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Network analysis for mining project planning
Published in Amit Kumar Gorai, Snehamoy Chatterjee, Optimization Techniques and their Applications to Mine Systems, 2023
Amit Kumar Gorai, Snehamoy Chatterjee
CPM-based project network analysis was first introduced by Du Pont (1957) to optimize the cost of the project and its overall completion time. The proposed method was applied first time in 1958 in the construction of a new chemical plant. CPM is used to assist the project manager in scheduling the activities involved in a typical project.
Quantity Surveying and Valuation
Published in P.K. Jayasree, K Balan, V Rani, Practical Civil Engineering, 2021
P.K. Jayasree, K Balan, V Rani
The CPM is a step-by-step process planning project management technique that identifies critical and noncritical tasks, prevents time frame problems, and processes bottlenecks. Complex projects require a range of activities, some of which must be carried out sequentially and others can be carried out in conjunction with other activities. This series and parallel tasks collection can be modelled on a network. CPM models project activities and events as a network. Activities are shown as network nodes and events which mean the start or end of activities are shown as arcs or lines between nodes. Figure 21.2 shows an example of a CPM network diagram:
Schedule Management – Understanding “When”
Published in Te Wu, Optimizing Project Management, 2020
The critical path method (CPM) is another popular approach to estimating duration. This approach is predominantly used at a project level, rather than activity level, and uses a single time estimate for each activity. Then, using a network diagram, one is able to find the longest sequence of activities by duration. The “critical path” is identified as the shortest time in which a project can be completed. CPM is useful for defining the critical and noncritical activities in order to prevent project delays and process bottlenecks.
Reliability interval for a stochastic project network constrained by budget and time
Published in Quality Technology & Quantitative Management, 2019
Yi-Kuei Lin, Ping-Chen Chang, Yun-Ling Cho
To measure the efficiency of a project, cost and duration (i.e. time needed) of each activity should be considered in a project network. Program evaluation and review technique (PERT) and critical path method (CPM) are widely adopted techniques to manage large-scale projects with cost and duration considerations (Gido & Clements, 1999; Harold, 2009). Conventionally, CPM is a deterministic approach, meaning that CPM has difficulty to deal with uncertainty on cost and duration of each activity (Liu, 2012). But the fact is that, duration of each activity is stochastic in nature caused by weather, availability of human resources, equipment failure, etc. (Acebes et al., 2014; Padalkar & Gopinath, 2016). Therefore, the cost for stochastic duration is varied accordingly. Unlike CPM, PERT allows stochastic durations in a project network, namely stochastic project network (SPN) hereafter. Traditionally, PERT assumes that the duration of each activity must follow a beta distribution; each activity has three possible durations: most likely estimate, most optimistic estimate, and most pessimistic estimate (Gido & Clements, 1999; Golenko-Ginzburg & Gonik, 1997; Hiller & Liberman, 2005). To deal with more practical cases, Lin (2002, 2008) further considered arbitrary probability distribution of duration in an SPN. Lin (2002, 2008) utilized the minimal path (MP; a path without cycle) to establish the upper and lower duration vectors satisfying both time and budget constraints. All feasible duration vectors are contained in such upper and lower duration vectors.
The analysis of information flow interdependencies within projects
Published in Production Planning & Control, 2022
Hamdi Bashir, Udechukwu Ojiako, Alasdair Marshall, Maxwell Chipulu, Amer A. Yousif
To support project planning and more specifically, activity and/or task scheduling, over the last few years, numerous conventional project management scheduling tools such as the Critical Path Method (‘CPM’) (Kelley 1961; Kohler 1975) and the Program Evaluation and Review Technique (‘PERT’) (Roman 1962) have become available for practitioners (Herroelen 2009; Pellerin and Perrier 2019; Zhao, Hall, and Liu 2020). However, while these tools are able to handle sequential and parallel project activities, they do not have the capability to do so as relates with the interdependencies between different activities and/or tasks or in fact, different information flows (Maheswari, Varghese, and Sridharan 2006). This makes the use of these tools unsuitable when seeking to articulate the real nature of these interdependencies (Pellerin and Perrier 2019). More specifically for example, the CPM is unable to effectively cater for activities that are undertaken in parallel or sequentially (Oloufa et al. 2004). The limitations of CPM and PERT have made demands for scheduling tool that are more functional sophisticated. This has led to an evolution from the deterministic origins of planning and scheduling tools to an increasingly fuzzy functionality capable of catering for the uncertainties associated with infrastructure projects. In many instances, these newer tools are developed to be heavily dependent on technology in order to improve their effectiveness and efficiency. Pellerin and Perrier (2019) have undertaken a very comprehensive review of project planning and control methods. Thus, for brevity, we have not undertaken such a review in this paper. One particular point of interest which emerges from their study is that they observe that increasingly, the literature appears focussed on the development of non-deterministic project planning tools that are capable of aiding project planning where there is incomplete and vague information.
Strengths and shortcomings of methodologies for production planning and control of construction projects: a systematic literature review and future perspectives
Published in Production Planning & Control, 2021
Patrick Dallasega, Elisa Marengo, Andrea Revolti
Among the main advantages of CPM is the possibility to compute the project duration and to perform different methods of analysis on it, such as the computation of the shortest path, the critical path (Bokor and Hajdu 2015) and the slippage of the activities and their impact on the total duration (Nisar and Suzuki 2015; Lo and Kuo 2013).