Professional Documents
Culture Documents
Operations
Management
3-1
Bechtel Projects
Building 26 massive distribution centers in just
two years for the internet company Webvan
Group ($1 billion)
Constructing 30 high-security data centers
worldwide for Equinix, Inc. ($1.2 billion)
Building and running a rail line between London
and the Channel Tunnel ($4.6 billion)
Developing an oil pipeline from the Caspian Sea
region to Russia ($850 million)
Expanding the Dubai Airport in the UAE ($600
million), and the Miami Airport in Florida ($2
billion)
Single unit
Many related activities
Difficult production planning and
inventory control
General purpose equipment
High labor skills
Building Construction
Research Project
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3-6
Management of Projects
1. Planning - goal setting, defining the
project, team organization
2. Scheduling - relates people, money,
and supplies to specific activities
and activities to each other
3. Controlling - monitors resources,
costs, quality, and budgets; revises
plans and shifts resources to meet
time and cost demands
Controlling
Monitor, compare, revise, action
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3-8
Project Planning,
Scheduling, and Controlling
Figure 3.1
Before Start of project During
project Timeline project
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3-9
Project Planning,
Scheduling, and Controlling
Figure 3.1
Before Start of project During
project Timeline project
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 10
Project Planning,
Scheduling, and Controlling
Figure 3.1
Before Start of project During
project Timeline project
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 11
Project Planning,
Scheduling, and Controlling
Figure 3.1
Before Start of project During
project Timeline project
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 12
Project Time/cost
Planning,
Budgets
estimates
Budgets
Delayed activities report
Slack activities report
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Figure 3.1
Before Start of project During
project Timeline project
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 13
Project Planning
Establishing objectives
Defining project
Creating work
breakdown structure
Determining
resources
Forming organization
Human Quality
Resources Marketing Finance Design Production
Mgt
Project 1 Project
Manager
Mechanical Test
Technician
Engineer Engineer
Project 2 Project
Manager
Electrical Computer
Technician
Engineer Engineer
Figure 3.2
Project 1
Project 2
Project 3
Project 4
Level
1. Project
2. Major tasks in the project
3. Subtasks in the major tasks
4. Activities (or work packages)
to be completed
Develop Module
Level 3 1.1.1 Planning 1.2.1 1.3.1
GUIs Testing
Compatible with
Level 4 1.1.2.1
Windows ME
(Work packages)
Compatible with
1.1.2.2
Windows Vista
Time
J F M A M J J A S
Design
Prototype
Test
Revise
Production
C and D cannot
A C begin until both A C
(d) A and B are
completed.
B D B D
C cannot begin
until both A and B
A C are completed; D A C
(e) cannot begin until Dummy activity
B is completed. A
B D dummy activity is
introduced in AOA. B D
© 2011 Pearson Education, Inc. publishing as Prentice Hall Figure 3.5 3 - 37
A Comparison of AON and
AOA Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
B and C cannot
begin until A is
completed. D
A B D cannot begin A B D
until both B and
(f) C are completed. Dummy
A dummy C
C activity
activity is again
introduced in
AOA.
Table 3.1
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 39
AON Network for
Milwaukee Paper
Activity A
A (Build Internal Components)
Start
Activity B
Start B (Modify Roof and Floor)
Activity
Figure 3.6
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 40
AON Network for
Milwaukee Paper
Activity A Precedes Activity C
A C
Start
B D
Activities A and B
Precede Activity D Figure 3.7
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 41
AON Network for
Milwaukee Paper
F
A C
E
Start H
B D G
nt sta
ne ern
s)
om ld A
(Build Burner)
ro ll
po Int
ls
)
C ui
H
(B
1 Dummy 6 7
E
Activity (Inspect/
Test)
Ro (M B
o f od G ll
/F ify s ta ion
lo
or (In llut ice)
) 3
D
5 Po ev
D
(Pour
Concrete/
Install Frame) Figure 3.9
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 43
Determining the Project
Schedule
Perform a Critical Path Analysis
The critical path is the longest path
through the network
The critical path is the shortest time in
