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1 1 Slide © 2005 Thomson/South-Western Q 5 – 13 x 1 = the probability that Station A will take Sitcom Rerun x 2 = the probability that Station A will take.

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Presentation on theme: "1 1 Slide © 2005 Thomson/South-Western Q 5 – 13 x 1 = the probability that Station A will take Sitcom Rerun x 2 = the probability that Station A will take."— Presentation transcript:

1 1 1 Slide © 2005 Thomson/South-Western Q 5 – 13 x 1 = the probability that Station A will take Sitcom Rerun x 2 = the probability that Station A will take News Program x 3 = the probability that Station A will take Home Improvement x 4 = the value of the game for Station A y 1 = the probability that Station B will select Red y 2 = the probability that Station B will take News Program y 3 = the probability that Station B will take Home Improvement y 4 = the value of the game for Station B

2 2 2 Slide © 2005 Thomson/South-Western Q 5 – 13 cont’d x * 1 = 0, x * 2 = 0.6, x * 3 = 0.4, x * 4 = 6.4

3 3 3 Slide © 2005 Thomson/South-Western Q 5 – 13 cont’d y * 1 = 0.2, y * 2 = 0, y * 3 = 0.8, y * 4 = 6.4

4 4 4 Slide © 2005 Thomson/South-Western Q 5 – 13 cont’d y * 1 = 0.2, y * 2 = 0, y * 3 = 0.8, y * 4 = 6.4 The optimal strategies for Station A are to take News Program with probability 0.6, and Home Improvement with probability 0.4. For Station B, the optimal strategies are to take Sitcom Rerun with probability 0.2, and Home Improvement with probability 0.8. The value of game is 6.4 x * 1 = 0, x * 2 = 0.6, x * 3 = 0.4, x * 4 = 6.4

5 5 5 Slide © 2005 Thomson/South-Western Q 5 – 15 x 1 = the probability that Player A will select Red x 2 = the probability that Player A will select White x 3 = the probability that Player A will select Blue x 4 = the value of the game for Player A y 1 = the probability that Player B will select Red y 2 = the probability that Player B will select White y 3 = the probability that Player B will select Blue y 4 = the value of the game for Player B

6 6 6 Slide © 2005 Thomson/South-Western Q 5 – 15 cont’d x * 1 = 0.7, x * 2 = 0.3, x * 3 = 0, x * 4 = 0.5

7 7 7 Slide © 2005 Thomson/South-Western OPTIMAL SOLUTION - SUMMARY REPORT (Nonzero Variables) Variable Value Cost 1 Red White Blue Slack Variables 5 CONSTR Objective Function Value = 0.5 Constraint TypeRHSSlackDual price 1 CONSTR 1 >= CONSTR 2 >= CONSTR 3 >= CONSTR 4 =

8 8 8 Slide © 2005 Thomson/South-Western Q 5 – 15 cont’d y * 1 = 0, y * 2 = 0.5, y * 3 = 0.5, y * 4 = 0.5

9 9 9 Slide © 2005 Thomson/South-Western Q 5 – 15 cont’d y * 1 = 0, y * 2 = 0.5, y * 3 = 0.5, y * 4 = 0.5 The optimal strategies for Player A are to select Red with probability 0.7, and White with probability 0.3. For Player B, the optimal strategies are to select White with probability 0.5, and Blue with probability 0.5. The value of game is 0.5 x * 1 = 0.7, x * 2 = 0.3, x * 3 = 0, x * 4 = 0.5

10 10 Slide © 2005 Thomson/South-Western Additional Question x * 1 = , x * 2 = x * 3 = , x * 4 =

11 11 Slide © 2005 Thomson/South-Western OPTIMAL SOLUTION - SUMMARY REPORT (Nonzero Variables) Variable Value Cost 1 VAR VAR VAR VAR Objective Function Value = Constraint Type RHS Slack Shadow price 1 CONSTR 1 >= CONSTR 2 >= CONSTR 3 >= CONSTR 4 >= CONSTR 5 = Because of complementally slackness condition, y * 1 = , y * 2 = 0, y * 3 = , y * 4 = , y * 5 =

12 12 Slide © 2005 Thomson/South-Western Chapter 9 Project Scheduling: PERT/CPM n Project Scheduling with Known Activity Times n Project Scheduling with Uncertain Activity Times n Considering Time-Cost Trade-Offs

13 13 Slide © 2005 Thomson/South-Western PERT/CPM n PERT Program Evaluation and Review Technique Program Evaluation and Review Technique Developed by U.S. Navy for Polaris missile project Developed by U.S. Navy for Polaris missile project Developed to handle uncertain activity times Developed to handle uncertain activity times n CPM Critical Path Method Critical Path Method Developed by Du Pont & Remington Rand Developed by Du Pont & Remington Rand Developed for industrial projects for which activity times generally were known Developed for industrial projects for which activity times generally were known n Today’s project management software packages have combined the best features of both approaches.

