amount of time that noncritical activities can be delayed without increasing the project completion time. Immediate predecessor(s) is (are) activities that must be completed immediately before the current activity can begin. Dr. C. Lightner Fayetteville State University

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**Dr. C. Lightner Fayetteville State University**

The Critical Path A path through a network is one of the routes following the arrows (arcs) from the start node to the finish node. The length of a path is the sum of the (estimated) durations of the activities on the path. The (estimated) project duration or project completion time equals the length of the longest path through the project network. This longest path is called the critical path. (If more than one path tie for the longest, they all are critical paths.) Hillier, et. al.: McGraw Hill/Irwin Dr. C. Lightner Fayetteville State University

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**Constructing Project Networks**

The Mohawk Discount Store is designing a management training program for individuals at its corporate headquarters. The company wants to design a program so that trainees can complete it as quickly as possible. Important precedence relationships must be maintained between assignments or activities in the program. For example, a trainee cannot serve as an assistant to the store manager until the employee has obtained experience in the credit department and at least one sales department. The following activities are the assignments that must be completed by each program trainee. Construct the project network for this problem. (Anderson, et. Al, Chapter 10, problem 1) Activities A – H represent actual tasks. Activity A B C D E F G H Immediate Predecessor A A, B A,B C D,F E,G Dr. C. Lightner Fayetteville State University

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**Mohawk Project Network**

F Finish Start D G H B E Dr. C. Lightner Fayetteville State University

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**Project Network Discussion**

Project networks are not unique. A project network is considered valid provided all precedence relationships are preserved. Mohawks project network shows that no activities precede activities A and B. For this reason an arc goes directly from start to these activity nodes. The immediate predecessors of each node is (are) displayed on the network by arcs leading from these immediate predecessors to the node. Also notice that activity H is the only activity that has an arc that goes directly to the finish node. ONLY ACTIVITIES THAT ARE NOT IMMEDIATE PREDECESSORS TO ANY OTHER NETWORK ACTIVITIES MAY HAVE A LINK DIRECTLY TO THE FINISH NODE. Dr. C. Lightner Fayetteville State University

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**Another Project Network Example**

Bridge City Developers is coordinating the construction of an office complex. As part of the planning process, the company generated the following activity list. Draw a project network that can be used to assist in the scheduling of the project activities. Activity A B C D E F G H I J Immediate Predecessor A,B A, B D E C C F,G,H,I Dr. C. Lightner Fayetteville State University

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**Bridge City Developers Project Network**

Here is one way of depicting a Bridge City Developers Project Network D F A Finish Start J B E G H C I Dr. C. Lightner Fayetteville State University

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**Overall Procedure for solving a Project Network**

Determine the sequence of activities. Construct the network or precedence diagram. Starting from the left, compute the Early Start (ES) and Early Finish (EF) time for each activity. Starting from the right, compute the Late Finish (LF) and Late Start (LS) time for each activity. Find the slack for each activity. Identify the Critical Path. In the following slides will elaborate on steps 3-6. Hillier, et. al.: McGraw Hill/Irwin Dr. C. Lightner Fayetteville State University

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**Project Management Notation**

t Duration of an activity ES The earliest time an activity can start EF The earliest time an activity can finish (EF = ES + t) LS The latest time an activity can start and not delay the project LF The latest time an activity can finish and not delay the project Slack The extra time that could be made available to an activity without delaying the project (Slack = LS – ES) Critical Path The sequence(s) of activities with no slack Hillier, et. al.: McGraw Hill/Irwin Dr. C. Lightner Fayetteville State University

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**Example: Frank’s Fine Floats**

Frank’s Fine Floats is in the business of building elaborate parade floats. Frank and his crew have a new float to build and want to use PERT/CPM to help them manage the project . The table on the next slide shows the activities that comprise the project. Each activity’s estimated completion time (in days) and immediate predecessors are listed as well. Frank wants to know the total time to complete the project, which activities are critical, and the earliest and latest start and finish dates for each activity. Dr. C. Lightner Fayetteville State University

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**Example: Frank’s Fine Floats**

Immediate Completion Activity Description Predecessors Time (days) A Initial Paperwork B Build Body A C Build Frame A D Finish Body B E Finish Frame C F Final Paperwork B,C G Mount Body to Frame D,E H Install Skirt on Frame C Dr. C. Lightner Fayetteville State University

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**Example: Frank’s Fine Floats**

Project Network B D G F Start A Finish H E C Dr. C. Lightner Fayetteville State University

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**Earliest Start and Finish Times**

Step 3: Make a forward pass through the network as follows: For each activity i beginning at the Start node, compute: Earliest Start Time = the maximum of the earliest finish times of all activities immediately preceding activity i. (This is 0 for an activity with no predecessors.) Earliest Finish Time = (Earliest Start Time) + (Time to complete activity i ). The project completion time is the maximum of the Earliest Finish Times at the Finish node. Dr. C. Lightner Fayetteville State University

