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b a / 6
2
g) Critical Path and Time Using the example network, the text describes the
concept of the critical path. For simple projects, the critical path can be found by
determining the longest path through the network.
h) Slack (aka, Float) In the previous section, the earliest possible dates for each
activity were determined. By starting the analysis at the end of the network and
working through it backwards, the latest possible dates for each activity can be
determined. The difference between the early dates and the late dates is float or
slack. Activities on the critical path have zero float.
i) Precedence Diagramming The Precedence Diagram Method allows for
additional relationships to be established between activities. They are:
i) Finish to Start The successor activity cannot begin until the predecessor
finishes. This is the most common relationship depicted in networks.
ii) Start to Start The successor activity cannot begin until the predecessor
begins.
iii) Finish to Finish The successor activity cannot finish until the predecessor
activity finishes.
iv) Start to Finish The successor activity cannot finish until the predecessor
activity starts. This relationship is rarely used.
In addition to these relationships, PDM allows for leads and lags which is the
introduction of a specific time period between the linked activities. For example,
in a Start to Start relationship with five days of lag, the successor activity cannot
begin until five days after the predecessor starts. The critical path and slack
calculation resulting from these relationships can be complicated and counter
intuitive.
j) Once again, Microsoft Project The text illustrates the use of MSP for
calculating the most likely project duration using the PERT method.
Page 3 of 57
Z D /
where:
D = the desired project completion time
= the critical time of the project, the sum of the TEs for activities on the critical
path
= the variance of the critical path, the sum of the variances of activities on the
critical path
2
Page 4 of 57
MSP on the surface may look like a fancy spreadsheet, but under the hood
its is a very complex tool. Many of its processes are dependent on complex
algorithms, controlled by a seemingly endless series of settings with
mysterious titles.
The opportunity then, for any project management instructor, is to provide both the
concept and meaningful tools training in one package. Ideally, lectures on concept
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Page 6 of 57
Gantt Chart: The Gantt chart compares planned and actual progress for the
detailed tasks in a project.
2)
Master Schedule: The Gantt chart format (bars to represent progress over time)
may be used to display data regarding the master project schedule, but the master
schedule is oriented towards overall management of the project and will only
focus on the major project tasks. For example, the Gantt view in MS-Project can
be filtered to only show summary tasks at a particular level of the WBS hierarchy.
Question 4:
Total slack vs. free slack:
Total slack is the difference between the calculated earliest finish time of the very last
activity and the projects required completion time.
Free slack is the time an activity can be delayed without affecting the start time of any
successor activity.
So, the total slack deals with the relationship between the current activity and the total
project completion time, while free slack relates to the next activity.
Question 5:
The authors of the text have suggested that PERT/CPM are very similar. Therefore, the
terms PERT and CPM have been used interchangeably throughout most of the textbook
when explaining basic educational concepts about project schedules. The following
guidelines are suggested regarding when to use each type of scheduling technique
discussed in this chapter.
1)
PDM/CPM should be used when the control of costs associated with expediting
work is an important concern. PDM networks should be used when the project
requires the use of leads and lags between activities. PDM is easier to draw than
ADM, is used in most project software applications, and tends to be preferred
when CPM is used.
2)
ADM/PERT should be used when the activity times are estimated using
probability distributions in order to evaluate the range of uncertainty around the
expected project duration. ADM networks should be used when it is desirable to
show completion events as part of the scheduling network, though nothing
prevents the use of Start and Finish events in a PDM/CPM network.
3)
The Gantt chart is a useful tool for displaying the schedule regardless of what
method is used to derive it. The Gantt chart can be used directly to develop small
project schedules.
4)
A less-known approach: GERT should be used when the project plan is complex
enough to require loop backs and/or the use of multiple probability distributions
associated with branching options in the relationships between activities.
