《软件技术基础教学课件》Project_Mgt.pptVIP

45 45 45 45 72 83 86 70 70 Activity Precedent Optimistic Most Likely Pessimistic A - 6 7 8 B A 4 4 4 C A 5 6 8 D B 8 10 10 E B 7 10 15 F C 9 9 13 G C 7 7 7 H D 4 6 8 I E, F 6 9 11 J G 8 9 10 K H, I, J 3 5 6 Problem #3 ? 2014 Lew Hofmann Sample POM/QM Input Table Printout Note that this is CPM since there is only one time estimate for each activity. You will need to change the method for PERT. Sample POM/QM Solution Table printout Sample PERT/CPMPrecedence Graph Printout Note that the software does not add start blocks or end blocks. Note also that there is a logic error. “D” should not be an immediate predecessor of “F”. In your homework computer problem, you will have more than one ending node. This is not an error. Connect them to an End Block if it will help you visualize it. Sample GanttChart Printout POM/QM Printing Hint Avoid using the “print screen” button on the bottom left of the screen or in the file menu. Screen prints are small and very hard to read. Select the “File” pull-down menu and use the “Print” option. You can then indicate which items you wish to print and get a much better output. OPTION: Download the free program “Jing.” It is available for Mac and PC, and what I use for the printouts on my PPT slides. /jing.html 1 2 3 4 7 10 11 12 24 24 Analyzing Cost-Time Trade-Offs. There are always cost-time trade-offs in project management. You can completing a project early by hiring more workers or running extra shifts. There are often penalties if projects extends beyond some specific date, and a bonus may be provided for early completion. Crashing a project means finishing the project early by expediting one or more activities. Not all activities can be shortened. Project Costs Total Project Costs direct costs + indirect costs + penalty costs Direct costs include labor, materials, and any other costs directly related to project activities. Indirect costs include administration, depreciation, financial, and other variable overhead costs.