Project Management

MBA Patricio F. Lewis Zúñiga

1
 Project Management
3
PowerPoint presentation to accompany
Heizer and Render
Operations Management, Eleventh Edition
Principles of Operations Management, Ninth Edition

PowerPoint slides by Jeff Heyl

© 2014 Pearson Education, Inc.

 Outline
► Global Company Profile:
Bechtel Group

► The Importance of Project Management

► Project Planning

► Project Scheduling

► Project Controlling
 Outline - Continued

► Project Management Techniques: PERT

and CPM
► Determining the Project Schedule

► Variability in Activity Times

► Cost-Time Trade-offs and Project

Crashing
 Outline - Continued

► A Critique of PERT and CPM

► Using Microsoft Project to Manage Projects
 Learning Objectives

When you complete this chapter you should be

able to:

1. Use a Gantt chart for scheduling

2. Draw AOA and AON networks
3. Complete forward and backward
passes for a project
4. Determine a critical path
 Learning Objectives

When you complete this chapter you

should be able to:
5. Calculate the variance of activity
times
6. Crash a project
 Bechtel Projects

► Constructing 30 high-security data centers worldwide

for Equinix, Inc. ($1.2 billion)
► Building and running a rail line between London and

the Channel Tunnel ($4.6 billion)

► Developing an oil pipeline from the Caspian Sea

region to Russia ($850 million)

► Expanding the Dubai Airport in the UAE ($600 million),

and the Miami Airport in Florida ($2 billion)

© 2014 Pearson Education, Inc.

 Bechtel Projects

► Building liquid natural gas plants in Yemen ($2 billion)

and in Trinidad, West Indies ($1 billion)
► Building a new subway for Athens, Greece ($2.6

billion)
► Constructing a natural gas pipeline in Thailand ($700

million)
► Building 30 plants for iMotors.com, a company that

sells refurbished autos online ($300 million)

► Building a highway to link the north and south of

Croatia ($303 million)

© 2014 Pearson Education, Inc.

 Importance of
Project Management
► Bechtel Project Management
► International workforce, construction
professionals, cooks, medical personnel,
security
► Strategic value of time-based competition
► Quality mandate for continual improvement
 Project Characteristics

► Single unit
► Many related activities
► Difficult production planning and inventory
control
► General purpose equipment
► High labor skills
 Examples of Projects

► Building Construction

► Research Project
 Management of Projects

1. Planning - goal setting, defining the project,

team organization
2. Scheduling - relate people, money, and
supplies to specific activities and activities
to each other
3. Controlling - monitor resources, costs,
quality, and budgets; revise plans and shift
resources to meet time and cost demands
 Project Management
Activities
► Planning
► Objectives ► Scheduling
► Resources ► Project

► Work break-
activities
► Start & end
down structure
► Organization
times
► Network

► Controlling
► Monitor, compare, revise, action
Project Planning, Scheduling, and
Controlling

Figure 3.1
Project Planning, Scheduling, and
Controlling

Figure 3.1
Project Planning, Scheduling, and
Controlling

Figure 3.1
Project Planning, Scheduling, and
Controlling

Figure 3.1
 Project Planning, Scheduling, and
Time/cost estimates
Budgets
Controlling
Engineering diagrams
Cash flow charts
Material availability details

Budgets
Delayed activities report
Slack activities report

CPM/PERT
Gantt charts
Milestone charts
Cash flow
Figure 3.1schedules
 Project Planning
► Establishing objectives
► Defining project

► Creating work

breakdown structure
► Determining

resources
► Forming organization

© 2014 Pearson Education, Inc. 3 - 20

 Project Organization
► Often temporary structure
► Uses specialists from entire company

► Headed by project manager

► Coordinates activities
► Monitors schedule
and costs
► Permanent
structure called
‘matrix organization’

© 2014 Pearson Education, Inc. 3 - 21

 Project Organization
Works Best When
1. Work can be defined with a specific goal
and deadline
2. The job is unique or somewhat unfamiliar
to the existing organization
3. The work contains complex interrelated
tasks requiring specialized skills
4. The project is temporary but critical to the
organization
5. The project cuts across organizational
lines
 A Sample Project Organization

