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© 2008 Prentice-Hall, Inc. Chapter 13 To accompany Quantitative Analysis for Management, Tenth Edition, by Render, Stair, and Hanna Power Point slides.

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Presentation on theme: "© 2008 Prentice-Hall, Inc. Chapter 13 To accompany Quantitative Analysis for Management, Tenth Edition, by Render, Stair, and Hanna Power Point slides."— Presentation transcript:

1 © 2008 Prentice-Hall, Inc. Chapter 13 To accompany Quantitative Analysis for Management, Tenth Edition, by Render, Stair, and Hanna Power Point slides created by Jeff Heyl Project Management © 2009 Prentice-Hall, Inc.

2 © 2009 Prentice-Hall, Inc. 13 – 2 Learning Objectives 1.Understand how to plan, monitor, and control projects with the use of PERT and CPM 2.Determine earliest start, earliest finish, latest start, latest finish, and slack times for each activity, along with the total project completion time 3.Reduce total project time at the least total cost by crashing the network using manual or linear programming techniques 4.Understand the important role of software in project management After completing this chapter, students will be able to:

3 © 2009 Prentice-Hall, Inc. 13 – 3 Chapter Outline 13.1 13.1Introduction 13.2 13.2 PERT/CPM 13.3 13.3 PERT/Cost 13.4 13.4 Project Crashing 13.5 13.5 Other Topics in Project Management

4 © 2009 Prentice-Hall, Inc. 13 – 4 Introduction Most realistic projects are large and complex Tens of thousands of steps and millions of dollars may be involved Managing large-scale, complicated projects effectively is a difficult problem and the stakes are high work breakdown structure The first step in planning and scheduling a project is to develop the work breakdown structure Time, cost, resource requirements, predecessors, and people required are identified for each activity Then a schedule for the project can be developed

5 © 2009 Prentice-Hall, Inc. 13 – 5 Project Management It is nothing more (or less) than knowing what the status of a project is: when it should be done how much (and if) it has slipped from the original schedule what the bottlenecks are what you might drop to save some time

6 © 2009 Prentice-Hall, Inc. 13 – 6 Project Management Models History  One of the earliest techniques was the Gantt chart (used by US Navy).  This type of chart shows the start and finish times of one or more activities, as shown below:

7 © 2009 Prentice-Hall, Inc. 13 – 7 Project Planning, Controlling and Scheduling 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 regular basis. Project Controlling: 1. Monitoring resources, costs, quality and budgets. 2. Revising and changing plans. 3. Shifting resources to meet demands. Before Project During Project

8 © 2009 Prentice-Hall, Inc. 13 – 8 Project Management Models  PERT  PERT/Cost  Critical Path Method (CPM)

9 © 2009 Prentice-Hall, Inc. 13 – 9 Introduction program evaluation and review technique PERTcritical path methodCPM The program evaluation and review technique (PERT) and the critical path method (CPM) are two popular quantitative analysis techniques to help plan, schedule, monitor, and control projects They were developed because there was a critical need for a better way to manage. Originally the approaches differed in how they estimated activity times PERT used three time estimates to develop a probabilistic estimate of completion time CPM was a more deterministic technique They have become so similar they are commonly considered one technique, PERT/CPM

10 © 2009 Prentice-Hall, Inc. 13 – 10 1.Define the project and all of its significant activities or tasks 2.Develop the relationships among the activities and decide which activities must precede others 3.Draw the network connecting all of the activities 4.Assign time and/or cost estimates to each activity critical path 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 Six Steps of PERT/CPM The critical path is important since any delay in these activities can delay the completion of the project

11 © 2009 Prentice-Hall, Inc. 13 – 11 PERT/CPM Given the large number of tasks in a project, it is easy to see why the following questions are important 1.When will the entire project be completed? critical 2.What are the critical activities or tasks in the project, that is, the ones that will delay the entire project if they are late? non-critical 3.Which are the non-critical activities, that is, the ones that can run late without delaying the entire project’s completion? 4.If there are three time estimates, what is the probability that the project will be completed by a specific date?