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**Example: Frank’s Fine Floats**

Earliest Start and Finish Times B 3 D 3 G 6 F 3 Start A 3 Finish H 2 E 7 C 2 Dr. C. Lightner Fayetteville State University

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**Latest Start and Finish Times**

Step 4: Make a backwards pass through the network as follows: Latest Finish Time Rule: LF = Smallest LS of the immediate successors. The immediate successors for a node are all nodes that immediately follow the current node. Procedure for obtaining latest times for all activities: For each of the activities that link directly to the finish node, set LF equal to project completion time. For each activity whose LF value has just been obtained, calculate LS = LF – (the time to complete the current activity) For each new activity whose immediate successors now have LS values, obtain its LF by applying the latest finish time rule. Apply step 2 to calculate its LS. Repeat step 3 until LF and LS have been obtained for all activities. Hillier, et. al.: McGraw Hill/Irwin Dr. C. Lightner Fayetteville State University

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**Example: Frank’s Fine Floats**

Latest Start and Finish Times B D G F Start A Finish H E C Dr. C. Lightner Fayetteville State University

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**Determining the Critical Path**

Step 5: Calculate the slack time for each activity by: Slack = (Latest Start) - (Earliest Start), or = (Latest Finish) - (Earliest Finish). Dr. C. Lightner Fayetteville State University

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**Example: Frank’s Fine Floats**

Activity Slack Time Activity ES EF LS LF Slack A (critical) B C (critical) D E (critical) F G (critical) H Dr. C. Lightner Fayetteville State University

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**Example: Frank’s Fine Floats**

Determining the Critical Path A critical path is a path of activities, from the Start node to the Finish node, with 0 slack times. Critical Path: A – C – E – G The project completion time equals the sum of the duration times of all activities along the critical path. Project Completion Time: days Dr. C. Lightner Fayetteville State University

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**Frank’s Fine Floats: Network Results**

The table on slide 23 reveals that the following schedule should be followed in order for the project to completed in 18 days. Activity A: Must begin on day 0 and be finished by day 3. Activity B: May begin between day 3-6, and must be completed by day 9. Activity C: Must begin on day 3 and be finished by day 6. Activity D: May begin between day 6-9, and must be completed by day 12. Activity E: Must begin on day 5 and be finished by day 12. Activity F : May begin between day 6-15, and must be completed by day 18. Activity G: Must begin on day 12 and be finished by day 18. Activity H: May begin between day 5-16, and must be completed by day 18. Dr. C. Lightner Fayetteville State University

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**PERT/CPM WITH UNCERTAIN ACTIVITY TIMES**

Experience and historical data can be used for projects that have be completed in the past (such as home and apartment construction) to provide accurate activity time estimates. In many cases, however, projects are new or unique and activity times are uncertain. In these cases estimating activity times could be difficult. When there is uncertainty associated with activity times, they are often best described by a range of possible values instead of one specific time estimate. Uncertain activity times are treated as random variables with associated probability distributions. These distribution allows us to form probability statements about the likelihood of meeting a specific completion date. Three time estimates are collected for each activity to incorporate the uncertainty. Dr. C. Lightner Fayetteville State University

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**Uncertain Activity Times**

In the three-time estimate approach, the time to complete an activity is assumed to follow a Beta distribution. An activity’s mean completion time is: t = (a + 4m + b) 6 a = the optimistic completion time estimate b = the pessimistic completion time estimate m = the most likely completion time estimate Dr. C. Lightner Fayetteville State University

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**Uncertain Activity Times**

An activity’s completion time variance is: a = the optimistic completion time estimate b = the pessimistic completion time estimate m = the most likely completion time estimate Dr. C. Lightner Fayetteville State University

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**Uncertain Activity Times**

In the three-time estimate approach, the critical path is determined as if the mean times for the activities were fixed times. The overall project completion time is assumed to have a normal distribution with mean equal to the sum of the means along the critical path and variance equal to the sum of the variances along the critical path. Dr. C. Lightner Fayetteville State University

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**Example: ABC Associates**

Consider the following project: Immed. Optimistic Most Likely Pessimistic Activity Predec. Time (Hr.) Time (Hr.) Time (Hr.) A B C A D A E A F B,C G B,C H E,F I E,F J D,H K G,I Dr. C. Lightner Fayetteville State University

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**Example: ABC Associates**

What is the earliest completion date? What is the critical path? If management has set a completion deadline for 24 hours, what is the probability that they will meet this deadline? Dr. C. Lightner Fayetteville State University

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**ABC Associates Project Network**

