Critical Path Methodology, CPM

CPM  Media tower  Tethered gas balloon  Poor person’s CN Tower Media Tower: By Architect Brian Saumure

CPM  Downtown Disney

CPM  Flies at night  In moderate winds  Naming rights

CPM  Los Vegas  World’s largest helium TGB

CPM  Original French design

CPM  Docking is hard

CPM  Birds nest  John Davidson

CPM  Mooring facility for tethered gas balloon  United States Patent 

CPM  Goes up to 500 feet in five minutes,/hovers there for five more /descends in five minutes…  Takes up to 30 people at a time…  Costs ~ $1 million for basic infrastructure…  People pay about $30 for round trip…

Does it make any money? Revenues might look like this:

Helium Airships

Docking isn’t easy

CPM  Media Tower Functional Program  Use Amount Units Floors Area  Retail Space at grade– outward facing or double loaded 10,000 s.f  Lobby 5,000 s.f

CPM  Retail Space on second level 15,000 s.f  Walk-up feature stairs to second level* 6 2,500 s.f.  Office Space on levels 3 to 4 15,000 s.f  Feature Stair connecting ground to levels 2 and 3** 1  Residential Condos, Apartments, Apartment 15,000 s.f

CPM  Hotel, Hotel, Lofts or Co-op on levels 5 to 7  Media Tower– floors 8 to sides  Tethered Gas Balloon Nest– 20th floor 1  TGB Office– at grade 400 s.f. 1  TGB bar– 20th floor 4,000 s.f. 1  Observation Deck– 20th Floor 5,000 s.f. 1

CPM  Office Elevators 1  Residential Elevators 1  TGB Elevator 1  “Mile High” Running track 1  Parking– below grade 15,  Number of Spaces * Royal Bank Pavilion ** Mallorn Centre– vertical street

CPM  Euro condition

CPM  Entrepreneur/intrapreneur condition

CPM  CPM or Critical Path Methodology was developed in 1950’s to organize and track numerous activities associated with Polaris missile defense program  Using CPM helps identify and coordinate various tasks associated with completion of project

CPM  Allows various information about a specific project to be found including— --total time to complete to project --scheduled start and finish dates for each task pertaining to project’s completion --tasks that are ‘critical’ to project and must be completed exactly as scheduled --slack time available in non-critical tasks, as well as how long they can be delayed before affecting project’s finish date

CPM  Reminders after Lecture 3!  Read chapter 10 in Entrepreneurs Handbook II, Advanced Product Management  Slides: scheduling.ppt scheduling.ppt  Schedule:  tech-product-service.pdf tech-product-service.pdf  tech-product-service.mpp tech-product-service.mpp  Hand in your message map and provide youtube URL for your elevator pitch during lecture 4

CPM --Develop list of tasks required to complete the project --Make task so purpose is clear/usually best to use two words—verb followed by noun; e.g., build walls, install windows --Define tasks so that they are right size/if task too large in scope, may hide smaller tasks that need to be completed --Turning on cement mixer too finely detailed to be valuable to CPM/this level of detail quickly leads to cluttered and confusing schedule --Tasks should be well defined, precise and detailed but they should also be significant to furthering project

CPM --Order tasks and determine immediate predecessors for each --Identify what tasks need to be completed before next task can be carried out; i.e. the foundation must be completed before walls built

CPM  Determine completion time for each task/how long individual tasks take to complete?  Sources for determining these times are: - your own judgment and experience - draw on the experience of others - obtain estimates from professionals - if you know what something costs in terms of its labor content and you have an hourly wage, you can divide former by latter to arrive at preliminary estimate of task time

CPM

CPM–forward pass

CPM  Before you begin backward pass to complete flow chart, you need to know that Latest Finish Time (LF) for last task is exactly equal to the Earliest Finish Time (EF) for the last task  This is an identity

CPM

 Gantt chart = bar chart  developed by Henry Gantt in 1910s  illustrates project schedule  illustrate start and finish dates of terminal elements and summary elements of project

CPM  Reminders after Lecture 3!  Read chapter 10 in Entrepreneurs Handbook II, Advanced Product Management  Slides: path-scheduling.ppt path-scheduling.ppt  Schedule:  launch-tech-product-service.pdf launch-tech-product-service.pdf  launch-tech-product-service.mpp launch-tech-product-service.mpp  Hand in your message map and provide youtube URL for your elevator pitch during lecture 4