12 © 2009 Prentice-Hall, Inc. 13 – 12 PERT/CPM 5.At any particular date, is the project on schedule, behind schedule, or ahead of schedule? 6.On any given date, is the money spent equal to, less than, or greater than the budgeted amount? 7.Are there enough resources available to finish the project on time? 8.If the project is to be finished in a shorter amount of time, what is the best way to accomplish this at the least cost?

13 © 2009 Prentice-Hall, Inc. 13 – 13 General Foundry Example of PERT/CPM General Foundry, Inc. has long been trying to avoid the expense of installing air pollution control equipment The local environmental protection group has recently given the foundry 16 weeks to install a complex air filter system on its main smokestack General Foundry was warned that it will be forced to close unless the device is installed in the allotted period They want to make sure that installation of the filtering system progresses smoothly and on time

14 © 2009 Prentice-Hall, Inc. 13 – 14 General Foundry Example of PERT/CPM Activities and immediate predecessors for General Foundry ACTIVITYDESCRIPTION IMMEDIATE PREDECESSORS ABuild internal components— BModify roof and floor— CConstruct collection stackA DPour concrete and install frameB EBuild high-temperature burnerC FInstall control systemC GInstall air pollution deviceD, E HInspect and testF, G Table 13.1

15 © 2009 Prentice-Hall, Inc. 13 – 15 Drawing the PERT/CPM Network There are two common techniques for drawing PERT networks Activity-on-nodeAON Activity-on-node (AON) where the nodes represent activities Activity-on-arcAOA Activity-on-arc (AOA) where the arcs are used to represent the activities The AON approach is easier and more commonly found in software packages One node represents the start of the project, one node for the end of the project, and nodes for each of the activities The arcs are used to show the predecessors for each activity

16 © 2009 Prentice-Hall, Inc. 13 – 16 General Foundry Example of PERT/CPM Network for General Foundry A Build Internal Components H Inspect and Test E Build Burner C Construct Collection Stack Start F Install Control System Finish G Install Pollution Device D Pour Concrete and Install Frame B Modify Roof and Floor Figure 13.1

17 © 2009 Prentice-Hall, Inc. 13 – 17 Activity Times In some situations, activity times are known with certainty CPM assigns just one time estimate to each activity and this is used to find the critical path In many projects there is uncertainty about activity times PERT employs a probability distribution based on three time estimates for each activity A weighted average of these estimates is used for the time estimate and this is used to determine the critical path

18 © 2009 Prentice-Hall, Inc. 13 – 18 Activity Times The time estimates in PERT are Optimistic time a Optimistic time ( a ) = time an activity will take if everything goes as well as possible. There should be only a small probability (say, 1 / 100 ) of this occurring. Pessimistic time b Pessimistic time ( b ) = time an activity would take assuming very unfavorable conditions. There should also be only a small probability that the activity will really take this long. Most likely time m Most likely time ( m ) = most realistic time estimate to complete the activity

19 © 2009 Prentice-Hall, Inc. 13 – 19 Activity Times beta probability distribution PERT often assumes time estimates follow a beta probability distribution The beta probability distribution is often used when there is no solid historical data upon which to activity time base estimates Found to be appropriate in many cases for determining an expected value and variance for activity completion times Probability of 1 in 100 of a Occurring Probability of 1 in 100 of b Occurring Probability Activity Time Most Likely Time (m)(m) Most Optimistic Time (a)(a) Most Pessimistic Time (b)(b) Figure 13.2

20 © 2009 Prentice-Hall, Inc. 13 – 20 Activity Times expected activity time t To find the expected activity time ( t ), the beta distribution weights the estimates as follows variance of activity completion time To compute the dispersion or variance of activity completion time, we use the formula

21 © 2009 Prentice-Hall, Inc. 13 – 21 Activity Times Time estimates (weeks) for General Foundry ACTIVITY OPTIMISTIC, a MOST PROBABLE, m PESSIMISTIC, b EXPECTED TIME, t = [( a + 4 m + b )/6] VARIANCE, [( b – a )/6] 2 A12324/36 B2343 C1232 D246416/36 E147436/36 F129364/36 G3411564/36 H12324/36 25 Table 13.2

