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2014 Lew Hofmann

Project Management
2014 Lew Hofmann
Managing Projects
Projects are usually large & infrequent or one-time.
No two projects are the same.
Projects are usually fairly long.
Several months to many years
They Involve different people in different phases
Most people are only involved with a part of a project
Even though a project may be under the overall
purview of a single department or group, other
departments are often involved.
2014 Lew Hofmann
Projects
The three main goals of project management
are
1. Complete the project on time or earlier.
2. Complete the project on or under budget.
3. Meet the specifications to the satisfaction of
the customer.
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Project
Scope & Objectives
Defining a projects scope, time frame,
allocated resources and objective, is essential.
An Objective Statement provides the purpose
of the project.
A Specific time frame is established for
starting and ending the project.
Necessary resources must be defined.
Project costs and personnel allocations are
stated.
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Project Structures
Functional Structure: The team is housed in a
specific functional area. Assistance from other
areas must be negotiated.
Pure Project: Team members work exclusively for
the project manager. (Best for large projects.)
Matrix Structure: A compromise between the
functional and project structures. Members remain
in various functional areas and the project manager
coordinates across functional areas. Having two
bosses (dual authority) can cause problems.
2014 Lew Hofmann
Project Management Techniques
PERT CPM GERT
Program Evaluation and Review Technique
PERT (Program Evaluation and Review Technique) is
utilized when activity times are uncertain (involved risk).
Critical Path Method
CPM (Critical Path Method) is used when activity times
are known and certain.
Graphic Evaluation and Review Technique
Rarely used, and then only in very complex projects.
It overcomes many of the limitations of PERT and CPM
Provides much more project flexibility.
2014 Lew Hofmann
Project Management Steps
1. Describe the Project (Defining all the tasks
that must be completed, and in what sequence.)
2. Develop a Graph Model (diagram the
network showing task relationships)
3. Develop an activity Schedule (Determine
the time estimates for each task)
4. Analyzing cost-time trade-offs
(Determine the cost of each task.)
5. Assess Risks (Probability analysis)
2014 Lew Hofmann
Step 1
Describe the project
What is the project?
When does the project start and end?
What activities make up the project?
Activities are defined as the smallest units of
work that a project manager is expected to
schedule and control.
...a managers project description should reflect only
the level of detail that he or she needs in order to
make scheduling and resource allocation decisions.
Task Ownership: Each activity must have
an owner who is responsible for seeing that
the work is accomplished.
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Relationships
between Activities
A project is a sequence of activities.
Large projects have interrelated sequences.
Except for the beginning activity/activities, every
activity in a project has one or more activities
that must be done immediately prior.
These are called Precedent (Pre-cee-ent)
activities
They must be defined before the project begins.
EG: In order to bury a body you must first dig a hole.
2014 Lew Hofmann
Step 2
Develop a Network Model
A Network Diagram visually displays the
interrelated activities using nodes (circles) and
arcs (arrows) that depict the relationships between
activities.
It is a graphical diagram.
For very large projects it may only be a numerical
arrangement of activities rather than graphical.
Two types of Graphical Network Models
Activity On Arc (AOA)
Activity On Node (AON) (We will use AON)
2014 Lew Hofmann
Two Types
of Network Models
Activity-on-Arc (AOA)
Activity-on-Node (AON)
Activity
Activity
Link
We will
use this!
D E
Time Time
Activity E
Time
Activity D
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What AON Nodes look like.
The earliest you can complete
an activity--determined by
adding the activity time
(duration) to the early start time.
This is the latest you can finish
an activity without delaying
project completion. It is the
same as the Late Start time of
the next activity. If there are two
or more subsequent activities,
this time is the same as the
earliest of those Late Start
times.
The is the earliest you can start an
activity. It is determined by the early
finish time of the precedent activity. If
there are two or more precedent
activities, this time is the same as
precedent activity with the latest
Early Finish time.
This is the Late-
Finish time minus
the activity duration.
Slack
Slack (S) is the difference, if any,
between the early start (ES) and late
start times (LS) or the early finish
(EF) and late finish (EF) times.
S = LS - ES or S = LF - EF
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Early
Start
Early
Finish
Late
Finish
Late
Start
Activity
Name
Activity
Duration
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Example: This homework Assignment
Early
Start
Early
Finish
Late
Finish
Late
Start
Home-
work #2
1 hour
Slack
If it takes one hour, the
earliest you can complete this
assignment is one hour after
class ends.