which the project can be completed
Any delay in critical path activities
delays the project
Critical path activities have no slack
time
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 44
Determining the Project
Schedule
Perform a Critical Path Analysis
Activity Description Time (weeks)
A Build internal components 2
B Modify roof and floor 3
C Construct collection stack 2
D Pour concrete and install frame 4
E Build high-temperature burner 4
F Install pollution control system 3
G Install air pollution device 5
H Inspect and test 2
Total Time (weeks) 25
Table 3.2
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 45
Determining the Project
Schedule
Perform a Critical Path Analysis
Earliest start (ES) = earliest time at
Activity Description
which an activity can start, Time (weeks)
assuming
A Build internal components
all predecessors 2
have been completed
B ModifyEarliest
roof and floor(EF) = earliest time
finish 3 at
C Construct
which collection
an activitystack
can be finished 2
D Pour concrete and(LS)
Latest start install frametime at which
= latest 4
E an activity can start
Build high-temperature so as to not delay
burner 4
F Installthe completion
pollution control time of the entire 3
system
project
G Install air pollution device 5
H InspectLatest finish (LF) =latest time by 2
and test
which an activity has to be finished so
Total Time
as to(weeks)
not delay the completion time 25 of
the entire project Table 3.2
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 46
Determining the Project
Schedule
Perform a Critical Path Analysis
Activity Name
or Symbol
A Earliest
Earliest ES EF Finish
Start
Latest LS LF Latest
Start 2 Finish
EF = ES + Activity time
ES EF = ES + Activity time
Start
0 0
2 EF of B =
ES ES of B + 3
0
Start
0 of B
B
0 0 3
3
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 52
ES/EF Network for
Milwaukee Paper
A C
0 2 2 4
2 2
Start
0 0
B
0 3
2 2
Start
0 0
= Max (2, 3) D
0
3 7
B
0 3
3
4
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 54
ES/EF Network for
Milwaukee Paper
A C
0 2 2 4
2 2
Start
0 0
B D
0 3 3 7
3 4
2 2 3
Start E H
0 0 4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
3 4 5
Figure 3.11
LS = LF – Activity time
2 2 3
Start E H
0 0 4 8 13 15
13 15
0 4 2
B LS = LF
D – Activity time
G
0 3 3 7 8 13
3 4 5 LF = EF
of Project
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 59
LS/LF Times for
Milwaukee Paper
A C F
0 2 2 4 4 7
10 13
2 2 3
Start E H
0 0
LF =4 Min(LS
8 of 13 15
following activity) 13 15
0 4 2
B D G
0 3 3 7 8 13
3 4 5
A C F
0 2 2 4 4 7
2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15
4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
8 13
3 4 5
0 2 2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15
0 0 4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
Slack = LS – ES or Slack = LF – EF
A 0 2 0 2 0 Yes
B 0 3 1 4 1 No
C 2 4 2 4 0 Yes
D 3 7 4 8 1 No
E 4 8 4 8 0 Yes
F 4 7 10 13 6 No
G 8 13 8 13 0 Yes
H 13 15 13 15 0 Yes
Table 3.3
0 2 2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15
0 0 4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and
install frame
E Build high-
temperature burner
F Install pollution
control system
G Install air pollution
device
H Inspect and test
A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and
install frame
E Build high-
temperature burner
F Install pollution
control system
G Install air pollution
device
H Inspect and test
t = (a + 4m + b)/6
Probability of
Variance of times:
1 in 100 of Probability
Probability
Activity
Time
A 1 2 3 2 .11
B 2 3 4 3 .11
C 1 2 3 2 .11
D 2 4 6 4 .44
E 1 4 7 4 1.00
F 1 2 9 3 1.78
G 3 4 11 5 1.78
H 1 2 3 2 .11
Table 3.4
15 Weeks
(Expected Completion Time)
Figure 3.13
.5
due expected date
Z.69146
= date .69497 .71566 /s
− of completion .71904
p
.6 .72575 .72907 .74857 .75175
15 16 Time
Weeks Weeks
Figure 3.14
Probability
of 0.01
2.33 Standard Z
From Appendix I deviations
0 2.33
Figure 3.15
Table 3.5
$30,000 —
Normal
Normal —
Cost
| | |
1 2 3 Time (Weeks)
Figure 3.16
Crash Time Normal Time
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 89
Critical Path and Slack Times
for Milwaukee Paper
A C F
0 2 2 4 4 7
0 2 2 4 10 13
2 2 3
Start Slack = 0 Slack = 0 E Slack = 6 H
0 0 4 8 13 15
0 0 4 8 13 15
0 4 2
B D Slack = 0 G Slack = 0
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
Program 3.1
Program 3.2
© 2011 Pearson Education, Inc. publishing as Prentice Hall 3 - 96
Using Microsoft Project
Program 3.3