22 © 2009 Prentice-Hall, Inc. 13 – 22 How to Find the Critical Path We accept the expected completion time for each task as the actual time for now The total of 25 weeks in Table 13.2 does not take into account the obvious fact that some of the tasks could be taking place at the same time To find out how long the project will take we perform the critical path analysis for the network critical path The critical path is the longest path through the network

23 © 2009 Prentice-Hall, Inc. 13 – 23 How to Find the Critical Path General Foundry’s network with expected activity times A2A2C2C2 H2H2E4E4 B3B3D4D4G5G5 F3F3 StartFinish Figure 13.3

24 © 2009 Prentice-Hall, Inc. 13 – 24 How to Find the Critical Path To find the critical path, need to determine the following quantities for each activity in the network 1.Earliest start timeES 1.Earliest start time (ES): the earliest time an activity can begin without violation of immediate predecessor requirements 2.Earliest finish timeEF 2.Earliest finish time (EF): the earliest time at which an activity can end 3.Latest start timeLS 3.Latest start time (LS): the latest time an activity can begin without delaying the entire project 4.Latest finish timeLF 4.Latest finish time (LF): the latest time an activity can end without delaying the entire project

25 © 2009 Prentice-Hall, Inc. 13 – 25 How to Find the Critical Path In the nodes, the activity time and the early and late start and finish times are represented in the following manner ACTIVITY t ESEF LSLF Earliest times are computed as Earliest finish time =Earliest start time + Expected activity time EF =ES + t Earliest start =Largest of the earliest finish times of immediate predecessors ES =Largest EF of immediate predecessors

26 © 2009 Prentice-Hall, Inc. 13 – 26 How to Find the Critical Path At the start of the project we set the time to zero Thus ES = 0 for both A and B Start A t = 2 ES = 0EF= 0 + 2 = 2 B t = 3 ES = 0EF= 0 + 3 = 3

27 © 2009 Prentice-Hall, Inc. 13 – 27 How to Find the Critical Path General Foundry’s ES and EF times A202A202 C224C224 H2 1315 E448E448 B303B303 D437D437 G5 813 F347F347 StartFinish Figure 13.4

28 © 2009 Prentice-Hall, Inc. 13 – 28 How to Find the Critical Path Latest times are computed as Latest start time =Latest finish time – Expected activity time LS =LF – t Latest finish time =Smallest of latest start times for following activities LF =Smallest LS of following activities For activity H LS = LF – t = 15 – 2 = 13 weeks

29 © 2009 Prentice-Hall, Inc. 13 – 29 How to Find the Critical Path General Foundry’s LS and LF times A20202A20202 C22424C22424 H2 1315 E44848E44848 B30314B30314 D43748D43748 G5 813 F3 47 1013 StartFinish Figure 13.5

30 © 2009 Prentice-Hall, Inc. 13 – 30 How to Find the Critical Path slack time Once ES, LS, EF, and LF have been determined, it is a simple matter to find the amount of slack time that each activity has Slack = LS – ES, or Slack = LF – EF From Table 13.3 we see activities A, C, E, G, and H have no slack time critical activities critical path These are called critical activities and they are said to be on the critical path The total project completion time is 15 weeks Industrial managers call this a boundary timetable

31 © 2009 Prentice-Hall, Inc. 13 – 31 How to Find the Critical Path General Foundry’s schedule and slack times ACTIVITY EARLIEST START, ES EARLIEST FINISH, EF LATEST START, LS LATEST FINISH, LF SLACK, LS – ES ON CRITICAL PATH? A02020Yes B03141No C24240Yes D37481No E48480Yes F4710136No G8138 0Yes H131513150Yes Table 13.3

32 © 2009 Prentice-Hall, Inc. 13 – 32 How to Find the Critical Path General Foundry’s critical path A20202A20202 C22424C22424 H2 1315 E44848E44848 B30314B30314 D43748D43748 G5 813 F3 47 1013 StartFinish Figure 13.6

33 © 2009 Prentice-Hall, Inc. 13 – 33 Probability of Project Completion critical path analysis The critical path analysis helped determine the expected project completion time of 15 weeks But variation in activities on the critical path can affect overall project completion, and this is a major concern If the project is not complete in 16 weeks, the foundry will have to close PERT uses the variance of critical path activities to help determine the variance of the overall project Project variance = ∑ variances of activities on the critical path