Page 7 of 57
Question 6:
AON (activity on node) places the activities or tasks on a rectangle (node), whereas the
AOA places the activities on arrows connecting nodes. Typically the AON provides more
information per activity in the diagram itself because more information can be placed on
the node itself (start time, finish time, etc)
Question 7:
Simulation requires the project schedule be modeled mathematically, which happens to
be a by-product of any of the network scheduling techniques. Once the model is
established, simulation involves inputting appropriately distributed random numbers into
the independent variables and analyzing the resulting distribution of the dependent
variables (those calculated by the model). To make the result meaningful, hundreds if not
thousands of trials are run, to build a statistically significant output distribution. Once the
output distribution is established, probabilities of various outcomes can be calculated.
Question 8:
Networks are drawn from left to right. Arrowheads indicate the direction of flow in the
network. The flow designates the precedence relationships between activities in the
network
Question 9:
The early start time and the early finish time are computed by performing the forward
pass calculation in a network. The late start time is computed by performing the
backward pass calculation in a network.
1)
Late start time: Given the precedence relationships in a network, this is the latest
time that an activity can begin without extending the time required to complete
the entire project.
2)
Early start time: Given the precedence relationships in a network, this is the
earliest time that an activity can begin. In order to begin, all predecessor
constraints must have been satisfied.
3)
Early finish time: Given the precedence relationships in a network and the
activities duration, this is the earliest time that an activity can be completed if all
predecessor constraints are satisfied.
Question 10:
The critical path is determined by performing the forward pass and backward pass
calculations. Float is calculated by subtracting the early dates from the late dates,
specifically the early start from the late start, or the early finish from the late finish. If an
activity has zero float, then it is on the critical path because any delay would extend the
projects completion date.
Page 8 of 57
Benefits:
2)
a)
b)
c)
d)
Disadvantages:
a)
b)
Large networks are difficult to print in a convenient format and they may
require significant wall space to view the entire network
c)
Question 14:
This is a great question to kick off a lively class discussion. There are no black and white
answers to this question but here are a couple thoughts:
Its easy to become obsessed by the use of even more sophisticated tools and lose
sight of the big picture. Project management tools are only useful if they help
projects achieve their cost, schedule and scope goals. Just because a tool is more
sophisticated doesnt mean that it will yield a better result for the business.
Organizations have to clearly articulate the goals of a project, put together some
kind of a plan, and then meticulously monitor its execution. Many organizations
Page 9 of 57
Taking specific actions to reduce the uncertainty in duration for some or all the
activities
Question 17:
The free slack as it is called, is the slack along a path in the project and is the minimum
of all the slacks on that path. Thus, if the path of interest is A-B-C and the slacks on A
and B are each 3 while the slack on C is 2, the free slack on the path is 2.
Question 18:
Activity times are generally estimated in a manner similar to budgets. For example, they
can be individually estimated by the participants, or calculated based on rate data from an
earlier project.
Question 19:
Yes and no. Critical path activities deserve closer scrutiny because if they run late the
project is sure to be late. In a situation where scant resources have to be allocated to help
late activities recover, for example, the critical path activities would get the resources
before the non-critical path activities.
This, however, does not absolve the PM from monitoring the non-critical path items.
Items off the critical path may feed the critical path, so if they are late they could delay
Page 10 of 57
Page 11 of 57
Problem 2:
Problem 3:
1)
The arrows cannot form a loop such as the one shown between nodes 2, 3, and 5.
2)
The dummy arrow between nodes 6 and 7 is not required because 6 precedes 5
and 5 precedes 7.
Page 12 of 57
Nodes 8 and 9 do not have successors, so it appears that this network has two
final termination nodes. That is not a conventional diagramming technique. An
arrow from 8 should point to 9.
Problem 4:
a)
b)
23 work periods.
Problem 5:
Initial PDM Diagram
Problem 6:
PDM Diagram 6a
Page 13 of 57
PDM Diagram 6b
Problem 7:
Figure 7a is ADM format.
F
G
Start
End
Page 14 of 57
Problem 8:
Please see note about network depiction preceding Problem 1
a)
b)
c)
Yes, activity B can be delayed one day without delaying the completion of
the project.
Problem 9:
Task
Expected
Variance
Std Dev.