President

Human Quality
Resources Marketing Finance Design Production
Mgt

Project Project Mechanical Test

Technician
No. 1 Manager Engineer Engineer

Project Project Electrical Computer

Technician
No. 2 Manager Engineer Engineer

Figure 3.2
 Matrix Organization
Marketing Operations Engineering Finance

Project 1

Project 2

Project 3

Project 4

© 2014 Pearson Education, Inc. 3 - 24

 The Role of
the Project Manager
Highly visible
Responsible for making sure that:
1. All necessary activities are finished in order
and on time
2. The project comes in within budget
3. The project meets quality goals
4. The people assigned to the project receive
motivation, direction, and information
 The Role of
the Project Manager
Highly visible
Responsible for making sure that:
Project managers should be:
1. All necessary activities
► Good are finished in order
coaches
and on time ► Good communicators

2. The project comes in within

► Able budgetactivities
to organize
from a variety
3. The project meets quality goals of disciplines
4. The people assigned to the project receive
motivation, direction, and information
 Ethical Issues
► Project managers face many ethical decisions
on a daily basis
► The Project Management Institute has
established an ethical code to deal with
problems such as:
1. Offers of gifts from contractors
2. Pressure to alter status reports to mask delays
3. False reports for charges of time and expenses
4. Pressure to compromise quality to meet schedules
 Work Breakdown Structure

Level
1. Project
2. Major tasks in the project
3. Subtasks in the major tasks
4. Activities (or “work packages”)
to be completed
 Work Breakdown Structure
Develop Windows 8
Level 1 1.0
Operating System

Software Cost Management System

Level 2 1.1 1.2 1.3
Design Plan Testing

Develop Design Cost Module

Level 3 1.1.1 1.2.1 1.3.1
GUIs Tracking Reports Testing

Ensure Compatibility Develop Defect

with Earlier Versions 1.1.2 Cost/Schedule 1.2.2 Testing 1.3.2
Interface

Compatible with
Level 4 1.1.2.1
Windows 7
(Work packages)
Compatible with
1.1.2.2
Windows Vista

Compatible with Figure 3.3

Windows XP 1.1.2.3
Project Scheduling Techniques

1. Ensure that all activities

are planned for
2. Their order of
performance is
accounted for
3. The activity time
estimates are recorded
4. The overall project time is developed
 Purposes of Project Scheduling

1. Shows the relationship of each activity to

others and to the whole project
2. Identifies the precedence relationships
among activities
3. Encourages the setting of realistic time and
cost estimates for each activity
4. Helps make better use of people, money,
and material resources by identifying critical
bottlenecks in the project
Project Management Techniques

► Gantt chart
► Critical Path Method

(CPM)
► Program Evaluation and

Review Technique (PERT)

 A Simple Gantt Chart

Time
J F M A M J J A S

Design
Prototype
Test
Revise
Production
 Service For a Delta Jet
Deplaning
Passengers
Baggage claim
Baggage Container offload
Pumping
Fueling Engine injection water
Cargo and mail Container offload
Main cabin door
Galley servicing Aft cabin door
Lavatory servicing Aft, center, forward
Drinking water Loading
First-class section
Cabin cleaning
Economy section
Cargo and mail Container/bulk loading
Galley/cabin check
Flight services
Receive passengers
Operating crew Aircraft check
Baggage Loading
Passengers Boarding
0 10 20 30 40
Time, Minutes
Figure 3.4
 Project Controlling
► Close monitoring of
resources, costs,
quality, budgets
► Feedback enables

revising the project plan

and shift resources
► Computerized tools

produce extensive
reports

© 2014 Pearson Education, Inc. 3 - 35

 Project Management Software
► There are several popular packages for
managing projects
► Primavera
► MacProject
► MindView
► HP Project
► Fast Track
► Microsoft Project

© 2014 Pearson Education, Inc.