14 14 Slide © 2005 Thomson/South-Western PERT/CPM n PERT and CPM have been used to plan, schedule, and control a wide variety of projects: R&D of new products and processes R&D of new products and processes Construction of buildings and highways Construction of buildings and highways Maintenance of large and complex equipment Maintenance of large and complex equipment Design and installation of new systems Design and installation of new systems

15 15 Slide © 2005 Thomson/South-Western PERT/CPM n PERT/CPM is used to plan the scheduling of individual activities that make up a project. n Projects may have as many as several thousand activities. n A complicating factor in carrying out the activities is that some activities depend on the completion of other activities before they can be started.

16 16 Slide © 2005 Thomson/South-Western PERT/CPM n Project managers rely on PERT/CPM to help them answer questions such as: What is the total time to complete the project? What is the total time to complete the project? What are the scheduled start and finish dates for each specific activity? 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? 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? How long can noncritical activities be delayed before they cause an increase in the project completion time?

17 17 Slide © 2005 Thomson/South-Western Project Network n A project network can be constructed to model the precedence of the activities. n The nodes of the network represent the activities. n The arcs of the network reflect the precedence relationships of the activities. n A critical path for the network is a path consisting of activities with zero slack.

18 18 Slide © 2005 Thomson/South-Western 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.

19 19 Slide © 2005 Thomson/South-Western Example: Frank’s Fine Floats Immediate Completion Immediate Completion Activity Description Predecessors Time (days) Activity Description Predecessors Time (days) A Initial Paperwork A Initial Paperwork B Build Body A 3 B Build Body A 3 C Build Frame A 2 C Build Frame A 2 D Finish Body B 3 D Finish Body B 3 E Finish Frame C 7 E Finish Frame C 7 F Final Paperwork B,C 3 F Final Paperwork B,C 3 G Mount Body to Frame D,E 6 G Mount Body to Frame D,E 6 H Install Skirt on Frame C 2 H Install Skirt on Frame C 2

20 20 Slide © 2005 Thomson/South-Western Example: Frank’s Fine Floats n Project Network Start Finish B 3 D 3 A 3 C 2 G 6 F 3 H 2 E 7

21 21 Slide © 2005 Thomson/South-Western Earliest Start and Finish Times n Step 1: 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 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 ). 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.

22 22 Slide © 2005 Thomson/South-Western Example: Frank’s Fine Floats n Earliest Start and Finish Times Start Finish B 3 D 3 A 3 C 2 G 6 F 3 H 2 E

23 23 Slide © 2005 Thomson/South-Western Latest Start and Finish Times n Step 2: Make a backwards pass through the network as follows: Move sequentially backwards from the Finish node to the Start node. At a given node, j, consider all activities ending at node j. For each of these activities, i, compute: Latest Finish Time = the minimum of the latest start times beginning at node j. (For node N, this is the project completion time.) Latest Finish Time = the minimum of the latest start times beginning at node j. (For node N, this is the project completion time.) Latest Start Time = (Latest Finish Time) - (Time to complete activity i ). Latest Start Time = (Latest Finish Time) - (Time to complete activity i ).

24 24 Slide © 2005 Thomson/South-Western Example: Frank’s Fine Floats n Latest Start and Finish Times Start Finish B 3 D 3 A 3 C 2 G 6 F 3 H 2 E

25 25 Slide © 2005 Thomson/South-Western Determining the Critical Path n Step 3: Calculate the slack time for each activity by: Slack = (Latest Start) - (Earliest Start), or Slack = (Latest Start) - (Earliest Start), or = (Latest Finish) - (Earliest Finish). = (Latest Finish) - (Earliest Finish).

