...Do you understand Gantt charts? Use Figure 6-11 and test your understanding by answering the following questions. a. When is the activity “convert data files” scheduled to begin and end? b. When is the activity “test computer software” scheduled to begin and end? c. How much time did it actually take the company to complete the task “Prepare the physical site location?” Was this more or less time than planned? d. How much time did it actually take the company to complete the task “Determine the functional changes in the system?” Was this more or less time than planned? e. Given what has happened so far, when can the activity “Acquire and install computer equipment” actually begin? f. Given what has happened so far, when can the activity “Select and assign personnel” actually begin? SOLUTION a. Activity G (“convert data files”) is scheduled to begin at the beginning of week 22 and end 6 weeks later (the end of week 28). b. Activity I (“test computer software”) is scheduled to begin at the beginning of week 28 and end 5 weeks later (the end of week 32). c. The Gantt chart shows that the actual time to complete activity A (“prepare the physical site”) was 11 weeks. This was less than the 17 weeks originally planned for it. d. The Gantt chart shows that the actual time to complete activity B (“determine the functional changes”) was 16 weeks. This was more than the 14 weeks originally planned for it. e. Activity E (“acquire and install computer equipment”)...
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...Q1 (ANS). For 3 Processes: The total number of possible different schedules for 3 processes on one processor is: 3! == 6. Gantt Charts: 1. P1 | P2 | P3 | 2. P1 | P3 | P2 | 3. P2 | P1 | P3 | 4. P2 | P3 | P1 | 5. P3 | P1 | P2 | 6. P3 | P2 | P1 | General Formula: For “N” number of processes, the number of possible, different schedules will be N! I.e. N*N-1*N-2*….2*1 Q2 (ANS). (A). 1. SJF Gantt Chart: P4 | P3 | P5 | P1 | P2 | 2. Non Pre-emptive Priority: P2 | P5 | P1 | P3 | P4 | 3. Round Robin Gantt Chart with quantum 4: P1 | P2 | P3 | P4 | P5 | P1 | P2 | P3 | P4 | P5 | P1 | P2 | P3 | P5 | (B). Turnaround Time for all process, in all schedules: Process | SJF | Non Pre-emptive Priority | Round Robin | P1 | 35 | 31 | 41 | P2 | 47 | 12 | 45 | P3 | 16 | 40 | 46 | P4 | 7 | 47 | 35 | P5 | 25 | 21 | 47 | (C). Waiting time for all processes, in all schedules: Process | SJF | Non Pre-emptive Priority | Round Robin | P1 | 26 | 21 | 31 | P2 | 38 | 0 | 33 | P3 | 7 | 31 | 37 | P4 | 0 | 38 | 28 | P5 | 16 | 12 | 38 | (D).The waiting time is least in the SJF (Shortest Job First) scheduling. This is because the long-time taking jobs are pushed back and the shortest time taking jobs are done first. Q3 (ANS). (A). Waiting time for all in FCFS scheduling algorithm: 1. P1 = 0 2. P2 = 7.5 3. P3 = 11 Avg. Turnaround Time = (waiting Time + burst Time for n processes)/n Avg...
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...The PERT Chart Program Managers often utilize tools such as, the Program Evaluation and Review Technique or PERT charts. PERT charts help managers with planning the schedule of projects that involve sequential activities. A PERT chart identifies the amount of time that is required to complete the activities in a project, and the order of the steps that occurs throughout the project. Each activity is assigned an earliest and latest start time and end time; activities with no slack time are said to lie along the critical path, this is the path that must stay on time for the project to stay on schedule (Ingram, 2013). One of the strengths that the PERT charts have is their ability to calculate exactly how long a project will take. They provide managers with a range of time in which the project should be completed, based on the total of all the minimum and maximum time limits for all of the activities. This gives companies a number of advantages, such as the ability to tell their customers exactly when their orders will be filled, or exactly when they should order new supplies. One weakness a PERT chart has is that it does not take into account the possibility of unexpected occurrences. The expected completion time of all subsequent activities and the project as a whole can get off track when things go wrong, which can cause problems if the company has made plans that rely on the timely completion of the project. Another weakness of PERT chart is that the technique relies...
