Noncritical paths variability of times for activities

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Noncritical Paths Variability of times for activities on noncritical paths must be considered when finding the probability of finishing in a specified time. Variation in noncritical activity may cause change in critical path.
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63-57 Factors to Consider when Crashing Factors to Consider when Crashing The amount by which an activity is crashed is, in fact, permissible. Taken together, the shortened activity durations will enable one to finish the project by the due date. The total cost of crashing is as small as possible.
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63-58 Steps in Project Crashing Steps in Project Crashing Compute the crash cost per time period. For crash costs assumed linear over time: Using current activity times, find the critical path If there is only one critical path, then select the activity on this critical path that (a) can still be crashed, and (b) has the smallest crash cost per period. Note that a single activity may be common to more than one critical path Update all activity times. time) Crash time (Normal cost) Normal cost (Crash period per cost Crash - - =
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63-59 Crash and Normal Times and Costs for Activity B Crash and Normal Times and Costs for Activity B
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63-60 Cost-Time Curves Used in Crashing Cost-Time Curves Used in Crashing Analysis Analysis
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63-61 Advantages of PERT/CPM Advantages of PERT/CPM Especially useful when scheduling and controlling large projects. Straightforward concept and not mathematically complex. Graphical networks aid perception of relationships among project activities. Critical path & slack time analyses help pinpoint activities that need to be closely watched. Project documentation and graphics point out who is responsible for various activities. Applicable to a wide variety of projects. Useful in monitoring schedules and costs.
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63-62 Assumes clearly defined, independent, & stable activities Specified precedence relationships Activity times (PERT) follow beta distribution Subjective time estimates Over-emphasis on critical path Limitations of PERT/CPM Limitations of PERT/CPM
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63-63 Case: Project management at Hospital Case: Project management at Hospital
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