Professional Documents
Culture Documents
Reading Requirement
Heizer and Render, Operations Management, 11th
Edition, Pearson, Chapter 3
► Single unit
► Many related activities
► Difficult production planning and
inventory control
► General purpose equipment
► High labor skills
► Research Project
© 2014 Pearson Education, Inc. 3-3
Management of Projects
1. Planning - goal setting, defining the
project, team organization
2. Scheduling - relate people, money,
and supplies to specific activities and
activities to each other
3. Controlling - monitor resources, costs,
quality, and budgets; revise plans and
shift resources to meet time and cost
demands
© 2014 Pearson Education, Inc. 3-4
Project Management Activities
► Planning
► Objectives ► Scheduling
► Resources ► Project
activities
► Work break-
down structure ► Start & end
times
► Organization
► Network
► Controlling
► Monitor, compare, revise, action
© 2014 Pearson Education, Inc. 3-5
Project Planning,
Scheduling, and Controlling
Figure 3.1
Figure 3.1
Figure 3.1
Figure 3.1
Budgets
Delayed activities report
Slack activities report
CPM/PERT
Gantt charts
Milestone charts
Figure
Cash 3.1schedules
flow
Human Quality
Resources Marketing Finance Design Production
Mgt
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
Compatible with
Level 4 1.1.2.1
Windows 7
(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
© 2014
© 2014
Pearson
Pearson
Education,
Education,
Inc.Inc. 3 - 27
Project Control Reports
► Detailed cost breakdowns for each task
► Total program labor curves
► Cost distribution tables
► Functional cost and hour summaries
► Raw materials and expenditure forecasts
► Variance reports
► Time analysis reports
► Work status reports
C and D cannot
A C begin until both A C
(d) A and B are
completed
B D B D
B and C cannot
begin until A is
completed
A B D D cannot begin A B D
until both B and C
(f) are completed Dummy
A dummy activity activity
C
C
is again
introduced in AOA
Activity A
A
(Build Internal Components)
Start
Activity B
Start B (Modify Roof and Floor)
Activity
Figure 3.5
A C
Start
B D
F
A C
E
Start H
B D G
H
1 Dummy 6 7
Activity (Inspect/
Test)
D
3 5
(Pour Figure 3.8
Concrete/
Install Frame)
© 2014 Pearson Education, Inc. 3 - 41
Determining the Project Schedule
Activity Name
or Symbol
A Earliest
Earliest ES EF Finish
Start
Latest LS LF Latest
Start 2 Finish
Activity Duration
© 2014 Pearson Education, Inc. 3 - 45
Forward Pass
Begin at starting event and work forward
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
© 2014 Pearson Education, Inc. 3 - 50
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
© 2014 Pearson Education, Inc. 3 - 52
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 3.10
© 2014 Pearson Education, Inc. 3 - 54
Backward Pass
Begin with the last event and work backwards
Latest Finish Time Rule:
LS = LF – Activity time
2 2 3
Start E H
0 0 4 8 13 15
13 15
0 4 2
B D – Activity timeG
LS = LF
0 3 3 7 8 13
3 4 5 LF = EF
of Project
© 2014 Pearson Education, Inc. 3 - 57
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 4 8 13 15
LF = Min(LS
of
following activity) 13 15
0 4 2
B D G
0 3 3 7 8 13
3 4 5
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
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
Variance of
Probability
1 in 100 of
oftimes:
Probability of
Probability
Activity
Time
MOST
OPTIMISTIC LIKELY PESSIMISTIC EXPECTED TIME VARIANCE
ACTIVITY a m b t = (a + 4m + b)/6 [(b – a)/6]2
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
15 Weeks
(Expected Completion Time)
.5 = due .69497
Z.69146 − expected.71566
date /s
.71904
p
date of completion
.6 .72575 .72907 .74857 .75175
= (16 wks − 15 wks)/1.76
15 16 Time
Weeks Weeks
Figure 3.13
Probability
of 0.01
2.33 Standard Z
From Appendix I deviations
0 2.33
Figure 3.14
$30,000 —
Normal
Normal —
Cost
| | |
1 2 3 Time (Weeks)
Figure 3.15
Crash Time Normal Time
© 2014 Pearson Education, Inc. 3 - 87
Critical Path and Slack Times
for Milwaukee Paper
Figure 3.16
A C F
0 2 2 4 4 7
0 2 2 4 10 13
2 2 3
B D Slack = 0 G Slack = 0
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5