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...Developing a Gantt and PERT Chart October 2004 Edition UNITAR-executed GEF Medium-Sized Project, on behalf of UNDP Table of Contents Module 1. Creating a Gantt Chart Using MS Project ............................................... 1 Introduction........................................................................................................................... 1 1. Open Project.................................................................................................................... 1 2. Format calendar .............................................................................................................. 2 3. Save file............................................................................................................................ 2 4. Enter project start date .................................................................................................. 3 5. List activities and tasks and organise into phases/groupings..................................4 6. Estimate task durations ................................................................................................. 5 7. Enter relationships (dependencies) ............................................................................. 6 8. Define milestones ........................................................................................................... 7 9. Follow Gantt chart wizard (Format view) .......................................................................
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...1 |Fabrication |John |2/11/08 |4/11/08 |60 |20% |12 |48 | |1.1 |Spindle shaft | |2/11/08 |2/25/08 |14 |100% |14 |0 | |1.2 |housing | |2/25/08 |3/07/08 |11 |0% |0 |11 | |1.3 |housing end caps | |2/25/08 |3/07/08 |11 |0% |0 |11 | |1.4 |cross-feed flexure | |3/17/08 |4/01/08 |15 |0% |0 |15 | |1.5 |lead screw flexure | |3/17/08 |4/11/08 |25 |0% |0 |25 | |2 |Error model task |Jane |2/11/08 |5/14/08 |93 |0% |0 |93 | |2.1 |list of spindle error sources | |2/11/08 |2/25/08 |14 |0% |0 |14 | |2.2 |model individual spindle errors | |2/11/08 |3/10/08 |28 |0% |0 |28 | |2.3 |finish full spindle error sources | |2/11/08 |5/14/08 |93 |0% |0 |93 | |2.4 |list of flexure error sources | |3/03/08 |3/17/08 |14 |0% |0 |14 | |2.1 |model individual flexure errors | |3/03/08 |3/17/08 |14 |0% |0 |14 | |2.2 |finish full flexure error model | |3/10/08 |4/07/08 |28 |0% |0 |28 | |2.3 |list of drive error sources | |3/31/08 |4/07/08 |7 |0% |0 |7 | |2.4 |model individual drive error | |3/31/08 |4/28/08 |28 |0% |0 |28 | |2.5 |finish full drive error model | |3/31/08 |4/28/08 |28 |0% |0 |28 | |2.6 |HTM-based lathe error model | |2/11/08 |5/14/08 |93 |0% |0 |93 | |3 |Measurement task dates |Bill |3/07/08 |4/28/08 |52 |0% |0 |52 | |3.1 |CMM training | |3/07/08 |3/21/08 |14 |0% |0 |14 | |3.2 |Spindle error motions | |3/07/08 |3/17/08 |10 |0% |0 |10 | |3.3 |Cross Slide error motions | |3/19/08 |4/07/08 |19 |0% |0 |19 | |3.4 |Carriage error motions | |4/07/08 |4/28/08 |21 |0% |0 |21 | |4 |Report...
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...WBS and Gantt chart Review Date: 02/28/2009 In order to ensure that the video game delivery project for smartgames.com is completed within 1 year or better, there are a few adjustments made to the WBS to meet this deadline. These adjustments will serve to help the project run more efficiently to in order to save time and allocate resources effectively. The following three tasks have been added: 1. Task Management – Expanded with more clarification 2. Risk Management – Additional 3. Database Management – Additional The task management section has been expanded in order to specifically outline the all the tasks needed. Once we have a detailed outline, we can then begin to plan what tasks can be done in a parallel with others. There are some tasks that do not depend on the completion of other tasks and will save time. Planning the tasks ahead of time in this manner will allow the resources to plan their allocated time accordingly as opposed to trying to add pieces in the middle of the project. Risk management is an important piece that will take time and planning in the beginning, but will be worth it as roadblocks come up through out the project. It is very important to identify possible risks and anticipate problems, but even more so to have a plan in place for when things like that occur. When a risk is identified, then a plan to handle the risk should also be in place as well as the resources to handle the situation. Although, some...
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...1. Draw a Gantt chart for the construction phase of the program. What is the completion date if construction starts in March? What is the completion date of the project if construction is started in November? If the project is started on March 1st, 2012, the finish date is July 30th, 2013. For the November start date, the case does not mention exactly what date the project should start but rather mentions that it should start after the elections. We do not have the election date so I will assume a start date of November 14th, 2011, which is a Monday. In this case, the end date of the project would be April 11th, 2013. However, the case states that if the project starts in November, bad weather could affect the outside operations, adding as much as 2 months to the duration. If we add 2 months to phase 1, the entire project is delayed 2 months. However, if the delay only occurs in phase 2, than the end date of the project would not be affected since no tasks have phase 2 as a predecessor. This is quite unlikely since it would impossible, in real life, to proceed to phases 3 and 4 (Enclosures and Interiors) without first completing or at least having a certain percentage completed of phase 2 (Structure). For this reason, I choose to add 2 months in phase 1 and therefore have a new end date of July 4th, 2013. Please note that I have also considered that the 2 months delay include the Christmas and New Year holidays. Gantt charts of both start dates...
