Critical Path Methodology, CPM. CPM Media tower Tethered gas balloon Poor person’s CN Tower...
-
Upload
morgan-rogers -
Category
Documents
-
view
218 -
download
0
Transcript of Critical Path Methodology, CPM. CPM Media tower Tethered gas balloon Poor person’s CN Tower...
Critical Path Methodology, CPM
CPM
Media tower Tethered gas balloon Poor person’s CN Tower
Media Tower: By Architect Brian Saumure
CPM
Downtown Disney
CPM
Flies at night In moderate winds Naming rights
CPM
Los Vegas World’s largest helium TGB
CPM
Original French design
CPM
Docking is hard
CPM
Birds nest John Davidson
CPM
Mooring facility for tethered gas balloon United States Patent 7093790 http://www.freepatentsonline.com/7093790.html
CPM
Goes up to 500 feet in five minutes,/hovers there for five more /descends in five minutes…
Takes up to 30 people at a time… Costs ~ $1 million for basic infrastructure… People pay about $30 for round trip…
Does it make any money?
Revenues might look like this:
Helium Airships
Docking isn’t easy
CPM
Media Tower Functional Program Use Amount Units Floors Area Retail Space at grade– outward facing or double loaded
10,000 s.f. 1 10000 Lobby 5,000 s.f 1 5000
CPM
Retail Space on second level 15,000 s.f. 1 15000 Walk-up feature stairs to second level* 6 2,500 s.f. Office Space on levels 3 to 4 15,000 s.f. 2 30000 Feature Stair connecting ground to levels 2 and 3** 1 Residential Condos, Apartments, Apartment 15,000 s.f. 3
45000
CPM
Hotel, Hotel, Lofts or Co-op on levels 5 to 7 Media Tower– floors 8 to 19 100 100 4 sides 11 440000 Tethered Gas Balloon Nest– 20th floor 1 TGB Office– at grade 400 s.f. 1 TGB bar– 20th floor 4,000 s.f. 1 Observation Deck– 20th Floor 5,000 s.f. 1
CPM
Office Elevators 1 Residential Elevators 1 TGB Elevator 1 “Mile High” Running track 1 Parking– below grade 15,000 3 45000 Number of Spaces 45000 300 150
* Royal Bank Pavilion** Mallorn Centre– vertical street
CPM
Euro condition
CPM
Entrepreneur/intrapreneur condition
CPM
CPM or Critical Path Methodology was developed in 1950’s to organize and track numerous activities associated with Polaris missile defense program
Using CPM helps identify and coordinate various tasks associated with completion of project
CPM
Allows various information about a specific project to be found including—
--total time to complete to project--scheduled start and finish dates for each task pertaining to
project’s completion--tasks that are ‘critical’ to project and must be completed
exactly as scheduled--slack time available in non-critical tasks, as well as how
long they can be delayed before affecting project’s finish date
CPM
Reminders after Lecture 3! Read chapter 10 in Entrepreneurs Handbook II, Advanced
Product Management Slides:
http://www.old.dramatispersonae.org/images/critical-path-scheduling.ppt
Schedule: http://www.old.dramatispersonae.org/images/beta-launch-
tech-product-service.pdf http://www.old.dramatispersonae.org/images/beta-launch-
tech-product-service.mpp Hand in your message map and provide youtube URL for
your elevator pitch during lecture 4
CPM
--Develop list of tasks required to complete the project --Make task so purpose is clear/usually best to use two words—verb followed by noun; e.g., build walls, install windows--Define tasks so that they are right size/if task too large in scope, may hide smaller tasks that need to be completed--Turning on cement mixer too finely detailed to be valuable to CPM/this level of detail quickly leads to cluttered and confusing schedule--Tasks should be well defined, precise and detailed but they should also be significant to furthering project
CPM
--Order tasks and determine immediate predecessors for each--Identify what tasks need to be completed before next task can be carried out; i.e. the foundation must be completed before walls built
CPM
Determine completion time for each task/how long individual tasks take to complete?
Sources for determining these times are: - your own judgment and experience - draw on the experience of others - obtain estimates from professionals
- if you know what something costs in terms of its labor content and you have an hourly wage, you can divide former by latter to arrive at preliminary estimate of task time
CPM
CPM
CPM
CPM–forward pass
CPM–forward pass
CPM
Before you begin backward pass to complete flow chart, you need to know that Latest Finish Time (LF) for last task is exactly equal to the Earliest Finish Time (EF) for the last task
This is an identity
CPM
CPM
CPM
CPM
CPM
CPM
Gantt chart = bar chart developed by Henry Gantt in 1910s illustrates project schedule illustrate start and finish dates of terminal elements and
summary elements of project
CPM
Reminders after Lecture 3! Read chapter 10 in Entrepreneurs Handbook II, Advanced
Product Management Slides:
http://www.old.dramatispersonae.org/images/critical-path-scheduling.ppt
Schedule: http://www.old.dramatispersonae.org/images/beta-launch-
tech-product-service.pdf http://www.old.dramatispersonae.org/images/beta-launch-
tech-product-service.mpp Hand in your message map and provide youtube URL for
your elevator pitch during lecture 4