34 © 2009 Prentice-Hall, Inc. 13 – 34 Probability of Project Completion From Table 13.2 we know that ACTIVITYVARIANCE A4/36 B C D16/36 E36/36 F64/36 G H4/36 Hence, the project variance is Project variance = 4 / 36 + 4 / 36 + 36 / 36 + 64 / 36 + 4 / 36 = 112 / 36 = 3.111

35 © 2009 Prentice-Hall, Inc. 13 – 35 Probability of Project Completion We know the standard deviation is just the square root of the variance, so We assume activity times are independent and total project completion time is normally distributed

36 © 2009 Prentice-Hall, Inc. 13 – 36 Probability of Project Completion The project’s expected completion date is 15 weeks. Assume that the total project completion time follows a normal probability distribution Chart tells us that there is a 50% chance of completing the entire project in less than 15 weeks and a 50% chance it will exceed 15 weeks Standard Deviation = 1.76 Weeks (Expected Completion Time) 15 Weeks Figure 13.7

37 © 2009 Prentice-Hall, Inc. 13 – 37 Probability of Project Completion The standard normal equation can be applied as follows From Appendix A we find the probability of 0.71566 associated with this Z value That means there is a 71.6% probability this project can be completed in 16 weeks or less

38 © 2009 Prentice-Hall, Inc. 13 – 38 Probability of Project Completion Probability of General Foundry meeting the 16- week deadline 0.57 Standard Deviations Time 15 Weeks Figure 13.8 16 Weeks Expected Time is 15 Weeks Probability ( T ≤ 16 Weeks) is 71.6%

39 © 2009 Prentice-Hall, Inc. 13 – 39 What PERT Was Able to Provide PERT has been able to provide the project manager with several valuable pieces of information The project’s expected completion date is 15 weeks There is a 71.6% chance that the equipment will be in place within the 16-week deadline Five activities (A, C, E, G, H) are on the critical path If any one of the critical activities is delayed for any reason, the entire project will be delayed. Three activities (B, D, F) are not critical but have some slack time built in They can borrow from their resources, if needed, possibly to speed up the entire project. A detailed schedule of activity starting and ending dates has been made available

40 © 2009 Prentice-Hall, Inc. 13 – 40 Sensitivity Analysis and Project Management The time required to complete an activity can vary from the projected or expected time If the activity is on the critical path, the completion time of the project will change This will also have an impact on ES, EF, LS, and LF times for other activities The exact impact depends on the relationship between the various activities predecessor activity A predecessor activity is one that must be accomplished before the given activity can be started successor activity A successor activity is one that can be started only after the given activity is finished

41 © 2009 Prentice-Hall, Inc. 13 – 41 Sensitivity Analysis and Project Management Impact of an increase (decrease) in an activity time for a critical path activity ACTIVITY TIME SUCCESSOR ACTIVITY PARALLEL ACTIVITY PREDECESSOR ACTIVITY Earliest startIncrease (decrease)No change Earliest finishIncrease (decrease)No change Latest startIncrease (decrease) No change Latest finishIncrease (decrease) No change SlackNo changeIncrease (decrease)No change Table 13.4

42 © 2009 Prentice-Hall, Inc. 13 – 42 PERT/COST Although PERT is an excellent method of monitoring and controlling project length, it does not consider the very important factor of project cost PERT/Cost PERT/Cost is a modification of PERT that allows a manager to plan, schedule, monitor, and control cost as well as time Using PERT/Cost to plan, schedule, monitor, and control project cost helps accomplish the sixth and final step of PERT

43 © 2009 Prentice-Hall, Inc. 13 – 43 Planning and Scheduling Project Costs: Budgeting Process The overall approach in the budgeting process of a project is to determine how much is to be spent every week or month This can be accomplished in four basic budgeting steps