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...risk that the project takes longer than scheduled. It can lead to cost risks, as longer projects always cost more, and to performance risk, if the project is completed too late to perform its intended tasks fully. Apart from the cost estimation and resource allocation used in CPM, most of the techniques used in quantitative cost risk analysis are different from those used in schedule risk analysis. The earliest technique used for schedule risk analysis was the Gantt chart, developed by Henry Gantt in 1917. A Gantt chart gives a graphical summary of the progress of a number of project activities by listing each activity vertically on a sheet of paper, representing the start and duration of each task by a horizontal line and then representing the current time by a vertical line. This makes it easy to see where each activity should be and to show its current status. You can read more about Gantt charts on Wikipedia. Many tasks require that prior tasks are completed before they can be initiated, but unfortunately, Gantt charts are not a good method of showing theinterrelationship between tasks, so computers must be used to set up and maintain the network of tasks. One commonly-used technique is Program Evaluation Review Technique (PERT) which uses a detailed diagram of all anticipated tasks in a project, organised into a network to represent the dependence of each task on those that must precede it. PERT can be used to analyse the tasks involved in completing a project, especially...
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...and the way they are quantified. One difference is in the type of measurements. Speed represents a rate, such as miles per hour. Volume represents a number such as number of attendees, and accuracy is whether something goes according to plan such as a wedding. Accuracy can relate to quality of a finished product and in that case another performance measure may be more appropriate (Performance Measurement in Project Management, 2007). Many methods can be used to measure project performance. Earned Value Management analyzes scope, cost, and schedule throughout the lifecycle of the project. It provides accurate forecasts and performance problems. PERT charts show a projects schedule, sequence of tasks to be performed at the same time and the critical path that must be completed in order for the project to meet the deadline. Gantt charts are useful in analyzing and planning complex projects. They help to plan out tasks that need to be completed, provide a basis for scheduling when the tasks can be carried out, allow planning the allocation of resources needed, and help with the critical path when a project must be completed by a specific date...
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...1) Study Questions Chapter # 3 Questions # 72 and 73 72. Computer aided systems engineering (CASE) tools are software programs that automate or support the drawing and analysis of system models and provide for the translation of system models into application programs. True 73. Forward engineering allows a CASE tool to read existing program code and transform that code into a representative system model that can be edited and refined by the systems analyst. False. Forward engineering requires the systems analyst to draw system models, either from scratch or from templates. The resulting models are subsequently transformed into program code. Reverse engineering allow a CASE tool to read existing program code and transform that code into a representative system model that can be edited and refined by the systems analyst. 2) Study Questions Chapter # 4 Questions # 40, 41, 67, 78, and 81. 40. The critical path for a project is that sequence of dependent tasks that have the shortest sum of pessimistic durations. The critical path determines the latest possible completion date of a project. False. The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of a project. 41. The slack time available for any non-critical task is the amount of delay that can be tolerated between the starting time and completion time of a task without...
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...create a Gantt chart for one element of the St. Dismas case study project. Using a project management tool like MS Project is typically the easiest and fastest way to do this. However, it is not the only way. You can use MS Office products as well to create the Gantt Chart. Students often ask about the use of project management software applications in this course. In the past we required the use of MS Project for this course but removed it as a requirement when we rewrote the course. The reason we removed it was that MS Project has a very steep learning curve for all but the most basic functions. The software is very expensive and is not web-based so it requires installation on your computer. This posed many issues for our students. In this course the assignments were designed so that students could complete them without using any project management software at all. For example, the WBS can be done using MS Word, EXCEL, PowerPoint, or VISIO. The same is true of the Gantt chart and network diagram although it does take more time to do them this way than it would if you used software that automatically draws the Gantt and network diagram from the WBS. There are a number of free tools and helpful websites available for creating project Gantt Charts. Here is a sample you might want to explore. How to create a Gantt Chart in MS EXCEL http://office.microsoft.com/en-us/excel-help/present-your-data-in-a-gantt-chart-in-excel-HA010238253.aspx?CTT=1 Free Gantt Chart template...