Dr. C. Lightner Fayetteville State University

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**Example: ABC Associates**

Activity Expected Times and Variances t = (a + 4m + b)/6 2 = ((b-a)/6)2 Activity Expected Time Variance A /9 B /9 C D /9 E /36 F /9 G /9 H /9 I J /9 K /9 Dr. C. Lightner Fayetteville State University

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**Example: ABC Associates**

D 5 J 3 H A E 1 6 6 I Start C 3 F 4 5 Finish K B 4 G 2 5 Complete a forward and backward pass to fill in the above network. Dr. C. Lightner Fayetteville State University

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**Example: ABC Associates**

Critical Path (A-C-F-I-K) 6 11 15 20 19 22 20 23 5 3 13 19 14 20 0 6 6 7 12 13 6 6 1 13 18 6 9 9 13 5 3 4 18 23 0 4 5 9 9 11 16 18 5 4 2 Dr. C. Lightner Fayetteville State University

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**Example: ABC Associates**

Earliest/Latest Times and Slack Activity ES EF LS LF Slack A * B C * D E F * G H I * J K * Dr. C. Lightner Fayetteville State University

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**Example: ABC Associates**

Determining the Critical Path The critical path is a path of activities, from the Start node to the Finish node, with 0 slack times. Critical Path: A – C – F – I – K The project completion time equals the sum of the duration times of all activities along the critical path. Project Completion Time: hours Dr. C. Lightner Fayetteville State University

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**Example: ABC Associates**

Probability the project will be completed within 24 hrs: P(X < 24) The mean completion time E(T) = the sum of the duration times of all activities along the critical path. Thus E(T) = 23. 2 = 2A + 2C + 2F + 2H + 2K = 4/ / /9 = 2 = T = Completion time E(T) = Expected completion Time Dr. C. Lightner Fayetteville State University

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**Example: ABC Associates**

σ= 1.414 Project Duration (in weeks) 23 (Mean) 24 (Deadline) From the Standard Normal Distribution table: P(z < .71) = = Thus there is a 76.12% chance that the project will meet its deadline. Dr. C. Lightner Fayetteville State University

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**Sales Management Training Program Example**

Doug Casey is in charge of planning and coordinating next spring’s sales management training program for his company. The activity information for this project is on the following slides. Use this data to answer the following questions: A. What are the critical activities? B. What is the expected completion time? C. What is the probability that it will takes less than 14 weeks? Dr. C. Lightner Fayetteville State University

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**Sales Management Training Program Example**

Immediate Activity Description Predecessors A Plan Topic B Obtain Speakers A C List meeting locations D Select location C E Finalize speaker travel plans B,D F Make final check with speakers E G Prepare and mail brochure B,D H Take Reservations G I Handle last-minute details F,H Dr. C. Lightner Fayetteville State University

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**Sales Management Training Program Example**

Optimistic Most Likely Pessimistic Activity Time (Hr.) Time (Hr.) Time (Hr.) A B C D E F G H I Dr. C. Lightner Fayetteville State University

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**Sales Management Training Program Example**

Activity Expected Times and Variances t = (a + 4m + b)/6 2 = ((b-a)/6)2 Dr. C. Lightner Fayetteville State University

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**Sales Management Training Program Network**

B E F A I Finish Start C D G H Dr. C. Lightner Fayetteville State University

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**Sales Management Training Program**

Earliest/Latest Times and Slack Dr. C. Lightner Fayetteville State University

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**Sales Management Training Program**

B. E(T) = = 15 weeks C. What is the probability that it will take less than 14 weeks? [P (x <14) ] Variance on critical path σ2 = = 1.05 σ =1.03 P( z < -.98) = = There is a 16.35% chance that the project will be completed within 14 weeks. z = T - E ( ) s 1.03 = Dr. C. Lightner Fayetteville State University

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**Example: EarthMover, Inc.**

EarthMover is a manufacturer of road construction equipment including pavers, rollers, and graders. The company is faced with a new project, introducing a new line of loaders. Management is concerned that the project might take longer than 26 weeks to complete without crashing some activities. Dr. C. Lightner Fayetteville State University

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**Example: EarthMover, Inc.**

Immediate Completion Activity Description Predecessors Time (wks) A Study Feasibility B Purchase Building A C Hire Project Leader A D Select Advertising Staff B E Purchase Materials B F Hire Manufacturing Staff B,C G Manufacture Prototype E,F H Produce First 50 Units G I Advertise Product D,G Dr. C. Lightner Fayetteville State University

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**Example: EarthMover, Inc.**

PERT Network C Start D E I A Finish H G B F 6 8 4 6 3 3 2 6 10 Dr. C. Lightner Fayetteville State University

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**Example: EarthMover, Inc.**

Earliest/Latest Times Activity ES EF LS LF Slack A * B * C D E F * G * H I * Dr. C. Lightner Fayetteville State University

