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PRODUCTION AND OPERATIONS MANAGEMENT Ch. 16: Project Management 1 POM - J. Galván.

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Presentation on theme: "PRODUCTION AND OPERATIONS MANAGEMENT Ch. 16: Project Management 1 POM - J. Galván."— Presentation transcript:

1 PRODUCTION AND OPERATIONS MANAGEMENT Ch. 16: Project Management 1 POM - J. Galván

2 2 Strategic Importance of Project Management Bechtel Kuwait Project: Bechtel Kuwait Project: 8,000 workers 8,000 workers 1,000 construction professionals 1,000 construction professionals 100 medical personnel 100 medical personnel 2 helicopter evacuation teams 2 helicopter evacuation teams 6 full-service dining halls 6 full-service dining halls 27,000 meals per day 27,000 meals per day 40 bed field hospital 40 bed field hospital

3 POM - J. Galván 3 Strategic Importance of Project Management - continued Microsoft Windows 98 Project : Microsoft Windows 98 Project : hundreds of programmers hundreds of programmers millions of lines of code millions of lines of code millions of dollars cost millions of dollars cost Ford Redesign of Mustang Project: Ford Redesign of Mustang Project: 450 member project team 450 member project team Cost $700-million Cost $700-million 25% faster and 30% cheaper than comparable project at Ford 25% faster and 30% cheaper than comparable project at Ford

4 POM - J. Galván 4 Single unit Single unit Many related activities Many related activities Difficult production planning and inventory control Difficult production planning and inventory control General purpose equipment General purpose equipment High labor skills High labor skills Project Characteristics

5 POM - J. Galván 5 Building construction Building construction © 1995 Corel Corp. _ __ __ __ _ An Example

6 POM - J. Galván 6 Research project Research project An Example

7 POM - J. Galván 7 New product introduction New product introduction 19 · Nude Sandalfoot Medium to Tall (B) No nonsense Sheer to waist pantyhose New! Improved! © 1995 Corel Corp. An Example

8 What is a project? A project is unique/nonrepetitive. A project is unique/nonrepetitive. A project has a specific beginning, goal, purpose, and end. A project has a specific beginning, goal, purpose, and end. Thus a project is also temporary. Thus a project is also temporary. Projects must be given specific resources. Projects must be given specific resources. Projects usually cross functional lines and are organized as a matrix. Projects usually cross functional lines and are organized as a matrix. Projects are for use by others: the usufructuary and the user. Projects are for use by others: the usufructuary and the user. Projects generate systemic conflict. Projects generate systemic conflict. Projects are open veins from which the entity loses blood and where infection enter. Projects are open veins from which the entity loses blood and where infection enter. POM - J. Galván 8

9 Formal definition A project is usually a one-time activity A project is usually a one-time activity With a well-defined set of desired end results.With a well-defined set of desired end results. It can be divided into subtasks that must be accomplished in order to achieve the project goals.It can be divided into subtasks that must be accomplished in order to achieve the project goals. The project is complex enough that the subtasks require careful coordination and control in terms of timing, precedence, cost, and performance.The project is complex enough that the subtasks require careful coordination and control in terms of timing, precedence, cost, and performance. The project itself must often be coordinated with other projects being carried out by the same parent organization.The project itself must often be coordinated with other projects being carried out by the same parent organization. POM - J. Galván 9

10 10 Management of Large Projects Planning - goal setting, project definition, team organization Planning - goal setting, project definition, team organization Scheduling - relating people, money, and supplies to specific activities and activities to one and other Scheduling - relating people, money, and supplies to specific activities and activities to one and other Controlling - monitoring resources, costs, quality, and budgets; revising plans and shifting resources to meet time and cost demands Controlling - monitoring resources, costs, quality, and budgets; revising plans and shifting resources to meet time and cost demands

11 POM - J. Galván 11 Project Planning, Scheduling, and Controlling Project Planning 1. Setting goals 2. Defining the project 3. Tying needs into timed project activities 4. Organizing the team Project Scheduling 1. Tying resources to specific activities 2. Relating activities to each other 3. Updating and revising on a regular basis Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details CPM/PERT Gantt charts Milestone charts Cash flow schedules Project Controlling 1. Monitoring resources, costs, quality, and budgets 2. Revising and changing plans 3. Shifting resources to meet demands Reports budgets delayed activities slack activities Before Project During Project