One hour after your late start
time.
The earliest you can start this
assignment it is immediately after
this class ends.
You can wait until
one hour before the
class in which it is
due to start it; in
this case one week
from now.
The slack in this case would be one
week, expressed in hours, since that
is the unit of time used for the
activities. It would be how long you
could delay doing the assignment.
2014 Lew Hofmann
2014 Lew Hofmann
Precedent
Relationships
Precedent relationships determine the sequence
for accomplishing activities. They specify that any
given activity cannot start until its preceding activity
or activities have been completed.
In our AON approach, the
nodes (circles) represent
activities, and the arcs
(arrows) represent the
sequential relationships
between them.
AON
S T U
Activity On Node approach
S precedes T which
precedes U
Nodes are simplified in the following examples.
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Activity Relationships
T
U
S
T & U cannot begin until
S has been completed.
S
T
U
S & T must be completed
before U can be started.
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Activity Relationships
S
T
U
V
U & V cant begin until S & T
have been completed.
S
T
U
V
U cannot begin until S & T have
been completed. V cannot begin
until T has been completed.
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Activity Relationships
S T V
U
T & U cannot begin until S has been
completed; V cannot begin until both T &
U have been completed.
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Logic Errors
C H
G
This is a logic error. C cannot be an
immediate predecessor of both G &H if
G is also an immediate predecessor of H.
Logic errors are hard to identify except on the
network diagrams. If you see a triangle, then it is a
logic error. Eliminate the short cut.
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St. Adolfs Hospital
(A sample project)
Immediate
Activity Description Predecessor(s) Responsibility
A Select administrative and medical staff.
B Select site and do site survey.
C Select equipment.
D Prepare final construction plans and layout.
E Bring utilities to the site.
F Interview applicants and fill positions in
nursing, support staff, maintenance,
and security.
G Purchase and take delivery of equipment.
H Construct the hospital.
I Develop an information system.
J Install the equipment.
K Train nurses and support staff.
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A Select administrative and medical staff. 12
B Select site and do site survey. 9
C Select equipment. A 10
D Prepare final construction plans & layout. B 10
E Bring utilities to the site. B 24
F Interview applicants and fill positions in A 10
nursing, support staff, maintenance,
and security.
G Purchase and take delivery of equipment. C 35
H Construct the hospital. D 40
I Develop an information system. A 15
J Install the equipment. E,G,H 4
K Train nurses and support staff. F,I,J 6
St. Adolfs Hospital
(A sample project)
Immediate
Activity Description Predecessor(s) Activity Times
*We wont assigning Responsibility data, but it is important in project management.
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St. Adolfs Hospital
Diagramming the Network
Finish Start
A
B
C
D
E
F
G
H
I
J
K
Immediate
Predecessors
A 12
B 9
C A 10
D B 10
E B 24
F A 10
G C 35
H D 40
I A 15
J E,G,H 4
K F,I,J 6
Activity
Times (wks)
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St. Adolfs Hospital
Activity Paths
Finish Start
A
B
C
D
E
F
G
H
I
J
K
Path Time (wks)
A-I-K 33
A-F-K 28
A-C-G-J-K 67
B-D-H-J-K 69
B-E-J-K 43
Paths are sequences of
activities between a
projects start and finish.
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St. Adolfs Critical Path
Finish Start
A
B
C
D
E
F
G
H
I
J
K Path Time (wks)
A-I-K 33
A-F-K 28
A-C-G-J-K 67
B-D-H-J-K 69
B-E-J-K 43
Project Expected
Time is 69 wks.
The longest path is the
critical path!
2014 Lew Hofmann
Activity Time Estimates
PERT or CPM ?
CPM (Critical Path Method) Activity times are
certain, so only one time estimate for each
activity is needed.
Decision making under Certainty
PERT (Program Evaluation and Review
Technique) is used when activity times are
uncertain. (Decision making under risk)
It requires three time estimates for each activity.
(Best case, most likely time, and worst case)
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PERTs
Three time-estimates
OPTIMISTIC TIME: Best time if everything goes
perfectly when doing the activity.
REALISTIC TIME: Most likely time for the activity
PESSIMISTIC TIME: A worst-case situation
B + 4M + P
Expected Time = -------------------
6
In this example, the most likely time is given a weight of four, and the
other two times (pessimistic and optimistic) are each given weights of one.
