Project Crashing. c=6 e=9 b=6 a=7 f=8 g=5 d=4 Given the information below, what is the total additional cost to crash the project as much as possible?

Slides:

Advertisements

Similar presentations

Chapter 13 Project Management.

Advertisements

Chapter 7 Project Management

Chapter 3 Project Management.

Project Management - Part 2

1 1 Slide © 2001 South-Western College Publishing/Thomson Learning Anderson Sweeney Williams Anderson Sweeney Williams Slides Prepared by JOHN LOUCKS QUANTITATIVE.

Operations Management Session 27: Project Management.

Fall 2001BA Project Management1 BA 301 – Spring 2003.

1 Project Scheduling CP - Chapter 10 Lecture 3. 2 Project Management  How is it different?  Limited time frame  Narrow focus, specific objectives 

1 1 Slide © 2004 Thomson/South-Western Chapter 12 Project Scheduling: PERT/CPM n Project Scheduling with Known Activity Times n Project Scheduling with.

9-1 Project Scheduling: Networks, Duration Estimation, and Critical Path Chapter 9 © 2007 Pearson Education.

Project Scheduling: Networks, Duration estimation, and Critical Path.

Problem Activity Immediate Predecessor a m b A B 4 16

9-1 Project Scheduling: Networks, Duration Estimation, and Critical Path Chapter 9 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall.

MGMT E-5050 Scott Corey CPAs Project Crashing Homework Solution.

Example: Frank’s Fine Floats

Project Management OPER 576 Project Networks Greg Magnan, Ph.D. April 29, 2004.

Other Scheduling Methods Dr. Ayham Jaaron Chapter 11.

Activity networks – Example 1 TaskDuration (hours)Immediate predecessors A3- B4- C6- D5A E1B F6B G7C, D, E The table below shows the tasks involved in.

Project Scheduling: Networks, Duration estimation, and Critical Path

McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1 Chapter 3 part 2 Project Management.

LINE DIAGRAMS Learning objectives After this lecture you will be able to: Prepare and use line diagrams Demonstrate the effect that making activities ‘continuous’

Project Management Techniques.

Project Scheduling Professor Stephen Lawrence Leeds School of Business University of Colorado Boulder, CO

EMGT 501 HW # Due Day: Sep 27.

EMGT 501 HW #2 Solutions Chapter 6 - SELF TEST 21 Chapter 6 - SELF TEST 22.

© J. Christopher Beck Lecture 4: Project Planning 1.

Project Scheduling Professor Stephen Lawrence Graduate School of Business Administration University of Colorado Boulder, CO

Prosjektstyring bma ACTIVITY A B C D E A 4 / 5 / 6 B 8 / 10 / 13 C 9 / 12 / 16 D 7.

Project Management CPM, PERT, Crashing – An Illustrative Example

Project Management Chapter 13 OPS 370. Projects Project Management Five Phases 1. Initiation 2. Planning 3. Execution 4. Control 5. Closure.

MANA 705 DL © Sistema Universitario Ana G. Méndez, All rights reserved. W6 6.2 Operation Management Operation Management Managing Projects Techniques.

PERT Program Evaluation and Review Technique Tong Wang 511D ERB.

Production and Operations Management Systems Chapter 7: Project Management Sushil K. Gupta Martin K. Starr

The Nature of Project Management zCharacteristics of Projects: purpose, life cycle, interdependencies, uniqueness, and conflict. zProject Management Process:

Scott Corey CPAs Project Crashing Homework Assignment MGMT E-5065 Due December 18 th.

Chapter 7 PERT Project Management for Business, Engineering, and Technology.

Q N U Schedule Risk Management By Ursula Kuehn, PMP, EVP UQN and Associates.

Project Management - CPM/PERT

© J. Christopher Beck Lecture 4: Program Evaluation and Review Technique (PERT)

1st Pert / CPM Problem. Pert / CPM Crashing Problem Activity Normal TimeCrash TimeNormal CostCrash Cost Immediate Predecessor A B

Estimate Project Duration n Experience n Historical Data n Research n Modeling n Experiments n Breakdown/Roll-Up n Delphi Method n Consultants n Three.

INDE 6332 ENGINEERING PROJECT MANAGEMENT SCHEDULING LECTURE 1 University of Houston Dept. of Industrial Engineering Houston, TX (713)

Project Scheduling Software

PERT/Activity Diagrams, Completion Probability and the Z Score

CPM – Critical Path Method Can normal task times be reduced? Is there an increase in direct costs? Additional manpower Additional machines Overtime, etc…

Project Management Concepts Gantt Chart – shows tasks as bars whose length indicates timing. PERT* chart (Network Diagram) – shows relationships between.

Prof.Dr. Ahmet R. Özdural – Class Notes_06 - KMU417 Project Planning and Organization – Fall Semester.

Q1) A precedes C. B precedes D & E. C precedes F & G. D precedes G.

PERT/CPM F G A E H I J K D St T B C

8-1 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.

COB 300C Project Management Dr. Michael Busing. PERT ANALYSIS Optimistic-Likely-Pessimistic Project Times If you hold someone to a certain number, they.

PERT CPM assumes duration of activity is known with certainty.

PERT/Activity Diagrams, Completion Probability and the Z Score

Network Diagram Prob 1 Activity Predecessor Duration (days) A None 2 B

Project Planning & Scheduling

PERT & GANTT CHARTS An Introduction.

Project Planning & Scheduling

Project Planning & Scheduling

PROJECT MANAGEMENT WITH CPM/PERT.

Probabilistic Time Estimates

ENM448-Project Planning and Management

תזמון פרויקטים.

Solution to Problem 2 Developed by: Alex J. Ruiz-Torres, Ph.D.

Chapter 16 – Project Management

Project Management Dr. Michael Busing

Uncertain activity duration (P14)

Uncertain activity duration (P14)

PERT Program Evaluation and Review Technique

PERT/Activity Diagrams, Completion Probability and the Z Score

Managing Risk Chapter 7.

Presentation transcript:

Project Crashing

c=6 e=9 b=6 a=7 f=8 g=5 d=4 Given the information below, what is the total additional cost to crash the project as much as possible? Activity Normal Duration Crashed Duration Normal Cost Crashed Cost Additional Cost/day a b65 65 c d e9970 f g Project Duration Crash Activity Additional Cost New Critical Path 21-- acf Path Durations a c f = 21 a d g = 16 b e g = 20 if then cost result

a d g h e f c b PERT Example Activity Immediate Predecessor Optimistic Duration Most Likely Pessimistic Duration Expected Duration t e V t Variance a b c da777 eb81112 fc gb,d he,f91011 Critical path: Expected project duration T = Standard deviation of critical path σ cp = Prob(X > 48)? Prob(X < 43)? Prob(43 < X < 48)? Predict a completion date that you’re 80% sure you can meet.