Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Day 19.

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Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Day 19 Slide 2 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Ch 1 -2 Agenda Questions? IP Part 4 Missing.mmp file with costs update IP Part 5 Due Nov 18 Developing a Project Schedule Assignment 6 Corrected 3 As and 1 B Assignment 7 Posted Due Nov 18 Only one more Exam 2 Corrected 2 As, 1 B and 1 C Only one more Finish Critical Chain Project Scheduling Slide 3 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Finals Rescheduling Do IP Project presentation on Dec 12 Exam 3 done asynchronously via Blackboard on Dec 16 Final IP Project Due Dec 18 3 Slide 4 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Project Scheduling: Lagging, Crashing, and Activity Networks 10-04 Slide 5 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Boeing 787 5 1 st Delivery September 25, 2011 http://active.boeing.com/commercial/orders/index.cfm?content=displaystandardreport.cfm&Req uestTimeout=500&optReportType=AnnOrd&pageid=m15521 Slide 6 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 10 Learning Objectives After completing this chapter, students will be able to: Apply lag relationships to project activities. Construct and comprehend Gantt charts. Recognize alternative means to accelerate projects, including their benefits and drawbacks. Understand the trade-offs required in the decision to crash project activities. Develop activity networks using Activity-on-Arrow techniques. Understand the differences in AON and AOA and recognize the advantages and disadvantages of each technique. 10-06 Slide 7 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Lags in Precedence Relationships The logical relationship between the start and finish of one activity and the start and finish of another activity. Four logical relationships between tasks 1. Finish to Start 2. Finish to Finish 3. Start to Start 4. Start to Finish 10-07 Slide 8 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Finish to Start Lag Most common type of sequencing Shown on the line joining the modes Added during forward pass Subtracted during backward pass 0 A 6 Spec Design 6 6 B 11 Design Check 5 15 C 22 Blueprinting 7 Lag 4 This lag is not the same as activity slack 10-08 Slide 9 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Finish to Finish Lag Two activities share a similar completion point The mechanical inspection cannot happen until wiring, plumbing, and HVAC installation are complete 10 A 16 Plumbing 6 16 B 21 HVAC 5 21 C 22 Inspection 1 15 D 21 Wiring 6 Lag 3 10-09 Slide 10 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Start to Start Lag Logic must be maintained by both forward and backward pass 31 A 33 Plumbing 6 33 B 36 HVAC 5 36 C 37 Inspection 1 30 D 36 Wiring 6 Lag 3 10-010 Slide 11 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Start to Finish Lag Least common type of lag relationship Successors finish dependent on predecessors start 22 A 28 Plumbing 6 28 B 33 HVAC 5 33 C 34 Inspection 1 30 D 36 Wiring 6 Lag 3 10-011 Slide 12 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Gantt Charts Establish a time-phased network Can be used as a tracking tool Benefits of Gantt charts 1. Easy to create and comprehend 2. Identify the schedule baseline network 3. Allow for updating and control 4. Identify resource needs 10-012 Slide 13 Create a Gantt chart based on the activities listed in the table. TaskTimePredTaskTimePred Z8--U3W Y5ZT6V X8ZS7U,T W4Y,XR9S V5W gantt.mpp Slide 14 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 10.8 Completed Gantt Chart for Project Delta Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-14 Slide 15 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 10.9 Gantt Chart for Project Delta with Critical Path Highlighted 10-15 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 16 FIGURE 10.10 Gantt Chart with Resources Specified 10-16 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 17 FIGURE 10.11 Gantt Chart with Lag Relationships 10-17 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 18 Gantt Chart with Lag Relationships 18 Slide 19 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Crashing The process of accelerating a project Principal methods for crashing Improving existing resources productivity Changing work methods Compromise quality and/or reduce project scope Institute fast-tracking Work overtime Increasing the quantity of resources 10-19 Slide 20 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Managerial Considerations Determine activity fixed and variable costs The crash point is the fully expedited activity Optimize time-cost tradeoffs Shorten activities on the critical path Cease crashing when the target completion time is reached