26 26 Slide © 2005 Thomson/South-Western Example: Frank’s Fine Floats n Activity Slack Time Activity ES EF LS LF Slack Activity ES EF LS LF Slack A (critical) A (critical) B B C (critical) C (critical) D D E (critical) E (critical) F F G (critical) G (critical) H H

27 27 Slide © 2005 Thomson/South-Western n Determining the Critical Path A critical path is a path of activities, from the Start node to the Finish node, with 0 slack times. 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 Critical Path: A – C – E – G The project completion time equals the maximum of the activities’ earliest finish times. The project completion time equals the maximum of the activities’ earliest finish times. Project Completion Time: 18 days Project Completion Time: 18 days Example: Frank’s Fine Floats

28 28 Slide © 2005 Thomson/South-Western Example: Frank’s Fine Floats n Critical Path Start Finish B 3 D 3 A 3 C 2 G 6 F 3 H 2 E

29 29 Slide © 2005 Thomson/South-Western n In the three-time estimate approach, the time to complete an activity is assumed to follow a Beta distribution. n An activity’s mean completion time is: t = ( a + 4 m + b )/6 t = ( a + 4 m + b )/6 a = the optimistic completion time estimate a = the optimistic completion time estimate b = the pessimistic completion time estimate b = the pessimistic completion time estimate m = the most likely completion time estimate m = the most likely completion time estimate Uncertain Activity Times

30 30 Slide © 2005 Thomson/South-Western n An activity’s completion time variance is:  2 = (( b - a )/6) 2  2 = (( b - a )/6) 2 a = the optimistic completion time estimate a = the optimistic completion time estimate b = the pessimistic completion time estimate b = the pessimistic completion time estimate m = the most likely completion time estimate m = the most likely completion time estimate Uncertain Activity Times

31 31 Slide © 2005 Thomson/South-Western Uncertain Activity Times n In the three-time estimate approach, the critical path is determined as if the mean times for the activities were fixed times. n 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.

32 32 Slide © 2005 Thomson/South-Western Example: ABC Associates n Consider the following project: Immed. Optimistic Most Likely Pessimistic Immed. Optimistic Most Likely Pessimistic Activity Predec. Time (Hr.) Time (Hr.) Time (Hr.) Activity Predec. Time (Hr.) Time (Hr.) Time (Hr.) A A B B C A C A D A D A E A E A F B,C F B,C G B,C G B,C H E,F H E,F I E,F I E,F J D,H J D,H K G,I K G,I 3 5 7

33 33 Slide © 2005 Thomson/South-Western Example: ABC Associates n Project Network

34 34 Slide © 2005 Thomson/South-Western Example: ABC Associates n Activity Expected Times and Variances t = ( a + 4 m + b )/6  2 = (( b - a )/6) 2 t = ( a + 4 m + b )/6  2 = (( b - a )/6) 2 Activity Expected Time Variance A 6 4/9 A 6 4/9 B 4 4/9 B 4 4/9 C 3 0 C 3 0 D 5 1/9 D 5 1/9 E 1 1/36 E 1 1/36 F 4 1/9 F 4 1/9 G 2 4/9 G 2 4/9 H 6 1/9 H 6 1/9 I 5 1 I 5 1 J 3 1/9 J 3 1/9 K 5 4/9 K 5 4/9

35 35 Slide © 2005 Thomson/South-Western Example: ABC Associates n Earliest/Latest Times and Slack Activity ES EF LS LF Slack A * A * B B C * C * D D E E F * F * G G H H I * I * J J K * K *

36 36 Slide © 2005 Thomson/South-Western n Determining the Critical Path A critical path is a path of activities, from the Start node to the Finish node, with 0 slack times. A 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 Critical Path: A – C – F – I – K The project completion time equals the maximum of the activities’ earliest finish times. The project completion time equals the maximum of the activities’ earliest finish times. Project Completion Time: 23 hours Project Completion Time: 23 hours Example: ABC Associates

37 37 Slide © 2005 Thomson/South-Western Example: ABC Associates n Critical Path (A-C-F-I-K)

38 38 Slide © 2005 Thomson/South-Western n Probability the project will be completed within 24 hrs  2 =  2 A +  2 C +  2 F +  2 H +  2 K = 4/ / /9 = 4/ / /9 = 2 = 2  =  = z = ( )/  (24-23)/1.414 =.71 z = ( )/  (24-23)/1.414 =.71 From the Standard Normal Distribution table: From the Standard Normal Distribution table: P(z <.71) = =.7612 P(z <.71) = =.7612 Example: ABC Associates

39 39 Slide © 2005 Thomson/South-Western 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. Example: EarthMover, Inc.

