AGENDA
Critical Chain
Solving a network
Calculating activity times
Critical path and time

CRITICAL CHAIN
Characters
Plot summary

SOLVING A NETWORK
Small project
Ten activities
Optimistic estimates
Rarely less than
Most likely estimate
Pessimistic estimates
Rarely longer than
Predeccessors

TABLE

NETWORK
NETWORK
NETWORK
NETWORK
NETWORK
NETWORK
NETWORK
NETWORK
NETWORK
NETWORK
NETWORK
NETWORK

CALCULATING ACTIVITY TIMES
99 percent accurate estimates
a=optimistic estimate
b=pessimistic estimate
m=most likely estimate, the mode
One formula (assumes std is 1/6th range for beta dist.)
TE=expected time=(a+4m+b)/6
Variance=((b-a)/6)^2
Possible situations
a=m
b=m
If a and b are the same as m then TE=m

TABLE

NETWORK

CRITICAL PATH AND TIME
First cut
Assume expected times are certain
Earliest start for an activity
Finish for latest activity preceding it
Forward pass through the network

NETWORK NODE LABELING

NETWORK
NETWORK
NETWORK
NETWORK

CRITICAL TIME AND PATH
Critical time
43 days
Critical path
A-D-J

LATEST POSSIBLE STARTING TIMES
How late can activities start without delaying the project?
Based on the latest Finish for an activity:
Earliest of latest start of succeeding activities
Latest start
Latest finish - duration
Backward pass through the network
NETWORK
NETWORK
NETWORK

NETWORK
SLACK
Difference between Latest Start and Earliest Start
How long you can delay an activity before it becomes critical
SLACK TABLE

FINAL COMMENTS
Started with expected time for each activity
Calculated the critical time and path for the project
Does not allow any project slack
Want to negotiate slack for the entire project beyond the critical project  time