edp final seminar report
TRANSCRIPT
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Group members :-
Hafsa Thasneem [6]
Sunanda [16]
Nadira [26]
Reshma [36]
Sarika [46]
Shihas [56]
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Developed in 1950s
CPM by DuPont for chemical plants
PERT by U.S. Navy for Polaris missile
PERT was developed by the US Navy for the planning and control of
the Polaris missile program and the emphasis was on completing theprogram in the shortest possible time. In addition PERT had theability to cope with uncertain activity completion times (e.g. for a
particular activity the most likely completion time is 4 weeks but it
could be anywhere between 3 weeks and 8 weeks).
CPM was developed by Du Pont and the emphasis was on thetrade-off between the cost of the project and its overall
completion time (e.g. for certain activities it may be possible
to decrease their completion times by spending more money -how does this affect the overall completion time of the
project?)
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CPM - Critical Path Method
In CPM activities are shown as a network of precedence relationships
using activity-on-node network construction
Single estimate of activity time
Deterministic activity times
USED IN : Production management - for the jobs ofrepetitive in
nature where the activity time estimates can be predicted with
considerable certainty due to the existence of past experience.
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PERT -
Project Evaluation & Review Techniques
In PERT activities are shown as a network of precedence relationships
using activity-on-arrow network construction
Multiple time estimates
Probabilistic activity times
USED IN : Project management - for non-repetitive jobs (research and
development work), where the time and cost estimates tend to be
quite uncertain. This technique uses probabilistic time estimates.
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A project is composed of a number of jobs,
activities, or tasks that are related one to the other
and all of these should be completed in order to
complete the project. An activity of a project can
start only at the completion of many other
activities. A network is a combination of activities
and events of a project.
NETWORK ANALYSIS
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Events represent instants in time when certain activities have
been started or completed.
Tail event: a tail event is the one which marks the beginning
of an activity. Head event : all the activities have an ending, marked by
an event, such an event is known as head event.
Successor events: The events that follow an event are
called successor events
Predecessor events: The events that occur before an event
are called predecessor events
EVENT
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Earliest event time (TE): The earliest occurrence time or
earliest time (TE) is the earliest at which an event can occur.
Earliest occurrence of an event say 2 is denoted by E2
Latest event time (TL): The latest allowable occurrence
time or the latest event time (TL) is a latest time by which an
event must occur to keep the project on schedule. Latest
occurrence by an event say 2 is denoted by L2
EARLIEST AND LATEST EVENT
TIMES
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Earliest start time(EST)
EST of an activity is the earliest time by which it cancommence.This is naturally equal to the earliest event timeassociated with the tail event of the activity.
The EST of an activity=earliest occurrence of the tail eventof the activity.So for the activity 2-3,EST is E2
Earliest finish time(EFT)
EFT for an activity is defined as the earliest time, by which itcan be finished. This is evidently equal to the earliest starttime plus estimated duration of the activity.
i.e EFT = E S T+ Activity duration
START AND FINISH TIMES OF AN
ACTIVITY
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Latest finish time (LFT)
The latest finish time for an activity is the latest time by
which an activity can be finished without delaying the
completion of the project.
Therefore for an activity 2-3, LFT =L3
Latest start time(LST)
LST of an activity is the latest time by which an activity can be
started without delaying the completion of the project. It should be normally equal to the latest finish time minus the
activity duration.
LST= LFT-Activity duration.
Cont..
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Critical Path Method (CPM )
CPM is a network technique which consist of
planning the sequence of activities to be performed in a
network
scheduling the time and resources to various operations
controlling theperformances so that they are not
deviating from the plan.
CPM is generally used for thoseprojects or for those projects
for which fairly accurate estimate of time for completion of activity
can be made and for which cost estimation can be made with fair
degree of accuracy.
CPM can be used effectively in productionplanning , road
system an traffic schedules, communication network etc..
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Steps in CPM
1. List allthe activities and draw a network
diagram
2. Find the Earliest event time and Latest event
time of each event and show in the networkdiagram.
3. Calculate Earliest start time, Earliest finish
time, Latest start time and Latest finish timefor each activity.
