Chapter 13 Project Management
description
Transcript of Chapter 13 Project Management
![Page 1: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/1.jpg)
Chapter 13 - Project Management 1
Chapter 13Project Management
Introduction to Management Science8th Edition
byBernard W. Taylor III
![Page 2: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/2.jpg)
Chapter 13 - Project Management 2
The Elements of Project Management
The Project Network
Probabilistic Activity Times
Activity-on-Node Networks and Microsoft Project
Project Crashing and Time-Cost Trade-Off
Formulating the CPM/PERT Network as a Linear Programming Model
Chapter Topics
![Page 3: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/3.jpg)
Chapter 13 - Project Management 3
Uses networks for project analysis.
Networks show how projects are organized and are used to determine time duration for completion.
Network techniques used are:
CPM (Critical Path Method)
PERT (Project Evaluation and Review Technique)
Developed during late 1950’s.
Overview
![Page 4: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/4.jpg)
Chapter 13 - Project Management 4
Elements of Project Management
Management is generally perceived as concerned with planning, organizing, and control of an ongoing process or activity.
Project Management is concerned with control of an activity for a relatively short period of time after which management effort ends.
Primary elements of Project Management to be discussed:
Project Team
Project Planning
Project Control
![Page 5: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/5.jpg)
Chapter 13 - Project Management 5
Project team typically consists of a group of individuals from various areas in an organization and often includes outside consultants.
Members of engineering staff often assigned to project work.
Most important member of project team is the project manager.Project manager is often under great pressure because of uncertainty inherent in project activities and possibility of failure.
Project manager must be able to coordinate various skills of team members into a single focused effort.
The Elements of Project ManagementThe Project Team
![Page 6: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/6.jpg)
Chapter 13 - Project Management 6
A branch reflects an activity of a project.
A node represents the beginning and end of activities, referred to as events.
Branches in the network indicate precedence relationships.
When an activity is completed at a node, it has been realized.
The Elements of Project ManagementThe Project Network
Figure 13.2Network for Building a House
![Page 7: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/7.jpg)
Chapter 13 - Project Management 7
Network aids in planning and scheduling.
Time duration of activities shown on branches:
The Project NetworkPlanning and Scheduling
Figure 13.3Network for Building a House with Activity Times
![Page 8: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/8.jpg)
Chapter 13 - Project Management 8
Activities can occur at the same time (concurrently).A dummy activity shows a precedence relationship but reflects no passage of time.Two or more activities cannot share the same start and end nodes.
The Project NetworkConcurrent Activities
Figure 13.4Expanded Network for Building a House Showing Concurrent Activities
![Page 9: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/9.jpg)
Chapter 13 - Project Management 9
The Project NetworkPaths Through a Network
Table 8.1Paths Through the House-Building Network
![Page 10: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/10.jpg)
Chapter 13 - Project Management 10
The critical path is the longest path through the network; the minimum time the network can be completed. In Figure 13.5:
Path A: 1 2 3 4 6 7, 3 + 2 + 0 + 3 + 1 = 9 months
Path B: 1 2 3 4 5 6 7, 3 + 2 + 0 + 1 + 1 + 1 = 8 months
Path C: 1 2 4 6 7, 3 + 1 + 3 + 1 = 8 months
Path D: 1 2 4 5 6 7, 3 + 1 + 1 + 1 + 1 = 7 months
The Project NetworkThe Critical Path (1 of 2)
![Page 11: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/11.jpg)
Chapter 13 - Project Management 11
The Project NetworkThe Critical Path (2 of 2)
Figure 13.6Alternative Paths in the Network
![Page 12: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/12.jpg)
Chapter 13 - Project Management 12
ES is the earliest time an activity can start. ESij = Maximum (EFi)
EF is the earliest start time plus the activity time. EFij = ESij + tij
The Project NetworkActivity Scheduling – Earliest Times
Figure 13.7Earliest Activity Start and Finish Times
![Page 13: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/13.jpg)
Chapter 13 - Project Management 13
LS is the latest time an activity can start without delaying critical path time. LSij = LFij - tij
LF is the latest finish time. LFij = Minimum (LSj)
The Project NetworkActivity Scheduling – Earliest Times
Figure 13.8Latest Activity Start and Finish Times
![Page 14: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/14.jpg)
Chapter 13 - Project Management 14
Slack is the amount of time an activity can be delayed without delaying the project.Slack Time exists for those activities not on the critical path for which the earliest and latest start times are not equal.Shared Slack is slack available for a sequence of activities.
