Chapter 7 Project Networks 管理科学英文版教学课件.ppt

* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * Notice that all four paths from source to the sink are critical. The next acceleration will have to ensure that at least one activity on each path in the network is accelerated. But the path ns ? B ? D ? nt can no longer be accelerated at all: activities B and D are at their respective crash times so the shortest possible project duration is T = 9 at a cost of $1,800. * Lecture * * Lecture * Accelerate activity Total acceleration costs Critical path Project duration — 0 A?D 13 D 0 + 200 = 200 A?C and A?D 12 C and D 200 + 500 = 700 A?C and A?D 11 C and D 700 + 500 = 1,200 A?C and A?D 10 A 1,200 + 600 = 1,800 A?C, A?D, B?C, and B?D 9 This is where the decision maker comes in. He/she can determine what it costs to accelerate the project and if it is worth it. This is a good example of what OR does best: prepare decisions (rather than actually make them). * Lecture * 7.3 Project Planning with Resources We will extend the basic model by adding a resource requirement (a single resource) referred to as “employees.” Consider the large project network in Section 7.1 and assume that resource consumptions of the individual activities are as shown below. * Lecture * Activity A B C D E F G H I J Resource consumption 10 20 40 20 25 30 10 25 20 25 Gantt chart A horizontal bar chart, with activities on the ordinate, while the abscissa is a time axis. Since activities on the critical path are scheduled from their earliest possible start times, they form a non-overlapping sequence of bars with no gaps. * Lecture * The bold bars in the Figure below is critical activities and their position in the graph cannot be changed. Noncritical activities, on the other hand, have some leeway for their schedule. Suppose now that all noncritical activities are scheduled as early as possible. * Lecture * The regular bars that belong to