4. Determine float for each activity.
5. Identify the criticalactivities.
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Phases of Application ofCPM
technique
Planning
Scheduling
Resource allocation
Controlling
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Advantages and Disadvantages ofCPM
Advantages:
It makes better detailedplanningpossible.
Helps in ascertaining the time schedule.
Controlby management becomes easy.
Identifies most criticalelements & thus more
attention can be paid on these activities.Facilitates optimum utilization of resources
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Disadvantages:
Ignores statisticalanalysis in determining the time
estimate.
Difficult to use CPM when changes are introduced
into network.
It cannot itself solveproblem. It facilitate solution
for aproblem.
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example
Illustration of network analysis of a minor redesign of a product andits associated packaging.
The key question is: How long will it take to complete this project ?
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For clarity, this list is kept to a minimum by specifying only
immediate relationships, that is relationships involving activities
that "occur near to each other in time".
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"What activities must be finished before this activity can start"
could we complete this project in 30 weeks?
could we complete this project in 2 weeks?
One answer could be, if we first do activity 1, then activity 2, then activity 3,
...., then activity 10, then activity 11 and the project would then take the sumof the activity completion times, 30 weeks.
What is the minimum possible time in which we can complete this project ?
Before starting any of the above activity, the questions
asked would be
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We shall see below how the network analysis diagram/picture we construct
helps us to answer this question.
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CRITICAL PATH TAKES 24 WEEKS FOR THE COMPLETION OF THE PROJECT
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Packages are available to determine the shortest path and
other relevant information.
AdeptTrackeris a powerful Critical Path Analysis Software for you to analyze, schedule, andmanage projects. As a
low-price project management software product, AdepTracker 's Critical Path Analysis features enable you to trackproject, schedule project and manage project in a very convenient and effective way.
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Data entry window
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Output of the package
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PERT
Programme Evaluation ReviewTechnique
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PERT
PERT is a network technique of scheduling and
controlling the project where activity times
cannot be precisely estimated. It is a
probilistic model with a degree of uncertainity
in activity duration.
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PERT deals with the problem of
uncertain activity times
1. Optimistic time (to)
2. Pessimistic time (tp)
3. Most likely time (tm)
Expected time (te) = to+4tm+tp
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Steps in PERT
1. Activities are arranged in a logical sequence
2. Network diagram is drawn and events are
numbered
3. The expected time for each activity is calculated
4. Marked the diagram
5. SD and varience for each activity are found
6. Slack is calculated and critical path is identified
7. The total project duration is worked out
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Application ofPERT
Defence projects
Research and development projects
In construction projects In installing machinary
In maintaince ships, rockets, steel etc
In administration of the organisation In budgeting of the organisation
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Resource Leveling
Resource leveling is the project management
function of resolving project resource over-
allocation. By definition over-allocation means
that a resource has been assigned more work
than can be accomplished in the available
time as dictated by the resource's calendar
definition.
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Over-allocation
Over-allocation can occur as the result ofvarious events:
Increased work on a task that causes the finish
date to overlap with another already assignedtask.
A forecasted finish that causes a task to slip or
delaying . Full time assignments to tasks that start and
end at the same time or overlap.
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Cont
Resource leveling is the process that ensures
resource demand does not exceed resource
availability.
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Example:
if a resource (human) is assigned to work 8
hours on a project on Monday and then is
scheduled to work full time on four tasks on
Monday, the resource would need to put in
thirty-two hours of work in order to stay on
plan. Obviously it is impossible to work 32 hours
in one day so the resource is over allocated.
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ways to level resources
Delay tasks:
The delay of tasks can be assignment
delay or leveling delay.Splitting a task:
It is the process of interrupting the task
schedule. In this way, part of the task is done
when planned and the rest of it is done later
when the assigned resource has time.
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If networks are used as the primary planning method there are two
approaches
Time-limited resource considerations
emphasis is placed on completing theproject within a
specified time, which is typically determined by network analysis.Adjustments in the timing of an activity and the resources
allocated at a given time are made within the available float.
Activities on the criticalpath are not adjusted
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Resource-limited considerations
projects must be completed with the available
resources, even if that means extending the
duration of the project. If the totalresource
demand exceeds the resource availability, at
any time, then some of the activities must be
delayed untilthere is sufficient resource
availability
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