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Supplemental_slides_for_Chapter_7 - time than T cp • The...

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Supplemental slides for Chapter 7
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PERT Example 7.7 The table below lists three time estimates and the immediate predecessor(s) for each activity in a construction project that is to be scheduled using PERT. The three time estimates (in weeks) are in the order: optimistic time, most likely time, and pessimistic time. (a) Draw the PERT network diagram for the project, labeling all activities and times. (b) Perform a forward pass and backward pass through the network to determine the critical path, the expected duration of the project, and the slack time for each activity. (c) What is the probability that the project will be completed within 22 weeks? Activity 1 2 3 4 5 6 7 8 Time estimates (weeks) , , 1 2 3 , , 3 5 7 , , 5 7 9 , , 5 7 12 , , 1 2 3 , , 2 3 4 , , 7 9 11 , , 1 3 8 Immediate predecessor - 1 1 2 3 , 4 5 3 , 6 7
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Project Crashing Reasons to complete a project in less
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Unformatted text preview: time than T cp • The scheduled deadline is sooner than T cp • Incentives for finishing early • Penalties for finishing late • The benefits of the project outcome must be achieved sooner • Indirect costs of resources used on Normal Distribution of T cp Activity Costs • The cost of a given project activity typically increases as the time to accomplish it is reduced • Time and cost factors: – T ai = activity time for activity i – C ai = normal cost of activity i – ET ai = expedited time of activity i – EC ai = expedited cost of activity i bCost vs. Time for Expedited Activity Activity 1 2 3 4 5 6 7 8 Time estimates (weeks) 1, 2, 3 3, 5, 7 5, 7, 9 5, 7, 12 1, 2, 3 2, 3, 4 7, 9, 11 1, 3, 8 Immediate predecessor - 1 1 2 3 4, 5 3 6, 7...
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