 Project Control Reports
► Detailed cost breakdowns for each task
► Total program labor curves

► Cost distribution tables

► Functional cost and hour summaries

► Raw materials and expenditure forecasts

► Variance reports

► Time analysis reports

► Work status reports

 PERT and CPM
► Network techniques
► Developed in 1950s
► CPM by DuPont for chemical plants (1957)
► PERT by Booz, Allen & Hamilton with the U.S.
Navy, for Polaris missile (1958)
► Consider precedence relationships and
interdependencies
► Each uses a different estimate of activity

times
 Six Steps PERT & CPM

1. Define the project and prepare the work

breakdown structure
2. Develop relationships among the activities -
decide which activities must precede and
which must follow others
3. Draw the network connecting all of the
activities
 Six Steps PERT & CPM

4. Assign time and/or cost estimates to each

activity
5. Compute the longest time path through the
network – this is called the critical path
6. Use the network to help plan, schedule,
monitor, and control the project
 Questions PERT & CPM
Can Answer

1. When will the entire project be completed?

2. What are the critical activities or tasks in the
project?
3. Which are the noncritical activities?
4. What is the probability the project will be
completed by a specific date?
 Questions PERT & CPM
Can Answer
5. Is the project on schedule, behind schedule,
or ahead of schedule?
6. Is the money spent equal to, less than, or
greater than the budget?
7. Are there enough resources available to
finish the project on time?
8. If the project must be finished in a shorter
time, what is the way to accomplish this at
least cost?
 A Comparison of AON and AOA
Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
A comes before
(a) A B C B, which comes
before C A B C
A A
A and B must both
(b) C be completed
before C can start C
B B
B
B and C cannot
(c) A begin until A is B
completed A
C C
 A Comparison of AON and AOA
Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)

C and D cannot
A C begin until both A C
(d) A and B are
completed
B D B D

C cannot begin until

both A and B are
A C completed A C
(e) D cannot begin until Dummy activity
B is completed
B D A dummy activity is
introduced in AOA B D
 A Comparison of AON and AOA
Network Conventions
Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)

B and C cannot
begin until A is
completed
A B D D cannot begin A B D
until both B and C
(f) are completed Dummy
A dummy activity C
C activity
is again
introduced in AOA
 AON Example

Table 3.1 Milwaukee Paper Manufacturing’s Activities and Predecessors

IMMEDIATE
ACTIVITY DESCRIPTION PREDECESSORS
A Build internal components —
B Modify roof and floor —
C Construct collection stack A
D Pour concrete and install frame A, B
E Build high-temperature burner C
F Install pollution control system C
G Install air pollution device D, E
H Inspect and test F, G

© 2014 Pearson Education, Inc. 3 - 46

 AON Network for Milwaukee
Paper

Activity A
A (Build Internal Components)

Start

Activity B
Start B (Modify Roof and Floor)
Activity
Figure 3.5
 AON Network for Milwaukee
Paper
Activity A Precedes Activity C

A C

Start

B D

Activities A and B Figure 3.6

Precede Activity D
 AON Network for Milwaukee
Paper

F
A C

E
Start H

B D G

Arrows Show Precedence Figure 3.7

Relationships
 AOA Network for Milwaukee
Paper

C
2 4
(Construct
Stack)
F
Co (Ins

nt al
ne ern
s)
nt tal
om d A

(Build Burner)
po Int ro l
ls)
C uil

H
(B

Dummy 7

E
1 6
Activity (Inspect/
Test)
Ro (M B G ll
of odi ta on
/F fy s i
lo
or (In llut ce)
i
)
3
D Po ev
5 D
(Pour Figure 3.8
Concrete/
Install Frame)
Determining the Project Schedule

Perform a Critical Path Analysis

► The critical path is the longest path
through the network
► The critical path is the shortest time in
which the project can be completed
► Any delay in critical path activities delays
the project
► Critical path activities have no slack time
Determining the Project Schedule
Table 3.2 Time Estimates for Milwaukee Paper Manufacturing
ACTIVITY DESCRIPTION TIME (WEEKS)
A Build internal components 2
B Modify roof and floor 3
C Construct collection stack 2
D Pour concrete and install frame 4
E Build high-temperature burner 4
F Install pollution control system 3
G Install air pollution device 5
H Inspect and test 2
Total time (weeks) 25
Determining the Project Schedule
Perform a Critical Path Analysis
Earliest start (ES) = earliest time at
which an activity can start, assuming all
predecessors have been completed
Earliest finish (EF) = earliest time at
which an activity can be finished
Latest start (LS) = latest time at which
an activity can start so as to not delay
the completion time of the entire project
Latest finish (LF) = latest time by which
an activity has to be finished so as to not
delay the completion time of the entire
project
Determining the Project Schedule
Activity Format Figure 3.9

