project management - bilkent university · 2019-09-25 · ☑gantt chart ☑critical path method...
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IE 102Fall 2019
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Project Management
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Management of Projects
☑ Planning - goal setting, defining the project,team organization
☑ Scheduling - relates people, money, andsupplies to specific activities and activitiesto each other
☑ Controlling - monitors resources, costs,quality, and budgets; revises plans andshifts resources to meet time and costdemands
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Project Planning, Scheduling, and Controlling
Before Start of project Duringproject Timeline project
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Project Planning, Scheduling, and Controlling
Before Start of project Duringproject Timeline project
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Project Planning, Scheduling, and Controlling
Before Start of project Duringproject Timeline project
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Project Planning, Scheduling, and Controlling
Before Start of project Duringproject Timeline project
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Project Planning, Scheduling, and Controlling
Before Start of project Duringproject Timeline project
BudgetsDelayed activities reportSlack activities report
Time/cost estimatesBudgetsEngineering diagramsCash flow chartsMaterial availability details
CPM/PERTGantt chartsMilestone chartsCash flow schedules
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☑ Identifying precedence relationships
☑ Sequencing activities
☑ Determining activity times & costs
☑ Estimating material and worker requirements
☑ Determining critical activities
Project Scheduling
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Purposes of Project Scheduling
1. Shows the relationship of each activity to others and to the whole project
2. Identifies the precedence relationships among activities
3. Encourages the setting of realistic time and cost estimates for each activity
4. Helps make better use of people, money, and material resources by identifying critical bottlenecks in the project
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☑ Gantt chart☑ Critical Path Method
(CPM)☑ Program Evaluation
and Review Technique (PERT)
Project Management Techniques
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A Simple Gantt Chart
TimeJ F M A M J J A S
Design
Prototype
Test
Revise
Production
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Passengers
Baggage
Fueling
Cargo and mail
Galley servicing
Lavatory servicing
Drinking water
Cabin cleaning
Cargo and mail
Flight services
Operating crew
BaggagePassengers
DeplaningBaggage claimContainer offloadPumpingEngine injection waterContainer offloadMain cabin doorAft cabin doorAft, center, forwardLoadingFirst-class sectionEconomy sectionContainer/bulk loadingGalley/cabin checkReceive passengersAircraft checkLoadingBoarding
0 15 30 45 60Minutes
Service For A Delta Jet
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☑ Network techniques
☑ Developed in 1950’s☑ CPM by DuPont for chemical plants (1957)☑ PERT by Booz, Allen & Hamilton with the U.S.
Navy, for Polaris missile (1958)
☑ Consider precedence relationships and interdependencies
☑ Each uses a different estimate of activity times
CPM & PERT
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Six Steps CPM & PERT
1. Define the project and prepare thework breakdown structure
2. Develop relationships among theactivities - decide which activities mustprecede and which must follow others
3. Draw the network connecting all of theactivities
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Six Steps CPM & PERT
4. Assign time and/or cost estimates toeach activity
5. Compute the longest time path throughthe network – this is called the criticalpath
6. Use the network to help plan, schedule,monitor, and control the project
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1. When will the entire project becompleted?
2. What are the critical activities or tasks inthe project?
3. Which are the noncritical activities?
4. What is the probability the project will becompleted by a specific date?
Questions CPM & PERTCan Answer
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5. Is the project on schedule, behindschedule, or ahead of schedule?
6. Is the money spent equal to, less than, orgreater than the budget?
7. Are there enough resources available tofinish the project on time?
8. If the project must be finished in ashorter time, what is the way toaccomplish this at least cost?
Questions CPM & PERTCan Answer
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AON (Activity on Node) Network Conventions
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AOA (Activity on Arc) Network Conventions
CPM
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AON (Activity on Node) Network Conventions
Notes on board:)
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AON (Activity on Arc) Network Conventions
Notes on board:)
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AON and AOA Network Conventions
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A comes before B, which comes before C
(a) A B CBA C
A and B must both be completed before C can start
(b)
A
CC
B
A
B
B and C cannot begin until A is completed
(c)
B
A
CA
B
C
Activity on Activity Activity onNode (AON) Meaning Arrow (AOA)
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AON and AOA Network Conventions
Activity on Activity Activity onNode (AON) Meaning Arrow (AOA)
C and D cannot begin until A and B have both been completed
(d)
A
B
C
D B
A C
D
C cannot begin until both A and B are completed; D cannot begin until B is completed. A dummy activity is introduced in AOA
(e)
CA
B D
Dummy activity
A
B
C
D
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AON and AOA Network Conventions
Activity on Activity Activity onNode (AON) Meaning Arrow (AOA)
B and C cannot begin until A is completed. D cannot begin until both B and C are completed. A dummy activity is again introduced in AOA.
