1. MEM 612 Project Management Chapter 5 Scheduling the Project

2. MEM 612 Project Management PERT AND CPM NETWORKS

3. MEM 612 Project Management History Late 1950s –Program Evaluation and Review Technique (PERT) U.S. Navy, Booz-Allen Hamilton, and Lockeheed Aircraft Probabilistic activity durations –Critical Path Method (CPM) Dupont De Nemours Inc. Deterministic activity durations

4. MEM 612 Project Management The Language of PERT/CPM Activity –task or set of tasks –use resources Event –state resulting from completion of one or more activities –consume no resources or time –predecessor activities must be completed

5. MEM 612 Project Management The Language of PERT/CPM continued Milestones –events that mark significant progress Network –diagram of nodes and arcs –used to illustrate technological relationships Path –series of connected activities between two events

6. MEM 612 Project Management The Language of PERT/CPM concluded Critical Path –set of activities on a path that if delayed will delay completion of project Critical Time –time required to complete all activities on the critical path

7. MEM 612 Project Management Building the Network AOA Network AON Network

8. MEM 612 Project Management Table 5-1 A Sample Set of Project Activities and Precedences

9. MEM 612 Project Management Figure 5-1 Stage 1 of a Sample AON Network

10. MEM 612 Project Management Figure 5-2 Stage 2 of a Sample AON Network

11. MEM 612 Project Management Figure 5-3 A Completed Sample AON Network

12. MEM 612 Project Management Figure 5-4 Stage 1 of a Sample AOA Network

13. MEM 612 Project Management Figure 5-5 Stage 2 of a Sample AOA Network

14. MEM 612 Project Management Figure 5-6a A Completed Sample AOA Network

15. MEM 612 Project Management Figure 5-6b A Completed Sample AOA Network Showing the Use of a Dummy Task

16. MEM 612 Project Management Table 5-2 A Sample Problem for Finding the Critical Path and Critical Time

17. MEM 612 Project Management Figure 5-7 Stage 1 of a Sample Network

18. MEM 612 Project Management Figure 5-8 A Complete Network

19. MEM 612 Project Management Figure 5-9 Information Contents in an AON Node

20. MEM 612 Project Management Figure 5-10 The Critical Path and Time for Sample Project

21. MEM 612 Project Management Calculating Activity Slack Slack or Float LST - EST = LFT - EFT = Slack

22. MEM 612 Project Management PROJECT UNCERTAINTY AND RISK MANAGEMENT

23. MEM 612 Project Management Calculating Probabilistic Activity Times Three Time Estimates a.k.a 3-point estimation or beta distribution PERT technique to measure 3 values of estimates: –pessimistic (a) – min reasonable period of time –most likely (m) – time required for completion –optimistic (b) – max reasonable period of time

24. MEM 612 Project Management Figure 5-13 The Statistical Distribution of all Possible Times for an Activity

25. MEM 612 Project Management Activity Expected Time and Variance

26. MEM 612 Project Management Example: Optimistic (a) = 10 days Most likely (m) = 13 days Pessimistic (b) = 25 days T E = [10 + 4(13) + 25] / 6 = 14.5 = 15 days σ 2 = [(25 – 10) / 6] 2 = 6.25 σ = 2.5 days

27. MEM 612 Project Management

28. 95 Percent Level Task will be a or lower 5 percent of the time Task will be b or greater 5 percent of the time

29. MEM 612 Project Management 90 Percent Level Task will be a or lower 10 percent of the time Task will be b or greater 10 percent of the time

30. MEM 612 Project Management 95 Percent Level (Alternative Interpretation) Task will be between a and b 95 percent of the time

31. MEM 612 Project Management 90 Percent Level (Alternative Interpretation) Task will be between a and b 90 percent of the time

32. MEM 612 Project Management Figure 5-14 An AON Network

33. MEM 612 Project Management The Probability of Completing the Project on Time =NORMDIST(D, ,  ,TRUE)

34. MEM 612 Project Management Figure 5-18 The Statistical Distribution of Completion Times of the Path a-b-d-g-h

35. MEM 612 Project Management Selecting Risk and Finding D NORMINV(probability, ,  ,TRUE)

36. MEM 612 Project Management SIMULATION

37. MEM 612 Project Management Traditional Statistics Versus Simulation Similarities –must enumerate alternate paths Differences –simulation does not require assumption of path independence

38. MEM 612 Project Management THE GANNT CHART

39. MEM 612 Project Management Figure 5-23 A Gantt Chart of a Sample Project

40. MEM 612 Project Management Figure 5-14 An AON Network

41. MEM 612 Project Management Figure 5-24 A Gantt Chart of Sample Project Showing Critical Path, Path Connections, Slack, EST, LST, EFT, and LFT

42. MEM 612 Project Management Figure 5-25 A Gantt Chart of a Day Care Project Showing Expected Durations, Critical Path, Milestone, and Resource Requirements

43. MEM 612 Project Management Figure 5-26 A Progress Report on a Day Care Project Showing Actual Progress Versus Baseline

44. MEM 612 Project Management EXTENSIONS TO PERT/CPM

45. MEM 612 Project Management Precedence Diagramming Finish-to-start linkage Start-to-start linkage Finish-to-finish linkage Start-to-finish linkage

46. MEM 612 Project Management Figure 5-27 Precedence Diagramming Conventions

47. MEM 612 Project Management Other Methods Graphical Evaluation and Review Technique (GERT) –combines flowgraphs, probabilistic networks, and decision trees –allows loops back to earlier events and probabilistic branching

48. MEM 612 Project Management Copyright Copyright  John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without express permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information herein.

49. MEM 612 Project Management QUIZ