6.5
7.5
14.5
8.5
1.78
1.33
8.5
10.5
12.5
10.5
0.44
0.67
2.5
3.5
4.5
3.5
0.11
0.33
6.5
7.5
8.5
7.5
0.11
0.33
5.5
5.5
9.5
6.2
0.44
0.67
5.5
7.5
9.5
7.5
0.44
0.67
4.5
6.5
8.5
6.5
0.44
0.67
2.5
3.5
3.5
3.3
0.03
0.17
Page 15 of 57
Probability
21
24.7
2.78
-2.2
a) 1.4%
22
24.7
2.78
-1.6
b) 5.5%
25
24.7
2.78
0.2
c) 57.9%
Page 16 of 57
Expected
Variance
Std Dev.
AB
6.0
1.00
1.00
AC
4.0
1.00
1.00
CB
3.0
1.00
1.00
CD
3.0
0.00
0.00
CE
3.0
1.00
1.00
BD
1.0
1.00
1.00
BE
5.0
1.00
1.00
DF
10
5.0
1.00
1.00
DE
1.0
0.00
0.00
EF
4.0
1.00
1.00
Page 17 of 57
16.0
4.00
Probability
-1
15.9%
e) If CD slips to six days the critical path is unchanged but slack on D is reduced. If
CD slips to seven days then there are two critical paths: AC CB BE EF and AC
CD DF. If CD slips to eight days then the critical path shifts to AC CD DF and
the project duration extends to 17 days.
Page 18 of 57
Problem 11:
B
1
10
17
28
28
36
41
10
9
4
A
0
0
7
7
18
18
11
37
37
43
43
1
4
5
6
3
D
3
3
3
8
13
13
Figure 8.11 shows duration on the arrow in matching the (i,j) notation used to
define the problems source data.
b) The critical path is A, D, C, E, F, G, H, J.
c) The completion time is 43 days.
Page 19 of 57
Figure 8.12a shows the PDM network for the data from Table A of Problem
8-12 assuming that the data were applied as shown in Figure 8.12b.
Please see note about network depiction preceding Problem 1
1)
2)
The slack for activity 1 is 11.7 days. The slack for activity 6 is 4 days.
2) The following table shows the calculation of the expected completion time:
Activity
Expected
10
13
10.2
6.2
13
15
21
15.7
10
12
14
12.0
11
20
30
20.2
5.3
3.0
10
6.3
3.0
Expected
Project
Duration
66.4
Page 20 of 57
Problem 13:
Figure 8.13 shows the network for problem 13.
1)
2)
Problem 14:
Figure 8.14a shows the original network diagram for problem 14.
Please see note about network depiction preceding Problem 1
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Page 22 of 57
Activity
Expected
Variance
Std Dev.
1,2
11
11
10.0
1.00
1.00
1,3
10
10
10
10.0
0.00
0.00
1,4
5.0
1.00
1.00
2,6
13
7.0
4.00
2.00
3,6
10
5.0
1.00
1.00
3,7
10
7.0
1.00
1.00
3,5
2.0
0.00
0.00
4,5
5.0
1.00
1.00
5,7
14
8.0
4.00
2.00
6,7
4.0
1.00
1.00
Probability
Sum of
Expected Variances
Desired Project
Critical
Duration Duration
Path
17
21.0
6.00
-1.63299
5.1%
18
21.0
6.00
-1.22474
11.0%
22
21.0
6.00
0.408248
65.8%
24
21.0
6.00
1.224745
89.0%
24.13
21.0
6.00
1.277817
89.9%
Page 23 of 57
Variance
2.0
2.00
4.00
3.0
1.00
1.00
4.0
0.00
0.00
2.0
3.00
9.00
1.0
1.00
1.00
6.0
2.00
4.00
4.0
2.00
4.00
2.0
0.00
0.00
Expected Sum of
Desired Project Variances
Duration Duration Critical Path
Probability
12
13.0
9.00
-0.33
36.9%
13
13.0
9.00
0.00
50.0%
16
13.0
9.00
1.00
84.1%
17.3
13.0
9.00
1.43
92.5%
For this problem the variance has to be calculated from the standard deviation, and the
durations provided are assumed to be the expected durations. As can be seen there is
about an 84% chance of completing the project within the drop dead time. If a little more
than a week is added to the duration, the chance of completing the project on time rises to
92.5%.
