...Requirements Definition Develop Design Procure Install Test Task Name a. Product Rationale (8 weeks) Duration 40 days 60 days 15 days 15 days 40 days 30 days 30 days 40 days 20 days 15 days 90 days 40 days 20 days 20 days 20 days 20 days 35 days 15 days 30 days Start Tue 1/4/05 Tue 3/1/05 Tue 5/24/05 Tue 5/24/05 Tue 3/1/05 Tue 4/26/05 Tue 6/14/05 Tue 6/7/05 Tue 8/2/05 Tue 8/30/05 Tue 9/20/05 Tue 9/20/05 Tue 9/20/05 Tue 1/24/06 Tue 11/15/05 Tue 10/18/05 Tue 8/2/05 Tue 11/15/05 Tue 2/21/06 Finish Mon 2/28/05 Mon 5/23/05 Mon 6/13/05 Mon 6/13/05 Mon 4/25/05 Mon 6/6/05 Mon 7/25/05 Mon 8/1/05 Mon 8/29/05 Mon 9/19/05 Mon 1/23/06 Mon 11/14/05 Mon 10/17/05 Mon 2/20/06 Mon 12/12/05 Mon 11/14/05 Mon 9/19/05 Mon 12/5/05 Mon 4/3/06 a b c d e f g h i j k l m n o p q1 q2 r b. Develop Formula (12 weeks) c. Product Specifications (3 weeks) d. Regulatory Documentation (3 weeks) e. Develop Packaging Concept (8 weeks) f. Design Package (6 weeks) g. Develop Processing System (6 weeks) h. Develop Packaging System (8 weeks) i. Study Facilities/ Equipment Requirements (4 weeks) j. Study Facilities Requirements (3 weeks) k. Procure Processing Equipment (18 weeks) l. Procure Packaging Equipment (8 weeks) m. Procure Facilities (4 weeks) n. Install Process equipment (4 weeks) o. Install Packaging Equipment (4 weeks) p. Install Manufacturing facilities (4 weeks) q. Written Procedures B/4 p (7 weeks) q’. Written Procedures After p (3 weeks ) r. Pilot Test (6 weeks ) Requirements...
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...Table of Contents 1.0 INTRODUCTION 3 2.0 NETWORK TECHNIQUES 7 2.1 Introduction 7 2.2 Critical Path Method (CPM) ……………………………………………………………..…………………………………… 8 2.2.1 Steps of CPM Project Planning ……….……………………………………………………………………………… 9 2.2.2 Example of CPM …………………………………………………………………………………………………………… 11 2.2.3 Benefits of CPM …………………………………………………………………………………………………………… 12 2.2.4 Limitation of CPM …………….…………………………………………………………………………………………. 12 2.3 Project Evaluation and Review Techniques (PERT) ……..……………..………………………………………… 13 2.3.1 Steps of PERT in Project Planning ……....……………………………………………………………………….. 14 2.3.2 Benefits of PERT……..……………………………………………………………………………………………………. 16 2.5.1 Limitation of PERT ……………………………………………………………………………………………………….. 16 3.0 CONCLUSION 17 4.0 REFERANCES 29 1.0 INTRODUCTION: 1.1 What is a project? A project is a series of activities directed to accomplishment of a desired objective. A project have a defined start which is when the descision of the project process starts and also a defined end where by that point the goal and the objectives of that project is achived. 1.2 What is project management? Project management its concerned with the overall planning and co-ordination of a project from conception to completion aimed at meeting the stated requirements and ensuring completion on time, within cost and to required quality standards. Project management is normally reserved for focused, non-repetitive, time-limited...
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...NOTE: Please note that the workings are provided in the Excel worksheet. PERT/CPM TECHNIQUES Task: A. Use the estimates for Company A in Table 1.1 to do each of the following: 1. Determine the expected completion time for each of the ten project activities, showing all of your work. Task Optimistic Time to Complete (weeks) Probable Time to Complete (weeks) Pessimistic Time to Complete (weeks) Expected Time to Complete (weeks) A 2 3 4 3.00 B 5 6 13 7.00 C 3 4 8 4.50 D 10 11 15 11.50 E 4 5 6 5.00 F 8 10 12 10.00 G 4 6 11 6.50 H 8 10 18 11.00 I 3 6 12 6.50 J 2 3 7 3.50 a. Determine the variance for each project activity, showing all of your work. Task Optimistic Time to Complete (weeks) Probable Time to Complete (weeks) Pessimistic Time to Complete (weeks) Variance (weeks) A 2 3 4 0.11 B 5 6 13 1.78 C 3 4 8 0.69 D 10 11 15 0.69 E 4 5 6 0.11 F 8 10 12 0.44 G 4 6 11 1.36 H 8 10 18 2.78 I 3 6 12 2.25 J 2 3 7 0.69 2. Prepare a PERT chart (network diagram) to identify the critical path for project completion. From the above diagram, you will observe that the critical path (a critical path has slack of zero) is shown by Start-B-F-G-I-J-End. 3. Determine each of the following, showing all of your work or reasoning: a. Expected duration of the entire project The expected project duration is the sum total of all critical path activities. B 7.00 F 10.00 G 6.50 I 6.50 J 3.50 Project Duration 33.50 b. Slack for...