12 POM - J. Galván 12 Establishing objectives Establishing objectives Defining project Defining project Creating work breakdown structure Creating work breakdown structure Determining resources Determining resources Forming organization Forming organization © 1995 Corel Corp. Project Planning

13 Project planning process Overview – a short summary of objectives and scope Overview – a short summary of objectives and scope Objectives – a more detailed statement of the general goals Objectives – a more detailed statement of the general goals General approach – managerial and technical approaches to the work General approach – managerial and technical approaches to the work Contractual aspects – contractual reporting and requirements Contractual aspects – contractual reporting and requirements Schedules – schedules and all milestone events Schedules – schedules and all milestone events Resources – budget and cost monitoring and control procedures Resources – budget and cost monitoring and control procedures Personnel – expected personnel requirements and their skills Personnel – expected personnel requirements and their skills Evaluation methods – procedure for monitoring and evaluating Evaluation methods – procedure for monitoring and evaluating Potential problems – preparation for problems Potential problems – preparation for problems POM - J. Galván 13

14 POM - J. Galván 14 Acct. Eng. Mkt. Mgr. Project Organization Often temporary structure Often temporary structure Uses specialists from entire company Uses specialists from entire company Headed by project manager Headed by project manager Coordinates activities Coordinates activities Monitors schedule & costs Monitors schedule & costs Permanent structure called matrix organization Permanent structure called matrix organization

15 POM - J. Galván 15 A Sample Project Organization Sales President Finance Human Factors Engineering Quality Control Production Technician Test Engineer Propulsion Engineer Physiologist Project Manager Psychologist Structural Engineer Inspection Technician Project 1 Project 2 Project Manager

16 POM - J. Galván 16 Matrix Organization

17 POM - J. Galván 17 The Role of the Project Manager Project Plan and Schedule Revisions and Updates Project Manager Project Team Top Management Resources Performance Reports Information regarding times, costs, problems, delays Feedback Loop

18 POM - J. Galván 18 Work Breakdown Structure 1. Project 2. Major tasks in the project 3. Subtasks in the major tasks 4. Activities

19 POM - J. Galván 19 Sequencing activities Sequencing activities Identifying precedence relationships Identifying precedence relationships Determining activity times & costs Determining activity times & costs Estimating material & worker requirements Estimating material & worker requirements Determining critical activities Determining critical activities J F M A M J J Month Activity Design Build Test PERT Project Scheduling

20 POM - J. Galván 20 Gantt chart Gantt chart Critical Path Method (CPM) Critical Path Method (CPM) Program Evaluation & Review Technique (PERT) Program Evaluation & Review Technique (PERT) Project Scheduling Techniques

21 POM - J. Galván 21 JFMAMJJ Time Period Activity Design Build Test Gantt Chart

22 POM - J. Galván 22 Project Control Reports Detailed cost breakdowns for each task Detailed cost breakdowns for each task Total program labor curves Total program labor curves Cost distribution tables Cost distribution tables Functional cost and hour summaries Functional cost and hour summaries Raw materials and expenditure forecasts Raw materials and expenditure forecasts Variance reports Variance reports Time analysis reports Time analysis reports Work status reports Work status reports

23 POM - J. Galván 23 Network techniques Network techniques Developed in 1950s Developed in 1950s CPM by DuPont for chemical plants CPM by DuPont for chemical plants PERT by U.S. Navy for Polaris missile PERT by U.S. Navy for Polaris missile Consider precedence relationships and interdependencies Consider precedence relationships and interdependencies Each uses a different estimate of activity times Each uses a different estimate of activity times PERT and CPM

24 POM - J. Galván 24 Questions Which May Be Addressed by PERT & CPM Is the project on schedule, ahead of schedule, or behind schedule? Is the project on schedule, ahead of schedule, or behind schedule? Is the project over or under cost budget? Is the project over or under cost budget? Are there enough resources available to finish the project on time? Are there enough resources available to finish the project on time? If the project must be finished in less than the scheduled amount of time, what is the way to accomplish this at least cost? If the project must be finished in less than the scheduled amount of time, what is the way to accomplish this at least cost?