Page 24 of 57
b)
c)
Page 25 of 57
Problem 18:
C, F, H is the critical path as indicated in the network. The slack times are as indicated for
all activities.
Page 26 of 57
Problem 19:
Figure 8.19 shows the network diagram for problem 19.
Legend for Solution
3
10
10
C
0
14
Early
Start
Slack
Early
Finish
Activity
Late
Late
Duration
Start
Finish
3
3
10
15
19
10
16
Critical Path
A
0
D
Start
8
0
10
10
19
16
End
5
5
B
6
16
19
13
19
11
16
19
11
G
11
19
Page 27 of 57
Problem 20:
b)
c)
d)
Page 28 of 57
Problem 21:
2
0
A
0
12
13
16
13
I
5
13
E
0
Start
13
B
9
15
J
13
End
14
16
13
16
16
16
F
7
0
13
L
3
3
C
4
13
7
9
16
Early
Start
Slack
Early
Finish
Activity
Critical Path
Late
Late
Duration
Start
Finish
b)
c)
d)
e)
Page 29 of 57
Problem 22:
c)
Week 9.
d)
If activity E requires one extra week, the time will be absorbed in free float and
will not affect any other activity. If activity E requires two extra weeks, then a second
critical path will be created for activities B, E, G. If activity E requires three weeks,
negative float will be created and the project cannot complete in nine weeks. The new
completion time will rise to 10 weeks.
Page 30 of 57
Problem 23:
Figure 8.23 shows the network diagram solution for problem 23.
The critical path is A, B, F, H, I as indicated above.
Please see note about network depiction preceding Problem 1
Problem 24:
Page 31 of 57
Page 32 of 57
Problem 25:
Following the discussion in the text, the calculations of TE and need to be modified.
For a confidence level of 95%, the calculation for variance would be:
b a / 3.29
'
'
Expected
Variance
Std Dev.
AB
6.0
3.33
1.82
AC
4.0
3.33
1.82
CB
3.0
3.33
1.82
CD
3.0
0.00
0.00
CE
3.0
3.33
1.82
BD
1.0
3.33
1.82
BE
5.0
3.33
1.82
DF
10
5.0
3.33
1.82
DE
1.0
0.00
0.00
EF
4.0
3.33
1.82
Probability
-0.54833
29.2%
Sum of
Expected Variances
Desired
Project
Critical
Duration Duration
Path
14
16.0
13.30
Note that the expected durations for the critical path remain unchanged, however, the
variances are quite a bit larger indicating that there is a larger chance that any given
duration will fall outside of the optimistic/pessimistic limit. Similarly for the 90%
confidence level, the following equations would be used:
b a / 2.56
'
'
Page 33 of 57
Expected
Variance
Std Dev.
AB
6.0
5.49
2.34
AC
4.0
5.49
2.34
CB
3.0
5.49
2.34
CD
3.0
0.00
0.00
CE
3.0
5.49
2.34
BD
1.0
5.49
2.34
BE
5.0
5.49
2.34
DF
10
5.0
5.49
2.34
DE
1.0
0.00
0.00
EF
4.0
5.49
2.34
Sum of
Variances
Critical
Path
Probability
21.97
-0.42667
33.5%
Expected
Desired
Project
Duration Duration
14
16.0
Page 34 of 57
Problem 26:
Figure 8.26a shows the network, critical path and slack times.
The critical path in the above diagram is 1-4, 4-5, 5-6, 6-7, 7-10, 10-11 with a duration of
59 days.