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...PROJECT CONTROL WITH PERT/CPM CPM (Critical Path Method) determines the longest path and the critical activities along this path in a project network; the project completion time can't be shorter than the duration of this longest path unless such techniques as time crashing are used. PERT (Program Evaluation and Review Technique) incorporates probabilistic elements into the computation of activity durations and hence the project completion time; PERT uses optimistic (o), most probable (m), and pessimistic (p) activity times to estimate the expected activity times. Expected time is given by (o + 4m + p) / 6 and variance is given by ((p - o)/6)2 . The reason for dividing by 6 is due to the fact that the area under the normal curve between -3 and 3 accounts for more than 99% of the total probability of 100%. In case of standard normal curve, = 1; hence -3 = -3(1) = -3 and 3() = 3(1) = 3 and the difference between 3 and -3 is 6. An example will illustrate the PERT/CPM technique. Example: The optimistic, most probable, and pessimistic times (in days) for completion of activities for a certain project are as follows: ACTIVITY | IMMEDIATE PREDECESSOR | OPTIMISTIC TIME (o) | MOST PROBABLE TIME (m) | PESSIMISTIC TIME (p) | A | - | 4 | 5 | 6 | B | - | 6 | 8 | 10 | C | A | 6 | 6 | 6 | D | B | 3 | 4 | 5 | E | B | 2 | 3 | 4 | F | C,D | 8 | 10 | 12 | G | E | 6 | 7 | 8 | H | C,D | 12 | 13 | 20 | I | F,G | 10 | 12 | 14 | ...
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...CPM/PERT Presented by DATE- 08 Aug. 2014 Shravan Kumar Project “A project is a series of activities directed to accomplishment of a desired objective.” Plan your work first…..then work your plan Network analysis Introduction Network analysis is the general name given to certain specific techniques which can be used for the planning, management and control of projects. One definition of a project: “A project is a temporary endeavour undertaken to create a "unique" product or service” History Developed in 1950’s CPM by DuPont for chemical plants PERT by U.S. Navy for Polaris missile CPM was developed by Du Pont and the emphasis was on the trade-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?) PERT was developed by the US Navy for the planning and control of the Polaris missile program and the emphasis was on completing the program in the shortest possible time. In addition PERT had the ability 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 - Critical Path Method Definition: In CPM activities are shown as a network of precedence relationships using activity-on-node network construction – Single estimate of activity time – Deterministic...
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...Second Trimester Session 2012/2013 GSM 5113 Operations Management Case Study: Car Restoration at BASS Prepared By: Risidaxshinni Kumarusamy GM05090 Mogna Priya Pindaya GM05082 Saraniya Gunasegaran GM05092 Prepared For: Assc. Prof. DrAzmawaniAbdRahman Date of Submission: 7th March 2013 Introduction Background of BASS Bennett Auto Sales and Service (BASS) sells and services several American and Japanese cars, and owns two auto parts stores, a large body shop, a car painting business and an auto salvage yard. The owner of BASS, David Bennett, built the business into a successful empire upon inheriting it from her father. Her motto is to “Sell em today, repair em tomorrow”, implying that repeat customers and high customer loyalty is their secret to success. Currently, Bennett is interested in expanding the business via restoration of vintage automobiles. In order to assess the practicability of this idea, she wants to restore her 1965 Shelby Mustang GT 350 to mint condition. The Mustang will serve as an advertisement for the new restoration business she plans to start and will be taken to auto shows and exhibits to attract business. The Mustang restoration project involves 22 activities (from A-V) and needs to be completed within 45 days so that the car can be displayed in an auto show at Detroit. Roberts wants the new business to appeal to both types of people, as follows: * For the first group, she envisions serving as parts broker for...
