9-1 Chapter 9 Project Scheduling Chapter 9 Project Scheduling McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.

Slides:



Advertisements
Similar presentations
Modeling of Data. Basic Bayes theorem Bayes theorem relates the conditional probabilities of two events A, and B: A might be a hypothesis and B might.
Advertisements

Chapter 7 Project Management
Chapter 17 Project Management McGraw-Hill/Irwin
Introduction to Management Science
F O U R T H E D I T I O N Project Management © The McGraw-Hill Companies, Inc., 2003 supplement 3 DAVIS AQUILANO CHASE PowerPoint Presentation by Charlie.
CHAPTER 10 Sup. (Acceptance Sampling) Statistical Process Control – “Sampling to determine if process is within acceptable limits” Learned previously Acceptance.
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.
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.
Project Scheduling Prof. Jiang Zhibin Dept. of IE, SJTU.
Project Management Operations -- Prof. Juran. 2 Outline Definition of Project Management –Work Breakdown Structure –Project Control Charts –Structuring.
1 1 Slide © 2009 South-Western, a part of Cengage Learning Slides by John Loucks St. Edward’s University.
1 7.1 Introduction A project is a collection of tasks that must be completed in minimum time or at minimal cost. Tasks are called “activities.” –Estimated.
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
2 Project Management  Management of work to develop and implement an innovation or change in an existing organization Examples: –New buildings –Weapon.
Operations and Supply Chain Management, 8th Edition
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1 Chapter 3 part 2 Project Management.
Project Management An interrelated set of activities with definite starting and ending points, which results in a unique outcome for a specific allocation.
Project Scheduling Professor Stephen Lawrence Leeds School of Business University of Colorado Boulder, CO
Sampling Distributions
1 Material Management Class Note # 5-A ( in review ) Project Scheduling & Management Prof. Yuan-Shyi Peter Chiu Feb
Chapter Nine Project Scheduling 9-3 Gantt Chart for Five Activities (Refer to Example 9.1) Fig. 9-1.
Chapter Six Sampling Distributions McGraw-Hill/Irwin Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Chapter 6 Project Management.
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Project Management Operations Management - 5 th Edition Chapter.
Prepared by: Michael Palazzo
Operations Management Contemporary Concepts and Cases Chapter Fourteen Project Planning and Scheduling Copyright © 2011 by The McGraw-Hill Companies,
Project Management Chapter 13 OPS 370. Projects Project Management Five Phases 1. Initiation 2. Planning 3. Execution 4. Control 5. Closure.
OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
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.
Project Management Chapter 8.
Real-World Project Management Chapter 13. Characteristics of Project Management Unique one-time focus –Difficulties arise from originality Subject to.
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Project Management Operations Management - 5 th Edition Chapter.
Chapter 8 Scheduling © 2012 John Wiley & Sons Inc.
Time-Cost Tradeoffs Time-Cost Tradeoff Example Time-Cost Tradeoff Example (cont’d) Project Duration (weeks)Critical Path(s)Task(s) Reduced Total Direct.
1 Project Planning, Scheduling and Control Project – a set of partially ordered, interrelated activities that must be completed to achieve a goal.
McGraw-Hill/Irwin© 2008 The McGraw-Hill Companies, All Rights Reserved Developing a Project Plan Chapter 6.
Project Management (專案管理)
HAWKES LEARNING SYSTEMS math courseware specialists Copyright © 2010 by Hawkes Learning Systems/Quant Systems, Inc. All rights reserved. Chapter 9 Samples.
1 Material Management Class Note # 6 Project Scheduling & Management Prof. Yuan-Shyi Peter Chiu Feb
Chapter 8 Scheduling © 2012 John Wiley & Sons Inc.
8-1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Project Management Chapter 8.
To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Chapter 6 Project Management To Accompany.
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.
© The McGraw-Hill Companies, Inc., Project Management CPM and PERT.
Change management control Sources of Change  Project scope changes  Implementation of contingency plans  Improvement changes ISE Ch. 6 1.
Session 25 University of Southern California ISE514 November 17, 2015 Geza P. Bottlik Page 1 Outline Questions? Exam results – very good 19 grades improved.
Project Management Chapter 13 Sections 13.1, 13.2, and 13.3.
(M) Chapter 12 MANGT 662 (A): Procurement, Logistics and Supply Chain Design Purchasing and Supply Chain Analysis (1/2)
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Project Management Operations Management - 5 th Edition Chapter.
18-1 McGraw-Hill/Irwin Operations Management, Seventh Edition, by William J. Stevenson Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Project Management Chapter 8.
PROJECT MANAGEMENT.
Project Management Chapter Topics
Project Management: PERT/CPM
Chapter 17 Project Management McGraw-Hill/Irwin
Project Management (PERT/CPM) PREPARED BY CH. AVINASH
deterministic Fixed and known in advance, representing a
Basic Project Scheduling
Basic Project Scheduling
PROJECT MANAGEMENT WITH CPM/PERT.
Project Planning and Budgeting
Project Management Operations -- Prof. Juran.
AOA A style of project network diagram in which arrows
Presentation transcript:

9-1 Chapter 9 Project Scheduling Chapter 9 Project Scheduling McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.

9-2 The Elements of Project Scheduling n Project Definition. Statement of project, goals, and resources required. n Activity Definitions. Content and requirements of each activity. n Project Scheduling. Specification of starting and ending times of all activities. n Project Monitoring. Keeping track of the progress of the project.

9-3 Network Representation Projects may be represented as networks with: n Arrows representing activities. n Nodes representing completion of a set of activities (milestones). n Pseudo activities may be required to satisfy precedence relationships. (Figure 9-4 (next) shows a typical project network.)

9-4 Correct Network Representation for Example 9.3

9-5 Critical Path Method An analytical tool that provides a schedule that completes the project in minimum time subject to the precedence constraints. In addition, CPM provides: n Starting ending times for each activity n Identification of the critical activities (i.e., the ones whose delay necessarily delay the project). n Identification of the non-critical activities, and the amount of slack time available when scheduling these activities.

9-6 Time Costing Methods n Suppose that projects can be expedited by reducing the time required for critical activities. Doing so results in an increase in some costs and a decrease in others. The goal is to determine the optimal number of days to schedule the project to minimize total cost. n Assume that there is a linear time/cost relationship for each activity. (See Figure 9-10). n Since direct costs decline with the project time and indirect costs increase with the project time, the total cost curve is a convex function whose minimum corresponds to the optimal solution (See Figure 9-11).

9-7 The CPM Cost-Time Linear Model

9-8 Optimal Project Completion Time

9-9 PERT: Project Evaluation and Review Technique PERT is a generalization of CPM to allow for uncertain activity times. For each activity the user must specify: a = minimum completion time b = maximum completion time m = most likely completion time The method assumes each activity time follows a beta distribution, which can be fit precisely with specification of a, b, and m. (See Figure 9-12 for an example with a= 5, b=20 and m=17).

9-10 Probability Density of Activity Time

9-11 PERT (continued) The mean and standard deviation of activity times are estimated from the following formulas (based on the beta distribution) In PERT one assumes that the path the with longest expected completion time is the true critical path (this is only an approximation, since true critical path is a random variable).

9-12 PERT (concluded) One assumes that the expected value of the project completion time is the sum of the expected values of the critical activities and variance of the project completion time is the sum of the variances of the critical activities. (This is strictly true if the activity times are independent random variables.) Finally, one invokes the Central Limit Theorem to conclude that the total project completion time is a random variable whose distribution is approximately normal.

9-13 Resource Considerations n When multiple projects compete for resources (such as materials and worker time), projects schedules may be impacted due to insufficient resources. n For example, consider two projects requiring Resources A and B as pictured Figure n One can generate a resource load profile such as the one in Figure 9-21 to be certain that critical resources are sufficient to meet project requirements.

9-14 Two Projects Sharing Two Resources

9-15 Load Profiles for RAM and Permanent Memory (Refer to Example 9.10)