Tabulating the calculations for expected durations and probability looks like this:
Task
1-2
10
0.44
0.67
1-3
0.11
0.33
1-4
0.00
0.00
2-6
0.00
0.00
2-7
10
11
12
11
0.11
0.33
3-6
12
14
16
14
0.44
0.67
4-5
11
1.00
1.00
4-9
11
0.44
0.67
5-6
10
12
10
0.44
0.67
5-9
0.00
0.00
6-7
14
15
16
15
0.11
0.33
6-8
10
12
14
12
0.44
0.67
7-10
12
15
12
1.00
1.00
Expected Variance
Std Dev.
Page 35 of 57
Expected Variance
8-10
14
5.44
2.33
9-11
0.00
0.00
10-11
0.11
0.33
Probability
1.65
95.0%
59.0
2.67
Std Dev.
The next longest path is 1-3, 3-6, 6-7, 7-10, 10-11 at 55 days. It will only be a concern if
under some circumstances; its duration exceeds the actual critical path of 59 days. Using
the same technique for calculating the probability of exceeding a particular duration gives
the following table for this path:
Probability for path 1-3-6-7-10-11
Desired
Duration
59
Expected
Path
Sum of Path
Duration Variances
55.0
1.78
Probability
3.00
99.9%
Clearly the chance of exceeding 59 days is quite small. The same technique can be
applied to the next longest path 1-4, 4-5, 5-6, 6-8, 8-10, 10-11 which while relatively
short has high variance:
Probability for path 1-4-5-6-8-10-11
Desired
Duration
59
Expected
Path
Sum of Path
Duration Variances
49.0
7.44
Probability
3.67
100.0%
Again it is clear that it is unlikely that this path will cause problems with the overall
project duration.
Page 36 of 57
Problem 27:
See Figure 8.27a for the critical path and its early completion time.
c)
0.44
0.67
0.00
0.00
0.44
0.67
10
13
10
1.00
1.00
11
12
13
12
0.11
0.33
0.11
0.33
10
11
10
0.11
0.33
0.44
0.67
11
0.44
0.67
10
0.00
0.00
Page 37 of 57
11
15
17
19
17
0.44
0.67
12
10
0.44
0.67
13
15
1.78
1.33
14
12
14
16
14
0.44
0.67
15
16
17
18
17
0.11
0.33
Probability
Desired
Expected
Sum of Variances
Duration Project Duration
Critical Path
53.35
52.0
2.56
0.84
80.1%
51.6
52.0
2.56
-0.25
40.1%
d)
Since the play is supporting an Independence Day event, a one day delay would
be severe.
Page 38 of 57
Figure 28a shows the PDM network diagram for problem 28.
The duration in the figure above is 1, 3, 6 with a duration of 41 days.
The following table tabulates the variances and probability for this project:
Task
Expected
Variance
Std Dev.
10
14
10
1.78
1.33
0.11
0.33
16
20
30
21
5.44
2.33
0.44
0.67
0.11
0.33
10
13
10
1.00
1.00
0.11
0.33
0.44
0.67
0.00
0.00
10
0.11
0.33
11
0.11
0.33
12
0.11
0.33
Probability
1.05
85.2%
Sum of
Expected Variances
Desired Project
Critical
Duration Duration
Path
44
41.0
8.22
Page 39 of 57
Page 40 of 57
Problem 29:
To simulate the network in Crystal Ball, a spreadsheet must be prepared that calculates
the duration of each possible path through the network:
1
4.0
2
5.0
1-5-10-13-15
46.0
3
5.0
4
10.0
1-4-9-13-15
50.0
6
6.0
Activities
7
8
10.0
7.0
1-4-6-8-12-15
52.0
Paths
2-6-8-12-15
29.0
5
12.0
9
9.0
10
3.0
2-3-8-12-15
44.0
11
17.0
12
8.0
2-3-7-11
37.0
13
10.0
14
14.0
2-3-7-14
34.0
15
17.0
Project
Completion
52.0
The path durations are calculated by summing the expected duration of each participating
activity. The Project Completion is calculated as the maximum duration of any of the
possible paths.