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...investment. What is Project Management ■ To schedule and control the progress and cost of a project. PERT/CPM: ■ Input: – – – Activities in a project; Precedence relationships among tasks; Expected performance times of tasks. The earliest finish time of the project; The critical path of the project; The required starting time and finish time of each task; Probabilities of finishing project on a certain date; ... ■ Output: – – – – – PERT/CPM is supposed to answer questions such as: ■ How long does the project take? ■ What are the bottle-neck tasks of the project? ■ What is the time for a task ready to start? ■ What is the probability that the project is finished by some date? ■ How additional resources are allocated among the tasks? PERT Network: • • • • • It is a directed network. Each activity is represented by a node. An arc from task X to task Y if task Y follows task X. A ‘start’ node and a ‘finish’ node are added to show project start and project finish. Every node must have at least one outgoing arc except the ‘finish’ node. Example of Foundry Inc., p.523 Activity A B C D E F G H Immediate Predecessors A B C C D, E F, G PERT Network for Foundry Inc. Example Example of a Hospital Project: Activity A B C D E F G H I J K Immediate Predecessor(s) — — A B B A C D A E, G, H F, I, G PERT Network for Hospital Project Performance Time t of an Activity § t is calculated as follows: a + 4m...
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...تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب تذیرد زتر عهاثبها یسبیستباسیتبا س تنایشسی ینتشسی شسنی شسینتاشسب اثعبا ثدیستبد یسنتبا سیبتذیستبا شت نشتا شسنتیا شسا شیبنتیسا کیسب خهثقلایب...
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...project extends beyond week 43. Activity Description Optimistic Pessimistic Most-likely Predecessors A Survey Site 2 4 3 None B Excavation 9 15 12 A C Prepare Drawings 4 18 9 None D Soil Study 1 1 1 B E Prelim. Report 1 3 2 C, D F Approve Plans 1 1 1 E G Concrete Forms 5 9 6 F H Procure Steel 2 10 5 F I Order Cement 1 1 1 F J Deliver Gravel 2 5 3 G K Pour Concrete 8 14 10 H, I, J L Cure Concrete 2 2 2 K M Strength Test 2 2 2 L Create a PERT model of this project and use it to answer these questions: 1. What is the expected completion time of this project? 2. What completion time should Sharon use, if she wants to be 90% confident? 3. What is the probability of completion by week 43? 4. Give an estimated probability distribution for the amount of penalties Sharon will have to pay. 5. What is the expected value of the penalty? 6. Which activities are most likely to be on the critical path? 7. Compare the PERT results to those you would have found using (a) basic CPM using the most-likely times, (b) the “by-hand” PERT method from the textbook, and (c)...
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...Transaction-Oriented Simulation in Ad Hoc Grids Gerald Krafft Harrow School of Computer Science, University of Westminster Watford Rd, Northwick Park, Harrow HA1 3TP, U.K. g.krafft@gmx.net Abstract This paper analyses the requirements of performing parallel transaction-oriented simulations with a special focus on the space-parallel approach and discrete event simulation synchronisation algorithms that are suitable for transaction-oriented simulation and the target environment of Ad Hoc Grids. To demonstrate the findings a Java-based parallel transaction-oriented simulator for the simulation language GPSS/H is implemented on the basis of the most promising Shock Resistant Time Warp synchronisation algorithm and using the Grid framework ProActive. The validation of this parallel simulator shows that the Shock Resistant Time Warp algorithm can successfully reduce the number of rolled back Transaction moves but it also reveals circumstances in which the Shock Resistant Time Warp algorithm can be outperformed by the normal Time Warp algorithm. The conclusion of this paper suggests possible improvements to the Shock Resistant Time Warp algorithm to avoid such problems. 1. Introduction The growing demand of complex Computer Simulations for instance in engineering, military, biology and climate research has also lead to a growing demand in computing power. One possibility to reduce the runtime of large, complex Computer Simulations is to perform such simulations distributed on...
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...Introduction …………………………………………………………………………. 4 1.1 Background Information ………………………………………………………….. 4 1.2 Statement of Problem ……………………………………………………………... 4 1.3 Objectives of Study ……………………………………………………………….. 5 1.4 Significance of Study ……………………………………………………………... 5 Chapter 2.Literature Review ………………………………………………………...………….. 5 2.1 Graph Theory ……………………………………………………………………. 5 2.2 Network Analysis ………………………………………………………………... 6 2.3 Project Management …………………………………………………………...... 6 2.3.1 Network Crashing ………………………………………………….. 7 2.3.2 PERT ………………………………………………………………. 7 2.3.3 CPM ………………………………………………………………...9 2.3.4 Gantt Chart …………………………………………………….........9 Chapter 3.Research Method …………………………………………………………………... 10 3.1 Research and Sample …………………………………………………………. 10 3.2 Instruments and Materials …………………………………………………….. 10 Chapter 4.Analysis and Results ………………………………………………………………. 13 4.1 Data analysis and Results ………………………………………………… 13 4.2 Interpretation of Results ………………………………………………….. 15 4.3 Discussion of Results …………………………………………………….. 15 4.4 Recommendations...