Activity Name
or Symbol
A Earliest
Earliest ES EF Finish
Start

Latest LS LF Latest
Start 2 Finish

Activity Duration
 Forward Pass

Begin at starting event and work forward

Earliest Start Time Rule:

► If an activity has only a single immediate
predecessor, its ES equals the EF of the
predecessor
► If an activity has multiple immediate
predecessors, its ES is the maximum of all
the EF values of its predecessors

ES = Max {EF of all immediate predecessors}

 Forward Pass

Begin at starting event and work forward

Earliest Finish Time Rule:

► The earliest finish time (EF) of an activity is
the sum of its earliest start time (ES) and its
activity time

EF = ES + Activity time
ES/EF Network for Milwaukee
Paper

ES EF = ES + Activity time
Start
0 0

0
 ES/EF Network for Milwaukee
Paper
EF of A =
ES ES of A + 2
of A
A
Start 0 2
0 0

2
 ES/EF Network for Milwaukee
Paper
A
0 2

2 EF of B =
ES ES of B + 3
0
Start
0 of B
B
0 0 3

3
 ES/EF Network for Milwaukee
Paper
A C
0 2 2 4

2 2
Start
0 0

B
0 3

3
 ES/EF Network for Milwaukee
Paper
A C
0 2 2 4

2 2
Start
0 0
= Max (2, 3) D
0
3 7
B
0 3

3
4
 ES/EF Network for Milwaukee
Paper
A C
0 2 2 4

2 2
Start
0 0

B D
0 3 3 7

3 4
 ES/EF Network for Milwaukee
Paper
A C F
0 2 2 4 4 7

2 2 3
Start E H
0 0 4 8 13 15

0 4 2

B D G
0 3 3 7 8 13

3 4 5
Figure 3.10
 Backward Pass

Begin with the last event and work backwards

Latest Finish Time Rule:
► If an activity is an immediate predecessor for
just a single activity, its LF equals the LS of the
activity that immediately follows it
► If an activity is an immediate predecessor to
more than one activity, its LF is the minimum
of all LS values of all activities that
immediately follow it
LF = Min {LS of all immediate following activities}
 Backward Pass

Begin with the last event and work backwards

Latest Start Time Rule:
► The latest start time (LS) of an activity is the
difference of its latest finish time (LF) and its
activity time

LS = LF – Activity time
 LS/LF Times for
Milwaukee Paper
A C F
0 2 2 4 4 7

2 2 3
Start E H
0 0 4 8 13 15
13 15
0 4 2

B LS = LF
D – Activity timeG
0 3 3 7 8 13

3 4 5 LF = EF
of Project
 LS/LF Times for
Milwaukee Paper
A C F
0 2 2 4 4 7

10 13
2 2 3
Start E H
0 0
LF =4 Min(LS
8 of 13 15
following activity) 13 15
0 4 2

B D G
0 3 3 7 8 13

3 4 5
 LS/LF Times for
Milwaukee
LF = Min(4,Paper
10)

A C F
0 2 2 4 4 7

2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15

4 8 13 15
0 4 2

B D G
0 3 3 7 8 13
8 13
3 4 5
 LS/LF Times for
Milwaukee Paper
A C F
0 2 2 4 4 7

0 2 2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15

0 0 4 8 13 15
0 4 2

B D G
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
 Computing Slack Time

After computing the ES, EF, LS, and LF times for

all activities, compute the slack or free time for
each activity

► Slack is the length of time an activity can be

delayed without delaying the entire project

Slack = LS – ES or Slack = LF – EF
 Computing Slack Time

TABLE Milwaukee Paper’s Schedule and Slack Times

3.3
EARLIEST EARLIES LATEST LATEST ON
ACTIVIT START T FINISH START FINISH SLACK CRITICAL
Y ES EF LS LF LS – ES PATH
A 0 2 0 2 0 Yes
B 0 3 1 4 1 No
C 2 4 2 4 0 Yes
D 3 7 4 8 1 No
E 4 8 4 8 0 Yes
F 4 7 10 13 6 No
G 8 13 8 13 0 Yes
H 13 15 13 15 0 Yes
 Critical Path for
Milwaukee Paper
A C F
0 2 2 4 4 7