Once the spreadsheet is setup, Crystal Ball can be used for the simulation. Each of the
Expected durations is set to a triangular distribution with minimum and maximum equal
to the optimistic and pessimistic durations respectively using the Define Assumption
function. The setup for activity 1 looks like this:
Page 41 of 57
By adjusting the sliders on the histogram, the 80% and 40% confidence levels can be
checked. They look like this:
Page 42 of 57
These graphs show that a 54-day duration can be achieved with an 80% confidence level
and a 52-day duration with a 40% confidence level. These are slightly worse than the
results calculated with the variance method. The reason is that the simulation properly
takes into account the possibility that the critical path shifts for some possible
combinations of activity durations.
Page 43 of 57
Problem 30:
The setup for problem 30 is similar to that for problem 29. First the spreadsheet in Excel
is prepared with the calculations for the paths:
1
10
2
1
1-2-4-5
19
3
22
4
5
Activities
5
6
3
10
Paths
1-2-4-7-8-11-12 1-2-4-7-9-10-12
23
25
7
2
8
2
1-3-9-10-12
39
9
2
10
3
1-3-6
42
11
1
Project
Completion
42
Then, similar to problem 29, triangle distributions are established to calculate the
durations for all activities except 9 (no variation in the estimate).
The resulting forecast for the duration of the project and corresponding statistics are:
12
2
Page 44 of 57
Note that the probability of completing the project in 44 days has dropped to about 70%.
Problem 31:
ID
1
Task Name
Start
2
3
Dec '05
Jan '06
Finish
4 11 18 25 1
8
Sun 12/11/05
12/11
Duration
0 days
Start
Sun 12/11/05
2 wks
Mon 12/12/05
Fri 12/23/05
2 wks
Mon 12/12/05
Fri 12/23/05
4 wks
Mon 12/26/05
Fri 1/20/06
3 wks
Mon 1/23/06
Fri 2/10/06
1 wk
Mon 1/23/06
Fri 1/27/06
2 wks
Mon 2/13/06
Fri 2/24/06
3 wks
Mon 2/27/06
Fri 3/17/06
1 wk
Mon 3/20/06
Fri 3/24/06
10
End
0 days
Fri 3/24/06
Fri 3/24/06
Feb '06
Mar '06
Apr '06
15 22 29 5 12 19 26 5 12 19 26 2
9
3/24
The figure shows the default Gantt chart view of the problem, with a project start day of
Sunday December 11, 2005. Note that MSP moves the beginning of the first task to the
first workday of Monday the 12th. This display shows the default calendar of 5 day 40 hr.
weeks with no holidays. A Start and End milestone have been inserted to insure that
all activities have at least one predecessor and successor.
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Dec '05
Jan '06
Start
4 11 18 25 1
8
Sun 12/11/05
12/11
ID
1
Task Name
Start
2 wks
Mon 12/12/05
0%
2 wks
Mon 12/12/05
0%
4 wks
Mon 12/26/05
3 wks
Mon 1/23/06
1 wk
Mon 1/23/06
2 wks
Mon 2/13/06
3 wks
Mon 2/27/06
1 wk
Mon 3/20/06
10
End
0 days
Fri 3/24/06
Feb '06
Mar '06
Apr '06
15 22 29 5 12 19 26 5 12 19 26 2
9
0%
0%
0%
0%
0%
0%
3/24
The project duration (in workdays) can be displayed in the Project >> Project
Information >> Project Statistics window, which looks like this:
Problem 32:
The Pert Entry Form in Microsoft Project is used to enter the three durations. After
they are in the Calculate Pert button is clicked to populate the Duration field with the
expected durations. Note that MSP uses the non-standard terminology Expected in lieu
of Most Likely.
