Network Diagrams, PERT & CPM, Practice with MS … Diagrams, PERT & CPM, Practice with MS Project...
Transcript of Network Diagrams, PERT & CPM, Practice with MS … Diagrams, PERT & CPM, Practice with MS Project...
Network Diagrams, PERT & CPM, Practice
with MS Project
Lecture (6 & 7)
Mr. Mubashir Ali Lecturer(Dept. of Computer Science)
PROJECT
Combination of interrelated activities
Executed in logical sequence
Accomplishment of a desired objective
“A project is a temporary
effort undertaken to create a
"unique" product or service”
Plan your work first…..then work your plan
HISTORY OF PERT/CPM
Developed by the US Navy for the planning and control of the Polaris missile program
The emphasis was on completing the program in the shortest possible time.
PERTDeveloped by Du Pont to solve project scheduling problems
The emphasis was on the trade-off between the cost of the project and its overall completion time
CPM
Why PERT/CPM?
Prediction of deliverables
Planning resource requirements
Controlling resource allocation
Internal program review
External program review
Performance evaluation
Uniform wide acceptance
APPLICATIONS OF PERT/CPM TECHNIQUES
SPM
• Construction of a Dam or Canal
• Construction of a building or highway
SPM
• Maintenance of aircrafts
• Space Flights
SPM
• Designing a Prototype of a Machine
• Development of Supersonic Planes
Steps in PERT/CPM
4. CONTROLLING
3. ALLOCATION OF RESOURCES
2. SCHEDULING
1. PLANNING
Framework for PERT and CPM
Define the Project. The Project should have only a
single start activity and a single finish activity.
Develop the relationships among the activities.
Draw the "Network" connecting all the activities.
Assign time and/or cost estimates to each activity
Compute the critical path.
Use the Network to help plan, schedule, monitor and
control the project.
CPM - Critical Path Method
Drafting the design of Program or Project
Evaluation of drafted Program or Project
Review of evaluated Program or Project
PERT - Project Evaluation & Review Techniques
To analyze and represent the tasks involved in completing a given project
Accommodates the variation in event completion time
Event-oriented technique rather than start- and completion-oriented
Commonly used in conjunction with the critical path method
Basic Terms In Network Analysis
Activity
Event
Constraints
Network Diagram
Critical Path
Network Diagram
Concepts
Activity
Precedence relationship
Successor
Event
Guidelines for network diagram
1. Before an activity can begin, its preceding activities must be completed.
2. Arrows indicate logical precedence.
3. Flow of the diagram is from left to right.
4. Arrows should not intersect.
5. Dangling should be avoided.
APPRAOCHES FOR NETWORK DIAGRAMACTIVITY ON ARC(AOA):
Uses arcs to represent activities and nodes to represent events.
It is Event Oriented.
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DUMMY ACTIVITY
AOA approach requires the addition of a Dummy Activity to
clarify the precedence relationships between the two activities.
It is a zero time activity and consumes no resources.
Dummy Activity is used in two situations:
1. When two or more activities start and end at the same nodes.
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2) When two or more activities share the sameprecedence activity but not all the precedenceare shared.
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Continued..
Uses nodes to represent activities and arcs indicate
precedence relationships between them.
It is Activity Oriented.
ACTIVITY ON NODE(AON):
ESTIMATING TIME OF COMPLETION
Planning the schedule of the projectTime estimates include:
1) Total time for completion.
2) ES- Earliest start time: the earliest time at which the activity can start given that its precedent activities must be completed first.
3) EF-Earliest finish time: equals to the earliest start time for the activity plus the time required to complete the activity.
4) LF- Latest finish time: the latest time in which the activity can be completed without delaying the project.
5) LS- Latest start time: equal to the latest finish time minus the time required to complete the activity.
6) FORWARD PASS: The early start and early finish timesare calculated by moving forward through the network andconsidering the predecessor activities Considers maximum
7) BACKWARD PASS: The latest start and finish times arecalculated by moving backward through the networkConsiders minimum.
8) SLACK TIME: Slack time for an activity is the differencebetween its earliest and latest start time or between theearliest and latest finish time. Critical path is the path ofactivities having zero Slack time.
Continued..
Errors in Network Construction
Dangling
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Dangling
Looping
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Looping
Redundancy
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7Redundancy
Comparison Between PERT & CPM
Both are Quantitative Techniques of Network Analysis
Both are used as tools for Decision Making
Both involve drawing & analysis of Network Diagram on various scores
Difference Between PERT & CPM
Probabilistic Model
Non-repetitive Jobs like planning & scheduling of
programmes
Results calculated on basis of Events
Related with activities of uncertain time
Deterministic Model
Repetitive Jobs like residential construction
Results calculated on basis of activities
Related with activities of Well Known time
PERT CPM
Advantages of PERT/CPM
Reduction in cost
• Elimination of Risk in Complex activity
Flexibility
• Optimization of Resources
Reduction of Uncertainties
Disadvantages of PERT/CPM
Network charts tend to be large
Lack of a timeframe on most PERT/CPM charts makes it harder to show status
When PERT/CPM charts become unwieldy, they are no longer used to manage the project
Planning & Implementation required skillful personnel
References & Assignment
• Introduction to Operations Research 7th
Edition by Hillier & Lieberman (Chapter-10)
• Install MS-Project and build your Final Year
Project structure by using ‘SOW’ and ‘WBS’.
• For better understanding of MS-Project
working, follow any tutorial from YouTube.