0 2 2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15

0 0 4 8 13 15
0 4 2

B D G
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
 ES – EF Gantt Chart
for Milwaukee Paper
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and
install frame
E Build high-temperature
burner
F Install pollution control
system
G Install air pollution
device
H Inspect and test
 LS – LF Gantt Chart
for Milwaukee Paper
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and
install frame
E Build high-temperature
burner
F Install pollution control
system
G Install air pollution
device
H Inspect and test
 Variability in Activity Times

► CPM assumes we know a fixed time estimate

for each activity and there is no variability in
activity times
► PERT uses a probability distribution for activity

times to allow for variability

 Variability in Activity Times

► Three time estimates are required

► Optimistic time (a) – if everything goes
according to plan
► Pessimistic time (b) – assuming very
unfavorable conditions
► Most likely time (m) – most realistic estimate
 Variability in Activity Times

Estimate follows beta distribution

Expected time:
t = (a + 4m + b)/6
Variance of times:
v = [(b – a)/6]2
 Variability in Activity Times

Estimate follows beta distribution

Expected time: Figure 3.11

t = (a + 4m + b)/6
Probability of
Variance
1 in 100 of
of times: Probability of
Probability

< a occurring 1 in 100 of > b

v = [(b − a)/6]2 occurring

Activity
Time

Optimistic Most Likely Time Pessimistic

Time (a) (m) Time (b)
 Computing Variance
TABLE 3.4 Time Estimates (in weeks) for Milwaukee Paper’s Project

MOST
OPTIMISTIC LIKELY PESSIMISTIC EXPECTED TIME VARIANCE
ACTIVITY a m b t = (a + 4m + b)/6 [(b – a)/6]2
A 1 2 3 2 .11

B 2 3 4 3 .11

C 1 2 3 2 .11

D 2 4 6 4 .44

E 1 4 7 4 1.00

F 1 2 9 3 1.78

G 3 4 11 5 1.78

H 1 2 3 2 .11
Probability of Project Completion

Project variance is computed by

summing the variances of critical
activities
s2 =pProject variance
= (variances of activities
on critical path)
Probability of Project Completion

Project variance is computed by

summing the variances of critical
Project variance
activities
s2 =p.11 + .11 + 1.00 + 1.78 + .11 = 3.11

Project standard deviation

sp = Project variance
= 3.11 = 1.76 weeks
Probability of Project Completion

PERT makes two more assumptions:

► Total project completion times follow a

normal probability distribution
► Activity times are statistically independent
Probability of Project Completion

Figure 3.12
Standard deviation = 1.76 weeks

15 Weeks
(Expected Completion Time)
 Probability of Project Completion

What is the probability this project can

be completed on or before the 16 week
deadline?

Due Expected date

Z = date – of completion /sp

= (16 weeks – 15 weeks)/1.76

Where Z is the number of
= 0.57 standard deviations the due
date or target date lies from the
mean or expected date
 Probability of Project Completion
From Appendix I
What is the probability
.00 .01 this project
.07 can
.08
be completed on or before the
.1 .50000 .50399
16 week
.52790 .53188
deadline?.2 .53983 .54380 .56749 .57142

.5
due expected date .71904
Z.69146
= date .69497 .71566
− of completion /s p
.6 .72575 .72907 .74857 .75175

= (16 wks − 15 wks)/1.76

Where Z is the number of
= 0.57 standard deviations the due
date or target date lies from the
mean or expected date
Probability of Project Completion

0.57 Standard deviations

Probability
(T ≤ 16 weeks)
is 71.57%

15 16 Time
Weeks Weeks
Figure 3.13
Determining Project Completion
Time

Probability
of 0.99

Probability
of 0.01

2.33 Standard Z
From Appendix I deviations
0 2.33
Figure 3.14
Variability of Completion Time for
Noncritical Paths
► Variability of times for activities on
noncritical paths must be considered when
finding the probability of finishing in a
specified time
► Variation in noncritical activity may cause

change in critical path

 What Project Management Has
Provided So Far
1. The project’s expected completion time is
15 weeks
2. There is a 71.57% chance the equipment
will be in place by the 16 week deadline
3. Five activities (A, C, E, G, and H) are on
the critical path
4. Three activities (B, D, F) are not on the
critical path and have slack time
5. A detailed schedule is available
Cost–Time Trade-Offs and Project
Crashing
It is not uncommon to face the
following situations:
► The project is behind schedule
► The completion time has been
moved forward