25 POM - J. Galván 25 The Six Steps Common to PERT & CPM 1 Define the project and all of its significant activities or tasks 2 Develop relationships among the activities. (Decide which activities must precede and which must follow others.) 3 Draw the network connecting all of the activities 4 Assign time and cost estimates to each activity 5 Compute the longest time path through the network. This is called the critical path 6 Use the network to help plan, schedule, monitor, and control the project

26 POM - J. Galván Years Activity (Arrow) Register Receive diploma Project: Obtain a college degree (B.S.) Event (Node) Attend class, study etc. 1 Event (Node) Network Terms

27 POM - J. Galván 27 1 A B A & B can occur concurrently 2 3 Activity Relationships

28 POM - J. Galván A B C A must be done before C & D can begin D Activity Relationships

29 POM - J. Galván A BE C B & C must be done before E can begin D Activity Relationships

30 POM - J. Galván 30 Activities are defined often by beginning & ending events Activities are defined often by beginning & ending events Example: Activity 2-3 Example: Activity 2-3 Every activity must have unique pair of beginning & ending events Every activity must have unique pair of beginning & ending events Otherwise, computer programs get confused Otherwise, computer programs get confused Dummy activities maintain precedence Dummy activities maintain precedence Consume no time or resources Consume no time or resources Dummy Activities

31 POM - J. Galván Incorrect : Dummy activity Correct Dummy Activity Example

32 POM - J. Galván 32 3 time estimates 3 time estimates Optimistic times (a) Optimistic times (a) Most-likely time (m) Most-likely time (m) Pessimistic time (b) Pessimistic time (b) Follow beta distribution Follow beta distribution Expected time: t = (a + 4m + b)/6 Expected time: t = (a + 4m + b)/6 Variance of times: v = (b - a) 2 /6 Variance of times: v = (b - a) 2 /6 PERT Activity Times

33 POM - J. Galván 33 Provides activity information Provides activity information Earliest (ES) & latest (LS) start Earliest (ES) & latest (LS) start Earliest (EF) & latest (LF) finish Earliest (EF) & latest (LF) finish Slack (S): Allowable delay Slack (S): Allowable delay Identifies critical path Identifies critical path Longest path in network Longest path in network Shortest time project can be completed Shortest time project can be completed Any delay on activities delays project Any delay on activities delays project Activities have 0 slack Activities have 0 slack Critical Path Analysis

34 POM - J. Galván 34 Begin at starting event & work forward Begin at starting event & work forward ES = 0 for starting activities ES = 0 for starting activities ES is earliest start ES is earliest start EF = ES + Activity time EF = ES + Activity time EF is earliest finish EF is earliest finish ES = Maximum EF of all predecessors for non- starting activities ES = Maximum EF of all predecessors for non- starting activities Earliest Start and Finish Steps

35 POM - J. Galván 35 Begin at ending event & work backward Begin at ending event & work backward LF = Maximum EF for ending activities LF = Maximum EF for ending activities LF is latest finish; EF is earliest finish LF is latest finish; EF is earliest finish LS = LF - Activity time LS = LF - Activity time LS is latest start LS is latest start LF = Minimum LS of all successors for non- ending activities LF = Minimum LS of all successors for non- ending activities Latest Start and Finish Steps

36 POM - J. Galván Pour foundation & frame 3 wk. 4 wk. 2 wk. 6 wk. Do interior work Landscape Roof Buy shrubs etc. Critical path is longest path: 12 weeks. Critical Path in Network

37 POM - J. Galván Fdn & frame 1-3 Buy shrubs 2-3 Roof 2-4 Interior work 3-4 Landscape Activity Build House Project Gantt Chart Earliest Start and Finish

38 POM - J. Galván Fdn & frame 1-3 Buy shrubs 2-3 Roof 2-4 Interior work 3-4 Landscape Activity Build House Project Gantt Chart Latest Start and Finish