Risky activity times make the project length risky, so there is a need
for risk assessment based on the probability distribution of times.
(Standard deviation and variance are computed by the software.)
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Activity slack is the maximum length of time that an
activity can be delayed without delaying the entire
project.
It is the difference between the earliest time we
can start an activity and the latest time we can
start the activity without delaying the project.
The critical path activities have zero slack.
For the St. Adolfs Hospital project, 69 weeks is the
project length because 69 weeks is the longest path.
Project delays beyond the projected completion date
often involve penalties.
Activity Slack
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Earliest Start Time (ES) for an activity is the earliest finish
time of the immediately preceding activity.
Earliest Finish Time (EF) for an activity is its earliest start
time plus how long it takes to do it (activity time).
Latest Start Time (LS) is the latest you can finish the activity
minus the activitys estimated duration.
Latest Finish Time (LF) is the latest start time plus the activity
time.
The latest finish time is the same as the latest start time of the activity activity
which follows it. (Latest start and finish times for each activity are computed
starting at the projects last activity completion time and working forward.)
Slack is the difference between the Earliest Start and Latest start
times for an activity (or earliest finish and latest finish times.)
Activity Start and Finish Times
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Earliest Start and Earliest Finish Times
K
6
C
10
G
35
J
4
H
40
B
9
D
10
E
24
I
15
Finish
Start
A
12
F
10
0
Earliest start time
12
Earliest finish time
0 9
9 33
9 19 19 59
22 57 12 22
59 63
12 27
12 22 63 69
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2014 Lew Hofmann
Earliest Start and Earliest Finish Times
Critical Path
The Critical Path
takes 69 weeks
K
6
C
10
G
35
J
4
H
40
B
9
D
10
E
24
I
15
Finish
Start
A
12
F
10
0 9
9 33
9 19 19 59
22 57 12 22
59 63
12 27
12 22 63 69 0 12
Path Time (wks)
A-I-K 33
A-F-K 28
A-C-G-J-K 67
B-D-H-J-K 69
B-E-J-K 43
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2014 Lew Hofmann
K
6
C
10
G
35
J
4
H
40
B
9
D
10
E
24
I
15
Finish
Start
A
12
F
10
0 9
9 33
9 19 19 59
22 57 12 22
59 63
12 27
12 22 63 69 0 12
Latest Start and Latest Finish Times
(You start with the last activity and work toward the first activity)
48 63
53 63
59 63
24 59
19 59
35 59
14 24
9 19
2 14
0 9
Latest
finish
time
63 69
Latest
start
time
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2014 Lew Hofmann
Activity Slack
Analysis
K
6
C
10
G
35
J
4
H
40
B
9
D
10
E
24
I
15
Finish
Start
A
12
F
10
0 9
9 33
9 19 19 59
22 57 12 22
59 63
12 27
12 22 63 69 0 12
48 63
53 63
59 63
24 59
19 59
35 59
14 24
9 19
2 14
0 9
63 69
Slack is the difference between
LS and ES or EF and LF
Node Duration ES LS Slack
A 12 0 2 2
B 9 0 0 0
C 10 12 14 2
D 10 9 9 0
E 24 9 35 26
F 10 12 53 41
G 35 22 24 2
H 40 19 19 0
I 15 12 48 36
J 4 59 59 0
K 6 63 63 0
2014 Lew Hofmann
2014 Lew Hofmann
Analyzing
Cost-Time Trade-Offs.
There are always cost-time trade-offs in project
management.
You can completing a project early by hiring more
workers or running extra shifts.
There are often penalties if projects extends beyond
some specific date, and a bonus may be provided for
early completion.
Crashing a project means finishing the project
early by expediting one or more activities.
Not all activities can be shortened.
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Project Costs
Total Project Costs =
direct costs + indirect costs + penalty costs
Direct costs include labor, materials, and any other
costs directly related to project activities.
Indirect costs include administration, depreciation,
financial, and other variable overhead costs.
These can be reduced by reducing total project time.
The shorter the duration of the project, the lower the indirect
costs will be.
Penalty costs are essentially late fees incurred for
going over the projected due date.
2014 Lew Hofmann
We do cost analysis to determine the project
schedule that minimizes total project costs.
When crashing an activity or project, extra money is
spent on direct costs, but money is saved on indirect
costs and possible penalties.