The Project NetworkActivity Slack
Figure 13.9Earliest and Latest Activity Start and Finish Times
![Page 15: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/15.jpg)
Chapter 13 - Project Management 15
Slack, Sij, computed as follows: Sij = LSij - ESij or Sij = LFij - EFij
The Project NetworkCalculating Activity Slack Time (1 of 2)
Figure 13.10Activity Slack
![Page 16: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/16.jpg)
Chapter 13 - Project Management 16
The Project NetworkCalculating Activity Slack Time (2 of 2)
Table 8.2Activity Slack
![Page 17: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/17.jpg)
Chapter 13 - Project Management 17
Activity time estimates usually can not be made with certainty.
PERT used for probabilistic activity times.
In PERT, three time estimates are used: most likely time (m), the optimistic time (a) , and the pessimistic time (b).
These provide an estimate of the mean and variance of a beta distribution:
mean (expected time):
variance:
6b 4m a t
2
6a - b
v
Probabilistic Activity Times
![Page 18: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/18.jpg)
Chapter 13 - Project Management 18
Probabilistic Activity TimesExample (1 of 3)
Figure 13.11Network for Installation Order Processing System
![Page 19: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/19.jpg)
Chapter 13 - Project Management 19
Probabilistic Activity TimesExample (2 of 3)
Table 8.3Activity Time Estimates for Figure 13.11
![Page 20: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/20.jpg)
Chapter 13 - Project Management 20
Probabilistic Activity TimesExample (3 of 3)
Figure 13.12Network with Mean Activity Times and Variances
![Page 21: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/21.jpg)
Chapter 13 - Project Management 21
Probabilistic Activity TimesEarliest and Latest Activity Times and Slack
Figure 13.13Earliest and Latest Activity Times
![Page 22: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/22.jpg)
Chapter 13 - Project Management 22
Table 8.4Activity Earliest and Latest Times and Slack
Probabilistic Activity TimesEarliest and Latest Activity Times and Slack
![Page 23: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/23.jpg)
Chapter 13 - Project Management 23
The expected project time is the sum of the expected times of the critical path activities.
The project variance is the sum of the variances of the critical path activities.
The expected project time is assumed to be normally distributed (based on central limit theorem).
In example, expected project time (tp) and variance (vp) interpreted as the mean () and variance (2) of a normal distribution:
= 25 weeks
2 = 6.9 weeks
Critical Path Activity Variance
1 3 3 5 5 7 7 9
1 1/9 16/9 4
total 62/9
Probabilistic Activity TimesExpected Project Time and Variance
![Page 24: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/24.jpg)
Chapter 13 - Project Management 24
Using normal distribution, probabilities are determined by computing number of standard deviations (Z) a value is from the mean.
Value is used to find corresponding probability in Table A.1, Appendix A.
Probability Analysis of a Project Network (1 of 2)
![Page 25: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/25.jpg)
Chapter 13 - Project Management 25
Probability Analysis of a Project Network (2 of 2)
Figure 13.14Normal Distribution of Network Duration
![Page 26: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/26.jpg)
Chapter 13 - Project Management 26
Z value of 1.90 corresponds to probability of .4713 in Table A.1, Appendix A. Probability of completing project in 30 weeks or less: (.5000 + .4713) = .9713.
2 = 6.9 = 2.63Z = (x-)/ = (30 -25)/2.63 = 1.90
Probability Analysis of a Project NetworkExample 1 (1 of 2)
![Page 27: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/27.jpg)
Chapter 13 - Project Management 27
Probability Analysis of a Project NetworkExample 1 (2 of 2)
Figure 13.15Probability the Network Will Be Completed in 30 Weeks or Less
![Page 28: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/28.jpg)
Chapter 13 - Project Management 28
Z = (22 - 25)/2.63 = -1.14• Z value of 1.14 (ignore negative) corresponds to probability
of .3729 in Table A.1, appendix A.• Probability that customer will be retained is .1271
Probability Analysis of a Project NetworkExample 2 (1 of 2)
![Page 29: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/29.jpg)
Chapter 13 - Project Management 29
Probability Analysis of a Project NetworkExample 2 (2 of 2)
Figure 13.16Probability the Network Will Be Completed in 22 Weeks or Less
![Page 30: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/30.jpg)
Chapter 13 - Project Management 30
Exhibit 13.1
Probability Analysis of a Project NetworkCPM/PERT Analysis with QM for Windows
![Page 31: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/31.jpg)
Chapter 13 - Project Management 31
The project networks developed so far have used the “activity-on-arrow” (AOA) convention.
“Activity-on-node” (AON) is another method of creating a network diagram.
The two different conventions accomplish the same thing, but there are a few differences.
An AON diagram will often require more nodes than an AOA diagram.
