上海交通大学：《生产计划与控制 Production Planning and Control》课程教学资源（课件讲稿）chap10_Class2

Production and Operation Managements Project Scheduling Dr.Na GeNG Prof.Zhibin JIANG Department of Industrial Engineering Management Shanghai Jiao Tong University

Production and Operation Managements Dr. Na GENG Prof. Zhibin JIANG Department of Industrial Engineering & Management Shanghai Jiao Tong University Project Scheduling

Content The nature of project management 国 Techniques for project scheduling Resource constraints Activity crashing Incorporating uncertainty in activity times 国 Problems with implementing critical path analysis Monitoring projects 2 上浒充通大粤

Content The nature of project management Techniques for project scheduling Resource constraints Activity crashing Incorporating uncertainty in activity times Problems with implementing critical path analysis Monitoring projects 2

Critical Path Analysis Critical path method: The critical path method(CPM)is an approach to determine the start and finish dates for individual activities in a project. A result of this method is the identification of a critical path. ·Procedures: 。Draw the network Provides activity information Earliest(ES)&latest(LS)start,Earliest(EF)&latest(LF)finish Slack(S):Allowable delay Identifies critical path Longest path in network Shortest time project can be completed Activities have 0 slack Any delay on activities delays project 上浒充通大粤

Critical Path Analysis Critical path method:  The critical path method (CPM) is an approach to determine the start and finish dates for individual activities in a project.  A result of this method is the identification of a critical path. • Procedures: • Draw the network • Provides activity information  Earliest (ES) & latest (LS) start, Earliest (EF) & latest (LF) finish  Slack (S): Allowable delay • Identifies critical path  Longest path in network  Shortest time project can be completed  Activities have 0 slack  Any delay on activities delays project

Techniques for project management Table 10.2 Notation for critical path method Item Symbol Definition Expected activity duration t The expected duration ofan activity Early start ES The earliest time an activity can begin ifall previous acivities began at their earliest times The earliest time an activity can be completed if it is Early finish EF started at its early start time The latest time an activity can begin without delaying Late start LS the completion of the project The latest time an activity can be completed if it is Late finish LF started at its latest start time The amount of time an activity can be delayed without Total slack TS delaying the completion of the project ES=EFpredecessor (max) LF=LSsuccessor (min) TS=LF-EF or EF=ES+t LS=LF-t TS=LS-ES 4 上浒充通大姿

4 Techniques for project management Item Symbol Definition Expected activity duration t The expected duration of an activity Early start ES The earliest time an activity can begin if all previous acivities began at their earliest times Early finish EF The earliest time an activity can be completed if it is started at its early start time Late start LS The latest time an activity can begin without delaying the completion of the project Late finish LF The latest time an activity can be completed if it is started at its latest start time Total slack TS The amount of time an activity can be delayed without delaying the completion of the project Table 10.2 Notation for critical path method ES = EFpredecessor (max) EF = ES + t LF = LSsuccessor (min) LS = LF - t TS = LF - EF or TS = LS - ES

Techniques for project management Critical path method Ex.10.3 Tennis tournament-critical path analysis A2) C(3) D2) G(4) Start E(10) I3) J2) B(8) F(4) Fig.10.4 PERT chart (AON network)for tennis tournament TS-LS-ES ES=EFpredecessor EF-ES+t LS-LF-t LF-LSsuccesor 5 上泽充鱼大粤

Critical path method • Ex. 10.3 Tennis tournament - critical path analysis 5 Techniques for project management

Techniques for project management Critical path method Ex.10.3 Tennis tournament-critical path analysis 02 25 57Z11 A2) C3) D2) G(4) 515 1518 Start E10) 13) J2) 1820 B(8 F4) H(D 08 812 1516 TS-LS-ES Fig.10.5 PERT chart for tennis tournament with early time calculations ES=EFpredecesor EF-ES+t LS-LF-t LF-LSsuecessor 6 上泽充鱼大粤

Critical path method • Ex. 10.3 Tennis tournament - critical path analysis 6 Techniques for project management

Techniques for project management Critical path method Ex.10.3 Tennis tournament-critical path analysis 0 0 4 4 02 25 57 711 Critical Path: 0 02 25 911 1115 00 A(2) C(3) D2) G(④ 0 A-C-E-I-J 00 0 5l15 1518 1518 Start E10 515 I3) J2) 0 1820 B(8) F(4) H(D) 1820 5 5 2 08 812 1516 513 1317 TS-LS-ES 1718 ES=EFpredecessor EF-ES+t Fig.10.6 Completed critical path analysis for tennis tournament LS-LF-t LF-LSsuccessor 7 上泽充鱼大粤

Critical path method • Ex. 10.3 Tennis tournament - critical path analysis 7 Techniques for project management Critical Path: A-C-E-I-J

Techniques for project management Critical path method Ex.10.3 Tennis tournament-critical path analysis A(2) C3) 2) G4) Start 13) 2 B(8) F(④ H1) Fig.10.4 PERT chart(AON network)for tennis tournament C A D B F H 1234567891011121314151617181920

Critical path method • Ex. 10.3 Tennis tournament - critical path analysis 8 Techniques for project management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 A B C E D G F H I J

Outline The nature of project management Techniques for project management Resource constraints Activity crashing Incorporating uncertainty in activity times 国 Problems with implementing critical path analysis Monitoring projects 9 上浒充通大粤

Outline The nature of project management Techniques for project management Resource constraints Activity crashing Incorporating uncertainty in activity times Problems with implementing critical path analysis Monitoring projects 9

Resource constraint Table 10.1 Tennis tournament activities Immediate Estimated Activity description Code predecessor duration(days) Negotiate for location Resource constraint:staff,equipment,space ect Contact seeded players B 8 Plan promotion C A 3 Beginning with the bottom,movable activities Locate officials D C 3 Send RSVP invitations E C 10 Move the farthest steps Sign player contacts F B.C Purchase balls and trophies G D g Negotiate catering H EF Prepare location I EG 3 Tournament H,I 2 ID Activity Days 1234567891011121314151617181920 A Negotiate for location 2 B Contact seeded players 8 C Plan promotion 3 D Locate officials 2 E Send RSVP invitations 10 F Sign player contacts 4 G Purchase balls and troph 4 H Negotiate catering 1 I Prepare location 3 J Tournament 2 Personnel required 22222333333211121111 critical path activities Activities with slack 10 上浒充通大粤

Resource constraint: staff, equipment, space ect.  Beginning with the bottom, movable activities  Move the farthest steps 10 Resource constraint Activity description Code Immediate predecessor Estimated duration (days) Negotiate for location A - 2 Contact seeded players B - 8 Plan promotion C A 3 Locate officials D C 2 Send RSVP invitations E C 10 Sign player contacts F B,C 4 Purchase balls and trophies G D 4 Negotiate catering H E,F 1 Prepare location I E,G 3 Tournament J H,I 2 Table 10.1 Tennis tournament activities ID Activity Days 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 A Negotiate for location 2 B Contact seeded players 8 C Plan promotion 3 D Locate officials 2 E Send RSVP invitations 10 F Sign player contacts 4 G Purchase balls and trop h 4 H Negotiate catering 1 I Prepare location 3 J Tournament 2 2 2 2 2 233 333 3 2 1 1 1 2 1 1 1 1 critical path activities Activities with slack Personnel required