40 40 Slide © 2005 Thomson/South-Western Immediate Completion Immediate Completion Activity Description Predecessors Time (wks) Activity Description Predecessors Time (wks) A Study Feasibility A Study Feasibility B Purchase Building A 4 B Purchase Building A 4 C Hire Project Leader A 3 C Hire Project Leader A 3 D Select Advertising Staff B 6 D Select Advertising Staff B 6 E Purchase Materials B 3 E Purchase Materials B 3 F Hire Manufacturing Staff B,C 10 F Hire Manufacturing Staff B,C 10 G Manufacture Prototype E,F 2 G Manufacture Prototype E,F 2 H Produce First 50 Units G 6 H Produce First 50 Units G 6 I Advertise Product D,G 8 I Advertise Product D,G 8 Example: EarthMover, Inc.

41 41 Slide © 2005 Thomson/South-Western n PERT Network Example: EarthMover, Inc

42 42 Slide © 2005 Thomson/South-Western n Earliest/Latest Times Activity ES EF LS LF Slack Activity ES EF LS LF Slack A * A * B * B * C C D D E E F * F * G * G * H H I * I * Example: EarthMover, Inc.

43 43 Slide © 2005 Thomson/South-Western Example: EarthMover, Inc. n Critical Activities

44 44 Slide © 2005 Thomson/South-Western Example: EarthMover, Inc. n 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?

45 45 Slide © 2005 Thomson/South-Western Crashing Activity Times n In the Critical Path Method (CPM) approach to project scheduling, it is assumed that the normal time to complete an activity, t j, which can be met at a normal cost, c j, can be crashed to a reduced time, t j ’, under maximum crashing for an increased cost, c j ’. n Using CPM, activity j 's maximum time reduction, M j, may be calculated by: M j = t j - t j '. It is assumed that its cost per unit reduction, K j, is linear and can be calculated by: K j = ( c j ' - c j )/ M j.

46 46 Slide © 2005 Thomson/South-Western Example: EarthMover, Inc. Normal Crash Normal Crash Activity Time Cost Time Cost Activity Time Cost Time Cost A) Study Feasibility 6 $ 80,000 5 $100,000 B) Purchase Building 4 100, ,000 C) Hire Project Leader 3 50, ,000 D) Select Advertising Staff 6 150, ,000 E) Purchase Materials 3 180, ,000 F) Hire Manufacturing Staff , ,000 G) Manufacture Prototype 2 100, ,000 H) Produce First 50 Units 6 450, ,000 I) Advertising Product 8 350, ,000 I) Advertising Product 8 350, ,000 n Normal Costs and Crash Costs

47 47 Slide © 2005 Thomson/South-Western Min 20 Y A + 50 Y C + 50 Y D + 70 Y E + 60 Y F Y H + 75 Y I s.t. Y A 0 + (6 - Y I ) X G > X F + (2 - Y G ) s.t. Y A 0 + (6 - Y I ) X G > X F + (2 - Y G ) Y C X A + (4 - Y B ) X H > X G + (6 - Y H ) Y C X A + (4 - Y B ) X H > X G + (6 - Y H ) Y D X A + (3 - Y C ) X I > X D + (8 - Y I ) Y D X A + (3 - Y C ) X I > X D + (8 - Y I ) Y E X B + (6 - Y D ) X I > X G + (8 - Y I ) Y E X B + (6 - Y D ) X I > X G + (8 - Y I ) Y F X B + (3 - Y E ) X H X B + (3 - Y E ) X H < 26 Y H X B + (10 - Y F ) X I X B + (10 - Y F ) X I < 26 Y I X C + (10 - Y F ) Y I X C + (10 - Y F ) X G > X E + (2 - Y G ) X i, Y j > 0 for all i X G > X E + (2 - Y G ) X i, Y j > 0 for all i Example: EarthMover, Inc. n Linear Program for Minimum-Cost Crashing Let: X i = earliest finish time for activity i Y i = the amount of time activity i is crashed

48 48 Slide © 2005 Thomson/South-Western EMGT 501 Home Work 5 Chapter 9 – Prob 3&4 Chapter 9 – Prob 10 Due Day: Oct 7

49 49 Slide © 2005 Thomson/South-Western Remind n Mid-Term Exam will be listed at my HP. n The Exam will be a Take-Home Style for one week. n The Due Day will be Oct 20 (Monday-Noon).


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