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    Chapter 2 Project Management Section 2.1 Critical Path Method (CPM) Using Activity On Arrow Example 2.1 Black Eyed Peas (I)

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    Michael Bunyi
    The document summarizes using the Critical Path Method (CPM) to schedule a project to plan a concert by the Black Eyed Peas. It includes an example network diagram and tables showing activity descriptions, durations, dependencies, earliest and latest start and finish dates, and identification of the critical path. It then discusses manually crashing the schedule by reducing activity durations and increasing costs to determine the minimum total project crash cost. Finally, it presents solving the crashing problem using a solver to optimize the schedule.

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    Chapter 2 Project Management Section 2.1 Critical Path Method (CPM) Using Activity On Arrow Example 2.1 Black Eyed Peas (I)

    Uploaded by

    Michael Bunyi
    202 views5 pages
    The document summarizes using the Critical Path Method (CPM) to schedule a project to plan a concert by the Black Eyed Peas. It includes an example network diagram and tables showing activity descriptions, durations, dependencies, earliest and latest start and finish dates, and identification of the critical path. It then discusses manually crashing the schedule by reducing activity durations and increasing costs to determine the minimum total project crash cost. Finally, it presents solving the crashing problem using a solver to optimize the schedule.

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    Activity4, Example2.1, Bunyi, Michael Angelo

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    The document summarizes using the Critical Path Method (CPM) to schedule a project to plan a concert by the Black Eyed Peas. It includes an example network diagram and tables showing activity descriptions, durations, dependencies, earliest and latest start and finish dates, and identification of the critical path. It then discusses manually crashing the schedule by reducing activity durations and increasing costs to determine the minimum total project crash cost. Finally, it presents solving the crashing problem using a solver to optimize the schedule.

    Copyright:

    © All Rights Reserved
    Download as XLSX, PDF, TXT or read online from Scribd
    Download as xlsx, pdf, or txt
    202 views5 pages

    Chapter 2 Project Management Section 2.1 Critical Path Method (CPM) Using Activity On Arrow Example 2.1 Black Eyed Peas (I)

    Uploaded by

    Michael Bunyi
    The document summarizes using the Critical Path Method (CPM) to schedule a project to plan a concert by the Black Eyed Peas. It includes an example network diagram and tables showing activity descriptions, durations, dependencies, earliest and latest start and finish dates, and identification of the critical path. It then discusses manually crashing the schedule by reducing activity durations and increasing costs to determine the minimum total project crash cost. Finally, it presents solving the crashing problem using a solver to optimize the schedule.

    Copyright:

    © All Rights Reserved
    Download as XLSX, PDF, TXT or read online from Scribd
    Download as xlsx, pdf, or txt
    of 5
    At a glance
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    The key takeaways are about project management techniques like critical path method, manual crashing, and crashing with a solver.

    The critical path method (CPM) is used to schedule projects by identifying the longest continuous chain of dependent activities. It helps determine the minimum time needed to complete the project.

    Manual crashing involves reducing the duration of non-critical activities to reduce the total project duration. It is done by increasing the costs for those activities.

    Chapter 2 Project Management

    Section 2.1 Critical Path Method (CPM) using Activity on Arrow

    Example 2.1 Black Eyed Peas (I)

    Table 2.1 Data Summary

    Prede- Time t
    Activity Description
    cessor/s (days)
    A 16 Process permits
    B A 10 Organize team
    C B 18 Book performers
    D A 24 Reserve venue
    E C 20 Schedule rehearsals
    F C 12 Advertise
    G D,F 22 Sell tickets
    H D 8 Subcontract staging
    I E,G,H 14 Conduct & evaluate concert

    Figure 2.1 Project Network

    A B C
    1 2 3 4
    F E
    I
    D G
    6 7 8

    H
    5

    Table 2.2 Critical Path

    Prede- Time t Earliest Earliest Latest Start Latest Critical


    Activity Idle Time
    cessor(s) (days) Start (ES) Finish (EF) (LS) Finish (LF) Path?
    A 16 0 16 0 16 0 YES
    B A 10 16 26 16 26 0 YES
    C B 18 26 44 26 44 0 YES
    D A 24 16 40 32 56 16 NO
    E C 20 44 64 58 78 14 NO
    F C 12 44 56 44 56 0 YES
    G D,F 22 56 78 56 78 0 YES
    H D 8 40 48 70 78 30 NO
    I E,G,H 14 78 92 78 92 0 YES

    Figure 2.2 Critical Project Network

    1 2 3 4

    6 7 8

    Section 2.2 Manual Crashing

    Example 2.2 Black Eyed Peas (II)

    Table 2.3 Data Summary

    Prede- Time t (days) Cost ($000)


    Activity
    cessor/s Normal Crashed Normal Crashed
    A 16 14 13 15
    B A 10 9 17 20
    C B 18 17 10 12
    D A 24 22 16 18
    E C 20 18 11 15
    F C 12 11 15 18
    G D,F 22 20 12 14
    H D 8 5 14 20
    I E,G,H 14 13 14 15
    Due Date (days) 86

    Table 2.4 Crashed Time

    Time Cost Crash Critical Crash Time Crash Cost Time t (days)
    Activity (days) ($000)
    Allowed Increase Cost/Day Path? Normal Crashed
    A
    B
    C
    D
    E
    F
    G
    H
    I
    Total (Critical Path)

    Section 2.3 Crashing with Solver

    Example 2.3 Black Eyed Peas (III)

    Table 2.5 Data Summary

    Col\Row B C D E F G
    116 Prede- Time t (days) Cost ($000)
    Activity
    117 cessor/s Normal Crashed Normal Crashed
    118 A 16 14 13 15
    119 B A 10 9 17 20
    120 C B 18 17 10 12
    121 D A 24 22 16 18
    122 E C 20 18 11 15
    123 F C 12 11 15 18
    124 G D,F 22 20 12 14
    125 H D 8 5 14 20
    126 I E,G,H 14 13 14 15
    127 Due Date (days) 86

    Table 2.6 Minimum Crash Cost

    Col\Row B C D E F G H
    134 Time Cost Crash Crash Time Crash Cost Slack
    Activity (days) ($000) (Allowed)
    135 Allowed Increase Cost/Day
    136 A
    137 B
    138 C
    139 D
    140 E
    141 F
    142 G
    143 H
    144 I
    145 Total

    Table 2.7 Crashed Critical Path


    Col\Row B C D E F G H I
    152 Prede- Crashed t Earliest Earliest Latest Start Latest
    Activity Idle Time
    153 cessor(s) (days) Start (ES) Finish (EF) (LS) Finish (LF)
    154 A 0
    155 B A
    156 C B
    157 D A
    158 E C
    159 F C
    160 G D,F
    161 H D
    162 I E,G,H

    Table 2.8 Answer Report

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