44 © 2009 Prentice-Hall, Inc. 13 – 44 Four Steps of the Budgeting Process 1.Identify all costs associated with each of the activities then add these costs together to get one estimated cost or budget for each activity work package 2.In large projects, activities can be combined into larger work packages. A work package is simply a logical collection of activities. 3.Convert the budgeted cost per activity into a cost per time period by assuming that the cost of completing any activity is spent at a uniform rate over time 4.Using the ES and LS times, find out how much money should be spent during each week or month to finish the project by the date desired

45 © 2009 Prentice-Hall, Inc. 13 – 45 Budgeting for General Foundry The Gantt chart in Figure 13.9 illustrates this project The horizontal bars shown when each activity will be performed based on its ES-EF times We determine how much will be spent on each activity during each week and fill these amounts into a chart in place of the bars The following two tables show the activity costs and budgeted cost for the General Foundry project

46 © 2009 Prentice-Hall, Inc. 13 – 46 Budgeting for General Foundry Gantt chart General Foundry project ABCDEFGHABCDEFGH Activity 123456789101112131415 Week Figure 13.9

47 © 2009 Prentice-Hall, Inc. 13 – 47 Budgeting for General Foundry Activity costs for General Foundry ACTIVITY EARLIEST START, ES LATEST START, LS EXPECTED TIME, t TOTAL BUDGETED COST ($) BUDGETED COST PER WEEK ($) A00222,00011,000 B01330,00010,000 C22226,00013,000 D34448,00012,000 E44456,00014,000 F410330,00010,000 G88580,00016,000 H13 216,0008,000 Total308,000 Table 13.5

48 © 2009 Prentice-Hall, Inc. 13 – 48 Budgeting for General Foundry Budgeted cost for General Foundry Table 13.6 WEEK ACTIVITY123456789101112131415TOTAL A 11 22 B 10 30 C 13 26 D 12 48 E 14 56 F 10 30 G 16 80 H 8816 308 Total per week 21 232536 1416 88 Total to date 21426590126162198212228244260276292300308

49 © 2009 Prentice-Hall, Inc. 13 – 49 Budgeting for General Foundry It is also possible to prepare a budget based on the latest starting time This budget will delay the expenditure of funds until the last possible moment The following table shows the latest start budget for the General Foundry project The two tables form a budget range Any budget can be chosen between these two values depending on when the company wants to actually spend the money The budget ranges are plotted in Figure 13.10

50 © 2009 Prentice-Hall, Inc. 13 – 50 Budgeting for General Foundry Late start budgeted cost for General Foundry Table 13.7 WEEK ACTIVITY123456789101112131415TOTAL A 11 22 B 10 30 C 13 26 D 12 48 E 14 56 F 10 30 G 16 80 H 8816 308 Total per week 112123 26 16 26 88 Total to date 11325578104130156182198214240266292300308

51 © 2009 Prentice-Hall, Inc. 13 – 51 Budgeting for General Foundry A manager can choose any budget that falls between the budgets presented in the two tables The two tables form feasible budget ranges Budget Using Earliest Start Times, ES Budget Using Latest Start Times, LS $300,000 – 250,000 – 200,000 – 150,000 – 100,000 – 50,000 – 0 – Total Budgeted Cost Weeks ||||||||||||||| 123456789101112131415 Figure 13.10

52 © 2009 Prentice-Hall, Inc. 13 – 52 Monitoring and Controlling Project Costs Costs are monitored and controlled to ensure the project is progressing on schedule and that cost overruns are kept to a minimum The status of the entire project should be checked periodically The project is now in it’s 6 th week of 15 weeks Activities A,B, and C have completed at costs of $20,000, $36,000 and $26,000 respectively Activity D is only 10% complete at a cost of $6,000 Activity E is 20% complete at a cost of $20,000 Activity F is 20% complete with a cost of $4,000 What is the value of the work completed? Are there any cost overruns?