A minimum-cost schedule is determined by starting
with the normal project time schedule and shortening
activities along the critical path until the costs of
crashing (direct costs) start to exceed the savings in
indirect costs and penalty costs.
New critical paths usually appears while doing this.
Minimizing Costs
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a. Determine the projects critical path(s).
b. Find the activity or activities on the critical path(s)
with the lowest cost of crashing (shortening) per week.
c. Reduce the time for this activity until
a. it cannot be further reduced,
b. or another path becomes critical,
c. or the increase in direct costs exceed the savings that result
from lower indirect costs.
d. Repeat this process until the total project costs are no
longer decreasing.
Sophisticated project management software will do this.
St. Adolfs Hospital
Minimum Cost Schedule
2014 Lew Hofmann
K
6
C
10
G
35
J
4
H
40
B
9
D
10
E
24
I
15
Finish
Start
A
12
F
10
0 9
9 33
9 19 19 59
22 57 12 22
59 63
12 27
12 22 63 69 0 12
48 63
53 63
59 63
24 59
19 59
35 59
14 24
9 19
2 14
0 9
63 69
Of the five critical-path activities, the
contractor says D and H cannot be
shortened. J is the least costly to
shorten at $1000 a week. Contractor
says it can be shortened to 1 week.
The project manager must now
compare the cost of shortening J by 3
weeks ($3,000 in additional direct
costs) with savings in indirect costs,
to see if the total cost is lower.
Shorten from 4
weeks to 1 week
2014 Lew Hofmann
2014 Lew Hofmann
Assessing Risks
Risk is a measure of the probability (and
consequences) of not completing a project
on time.
A major responsibility of the project manager
at the start of a project is to develop a risk-
management plan.
A Risk-Management Plan identifies the key
risks to a projects success and prescribes
ways to circumvent them.
2014 Lew Hofmann
Causes of Project Risk
1. Service/Product Risks: If the project involves a
new service or product, several risks can arise.
Market risk comes from competition.
Technological risk can arise from technology advances
made once the project has started, rendering obsolete the
technology chosen for service or product.
Legal risk from liability suits or other legal action.
2. Project Team Problems: Poor member selections
and inexperience, lack of cooperation, etc.
3. Operations Risk: Information inaccuracy, miss-
communications, bad project timing, weather
2014 Lew Hofmann
ANALYZING PROBABILITIES
What is the probability that our sample project
will finish in 69 weeks as scheduled?
100% (Why?)
Because we used CPM!
(This means we were certain of all of our activity times.)
If we werent certain, we should have used PERT
You only do risk analysis if you use PERT
2014 Lew Hofmann
PERT and PROBABILITIES
With PERTs three time-estimates, we get a mean
(average) time and a variance for each activity and
each path.
We also get a project mean time and variance.
In order to compute probabilities (assuming a
normal distribution) we need the activity means and
variances.
Most computer packages calculate this for you.
2014 Lew Hofmann
Probability
of Project Completion
The probability of a project being completed by a given
date is a function of the mean activity times and
variances along the critical path(s).
The probability of a specific activity being completed by
a given date is a function of the mean activity times and
variances along the longest path leading up to that
activity.
If you have more than one critical path, focus on the path
with the greatest variance.
A near-critical path may also be a problem,
depending on the mean and variance of its activities.
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Distributions & Probability
A Beta distribution is often used for the three
estimates of each activity
This allows skewed distributions.
Optimistic------Most likely -----------------------Pessimistic
(3 ------------- 5 ---------------------------------- 11)
Normal distributions are needed for probabilities.
A distribution of activity-means is a normal
distribution, even though each activity time may be
a beta distribution.
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Beta Distribution
Mean
m a b
Time
P
r
o
b
a
b
i
l
i
t
y
Pessimistic Optimistic
Each activity may have its three time
estimates skewed (Beta Distribution), but the
path along which this activities lie has a
normal distribution and thus a mean and
variance.
2014 Lew Hofmann
Figuring Probabilities
Assume a PERT project critical path takes 40 days, and that the
variance of the critical path is 2.147
You wish to know the probability of the project going over 42 days.
Compute the standard deviation of the critical path.
The square root of the variance of 2.147 = Std. Dev. = 1.465
POM/QM software gives you the variance of the critical path.
Compute the Z value: Z = (absolute time difference) / Std. Dev.