(f)
A
C
DB A B
C
D
Dummy activity
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Example on board:)
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AON Example
Activity
Duration Description
Immediate Predecessors
A 2 Build internal components —
B 3 Modify roof and floor —
C 2 Construct collection stack A
D 4 Pour concrete and install frame A, B
E 4 Build high-temperature burner C
F 3 Install pollution control system C
G 5 Install air pollution device D, E
H 2 Inspect and test F, G
Milwaukee Paper Manufacturing'sActivities and Predecessors
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AON Network for Milwaukee Paper
A
Start
BStart Activity
Activity A(Build Internal Components)
Activity B(Modify Roof and Floor)
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ActivityImmediate
Predecessors
A —
B —
C A
D A, B
E C
F C
G D, E
H F, G
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AON Network for Milwaukee Paper
C
D
A
Start
B
Activity A Precedes Activity C
Activities A and B Precede Activity D
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ActivityImmediate
Predecessors
A —
B —
C A
D A, B
E C
F C
G D, E
H F, G
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AON Network for Milwaukee Paper
G
E
F
H
CA
Start
DB
Arrows Show Precedence Relationships
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ActivityImmediate
Predecessors
A —
B —
C A
D A, B
E C
F C
G D, E
H F, G
Finish
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H
(Inspect/ Test)
7Dummy Activity
AOA Network for Milwaukee Paper
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5D
(Pour Concrete/
Install Frame)
4C
(Construct Stack)
1
3
2
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ActivityImmediate
Predecessors
A —
B —
C A
D A, B
E C
F C
G D, E
H F, G
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Determining the Project Schedule
Perform a Critical Path Analysis
☑ The critical path is the longest path through the network
☑ The critical path is the shortest time in which the project can be completed
☑ Any delay in critical path activities delays the project
☑ Critical path activities have no slack time
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Determining the Project Schedule
Perform a Critical Path AnalysisActivity Description Time (weeks)
A Build internal components 2
B Modify roof and floor 3
C Construct collection stack 2
D Pour concrete and install frame 4
E Build high-temperature burner 4
F Install pollution control system 3
G Install air pollution device 5
H Inspect and test 2
Total Time (weeks) 25
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Determining the Project Schedule
Perform a Critical Path Analysis
Activity Description Time (weeks)
A Build internal components 2
B Modify roof and floor 3
C Construct collection stack 2
D Pour concrete and install frame 4
E Build high-temperature burner 4
F Install pollution control system 3
G Install air pollution device 5
H Inspect and test 2
Total Time (weeks) 25
Earliest start (ES) = earliest time at which an activity can start, assuming all predecessors have been completed
Earliest finish (EF) = earliest time at which an activity can be finished
Latest start (LS) = latest time at which an activity can start so as to not delay the completion time of the entire project
Latest finish (LF) = latest time by which an activity has to be finished so as to not delay the completion time of the entire project
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Forward Pass
Begin at starting event and work forward
Earliest Start Time:
☑ If an activity has only one immediate predecessor, its ES equals the EF of the predecessor
☑ If an activity has multiple immediate predecessors, its ES is the maximum of all the EF values of its predecessors
ES = Max (EF of all immediate predecessors)
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Forward Pass
Begin at starting event and work forward
Earliest Finish Time:
☑ The earliest finish time (EF) of an activity is the sum of its earliest start time (ES) and its activity time
EF = ES + Activity time
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Backward Pass
Begin with the last event and work backwards
Latest Finish Time:
☑ If an activity is an immediate predecessor for just a single activity, its LF equals the LS of the activity that immediately follows it
☑ If an activity is an immediate predecessor to more than one activity, its LF is the minimum of all LS values of all activities that immediately follow it
LF = Min (LS of all immediate following activities)
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Backward Pass
Begin with the last event and work backwards
Latest Start Time:
☑ The latest start time (LS) of an activity is the difference of its latest finish time (LF) and its activity time
LS = LF – Activity time
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Computing Slack Time
After computing the ES, EF, LS, and LF times for all activities, compute the slack or free time for each activity
☑ Slack is the length of time an activity can be delayed without delaying the entire project
Slack = LS – ES or Slack = LF – EF
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Project Duration Calculations board:)
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AON Network for Milwaukee Paper
G
E
F
H
CA
Start
DB
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Activity
Immediate Predecess
ors
A 2 —
B 3 —
C 2 A
D 4 A, B
E 4 C
F 3 C
G 5 D, E
H 2 F, G
Finish
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Computing Slack Time
Earliest Earliest Latest Latest OnStart Finish Start Finish Slack Critical
Activity ES EF LS LF LS – ES Path
A 0 2 0 2 0 YesB 0 3 1 4 1 NoC 2 4 2 4 0 YesD 3 7 4 8 1 NoE 4 8 4 8 0 YesF 4 7 10 13 6 NoG 8 13 8 13 0 YesH 13 15 13 15 0 Yes
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ES – EF Gantt Chartfor Milwaukee Paper
A Build internal components
B Modify roof and floor
C Construct collection stack
D Pour concrete and install frame
E Build high-temperature burner
F Install pollution control system
G Install air pollution device
H Inspect and test
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
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LS – LF Gantt Chartfor Milwaukee Paper
A Build internal components
B Modify roof and floor
C Construct collection stack
D Pour concrete and install frame
E Build high-temperature burner
F Install pollution control system
G Install air pollution device
H Inspect and test
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
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Another-Example
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Example on board:)
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CPM-Example
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CPM-Example
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