- Determine the true duration of the project
Treating each departure individually, deduce the effects of that departure by referring to
Fig. 16. Combine these effects where they are cumulative. On the basis of these results,
establish the true duration of the project. Thus activity 3-9: events 11 and 12 would be de-
layed 3 days; activity 3-12: event 12 would not be delayed, since there is a latitude of 10
days along this path; activity 11-12: event 12 would be delayed 1 day. Summary: Event
12 is delayed 4 days; event 13 is not delayed, since there is a latitude of 6 days along this
path. Therefore, the true duration of the project = 37 days, as forecast.
PROJECT PLANNING BASED ON
AVAILABLE WORKFORCE
A manufacturing firm has a contract to build a pilot model of a newly invented ma-
chine. To plan the work, the firm constructed the CPM network in Fig. 17 and compiled
the data in Table 21. The following activities must be performed as a unit, without loss
of continuity: 0-1-2-4; 2-3-4; 5-7-8. Activities 4-8 and 6-8 may be performed piecemeal,
if this proves convenient. The workforce available for assignment to this project is 15
workers for the first 8 days, 25 for the remaining time. Each employee is capable of per-
forming all 11 activities. But the constraints imposed by the available facilities limit the
number of workers for each activity to that shown in Table 21. Overtime is not permis-
sible. Devise a schedule that will allow completion of this project at the earliest possi-
ble date.
FIGURE 17. CPM network for construction of pilot model.