In this example, Z = (42 days - 40 days) / 1.465 = 1.365
Look up the Z value of 1.365 in a Normal Distribution table to get
the probability of the project taking 42 days.
Subtract it from 100% to get the probability of going over 42.
2014 Lew Hofmann
Look up the Z value (1.365) in the table of normal distribution.
(In this case you need to interpolate between the Z values of .9313 and .9147)
.9139 or 91.39% is the probability of the project taking 42 days.
Thus the probability of going over 42 days is 100 - 91.39 = 8.61%
.9139
2014 Lew Hofmann
Project duration (weeks)
40 42
Probability of
completing
the project in
42 weeks is
91.39%
Project Length
(critical path)
is 40 weeks
Normal distribution of variances
along the critical path. Sum of
its variances = 2.147
Std. Dev. = 1.465 weeks
Probability of
exceeding 42
weeks is 8.61%
2014 Lew Hofmann

2
= (variances of activities along critical path)
z =
T C

2

2
= 1.78 + 1.78 + 2.78 + 5.44 + 0.11 = 11.89
z =
72 69
11.89
What is the Probability of it taking 72 weeks?
Critical Path = B - D - H - J K = 69 weeks
T = 72 weeks C = 69 weeks
St. Adolfs Hospital
A 69-week Project
Look up Z value in normal distribution table Z = 0.870
Critical
Path
Variance
z =
3
3.44818
2014 Lew Hofmann
Look up the Z value (0.870) in the table of normal distribution.
.8078 or 80.78% is the probability of the project taking 72 wks.
Going over 72 weeks would be 100 80.78 = 19.22%
2014 Lew Hofmann
Project duration (weeks)
69 72
Probability of
taking 72 weeks
is 0.8078 or
80.78%
Length of
critical path is
69 weeks
Normal distribution:
Mean = 69 weeks;
= 3.45 weeks
Probability of
exceeding 72
weeks is 0.1922
or 19.22%
St. Adolfs Hospital
Probability of Completing Project On Time
2014 Lew Hofmann
Resource-Related Problems
Padded Time Estimates: Many time-
estimates come with a built-in cushion that
management may not realize.
Latest Date Mentality: The tendency for
employees (and students) to procrastinate
until the last moment before starting.
Failure to Deliver Early, even if the work
is completed before the latest finish date.
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Path Mergers occur when two or more activity
paths combine at a particular node. Both paths must
be completed up to this point, which will eliminate any
built-up slack.
Multitasking is the performance of multiple project
activities at the same time. Work on some activities is
often delayed for other work.
Loss of Focus by a manager can happen if the
critical path changes frequently.
Failure to have all the needed resources on time.
Resource-Related Problems
2014 Lew Hofmann
PERT / CPM
ADVANTAGES
Enables Resource Management & Allocation
You can move slack resources to critical points
Focuses on your critical activities
Visualize relationships (The big picture)
Enables Cost analysis
2014 Lew Hofmann
PERT / CPM PITFALLS
Can be complex to set up relationships in
large project
Time estimates are often biased.
Near critical paths are easily overlooked.
2014 Lew Hofmann
GERT
(Graphical Evaluation and Review Technique)
Gives more flexibility to project planning than PERT/CPM
Allows any individual activity to either be
completed or not completed (Succeed or fail)
PERT & CPM both require all activities be successfully
completed. GERT does not require this.
GERT Allows looping back (redoing an activity) or
skipping an activity entirely.
There are computerized GERT packages.
2014 Lew Hofmann
GERT
(Graphical Evaluation and Review Technique)
What the book says: It is a procedure for the study of
stochastic networks composed of EXCLUSIVE-OR,
INCLUSIVE-OR, and AND nodes (vertices) and multi-
parameter branches (transmittances or edges).The total
concept of stochastic networks, the transformation, and
the evaluation method is labeled GERT.
GERT is a means of handling stochastic networks with
logical nodes. The GERT analysis is finished when the
system is represented by an equivalent one-branch
function yielding the system's failure or success
probabilities as time dependent probabilities.
2014 Lew Hofmann
Sample Problem
What is the probability of
completing the project in
23 weeks?
