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Latest start and finish steps latest finish es ls ef

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Latest Start and Finish Steps Latest Finish ES LS EF LF Earliest Finish Latest Start Earliest Start A c t i v i t y N a m e A c t i v i t y D u r a t i o n
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63-45 Critical Path for Critical Path for Milwaukee General Hospital Milwaukee General Hospital Start A B C D F F G H Arrows show precedence relationships
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63-46 AON Network for Milwaukee General AON Network for Milwaukee General Hospital Hospital Includes Critical Path Includes Critical Path Slack=0 Start A B C D F F G H H 13 13 2 15 15 H G 8 8 5 13 13 H F 4 10 3 7 13 H C 2 2 2 4 4 H E 4 4 4 8 8 H D 3 4 4 7 8 H B 0 1 3 3 4 H A 0 0 2 2 2 H 0 0 0 0 0 Slack=0 Slack=0 Slack=0 Slack=0 Slack=6 Slack=1 Slack=1 Start
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63-47 Gantt Chart Gantt Chart Earliest Start and Finish Earliest Start and Finish Milwaukee General Hospital Milwaukee General Hospital A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16
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63-48 Gantt Chart Gantt Chart Latest Start and Finish Latest Start and Finish Milwaukee General Hospital Milwaukee General Hospital A Build internal components B Modify roof and floor C Construct collection stack D Pour concrete and install frame E Build high-temperature burner F Install pollution control system G Install air pollution device H Inspect and test 1 2 3 4 5 6 7 8 9 10 1112 13 1415 16
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63-49 1-2 Fdn & frame 1-3 Buy shrubs 2-3 Roof 2-4 Interior work 3-4 Landscape 4 5 6 7 8 9 1 0 1 1 1 2 3 2 1 Activity Build House Project Gantt Chart Gantt Chart Latest Start and Finish Latest Start and Finish
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63-50 Gantt Chart Gantt Chart Latest Start and Finish Latest Start and Finish 0 2 4 6 8 10 12 14 16 18 20 Location Recruitment Training Order office facilities Decoration Furnishing Moving
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63-51 3 time estimates Optimistic times ( a ) Most-likely time ( m ) Pessimistic time ( b ) Follow beta distribution Expected time: t = ( a + 4 m + b )/6 Variance of times: v = ( b - a ) 2 /6   PERT Activity Times PERT Activity Times
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63-52 Expected project time ( T ) Sum of critical path activity times, t Project variance ( V ) Sum of critical path activity variances, v Used to obtain probability of project completion! Project Times Project Times
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63-53 © 1995 Corel Corp. PERT Probability Example PERT Probability Example You’re a project planner for General Dynamics. A submarine project has an expected completion time of 40 weeks, with a standard deviation of 5 weeks. What is the probability of finishing the sub in 50 weeks or less ?
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63-54 T = 40 s = 5 50 X Normal Normal Distribution Distribution Z X T = - = - = s 50 40 5 2 0 . m z = 0 s Z = 1 Z 2.0 Standardized Normal Standardized Normal Distribution Distribution Converting to Standardized Variable Converting to Standardized Variable
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63-55 m z = 0 s Z = 1 Z 2.0 Z .00 .01 0.0 .50000 .50399 : : : : 2.0 .97725 .97784 .97831 2.1 .98214 .98257 .98300 Standardized Normal Probability Standardized Normal Probability Table (Portion) Table (Portion) Probabilities in body Probabilities in body Obtaining the Probability Obtaining the Probability .02 .50798 .97725
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63-56 Variability of Completion Time for Variability of Completion Time for Noncritical Paths
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