53 © 2009 Prentice-Hall, Inc. 13 – 53 Monitoring and Controlling Project Costs Monitoring and controlling budgeted cost ACTIVITY TOTAL BUDGETED COST ($) PERCENT OF COMPLETION VALUE OF WORK COMPLETED ($) ACTUAL COST ($) ACTIVITY DIFFERENCE ($) A22,00010022,00020,000–2,000 B30,00010030,00036,0006,000 C26,00010026,000 0 D48,000104,8006,0001,200 E56,0002011,20020,0008,800 F30,000206,0004,000–2,000 G80,0000000 H16,0000000 Total100,000112,00012,000 Table 13.8 Overrun

54 © 2009 Prentice-Hall, Inc. 13 – 54 Monitoring and Controlling Project Costs The value of work completed, or the cost to date for any activity, can be computed as follows The activity difference is also of interest Value of work completed = (Percentage of work complete) x (Total activity budget) Activity difference =Actual cost – Value of work completed A negative activity difference is a cost underrun and a positive activity difference is a cost overrun

55 © 2009 Prentice-Hall, Inc. 13 – 55 Monitoring and Controlling Project Costs Value completed is $100,000 while actual cost is $112,000; cost overrun of $12,000 Using the earliest start times budget, by the end of the 6th week we should have completed 75% of D (vs 10%), 50% of E (vs 20%) and 66.7% of F (vs 20%) and spent $162,000 so the project is behind schedule Using the latest start times budget, by the end of the 6th week we should have completed 50% of D (vs 10%), 50% of E (vs 20%) and 0% of F (vs 20%) and spent $130,000 so the project is also behind schedule

56 © 2009 Prentice-Hall, Inc. 13 – 56 Project Crashing Projects will sometimes have deadlines that are impossible to meet using normal procedures By using exceptional methods it may be possible to finish the project in less time than normally required However, this usually increases the cost of the project crashing Reducing a project’s completion time is called crashing

57 © 2009 Prentice-Hall, Inc. 13 – 57 Project Crashing normal time Crashing a project starts with using the normal time to create the critical path normal cost The normal cost is the cost for completing the activity using normal procedures If the project will not meet the required deadline, extraordinary measures must be taken crash time The crash time is the shortest possible activity time and will require additional resources crash cost The crash cost is the price of completing the activity in the earlier-than-normal time

58 © 2009 Prentice-Hall, Inc. 13 – 58 Four Steps to Project Crashing 1.Find the normal critical path and identify the critical activities 2.Compute the crash cost per week (or other time period) for all activities in the network using the formula Crash cost/Time period = Crash cost – Normal cost Normal time – Crash time

59 © 2009 Prentice-Hall, Inc. 13 – 59 Four Steps to Project Crashing 3.Select the activity on the critical path with the smallest crash cost per week and crash this activity to the maximum extent possible or to the point at which your desired deadline has been reached 4.Check to be sure that the critical path you were crashing is still critical. If the critical path is still the longest path through the network, return to step 3. If not, find the new critical path and return to step 2.

60 © 2009 Prentice-Hall, Inc. 13 – 60 General Foundry Example General Foundry has been given 14 weeks instead of 16 weeks to install the new equipment The critical path for the project is 15 weeks What options do they have? The normal and crash times and costs are shown in Table 13.9 Crash costs are assumed to be linear and Figure 13.11 shows the crash cost for activity B Crashing activity A will shorten the completion time to 14 but it creates a second critical path B,D,G,H because when you recalculate the LF and LS times for B and D they now match the EF and ES Any further crashing must be done to both critical paths

61 © 2009 Prentice-Hall, Inc. 13 – 61 General Foundry Example Normal and crash data for General Foundry ACTIVITY TIME (WEEKS)COST ($) CRASH COST PER WEEK ($) CRITICAL PATH? NORMALCRASHNORMALCRASH A2122,00023,0001,000Yes B3130,00034,0002,000No C2126,00027,0001,000Yes D4348,00049,0001,000No E4256,00058,0001,000Yes F3230,00030,500500No G5280,00086,0002,000Yes H2116,00019,0003,000Yes Table 13.9

62 © 2009 Prentice-Hall, Inc. 13 – 62 General Foundry - QM

63 © 2009 Prentice-Hall, Inc. 13 – 63 General Foundry - QM

64 © 2009 Prentice-Hall, Inc. 13 – 64 Revised Path After Crashing After crashing the project by 1 week, this is the new network Two critIcal paths A-C-E-G-H B-D-G-H NODETimeESEFLSLF A10101 B30303 C21313 D43737 E43737 F336912 G57 7 H2 141214


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