39 POM - J. Galván 39 Expected project time (T) Expected project time (T) Sum of critical path activity times, t Sum of critical path activity times, t Project variance (V) Project variance (V) Sum of critical path activity variances, v Sum of critical path activity variances, v Used to obtain probability of project completion! Project Times

40 An example St. Adolfs Hospital setup POM - J. Galván 40

41 St. Adolfs Hospital Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment. DPrepare final construction plans and layout. EBring utilities to the site. FInterview applicants and fill positions in nursing, support staff, maintenance, and security. GPurchase and take delivery of equipment. HConstruct the hospital. IDevelop an information system. JInstall the equipment. KTrain nurses and support staff. 41 POM - J. Galván

42 St. Adolfs Hospital Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop an information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J Example POM - J. Galván

43 St. Adolfs Hospital Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J AON Network 43 POM - J. Galván

44 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A 44 POM - J. Galván

45 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B 45 POM - J. Galván

46 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B C 46 POM - J. Galván

47 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B C D 47 POM - J. Galván

48 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B C D E 48 POM - J. Galván

49 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B C D E F 49 POM - J. Galván

50 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B C D E F G 50 POM - J. Galván

51 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B C D E F G H 51 POM - J. Galván

52 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B C D E F G H I 52 POM - J. Galván

53 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B C D E F G H I J 53 POM - J. Galván

54 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network Start A B C D E F G H I J K 54 POM - J. Galván

55 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital AON Network FinishStart A B C D E F G H I J K Figure POM - J. Galván

56 St. Adolfs Hospital Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J Completion Time 56 POM - J. Galván

57 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital Completion Time FinishStart K6K6 I 15 F 10 C 10 D 10 E 24 G 35 H 40 J4J4 A 12 B9B9 Figure POM - J. Galván

58 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital Completion Time FinishStart K6K6 I 15 F 10 C 10 D 10 E 24 G 35 H 40 J4J4 A 12 B9B9 58 POM - J. Galván

59 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital Completion Time FinishStart K6K6 I 15 F 10 C 10 D 10 E 24 G 35 H 40 J4J4 A 12 B9B9 59 POM - J. Galván

60 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital Completion Time FinishStart K6K6 I 15 F 10 C 10 D 10 E 24 G 35 H 40 J4J4 A 12 B9B9 60 POM - J. Galván

61 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital Completion Time FinishStart K6K6 I 15 F 10 C 10 D 10 E 24 G 35 H 40 J4J4 A 12 B9B9 61 POM - J. Galván

62 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital Completion Time FinishStart K6K6 I 15 F 10 C 10 D 10 E 24 G 35 H 40 J4J4 A 12 B9B9 62 POM - J. Galván

63 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital Completion Time FinishStart K6K6 I 15 F 10 C 10 D 10 E 24 G 35 H 40 J4J4 A 12 B9B9 Path Expected Time (wks) A-F-K28 A-I-K33 A-C-G-J-K67 B-D-H-J-K69 B-E-J-K43 63 POM - J. Galván

64 Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J St. Adolfs Hospital Completion Time FinishStart K6K6 I 15 F 10 C 10 D 10 E 24 G 35 H 40 J4J4 A 12 B9B9 Path Expected Time (wks) A-F-K28 A-I-K33 A-C-G-J-K67 B-D-H-J-K69 B-E-J-K43 64 POM - J. Galván

65 St. Adolfs Hospital Immediate ActivityDescriptionPredecessor(s) ASelect administrative and medical staff. BSelect site and do site survey. CSelect equipment.A DPrepare final construction plans and layout.B EBring utilities to the site.B FInterview applicants and fill positions in nursing, support staff, maintenance, and security.A GPurchase and take delivery of equipment.C HConstruct the hospital.D IDevelop and information system.A JInstall the equipment.E,G,H KTrain nurses and support staff.F,I,J Completion Time FinishStart K6K6 I 15 F 10 C 10 D 10 E 24 G 35 H 40 J4J4 A 12 B9B9 Path Expected Time (wks) A-F-K28 A-I-K33 A-C-G-J-K67 B-D-H-J-K69 B-E-J-K43 65 POM - J. Galván

