Lecture Managing operations across the supply chain (2/e) – Chapter 15S: Advanced methods for project scheduling. After studying this chapter, you should be able to: Make time and cost trade-offs in projects, schedule projects using probabilistic task time estimates. | Copyright © 2014 McGraw-Hill Higher Education. All rights reserved. CHAPTER 15 Supplement Advanced Methods for Project Scheduling McGraw-Hill/Irwin 1 15S–2 Learning Objectives LO15S-1 Make time and cost trade-offs in projects LO15S-2 Schedule projects using probabilistic task time estimates 2 Advanced Project Scheduling Techniques Crashing: adding resources to efficiently speed up a project Probabilistic Scheduling: using statistics to model uncertainty in estimating various project outcomes 15S–3 LO15S-1 Project Crashing: Steps 15S–4 LO15S-1 Project Crashing 15S–5 Table 15S-1 LO15S-1 Project Crashing 15S–6 Table 15S-2 LO15S-1 Probabilistic Estimates – Part I Best-case duration: task time given everything goes “as planned” Worst-case duration: task time given all possible delays are realized Most likely case duration: most probable task time. 15S–7 LO15S-2 Probabilistic Estimates – Part II 15S–8 LO15S-2 Advanced Project Management Summary 15S–9 There are time-cost trade-offs The probability of finishing a task or a project on time can be estimated | Copyright © 2014 McGraw-Hill Higher Education. All rights reserved. CHAPTER 15 Supplement Advanced Methods for Project Scheduling McGraw-Hill/Irwin 1 15S–2 Learning Objectives LO15S-1 Make time and cost trade-offs in projects LO15S-2 Schedule projects using probabilistic task time estimates 2 Advanced Project Scheduling Techniques Crashing: adding resources to efficiently speed up a project Probabilistic Scheduling: using statistics to model uncertainty in estimating various project outcomes 15S–3 LO15S-1 Project Crashing: Steps 15S–4 LO15S-1 Project Crashing 15S–5 Table 15S-1 LO15S-1 Project Crashing 15S–6 Table 15S-2 LO15S-1 Probabilistic Estimates – Part I Best-case duration: task time given everything goes “as planned” Worst-case duration: task time given all possible delays are realized Most likely case duration: most probable task time. 15S–7 LO15S-2 Probabilistic Estimates – Part II 15S–8 LO15S-2 Advanced Project Management Summary 15S–9 There are time-cost trade-offs The . | Copyright © 2014 McGraw-Hill Higher Education. All rights reserved. CHAPTER 15 Supplement Advanced Methods for Project Scheduling McGraw-Hill/Irwin 1 15S–2 Learning Objectives LO15S-1 Make time and cost trade-offs in projects LO15S-2 Schedule projects using probabilistic task time estimates 2 Advanced Project Scheduling Techniques Crashing: adding resources to efficiently speed up a project Probabilistic Scheduling: using statistics to model uncertainty in estimating various project outcomes 15S–3 LO15S-1 Project Crashing: Steps 15S–4 LO15S-1 Project Crashing 15S–5 Table 15S-1 LO15S-1 Project Crashing 15S–6 Table 15S-2 LO15S-1 Probabilistic Estimates – Part I Best-case duration: task time given everything goes “as planned” Worst-case duration: task time given all possible delays are realized Most likely case duration: most probable task time. 15S–7 LO15S-2 Probabilistic Estimates – Part II 15S–8 LO15S-2 Advanced Project Management Summary 15S–9 There are time-cost trade-offs The probability of finishing a task or a project on time can be .