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2014 Lew Hofmann
Sample Problem
Finish
Start
A
4.0
0.0
4.0
4.0
8.0
D
12.0
4.0
8.0
16.0
20.0
E
6.5
9.0
9.0
15.5
15.5
G
4.5
15.5
15.5
20.0
20.0
C
3.5
5.5
5.5
9.0
9.0
F
9.0
5.5
6.5
14.5
15.5
B
5.5
0.0
0.0
5.5
5.5
2014 Lew Hofmann
2014 Lew Hofmann 2014 Lew Hofmann
Sample Problem
This is how the POM-QM software package draws the solution.
Note that D is not an immediate predecessor of E, but A is
an immediate predecessor of E. The program draws the line
from A through D to E.
2014 Lew Hofmann
Sample Problem
Using the Normal Distribution appendix,
we find that the probability of completing
the project in 23 weeks or less is 0.9357.
Critical path =20 weeks
2014 Lew Hofmann
2014 Lew Hofmann
Homework #2
Due next week
Problem 1 is on the next slide. Draw the
network and solve it manually using the
AON method. No credit if you use the
computer.
Problems 2 and 3 are on the following
slides.
Use the POM/QM software for these last two
problems.
2014 Lew Hofmann
Problem 1
Do manually (no computer)
A project has the following precedence relationships and activity
times. Draw the network diagram and calculate the total slack
for each activity. Which activities are on the critical path?
Activity Activity Time (wks)
Immediate
Predecessor(s)
A 4
B 9
C 5 A
D 15 B,C
E 12 B
F 4 D
G 8 E
H 7 F,G
2014 Lew Hofmann
Activities for Problem #2 Time Precedents
A
Demolition of present structures
3 None
B
Excavation and filling of site
2 A
C
Forming & pouring of concrete
2 B
D
Construction of steel skeleton
3 C
E
Construction of concrete structure
2 C
F
Construction of exterior skin
1 D,E
G
Installation of plumbing
3 E
H
Installation of electrical
3 D,E
I
Installation of heating & cooling
3 D,E,F
J
Construction of interior flooring
3 I
K
Lighting fixtures and finish work
2 J
PROBLEM 2 (Use POM/QM)
1. There are logic errors in the data. You will have to run the program in order
to find them. Then make the appropriate corrections and re-run the problem
to get the correct solution. Identify the critical path and its length.
2. Include 4 printouts: Input screen, PERT/CPM results table, Precedence
graph and the Gantt chart of early & late times.
2014 Lew Hofmann
2014 Lew Hofmann
Homework, Problem 3
(next slide)
This is a PERT problem so it has three time estimates. Use the
POM/OM package. Answer the following questions:
a. Identify the critical path(s).
b. How long is the path nearest to the critical path?
c. What is the probability that the project will take longer than 38
days? (Table of Normal Probabilities is on the last slide.)
d. What is the probability that the near critical path will take longer
than 38 days?
e. Include 5 printouts: Input screen, PERT/CPM results table,
Precedence graph, Task time computations, and the Gantt chart
of early & late times.
2014 Lew Hofmann
Activity Precedent Optimistic Most Likely Pessimistic
A - 6 7 8
B A 4 4 4
C A 5 6 8
D B 8 10 10
E B 7 10 15
F C 9 9 13
G C 7 7 7
H D 4 6 8
I E, F 6 9 11
J G 8 9 10
K H, I, J 3 5 6
Problem #3
2014 Lew Hofmann
2014 Lew Hofmann
2014 Lew Hofmann
Sample POM/QM
Input Table Printout
Note that this is CPM since there is only one time estimate for
each activity. You will need to change the method for PERT.
2014 Lew Hofmann
Sample POM/QM
Solution Table printout
2014 Lew Hofmann
Sample PERT/CPM
Precedence Graph Printout
Note that the software does not
add start blocks or end blocks.
Note also that there is a
logic error. D should
not be an immediate
predecessor of F.
In your homework computer
problem, you will have more than
one ending node. This is not an
error. Connect them to an End
Block if it will help you visualize it.
2014 Lew Hofmann
Sample Gantt
Chart Printout
2014 Lew Hofmann
POM/QM Printing Hint
Avoid using the print screen button on the bottom left
of the screen or in the file menu.
Screen prints are small and very hard to read.
Select the File pull-down menu and use the Print
option.
You can then indicate which items you wish to print
and get a much better output.
OPTION: Download the free program Jing. It is
available for Mac and PC, and what I use for the
printouts on my PPT slides.
http://www.techsmith.com/jing.html

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