66 St. Adolfs Hospital Figure POM - J. Galván

67 St. Adolfs Hospital 67 POM - J. Galván

68 St. Adolfs Hospital Earliest Start and Earliest Finish Times A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E 24 I 15 F 10 Finish Start 68 POM - J. Galván

69 St. Adolfs Hospital Earliest Start and Earliest Finish Times A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E 24 0 I 15 F 10 Earliest start time Finish Start 69 POM - J. Galván

70 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F 10 Earliest Start and Earliest Finish Times Earliest start time Earliest finish time Finish Start 70 POM - J. Galván

71 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Earliest Start and Earliest Finish Times Finish Start 71 POM - J. Galván

72 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Earliest Start and Earliest Finish Times Finish Start 72 POM - J. Galván

73 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Earliest Start and Earliest Finish Times Finish Start 73 POM - J. Galván

74 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Earliest Start and Earliest Finish Times Finish Start 74 POM - J. Galván

75 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Earliest Start and Earliest Finish Times Finish Start 75 POM - J. Galván

76 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Earliest Start and Earliest Finish Times Example 4.2 Finish Start 76 POM - J. Galván

77 St. Adolfs Hospital Earliest Start and Earliest Finish Times 77 POM - J. Galván

78 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Latest Start and Latest Finish Times Finish Start 78 POM - J. Galván

79 St. Adolfs Hospital Latest Start and Latest Finish Times A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Latest finish time Finish Start 79 POM - J. Galván

80 St. Adolfs Hospital Latest Start and Latest Finish Times A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Latest start time Latest finish time Finish Start 80 POM - J. Galván

81 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Latest Start and Latest Finish Times Finish Start 81 POM - J. Galván

82 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Latest Start and Latest Finish Times Finish Start 82 POM - J. Galván

83 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Latest Start and Latest Finish Times Finish Start 83 POM - J. Galván

84 St. Adolfs Hospital Latest Start and Latest Finish Times 84 POM - J. Galván

85 St. Adolfs Hospital Gantt charts 85 POM - J. Galván

86 St. Adolfs Hospital Gantt Charts 86 POM - J. Galván

87 St. Adolfs Hospital A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Activity Slack Analysis Finish Start 87 POM - J. Galván

88 St. Adolfs Hospital Activity Slack Analysis Start A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Activity Slack Finish 88 POM - J. Galván

89 St. Adolfs Hospital Activity Slack Analysis Start A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Activity Slack Slack = LS – ES or Slack = LF – EF Finish 89 POM - J. Galván

90 St. Adolfs Hospital Activity Slack Analysis Start A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Activity Slack Slack K = 63 – 63 or Slack K = 69 – 69 Finish 90 POM - J. Galván

91 St. Adolfs Hospital Activity Slack Analysis Start A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Activity Slack Slack K = 0 or Slack K = 0 Finish 91 POM - J. Galván

92 St. Adolfs Hospital Activity Slack Analysis Start A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Finish 92 POM - J. Galván

93 St. Adolfs Hospital Activity Slack Analysis Start A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Node DurationESLS Slack Finish 93 POM - J. Galván

94 St. Adolfs Hospital Activity Slack Analysis Start A 12 K6K6 C 10 G 35 J4J4 H 40 B9B9 D 10 E I 15 F Node DurationESLS Slack A12022 B9000 C D10990 E F G H I J K Finish 94 POM - J. Galván

95 St. Adolfs Hospital C 10 G 35 E 24 I 15 F B9B9 0 9 D H J4J K6K Critical Path Node DurationESLS Slack A12022 B9000 C D10990 E F G H I J K Finish 95 POM - J. Galván

96 St. Adolfs Hospital C 10 G 35 E 24 I 15 F B9B9 0 9 D H J4J K6K Critical Path A Finish Start 96 POM - J. Galván

97 St. Adolfs Hospital 97 POM - J. Galván

98 St. Adolfs Hospital Activity Slack 98 POM - J. Galván

99 St. Adolfs Hospital 99 POM - J. Galván

100 St. Adolfs Hospital Direct cost (dollars) |||||| Time (weeks) Cost-Time Relationships in Cost Analysis 100 POM - J. Galván