the crashing cost exceeds the penalty cost 10-20 Slide 21 CRASHING ACTIVITIES AN EXAMPLE Formula Slope = crash cost normal cost normal time crash time Example Calculating the Cost of Crashing SUPPOSE: NORMAL ACTIVITY DURATION = 8 WEEKS NORMAL COST = $14,000 CRASHED ACTIVITY DURATION = 5 WEEKS CRASHED COST = $23,000 THE ACTIVITY COST SLOPE = 23,000 14,000 or, $9,000 = $3,000 per week 8 5 3 Slide 22 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Project Activities and Costs 10-22 Table 10.1 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 23 FIGURE 10.14 TimeCost Trade-Offs for Crashing Activities Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-23 Slide 24 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Project costs PreNormalCrashedCrash/dayDays Gained activityDurationCostDurationCost A51000315002502 BA7700610003001 CA325002400015001 DA5 5 -0 EC,D937506900017503 FB41600325009001 GD62400430003002 HE,F,G990051500020004 Total2245037500 Slide 25 25 6 4 7 3 Project time = 28 days Project Cost = $22450 Normal Netw0rk 9 5 59 Slide 26 Project time = 19 days Project Cost = $37,500 Fully Crashed Netw0rk Slide 27 27 6 4 7 3 Project time = 19 days Project Cost = $34,200 (save $3,300) Partially Crashed Netw0rk Slide 28 FIGURE 10.16 Relationship Between Cost and Days Saved in a Crashed Project Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-28 Slide 29 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Other costs Previous examples only includes direct costs What about Indirect costs (overhead) $ per day overhead Late penalties $ per day late Slide 30 Slide 31 What is the lowest cost to complete this project in 53 weeks? Times are in weeks and costs in dollars. ActivityPredNormal Time Min Time Normal Cost Crash Cost A--1495001500 BA5210001600 CA10820002900 DB, C8510002500 ED6516001900 FD9615003000 GE, F746001800 HG151116003600 crash.mppcrash.mpp, crash.xlscrash.xls Slide 32 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-32 Activity on Arrow Networks Activities represented by arrows Widely used in construction Event nodes easy to flag Forward and backward pass logic similar to AON Two activities may not begin and end at common nodes Dummy activities may be required Slide 33 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 10.18 Notation for Activity-on-Arrow (AOA) Networks 10-33 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 34 Project delta ActivityPreDuration A5 BA5 CA6 DB,C13 EB6 FD4 GC9 HE,F,G2 Slide 35 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall FIGURE 10.19 Sample Network Diagram Using AOA Approach 10-35 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 36 FIGURE 10.20A Representing Activities with Two or More Immediate Successors(Wrong) 10-36 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 37 FIGURE 10.20B Alternative Way to Represent Activities with Two or More Immediate Successors (Wrong) 10-37 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 38 FIGURE 10.20C Representing Activities with Two or More Immediate Successors Using Dummy Activities (Better) 10-38 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 39 FIGURE 10.21 Partial Project Delta Network Using AOA Notation 10-39 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 40 FIGURE 10.22 Completed Project Delta AOA Network 10-40 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 41 FIGURE 10.23 Project Delta Forward Pass Using AOA Network 10-41 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 42 FIGURE 10.24 Project Delta Backward Pass Using AOA Network 10-42 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Slide 43 1. Use AOA to sketch the network that represents the project as described in the table. 2. Calculate early and late start and finish times for all activities. ActivityTimePredActivityTimePred A3--F4D B5AG2C C7AH5E,F,G D3B,C E5B Slide 44 9-44 Slide 45 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Controversies in the Use of Networks Networks can be too complex Poor network construction creates problems Networks may be used inappropriately When employing subcontractors The master network must be available to them All sub-networks must use common methods Positive bias exists in PERT networks 10-45 Slide 46 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall Summary 1. Apply lag relationships to project activities. 2. Construct and comprehend Gantt charts. 3. Recognize alternative means to accelerate projects, including their benefits and drawbacks. 4. Understand the trade-offs required in the decision to crash project activities. 5. Develop activity networks using Activity-on-Arrow techniques. 6. Understand the differences in AON and AOA and recognize the advantages and disadvantages of each technique. 10-46 Slide 47 10-47 Copyright 2013 Pearson Education, Inc. Publishing as Prentice Hall