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...Objectives - MS Project 2010 * Understanding Project Scheduling * Introduction to Microsoft Project * Working with Project Tasks * Basic views, time scales and reports Whether you are a project manager or not, project management techniques are extremely helpful in meeting goals and objects. Project management techniques define a path to a specified goal and then supervise the implementation. MS Project can help you establish your initial plan as well as monitor progress. MS Project can quickly produce reports and other information that will help keep management, customers, and your project team informed. To get the most from MS Project, not only do you need to understand project management terminology, you also need to be familiar with the software itself. Therefore, do not attempt to quickly finish the lab, but take your time and read all instructions carefully. Understanding Project Scheduling A typical project is composed of tasks and resources. After tasks are identified, you organize the tasks in a logical hierarchy, also called a Work Breakdown Structure (WBS). Eventually, this sequence will show the interdependencies of each task. Then each task is given a duration. In MS Project, this can be in weeks, days, hours or minutes. You can also specify a milestone, which will represent an event that marks the completion of a group of related tasks. To accomplish any task, you need resources. Resources can include people,...
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...Q1: Provide Mr Alexopoulos with a project schedule including the Network Diagram and Gantt chart. Your report should show the critical activities as well as Total and Free Slack for each activity. Table 1 presents the project schedule accompanied with the total cost for the project, the duration and both the free and total slack columns. Table 1 Initial project schedule Figure 1 illustrates how the activities from table 1 will be scheduled across time, in the form of a Gantt chart. Figure 1 Gantt chart for initial schedule Figure 1 Gantt chart for initial schedule Figure 2 demonstrates the several “paths” formed by the activities sequence, in a network diagram. Highlighted in red is the critical path, consisted by the critical activities A, D & G. The total duration of the critical path, which at the same time is the total duration of the project, is 12 weeks as seen in table 1 while the total cost of the project is estimated to be at € 61,000.00. Figure 2 Network diagram for initial schedule Table 2 presents the activity paths for the initial schedule. Due to free slack in activities B, E & F, the non-critical paths have a slack of 2 to 4 weeks, which provides a greater flexibility in resource commitment and use for these stated activities. Path 1 | A | D | G | 12 weeks (critical path) | | 3 weeks | 5 weeks | 4 weeks | | Path 2 | B | G | | 10 weeks | | 6 weeks | 4 weeks | | | Path 3 | C | E | G | 8 weeks | | 2 weeks | 2 weeks | 4...
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...Table of Contents Gantt charts and Project Network diagram 2 Description Component of Detailed Gantt View in MS Project: 2 Chart component of detailed Gantt View in Microsoft Project: 4 Project Network Diagram view in Microsoft Project: 5 Business Case Management Report 6 Introduction 6 Deciding Factors 6 Major Obstacles 7 Discussion & evaluation 7 Conclusions 8 Discussion Document 9 Terms in Project Management 9 1. Customer needs & expectations 9 2. Feasibility research 9 3. Scheduling 10 4. Budgeting 10 5. Project Risk Management 10 6. Project Communication 11 Bibliography 12 Gantt charts and Project Network diagram The Gantt chart and project network diagram was constructed using Microsoft Project (2010). Description of Detailed Gantt Chart View in MS Project: The precedence list and other information provided in text were used to create a Gantt chart in Microsoft Project Professional (2010). The current date has been set to January 10, 2006. The column-wise description is as below: Name: This identifies the task which needs to be carried out. The precedence list is the direct source of data. Start Slack: This column states the total available float (or slack) for each task. Duration: This column mentions the duration (in days) for each task. The precedence list specified the duration in weeks, which was converted into days by the formula [duration in weeks * 7] Start: This mentions the start date for...
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...Gantt charts and PERT charts are both excellent ways to organize and analyze components of a project through a visualization. Both have proven themselves to be successful and essential tools to present information. Although they both have the same purpose, there are many differences separating the two charts. The Gantt chart tends to present information in the form of a bar chart while the PERT presents information as a network model. Presenting information in a bar chart would be a big help to show percentage of work done. However using a PERT chart would be more useful of sequencing tasks. Another contrast between the two charts is the work breakdown structure. The PM of any project has a great deal of responsibility of planning and following through with the schedule for the project. Both charts would be useful to show the tasks that need completing. The key difference is the display on the Gantt demonstrates the percentage of work done and the PERT demonstrates the work flow. The accuracy of each chart is a consideration to take in when deciding how to present information for this analysis. While Gantt charts are simple to read and user friendly, PERT charts add an extensive amount of data that could provide use in the longer scheme of planning. Gantt presents only two pieces of data, which are, project tasks and time allowed for each task to be completed. PERT charts rely on dependency of each task being completed to start the next. This could also prove as an issue...
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