101 St. Adolfs Hospital Direct cost (dollars) Crash cost (CC) Normal cost (NC) |||||| Time (weeks) (Crash time)(Normal time) Cost-Time Relationships in Cost Analysis 101 POM - J. Galván

102 St. Adolfs Hospital Direct cost (dollars) Crash cost (CC) Linear cost assumption Normal cost (NC) |||||| Time (weeks) (Crash time)(Normal time) Cost-Time Relationships in Cost Analysis 102 POM - J. Galván

103 St. Adolfs Hospital Direct cost (dollars) 5200 Crash cost (CC) Linear cost assumption Normal cost (NC) Estimated costs for a 2-week reduction, from 10 weeks to 8 weeks |||||| Time (weeks) (Crash time)(Normal time) Cost-Time Relationships in Cost Analysis 103 POM - J. Galván

104 St. Adolfs Hospital 104 POM - J. Galván

105 St. Adolfs Hospital Maximum NormalNormalCrashCrashTimeCost of TimeCostTimeCostReductionCrashing per Activity(NT)(NC)(CT)(CC)(wk)Week A12$ 12,00011$ 13,0001$ 1,000 B950,000764,00027,000 C104,00057, D1016,000820,00022,000 E24120, ,000108,000 F1010,000616,00041,500 G35500, ,000103,000 H401,200,000351,260,000512,000 I1540, ,50052,500 J410,000113,00021,000 K630,000534,00014,000 Totals$1,992,000$2,209, POM - J. Galván

106 St. Adolfs Hospital 106 POM - J. Galván

107 St. Adolfs Hospital Minimum-Cost Schedule A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week POM - J. Galván

108 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Minimum-Cost Schedule 108 POM - J. Galván

109 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity J by 3 $1,000/week Minimum-Cost Schedule 109 POM - J. Galván

110 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity J by 3 $1,000/week 3($28,000) – 3($1,000) = $81,000 Minimum-Cost Schedule 110 POM - J. Galván

111 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 66 weeks Crash Activity J by 3 $1,000/week 3($28,000) – 3($1,000) = $81,000 $2,624,000 – $81,000 = $2,543,000 Minimum-Cost Schedule 111 POM - J. Galván

112 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,543,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 66 weeks Crash Activity J by 3 $1,000/week 3($28,000) – 3($1,000) = $81,000 $2,624,000 – $81,000 = $2,543,000 Minimum-Cost Schedule 112 POM - J. Galván

113 St. Adolfs Hospital Minimum Cost Schedule A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,543,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity J by 3 $1,000/week 3($28,000) – 3($1,000) = $81,000 $2,624,000 – $81,000 = $2,543,000 FinishStart A 12 B9B9 C 10 D 10 E 24 F 10 G 35 H 40 I 15 J1J1 K6K6 113 POM - J. Galván

114 St. Adolfs Hospital Minimum Cost Schedule A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,543,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity J by 3 $1,000/week 3($28,000) – 3($1,000) = $81,000 $2,624,000 – $81,000 = $2,543,000 FinishStart A 12 B9B9 C 10 D 10 E 24 F 10 G 35 H 40 I 15 J11J111 K6K6 114 POM - J. Galván

115 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,543,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 66 weeks Crash Activity D by 2 $2,000/week Minimum-Cost Schedule 115 POM - J. Galván

116 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,543,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 66 weeks Crash Activity D by 2 $2,000/week $28,000 + $8,000 – 2($2,000) = $32,000 $2,543,000 – $32,000 = $2,511,000 Minimum-Cost Schedule 116 POM - J. Galván

117 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,511,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 64 weeks Crash Activity D by 2 $2,000/week $28,000 + $8,000 – 2($2,000) = $32,000 $2,543,000 – $32,000 = $2,511,000 Minimum-Cost Schedule 117 POM - J. Galván