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...SIMILARITIES AND DIFFERENCES BETWEEN (PERT) AND (CPM) Critical Path Analysis and PERT are powerful tools that help you to schedule and manage complex projects. They were developed in the 1950s to control large defense projects, and have been used routinely since then. Program (Project) Evaluation and Review Technique (PERT) is a project management tool used to schedule, organize, and coordinate tasks within a project. It is basically a method to analyze the tasks involved in completing a given project, especially the time needed to complete each task, and to identify the minimum time needed to complete the total project. The Critical Path Method or Critical Path Analysis, is a mathematically based algorithm for scheduling a set of project activities.Critical path method seeks to determine the longest possible continuous pathway taken from the initial event to the terminal event. It determines the total calendar time required for the project; and, therefore, any time delays along the critical path will delay the reaching of the terminal event by at least the same amount. PERT Networks and CPM Arrow Diagramsare similar in manyways and yet take paths that are often-different:Both aresystematic ways of analyzing and planningthe components ofa program or project.Both have been used extensively byindustry and government. CPM uses activity oriented network while PERT uses event oriented network. Furthermore durations of an activity may be estimated with a fair degree of accuracy...
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...Alwal Project India Ltd. was started by Sudhakar Alwal in 1980. The company successfully implemented several turnkey projects. Recently, the company was given a project of constructing a fertilizer-manufacturing unit on turnkey basis by Omega Fertilizers Ltd., near Nalgonda, Andhra Pradesh. Jaya Sankar was appointed as the project manager by Alwal to execute this project. Venkat Vishnu, the senior manager at Omega Fertilizers Ltd., and Sankar prepared the project schedule together. Both identify the activities: * Site development and construction of a factory building is the activity (activity A) to be started first and the expected time of this activity is 16 months. * Since Alwal Project India Ltd., fabricates some of the items of machinery and procures the remaining items from outside, the activity of fabrication and procurement (activity B) is started simultaneously with the site development and construction of the factory building. This activity is expected to be completed in 12 months. * Once the process of fabrication and procurement is over, the machinery is aligned and installed. This is activity C and it is expected to be completed in 8 months. * After completion of activity A, the entire electricity and plumbing work (activity D) is expected to be completed in 6 months. This activity is done along with the alignment and installation of the machinery. * The finishing work of the building (activity E) can be started as soon as the construction is...
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...Case Studies 2: The Pert Mustang Question 1: Prepare the report that Roberts requested, assuming that the project will begin immediately. Assume 45 working days are available to complete the project, including transporting car to Detroit before the auto show begins. Your report should briefly discuss the aspects of the proposed new business, such as the competitive priorities that Roberts asked about. Answer: Roberts wants to restore her Mustang to mint condition or as close to mint condition as possible, and use it in sales and advertising and take it to auto shows to attract new business within 45 working days. From the activities’ estimate of times and tasks that need to be done, we identify that there are 22 activities involved in the process starting from order of materials to pull car to the Detroit Auto Show. A table containing the project activities, the time estimates, and the precedence relationship will be prepared, and a network diagram will be drawn to structure the immediate predecessor activities. The critical path activities will be identified to indicate that the project can be completed within 45 working days. RASAS is consists of three car dealerships and this venture into restoration business still can fit into its business. RASAS has noticed that there is a market for this new business because the public is growing interest in this restoration of vintage automobiles, and many people want to own a vintage auto. With RASAS’s knowledge and experience...
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...Kiet Tu ESL 960 RW 12/1/15 Problem and solution for driving the long truck Driving a big long truck is very difficult, and you will have some common problems in driving it. How can you overcome those problems? The first problem is make a turn with a long truck. The truck has a long tail that make it hard to make a turn, and the tail is easy hit other car. The second problem that when the truck is downhill, and the heavy cargo of the truck that makes it more fast and hard to control. The last problem is about the cargo. If you are not separate your cargo equally in your vehicle, it will make it rollover. There are some solution to overcome the problems above. The problem makes a turn left or right with a big truck, If you turn right, you need to turn all the way to he left hand side that will help you have enough space on right hand side then your truck tail will not hit anything, Another problem is when the truck is downhill, you need slow speed of your truck before entering the hill. On the other hand, you need to open the engine brake that can help the truck slowdown, because engine brake is a brake that will break a truck when you release the accelerator. Besides that, we have some issues about the cargo is portion it equal around the truck. The most importance is place the heavy thing in the center of you vehicle, and tie it carefully around the truck. So, you need to check the cargo again after 25 mile or some braking to make sure it does not rollover or moving to one...
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