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Using the calculated durations, the Gantt chart looks like this:
ID
1
Task Name
Start
Duration
0 days
Start
Sun 12/11/05
2
3
Finish
Predecessors
Sun 12/11/05
7.5 days
Mon 12/12/05
Wed 12/21/05 1
8 days
Mon 12/12/05
Wed 12/21/05 1
6 days
Wed 12/21/05
Thu 12/29/05 2
14.5 days
Thu 12/22/05
7 days
Wed 1/11/06
11.5 days
Fri 1/20/06
8 days
Tue 2/7/06
Thu 2/16/06 7
End
0 days
Thu 2/16/06
Thu 2/16/06 8
Dec '05
Jan '06
4 11 18 25 1
8
12/11
Feb '06
15 22 29 5 12 19 26
2/16
The figure shows the default Gantt chart view of the problem, with a project start day of
Sunday December 11, 2005. Note that MSP moves the beginning of the first task to the
first workday of Monday the 12th. This display shows the default calendar of 5 day 40 hr.
weeks with no holidays. A Start and End milestone have been inserted to insure that
all activities have at least one predecessor and successor.
The tracking Gantt view can be used to display the critical path:
Dec '05
Jan '06
Duration
4 11 18 25 1
8
0 days
12/11
ID
1
Task Name
Start
7.5 days
0%
8 days
0%
6 days
14.5 days
7 days
11.5 days
8 days
End
0 days
Feb '06
15 22 29 5 12 19 26
0%
0%
0%
0%
0%
2/16
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Start
ID: 1
Res:
b
Start: 12/12/05 ID: 3
Finish: 12/21/05 Dur: 8 days
Res:
The slack values are automatically calculated by MSP. They can be revealed in a number
of different views:
Nov '05
Dec '05
Total Slack
27 4 11
0 days
ID
1
Task Name
Start
Start
Sun 12/11/05
Finish
Sun 12/11/05
Late Start
Mon 12/12/05
Late Finish
Mon 12/12/05
Free Slack
0 days
Mon 12/12/05
Wed 12/21/05
Mon 12/12/05
Wed 12/21/05
0 days
0.5 days
Mon 12/12/05
Wed 12/21/05
Mon 12/12/05
Wed 12/21/05
0 days
0 days
Wed 12/21/05
Thu 12/29/05
Tue 1/3/06
Wed 1/11/06
9 days
9 days
Thu 12/22/05
Wed 1/11/06
Thu 12/22/05
Wed 1/11/06
0 days
0 days
Wed 1/11/06
Fri 1/20/06
Wed 1/11/06
Fri 1/20/06
0 days
0 days
Fri 1/20/06
Mon 2/6/06
Fri 1/20/06
Mon 2/6/06
0 days
0 days
Tue 2/7/06
Thu 2/16/06
Tue 2/7/06
Thu 2/16/06
0 days
0 days
End
Thu 2/16/06
Thu 2/16/06
Thu 2/16/06
Thu 2/16/06
0 days
0 days
18 25
Jan '06
1
8
Feb '06
Mar '06
Apr '06
15 22 29 5 12 19 26 5 12 19 26 2
9
9 days
This view shows the View Detail Gantt combined with the Schedule Table. Note that
the Gantt chart also displays the slack as a green line.
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16 23
A complete listing of all the activities and products the project must accomplish
A schedule that provides a start and complete date for each identified task
Note that the schedule is only one element, and as the text has explained, there are
several ways to get there. I will take a project that has every one of these in place, but
creates the schedule on a white board over a project that uses other methods, but has no
clear idea of what the customers expectations are.
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I would reject the Gantt chart as being too simplistic for the large plan and
schedule that will have to be maintained for a project as complicated as an ERP
system.
I would work with the PERT and CPM camps to reach a compromise and use
the best of both worlds. That would be a CPM based network using PERT for
estimating durations.
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Using the minimax regrets criteria we compare the maximum regrets of each proposal
and choose the smallest one. In this case, proposal 4 has the smallest maximum regret at
$(-14,666) so it would be chosen.
Question 3:
There are a number of non-financial factors that could be considered in making the
decision including:
The political and marketing implications of not completing the job on time.
The organizations ability to quickly change and then execute an updated project
plan in response to events.
The companys overall ability to execute any project, let alone one with problems
Question 4:
As the president I would execute proposal 4, based on its highest expected value.
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