118 St. Adolfs Hospital Minimum Cost Schedule A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,511,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity D by 2 $2,000/week $28,000 + $8,000 – 2($2,000) = $32,000 $2,543,000 – $32,000 = $2,511,000 FinishStart A 12 B9B9 C 10 D 10 E 24 F 10 G 35 H 40 I 15 J11J111 K6K6 118 POM - J. Galván

119 St. Adolfs Hospital Minimum Cost Schedule A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,511,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity D by 2 $2,000/week $28,000 + $8,000 – 2($2,000) = $32,000 $2,543,000 – $32,000 = $2,511,000 FinishStart A 12 B9B9 C 10 D88D888 E 24 F 10 G 35 H 40 I 15 J11J111 K6K6 119 POM - J. Galván

120 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,511,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Paths B-D-H-J-K and A-C-G-J-K: 64 weeks Crash Activity K by 1 $4,000/week Minimum-Cost Schedule 120 POM - J. Galván

121 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,511,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Paths B-D-H-J-K and A-C-G-J-K: 64 weeks Crash Activity K by 1 $4,000/week $8,000 – $4,000 = $4,000 $2,511,000 – $4,000 = $2,507,000 Minimum-Cost Schedule 121 POM - J. Galván

122 St. Adolfs Hospital A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,507,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Paths B-D-H-J-K and A-C-G-J-K: 63 weeks Crash Activity K by 1 $4,000/week $8,000 – $4,000 = $4,000 $2,511,000 – $4,000 = $2,507,000 Minimum-Cost Schedule 122 POM - J. Galván

123 St. Adolfs Hospital Minimum Cost Schedule A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,511,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity D by 2 $2,000/week $28,000 + $8,000 – 2($2,000) = $32,000 $2,543,000 – $32,000 = $2,511,000 FinishStart A 12 B9B9 C 10 D88D888 E 24 F 10 G 35 H 40 I 15 J11J111 K6K6 123 POM - J. Galván

124 St. Adolfs Hospital Minimum Cost Schedule A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,511,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity D by 2 $2,000/week $28,000 + $8,000 – 2($2,000) = $32,000 $2,543,000 – $32,000 = $2,511,000 FinishStart A 12 B9B9 C 10 D88D888 E 24 F 10 G 35 H 40 I 15 J11J111 K55K POM - J. Galván

125 St. Adolfs Hospital Critical Paths B-D-H-J-K and A-C-G-J-K: 63 weeks Crash Activities B and C by 2 $7,000/week and $600/week A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,507,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Minimum-Cost Schedule 125 POM - J. Galván

126 St. Adolfs Hospital Critical Paths B-D-H-J-K and A-C-G-J-K: 63 weeks Crash Activities B and C by 2 $7,000/week and $600/week A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,507,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 2($8,000) – 2($7,600) = $800 $2,507,000 – $800 = $2,506,200 Minimum-Cost Schedule 126 POM - J. Galván

127 St. Adolfs Hospital Critical Paths B-D-H-J-K and A-C-G-J-K: 61 weeks Crash Activities B and C by 2 $7,000/week and $600/week A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,506,200 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 2($8,000) – 2($7,600) = $800 $2,507,000 – $800 = $2,506,200 Minimum-Cost Schedule 127 POM - J. Galván

128 St. Adolfs Hospital Minimum Cost Schedule A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,511,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity D by 2 $2,000/week $28,000 + $8,000 – 2($2,000) = $32,000 $2,543,000 – $32,000 = $2,511,000 FinishStart A 12 B9B9 C 10 D88D888 E 24 F 10 G 35 H 40 I 15 J11J111 K55K POM - J. Galván

129 St. Adolfs Hospital Minimum Cost Schedule A-I-K:33 weeksB-D-H-J-K:69 weeks A-F-K:28 weeksB-E-J-K:43 weeks A-C-G-J-K:67 weeks Total cost = $2,624,000 $2,511,000 Indirect costs = $8,000/week Penalty cost = $20,000/week after week 65 Critical Path B-D-H-J-K: 69 weeks Crash Activity D by 2 $2,000/week $28,000 + $8,000 – 2($2,000) = $32,000 $2,543,000 – $32,000 = $2,511,000 FinishStart A 12 B77B777 C88C888 D88D888 E 24 F 10 G 35 H 40 I 15 J11J111 K55K POM - J. Galván