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**Example: EarthMover, Inc.**

Critical Activities 10 16 16 22 6 22 30 6 10 8 0 6 4 10 13 17 20 6 3 6 9 7 10 20 22 22 28 24 30 3 10 20 2 6 10 Dr. C. Lightner Fayetteville State University

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**Example: EarthMover, Inc.**

Crashing The completion time for this project using normal times is 30 weeks. Which activities should be crashed, and by how many weeks, in order for the project to be completed in 26 weeks? Dr. C. Lightner Fayetteville State University

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**Crashing Activity Times**

In the Critical Path Method (CPM) approach to project scheduling, it is assumed that the normal time to complete an activity, tj , which can be met at a normal cost, cj , can be crashed to a reduced time, tj’, under maximum crashing for an increased cost, cj’. Using CPM, activity j's maximum time reduction, Mj , may be calculated by: Mj = tj - tj'. It is assumed that its cost per unit reduction, Kj , is linear and can be calculated by: Kj = (cj' - cj)/Mj. Dr. C. Lightner Fayetteville State University

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**Creating an LP to Determine the Optimal Activities to Crash**

Define Xi = earliest finish time for activity i Yi = the amount of time activity i is crashed You must define your objective function The objective function is always: Min Ki * Yi (Ki computed on slide 55) 2. Create constraints on the earliest finish times for each activity. (The earliest finish time for an activity must be at least the earliest finish time for its immediate predecessor + the time that it takes to finish the current activity). Therefore each activity must have the following constraint for each of its predecessors: Xi ≥ (EF for immediate predecessor) + (normal activity time – amount activity is crashed) Or Xi ≥ (EF for immediate predecessor) + (ti – Yi) Dr. C. Lightner Fayetteville State University

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**Creating an LP to Determine the Optimal Activities to Crash**

Create constraints restricting the maximum time an activity can be crashed. For each activity: Yi ≤ Mi (Mi computed on slide 55) Add additional constraints requiring the project to be completed by the preferred crash date. For each node leading to the finish node add a constraint requiring its earliest finish time to be less than (or equal to) the crash date. Dr. C. Lightner Fayetteville State University

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**Example: EarthMover, Inc.**

Normal Costs and Crash Costs Normal Crash Crash Activity Time Cost Time Cost A) Study Feasibility $ 80, $100,000 B) Purchase Building , ,000 C) Hire Project Leader , ,000 D) Select Advertising Staff , ,000 E) Purchase Materials , ,000 F) Hire Manufacturing Staff , ,000 G) Manufacture Prototype , ,000 H) Produce First 50 Units , ,000 I) Advertising Product , ,000 Dr. C. Lightner Fayetteville State University

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**Example: EarthMover, Inc.**

Linear Program for Minimum-Cost Crashing Let: Xi = earliest finish time for activity i Yi = the amount of time activity i is crashed Min 20YA + 50YC + 50YD + 70YE + 60YF + 350YH + 75YI s.t. YA < XA > (6 - YA) XG > XF + (2 - YG) YC < XB > XA + (4 - YB) XH > XG + (6 - YH) YD < XC > XA + (3 - YC) XI > XD + (8 - YI) YE < XD > XB + (6 - YD) XI > XG + (8 - YI) YF < XE > XB + (3 - YE) XH < 26 YH < XF > XB + (10 - YF) XI < 26 YI < XF > XC + (10 - YF) YB < XG > XE + (2 - YG) Xi, Yj > 0 for all i YG < 0 Dr. C. Lightner Fayetteville State University

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**Dr. C. Lightner Fayetteville State University**

Model Solution LP OPTIMUM FOUND AT STEP OBJECTIVE FUNCTION VALUE 1) VARIABLE VALUE REDUCED COST YA YC YD YE YF YH YI XA XG XF YG YB XB XH XC XI XD XE Dr. C. Lightner Fayetteville State University

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**Dr. C. Lightner Fayetteville State University**

Discussion of Results YA =1 Implies that you should have activity A crashed by one week. Have them complete the project in 5 weeks instead of 6. YF= 3 Implies that you should have activity F crashed by three weeks. Have them complete the project in 7 weeks in stead of 10. This crash change will cost us $ Dr. C. Lightner Fayetteville State University

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**See your textbook for more examples and detailed explanations **

End of Chapter 10 See your textbook for more examples and detailed explanations of all topics discussed in these notes. Dr. C. Lightner Fayetteville State University

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Dr. C. Lightner Fayetteville State University 1 Chapter 10 Project Scheduling: PERT/CPM Project Scheduling with Known Activity Times Project Scheduling.

Dr. C. Lightner Fayetteville State University 1 Chapter 10 Project Scheduling: PERT/CPM Project Scheduling with Known Activity Times Project Scheduling.

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