An AON diagram does not require dummy activities because two “activities” will never have the same start and end nodes.
Microsoft Project handles only AON networks.
Activity-on-Node Networks and Microsoft Project
![Page 32: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/32.jpg)
Chapter 13 - Project Management 32
This node includes the activity number in the upper left-hand corner, the activity duration in the lower left-hand corner, and the earliest start and finish times, and latest start and finish times in the four boxes on the right side of the node.
Activity-on-Node Networks and Microsoft ProjectNode Structure
Figure 13.17Activity-on-Node Configuration
![Page 33: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/33.jpg)
Chapter 13 - Project Management 33
Activity-on-Node Networks and Microsoft ProjectAON Network Diagram
Figure 13.18House-Building Network with AON
![Page 34: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/34.jpg)
Chapter 13 - Project Management 34
Activity-on-Node Networks and Microsoft ProjectMicrosoft Project (1 of 4)
Exhibit 13.2
![Page 35: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/35.jpg)
Chapter 13 - Project Management 35
Activity-on-Node Networks and Microsoft ProjectMicrosoft Project (2 of 4)
Exhibit 13.3
![Page 36: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/36.jpg)
Chapter 13 - Project Management 36
Activity-on-Node Networks and Microsoft ProjectMicrosoft Project (3 of 4)
Exhibit 13.4
![Page 37: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/37.jpg)
Chapter 13 - Project Management 37
Activity-on-Node Networks and Microsoft ProjectMicrosoft Project (4 of 4)
Exhibit 13.5
![Page 38: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/38.jpg)
Chapter 13 - Project Management 38
Project duration can be reduced by assigning more resources to project activities.
Doing this however increases project cost.
Decision is based on analysis of trade-off between time and cost.
Project crashing is a method for shortening project duration by reducing one or more critical activities to a time less than normal activity time.
Crashing achieved by devoting more resources to crashed activities.
Project Crashing and Time-Cost Trade-Off Definition
![Page 39: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/39.jpg)
Chapter 13 - Project Management 39
Project Crashing and Time-Cost Trade-Off Example Problem (1 of 5)
Figure 13.19Network for Constructing a House
![Page 40: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/40.jpg)
Chapter 13 - Project Management 40
Crash cost and crash time have linear relationship: total crash cost/total crash time = $2000/5 = $400/wk
Project Crashing and Time-Cost Trade-Off Example Problem (2 of 5)
Figure 13.20Time-Cost Relationship for Crashing Activity 12
![Page 41: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/41.jpg)
Chapter 13 - Project Management 41
Table 8.5Normal Activity and Crash Data for the Network in Figure 13.19
Project Crashing and Time-Cost Trade-Off Example Problem (3 of 5)
![Page 42: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/42.jpg)
Chapter 13 - Project Management 42
Figure 13.21Network with Normal Activity Times and Weekly Activity Crashing Costs
Project Crashing and Time-Cost Trade-Off Example Problem (4 of 5)
![Page 43: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/43.jpg)
Chapter 13 - Project Management 43
Figure 13.22Revised Network with Activity 12 Crashed
Project Crashing and Time-Cost Trade-Off Example Problem (5 of 5)
As activities are crashed, the critical path may change and several paths may become critical.
![Page 44: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/44.jpg)
Chapter 13 - Project Management 44
Exhibit 13.6
Project Crashing and Time-Cost Trade-Off Project Crashing with QM for Windows
![Page 45: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/45.jpg)
Chapter 13 - Project Management 45
Project Crashing and Time-Cost Trade-Off General Relationship of Time and Cost (1 of 2)
Project crashing costs and indirect costs have an inverse relationship.
Crashing costs are highest when the project is shortened.
Indirect costs increase as the project duration increases.
Optimal project time is at minimum point on the total cost curve.
![Page 46: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/46.jpg)
Chapter 13 - Project Management 46
Project Crashing and Time-Cost Trade-Off General Relationship of Time and Cost (2 of 2)
Figure 13.23A Time-Cost Trade-Off
![Page 47: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/47.jpg)
Chapter 13 - Project Management 47
General linear programming model:Minimize Z = xi
subject to: xj - xi tij for all activities i jxi, xj 0
Where: xi = earliest event time of node ixj = earliest event time of node jtij = time of activity i j
The objective is to determine the earliest time the project can be completed (i.e., the critical path time).