130 St. Adolfs Hospital AF I CG Finish D E HBJ K Start Probabilistic Time Estimates 130 POM - J. Galván

131 St. Adolfs Hospital Activity B Most OptimisticLikelyPessimistic (a)(m)(b) 7815 Probabilistic Time Estimates AF I CG Finish D E HBJ K Start 131 POM - J. Galván

132 St. Adolfs Hospital Activity B Most OptimisticLikelyPessimistic (a)(m)(b) 7815 Probabilistic Time Estimates t e = = 9 weeks 7 + 4(8) AF I CG Finish D E HBJ K Start 132 POM - J. Galván

133 St. Adolfs Hospital Activity B Most OptimisticLikelyPessimistic (a)(m)(b) 7815 Probabilistic Time Estimates t e = = 9 weeks 7 + 4(8) = = 1.78 ( ) AF I CG Finish D E HBJ K Start 133 POM - J. Galván

134 St. Adolfs Hospital OptimisticLikelyPessimisticExpectedVariance Activity(a)(m)(b)Time (t e )( 2 ) Time Estimates (wk)Activity Statistics 134 POM - J. Galván

135 St. Adolfs Hospital OptimisticLikelyPessimisticExpectedVariance Activity(a)(m)(b)Time (t e )( 2 ) Time Estimates (wk)Activity Statistics A B C D E F G H I J K POM - J. Galván

136 St. Adolfs Hospital Probabilities Critical Path = B - D - H - J - K T = 72 days T E = 69 days 136 POM - J. Galván

137 St. Adolfs Hospital 2 = (variances of activities) z = T –T E 2 Probabilities Critical Path = B - D - H - J - K T = 72 days T E = 69 days 137 POM - J. Galván

138 St. Adolfs Hospital 2 = (variances of activities) z = T – T E 2 2 = = Probabilities Critical Path = B - D - H - J - K T = 72 days T E = 69 days 138 POM - J. Galván

139 St. Adolfs Hospital 2 = (variances of activities) z = T – T E 2 2 = = z = 72 – Probabilities Critical Path = B - D - H - J - K T = 72 days T E = 69 days 139 POM - J. Galván

140 St. Adolfs Hospital 2 = (variances of activities) z = T – T E 2 2 = = z = = – Probabilities Critical Path = B - D - H - J - K T = 72 days T E = 69 days 140 POM - J. Galván

141 St. Adolfs Hospital 2 = (variances of activities) z = T – T E 2 2 = = z = = – Probabilities Critical Path = B - D - H - J - K T = 72 days T E = 69 days From Appendix 2 P z = POM - J. Galván

142 St. Adolfs Hospital 2 = (variances of activities) z = T - T E 2 2 = = z = = Probabilities Critical Path = B - D - H - J - K T = 72 days T E = 69 days Project duration (weeks) 6972 Probability of meeting the schedule is Length of critical path Normal distribution: Mean = 69 weeks; = 3.45 weeks Probability of exceeding 72 weeks is Figure POM - J. Galván

143 St. Adolfs Hospital 2 = (variances of activities) z = T – T E 2 2 = = z = = – Probabilities Path = A - C - G - J - K T = 72 days T E = 67 days From Appendix 2 P z = POM - J. Galván

144 St. Adolfs Hospital AF I CG Finish D E HBJ K Start 144 POM - J. Galván

145 St. Adolfs Hospital ActivityDurationEarliest StartLatest StartSlack C101614–2 G352624–2 J46159–2 K66563–2 D10109–1 H402019–1 E I F POM - J. Galván

146 Project Life Cycle 146 POM - J. Galván

147 Project Life Cycle StartFinish Resource requirements Time 147 POM - J. Galván

148 Project Life Cycle Definition and organizati on PlanningExecutionClose out StartFinish Resource requirements Time Figure POM - J. Galván


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