EMGT 501 HW #3 10.3-5 10.4-5 Due Day: Sep 27.

Slides:



Advertisements
Similar presentations
Project Management Projects are unique, one-time operations designed to accomplish a specific set of objectives in a limited timeframe Project managers.
Advertisements

Copyright © 2008 Pearson Education, Inc. Slide 13-1 Unit 13C Scheduling Problems.
Chapter 13 Project Scheduling: PERT/CPM
Chapter 9 Project Scheduling: PERT/CPM
1 1 Slide © 2008 Thomson South-Western. All Rights Reserved Slides by JOHN LOUCKS St. Edwards University.
1 1 Slide © 2001 South-Western College Publishing/Thomson Learning Anderson Sweeney Williams Anderson Sweeney Williams Slides Prepared by JOHN LOUCKS QUANTITATIVE.
Terminology Project: Combination of activities that have to be carried out in a certain order Activity: Anything that uses up time and resources CPM: „Critical.
D1: Critical Events And Critical Paths. D1: Critical Events And Paths A critical path is the list of activities on an activity network that, if they are.
1 Topics to cover in 2 nd part ( to p2). 2 Chapter 8 - Project Management Chapter Topics ( to p3)
Gantt Chart Graph or bar chart with a bar for each project activity that shows passage of time Provides visual display of project schedule Slack amount.
Copyright © 2008 Pearson Education, Inc. Slide 13-1 Unit 13C Scheduling Problems.
Fall 2001BA Project Management1 BA 301 – Spring 2003.
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.
1 1 Slide © 2004 Thomson/South-Western Chapter 12 Project Scheduling: PERT/CPM n Project Scheduling with Known Activity Times n Project Scheduling with.
1 1 Slide © 2000 South-Western College Publishing/ITP Slides Prepared by JOHN LOUCKS.
EMGT 501 HW #3 Due Day: Oct 3 Chapter 10 - SELF TEST 7
1 1 Slide © 2009 South-Western, a part of Cengage Learning Slides by John Loucks St. Edward’s University.
Example: Frank’s Fine Floats
1 1 Slide © 2005 Thomson/South-Western Chapter 10 Project Scheduling: PERT/CPM n Project Scheduling with Known Activity Times n Project Scheduling with.
Managing time ‘Time is nature’s way of stopping everything happening at once’ Hughes & Cotterell 2002 Production Process.
CHAPTER 4 MANAGING PROJECT PROCESSES. THE CONCEPT A project is an interrelated set of activities that has a definite starting and ending point and that.
1 1 Slide © 2008 Thomson South-Western. All Rights Reserved Slides by JOHN LOUCKS St. Edward’s University.
Chapter 10 Project Scheduling: PERT/CPM
1 Slide © 2005 Thomson/South-Western Chapter 10 Project Scheduling: PERT/CPM Project Scheduling with Known Activity Times Project Scheduling with Known.
In the name of Allah the Most Gracious the Most Merciful.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1 Chapter 3 part 2 Project Management.
Project Management Techniques.
Project Management An interrelated set of activities with definite starting and ending points, which results in a unique outcome for a specific allocation.
■ Project duration can be reduced by assigning more resources to project activities. ■ However, doing this increases project cost. ■ Decision is based.
Project Scheduling Professor Stephen Lawrence Leeds School of Business University of Colorado Boulder, CO
EMGT 501 HW #2 Answer. 020/3 X 3 05/601-1/62/3050/3 X 6 0-5/300-2/3-1/3180/3 (c).3/230with )3/80,0,0,3/50,3/20,0(*)*, ( solution Optimal   Z.
EMGT 501 HW #2 Solutions Chapter 6 - SELF TEST 21 Chapter 6 - SELF TEST 22.
EMGT 501 HW # Due Day: Sep 12.
EMGT 501 Fall 2004 Midterm Exam AN ANSWER EXAMPLE.
© 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Chapter 6 Project Management.
Project Scheduling Professor Stephen Lawrence Graduate School of Business Administration University of Colorado Boulder, CO
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Project Management Operations Management - 5 th Edition Chapter.
Prosjektstyring bma ACTIVITY A B C D E A 4 / 5 / 6 B 8 / 10 / 13 C 9 / 12 / 16 D 7.
8-1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Project Management Chapter 8.
Copyright 2006 John Wiley & Sons, Inc. Project Management OPIM 310.
1 Project Management Chapter Lecture outline Project planning Project scheduling Project control CPM/PERT Project crashing and time-cost trade-off.
Project Management (專案管理)
1 1 Project Scheduling PERT/CPM Networks. 2 2 Originated by H.L.Gantt in 1918 GANTT CHART Advantages - Gantt charts are quite commonly used. They provide.
1 1 © 2003 Thomson  /South-Western Slide Slides Prepared by JOHN S. LOUCKS St. Edward’s University.
1 1 Slide © 2005 Thomson/South-Western Chapter 10 Project Scheduling: PERT/CPM n Project Scheduling with Known Activity Times n Project Scheduling with.
PROJECT MANAGEMENT Outline What is project mean? Examples of projects… Project Planning and Control Project Life Cycle Gantt Chart PERT/CPM.
8-1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Project Management Chapter 8.
Project Planning and Budgeting Recall the four stages Project Definition and Conceptualization Project Planning and Budgeting Project Execution and Control.
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 Chapter 13 Sections 13.1, 13.2, and 13.3.
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.
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.
Scheduling Scheduling : is the process of converting a project action plan into an operating time table. Why scheduling ? To answer the following questions:
PERT/Activity Diagrams, Completion Probability and the Z Score
Project Management Chapter Topics
Project Planning & Scheduling
Project Planning and Budgeting
Project Scheduling: networks, duration estimation, and critical path
Chapter 16 – Project Management
Critical Path Analysis
Critical Path Analysis
Project Management CPM/PERT Professor Ahmadi.
Uncertain activity duration (P14)
Uncertain activity duration (P14)
Critical Path Analysis
PERT/Activity Diagrams, Completion Probability and the Z Score
Managing Risk Chapter 7.
Presentation transcript:

EMGT 501 HW #3 10.3-5 10.4-5 Due Day: Sep 27

10.3-5. You are given the following information about a project consisting of six activities: (a) Construct the project network for this project. (b) Find the earliest times, latest times, and slack for each activity. Which of the paths is a critical path? (c) If all other activities take the estimated amount of time, what is the maximum duration of activity D without delaying the completion of the project?

Start 10.3-5 a) A 5 B 1 4 E 6 D C 2 F 3 Finish

b) Critical Path: Start A E F Finish Length = 14 months c) 6 (=2+4) months

10.4-5 Sharon Lowe, vice president for marketing for the Electronic Toys Company, is about to begin a project to design an advertising campaign for a new line of toys. She wants the project completed within 57 days in time to launch the advertising campaign at the beginning of the Christmas season. Sharon has identified the six activities (labeled A, B, …, F) needed to execute this project. Considering the order in which these activities need to occur, she also has constructed the following project network. A C E F START FINISH B D

Using the PERT three-estimate approach, Sharon has obtained the following estimates of the duration of each activity. Optimistic Most Likely Pessimistic Activity Estimate Estimate Estimate A 12 days 12 days 12 days B 15 days 21 days 39 days C 12 days 15 days 18 days D 18 days 27 days 36 days E 12 days 18 days 24 days F 2 days 5 days 14 days (a) Find the estimate of the mean and variance of the duration of each activity. (b) Find the mean critical path.

(c) Use the mean critical path to find the approximate probability that the advertising campaign will be ready to launch within 57 days. (d) Now consider the other path through the project network. Find the approximate probability that this path will be completed within 57 days. (e) Since these paths do not overlap, a better estimate of the probability that the project will finish within 57 days can be obtained as follows. The project will finish within 57 days if both paths are completed within 57 days. Therefore, the approximate probability that the project will finish within 57 days is the product of the probabilities found in parts (c) and (d). Perform this calculation. What does this answer say about the accuracy of the standard procedure used in part (c)?

10.4-5 a) 4 6 F 18 E 9 27 D 1 15 C 16 23 B 12 A Activity b)

(from the Normal table)