The CPM/PERT Network Formulating as a Linear Programming Model
![Page 48: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/48.jpg)
Chapter 13 - Project Management 48
Minimize Z = x1 + x2 + x3 + x4 + x5 + x6 + x7
subject to:
x2 - x1 12x3 - x2 8x4 - x2 4x4 - x3 0x5 - x4 4x6 - x4 12x6 - x5 4x7 - x6 4xi, xj 0
The CPM/PERT Network Example Problem Formulation and Data (1 of 2)
![Page 49: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/49.jpg)
Chapter 13 - Project Management 49
The CPM/PERT Network Example Problem Formulation and Data (2 of 2)
Figure 13.24CPM/PERT Network for the House-Building Project with Earliest Event Times
![Page 50: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/50.jpg)
Chapter 13 - Project Management 50
Exhibit 13.7
The CPM/PERT Network Example Problem Solution with Excel (1 of 4)
![Page 51: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/51.jpg)
Chapter 13 - Project Management 51
Exhibit 13.8
The CPM/PERT Network Example Problem Solution with Excel (2 of 4)
![Page 52: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/52.jpg)
Chapter 13 - Project Management 52
Exhibit 13.9
The CPM/PERT Network Example Problem Solution with Excel (3 of 4)
![Page 53: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/53.jpg)
Chapter 13 - Project Management 53
Exhibit 13.10
The CPM/PERT Network Example Problem Solution with Excel (4 of 4)
![Page 54: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/54.jpg)
Chapter 13 - Project Management 54
xi = earliest event time of node Ixj = earliest event time of node jyij = amount of time by which activity i j is crashed
Minimize Z = $400y12 + 500y23 + 3000y24 + 200y45 + 7000y46 + 200y56 + 7000y67
subject to:y12 5 y12 + x2 - x1 12 x7 30 y23 3 y23 + x3 - x2 8 y67 1y24 1 y24 + x4 - x2 4 x67 + x7 - x6
4y34 0 y34 + x4 - x3 0 xj, yij 0 y45 3 y45 + x5 - x4 4y46 3 y46 + x6 - x4 12y56 3 y56 + x6 - x5 4
Probability Analysis of a Project NetworkExample Problem – Model Formulation
![Page 55: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/55.jpg)
Chapter 13 - Project Management 55
Probability Analysis of a Project NetworkExample Problem – Excel Solution (1 of 3)
Exhibit 13.11
![Page 56: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/56.jpg)
Chapter 13 - Project Management 56
Probability Analysis of a Project NetworkExample Problem – Excel Solution (2 of 3)
Exhibit 13.12
![Page 57: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/57.jpg)
Chapter 13 - Project Management 57
Probability Analysis of a Project NetworkExample Problem – Excel Solution (3 of 3)
Exhibit 13.13
![Page 58: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/58.jpg)
Chapter 13 - Project Management 58
Given the following data determine the expected project completion time and variance, and the probability that the project will be completed in 28 days or less.
PERT Project Management Example ProblemProblem Statement and Data (1 of 2)
![Page 59: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/59.jpg)
Chapter 13 - Project Management 59
Time Estimates (weeks) Activity a m b 1 2 1 3 2 3 2 4 3 4 3 5 4 5
5 7 3 1 4 3 3
8 10 5 3 6 3 4
17 13 7 5 8 3 5
PERT Project Management Example ProblemProblem Statement and Data (2 of 2)
![Page 60: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/60.jpg)
Chapter 13 - Project Management 60
6b 4m a t
2
6a - b
v
Activity t v 1 2 1 3 2 3 2 4 3 4 3 5 4 4
9 10 5 3 6 3 4
4 1
4/9 4/9 4/9 0
1/9
PERT Project Management Example ProblemSolution (1 of 4)Step 1: Compute the expected activity times and variances.
![Page 61: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/61.jpg)
Chapter 13 - Project Management 61
PERT Project Management Example ProblemSolution (2 of 4)Step 2: Determine the earliest and latest times at each node.
![Page 62: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/62.jpg)
Chapter 13 - Project Management 62
PERT Project Management Example ProblemSolution (3 of 4)Step 3: Identify the critical path and compute expected
completion time and variance.
Critical path (activities with no slack): 1 2 3 4 5
Expected project completion time (tp): 24 days
Variance: v = 4 + 4/9 + 4/9 + 1/9 = 5 days
![Page 63: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/63.jpg)
Chapter 13 - Project Management 63
PERT Project Management Example ProblemSolution (4 of 4)Step 4: Determine the Probability That the Project Will be
Completed in 28 days or less.
Z = (x - )/ = (28 -24)/5 = 1.79
Corresponding probability from Table A.1, Appendix A, is .4633 and P(x 28) = .9633.
![Page 64: Chapter 13 Project Management](https://reader036.fdocuments.net/reader036/viewer/2022082206/56815e63550346895dcce45c/html5/thumbnails/64.jpg)
Chapter 13 - Project Management 64