Shortening the duration of the

project is called project crashing
 Factors to Consider When
Crashing a Project

► The amount by which an activity is crashed is,

in fact, permissible
► Taken together, the shortened activity

durations will enable us to finish the project by

the due date
► The total cost of crashing is as small as

possible
 Steps in Project Crashing

1. Compute the crash cost per time period. If

crash costs are linear over time:

Crash cost (Crash cost – Normal cost)

per period = (Normal time – Crash time)

2. Using current activity times, find the critical

path and identify the critical activities
 Steps in Project Crashing
3. If there is only one critical path, then select
the activity on this critical path that (a) can
still be crashed, and (b) has the smallest
crash cost per period. If there is more than
one critical path, then select one activity
from each critical path such that (a) each
selected activity can still be crashed, and (b)
the total crash cost of all selected activities
is the smallest. Note that the same activity
may be common to more than one critical
path.
 Steps in Project Crashing

4. Update all activity times. If the desired due

date has been reached, stop. If not, return to
Step 2.
 Crashing The Project

TABLE 3.5 Normal and Crash Data for Milwaukee Paper Manufacturing

TIME (WEEKS) COST ($)

CRASH COST CRITICAL
ACTIVITY NORMAL CRASH NORMAL CRASH PER WEEK ($) PATH ?
A 2 1 22,000 22,750 750 Yes

B 3 1 30,000 34,000 2,000 No

C 2 1 26,000 27,000 1,000 Yes

D 4 2 48,000 49,000 1,000 No

E 4 2 56,000 58,000 1,000 Yes

F 3 2 30,000 30,500 500 No

G 5 2 80,000 84,500 1,500 Yes

H 2 1 16,000 19,000 3,000 Yes

 Crash and Normal Times and
Costs for Activity B
Activity
Cost
Crash

Crash Cost – Normal Cost

$34,000 — Crash Cost/Wk =
Normal Time – Crash Time
Crash $33,000 — $34,000 – $30,000
Cost =
3–1
$32,000 — $4,000
= = $2,000/Week
2 Wks
$31,000 —

$30,000 —
Normal
Normal —
Cost
| | |
1 2 3 Time (Weeks)
Figure 3.15
Crash Time Normal Time
 Critical Path and Slack Times
for Milwaukee Paper
Figure 3.16

A C F
0 2 2 4 4 7

0 2 2 4 10 13
2 2 3
Start Slack = 0 Slack = 0 E Slack = 6 H
0 0 4 8 13 15

0 0 4 8 13 15
0 4 2

B D Slack = 0 G Slack = 0
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5

Slack = 1 Slack = 1 Slack = 0

 Advantages of PERT/CPM

1. Especially useful when scheduling and

controlling large projects
2. Straightforward concept and not
mathematically complex
3. Graphical networks help highlight
relationships among project activities
4. Critical path and slack time analyses help
pinpoint activities that need to be closely
watched
 Advantages of PERT/CPM

5. Project documentation and graphics point

out who is responsible for various activities
6. Applicable to a wide variety of projects
7. Useful in monitoring not only schedules but
costs as well
 Limitations of PERT/CPM
1. Project activities have to be clearly defined,
independent, and stable in their
relationships
2. Precedence relationships must be specified
and networked together
3. Time estimates tend to be subjective and
are subject to fudging by managers
4. There is an inherent danger of too much
emphasis being placed on the longest, or
critical, path
Using Microsoft Project

Program 3.1
Using Microsoft Project

Program 3.2
Using Microsoft Project

Pollution Project
Percentage Completed on
Aug. 12
ACTIVITY COMPLETED
A 100
B 100
C 100
D 10
E 20
F 20
G 0
H 0 Program 3.3
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without the prior written permission of the publisher.
Printed in the United States of America.
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