9 Project Scheduling: Networks‚ Duration Estimation‚ and Critical Path True/False 1) Preceding activities are those that must occur before others can be done. T 2) A backward pass is performed when it is necessary to undo some work that has been performed in order to complete it properly. F Multiple Choice 1) The least amount of float is found: A) in a resource-limited schedule. B) after a burst activity. C) on the critical path. D) after a merge activity. 2) An activity has an optimistic
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sail boat‚ and train a crew to compete in the upcoming Whitbread race. This paper will examine Ericksen’s project strategy‚ which initially start off with two parallel paths: one for the boat design and the other for crew training. As the project is laid out and the cost accounted‚ Bjorn and his team analyze the critical path of the project and determine ways to meet the time constraint on the project. Taking advantage of crash time‚ Ericksen’s team develops resources to get the project complete
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Topics Covered: • Project initiation • Determining project feasibility • Project scheduling • Managing project activities • Manage systems analysis team members Project Initiation Projects are initiated for two broad reasons: • Problems that lend themselves to systems solutions. • Opportunities for improvement through • Upgrading systems. • Altering systems. • Installing new systems. Organizational Problems Identify problems by looking for the following signs: • Check output against
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is the critical path(s) for the project? Architectural decisions- Hardware specifications - Hardware design - Hardware documentation - Integration first phase - Serial I/O drivers - System hard/software test -Network interface - Integrated acceptance testing. 3. Which activity has the greatest amount of slack? Utilities documentation (115 days). 4. How sensitive is this network? It is not very sensitive network because there is only one critical path. The more critical path
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G(4) H(9) D(6) F(7) b) List all the paths in the network diagram. Say which one(s) is(are) the critical path(s) and what the minimum project duration is. PATHS ACEG=3+2+8+4=17 months ACEH=3+2+8+9=22 months BDEG=4+6+8+4=22 months BDEH=4+6+8+9=27 months BDFH=4+6+7+9=26 months Critical path: BDEH Minimum project duration: 27 months c) For each activity compute ES‚ EF‚ LS LF and slack. Then‚ say which activities are critical. 3 0 5 8 3 5 10 18 10 10
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1.0 Conveyer Belt Project 1.1 Hardware 1.1.1 Hardware Specifications 1.1.2 Hardware Design 1.1.3 Hardware Documentation 1.1.4 Prototypes 1.1.5 Order Circuit Boards 1.1.6 Assemble Preproduction Models 1.2 Operating System 1.2.1 Kernel Specifications 1.2.2 Drivers 1.2.2.1 Disk Drivers 1.2.2.2 Serial I/O Drivers 1.2.3 Memory Management 1.2.4 Operating System Documentation 1.2.5 Network Interface 1.3 Utilities 1.3.1 Utilities Specifications 1.3.2 Routine Utilities 1.3.3 Complex Utilities
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Crashing Projects Exercise Given below is the information for the IT project we discussed in our Week 5 commentary and its network diagram. In the Week 5 commentary‚ we crashed the project by three days‚ i.e.‚ from 20 to 17 days by crashing Activity C for two days and Activity F by a day. Now proceeding from here: Activity ID Predecessor Normal Time (Days) Crash Time (Days) Normal Cost Crash Cost ($’000) ($’000) A - 5 2 $100 $205 B - 6 3 $140 $205 C - 7 5 $140 $200 D A‚ B 6 2 $100 $340
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The Program Evaluation and Run Technique (PERT) chart is a model for project management. It is a tool designed to represent the tasks involved in a project and analyze the time required for completion during the project management life cycle. It also helps to identify the minimum time required to complete the project. It was developed to simplify the planning and scheduling of a project where all the details and durations of the activities are not known at the start itself. It is used especially
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Student number: 129057794 Submit Date: 7th January 2013 Contents Pages 1 The network diagram 2 2 The timing of activities and the total flat. 2 3 The project duration and the critical path. 2 4 The Duration of Project 2 5 Activity B‚ P and O delay reasons 3 6 The limitations of Network diagrams. 3 7 Reference 4 8 Appendix 1.0 5 1. The network diagram ‘A network diagram is originally a flow chart that includes all of
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available/(Crash cost-Normal cost) Calculation results can be found in Table 1 in the Appendix. Second‚ with the expected time for each task available‚ we plotted the network diagram for the project (as shown in the next page). Third‚ we found out all the paths based on the diagram and calculated the expected time‚ variance‚ standard deviation‚ Z value‚ possibility of completion by deadline and beyond deadline using these formulas: Expected time=sum of Expected time of all the
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