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    Case Study Reducing Project Duration

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    Varian Arditya
    The document describes how a software company called TPS implemented critical path method (CPM) analysis to address issues of ineffective project control and reduce project duration. CPM analysis involved drawing a project network model, calculating earliest and latest start/finish times for activities, and identifying the critical path of zero-slack activities. This allowed TPS to analyze which activities could be compressed to potentially reduce the total project duration from 54 weeks down to a shorter schedule.

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    Case Study Reducing Project Duration

    Uploaded by

    Varian Arditya
    103 views12 pages
    The document describes how a software company called TPS implemented critical path method (CPM) analysis to address issues of ineffective project control and reduce project duration. CPM analysis involved drawing a project network model, calculating earliest and latest start/finish times for activities, and identifying the critical path of zero-slack activities. This allowed TPS to analyze which activities could be compressed to potentially reduce the total project duration from 54 weeks down to a shorter schedule.

    Original Description:

    Reducing project duration - operation management

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    The document describes how a software company called TPS implemented critical path method (CPM) analysis to address issues of ineffective project control and reduce project duration. CPM analysis involved drawing a project network model, calculating earliest and latest start/finish times for activities, and identifying the critical path of zero-slack activities. This allowed TPS to analyze which activities could be compressed to potentially reduce the total project duration from 54 weeks down to a shorter schedule.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    103 views12 pages

    Case Study Reducing Project Duration

    Uploaded by

    Varian Arditya
    The document describes how a software company called TPS implemented critical path method (CPM) analysis to address issues of ineffective project control and reduce project duration. CPM analysis involved drawing a project network model, calculating earliest and latest start/finish times for activities, and identifying the critical path of zero-slack activities. This allowed TPS to analyze which activities could be compressed to potentially reduce the total project duration from 54 weeks down to a shorter schedule.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 12

    Case Study: Reducing Project Duration

    Tia Santika
    Timothy
    Varian
    Windhi
    Zahrana
    Case Study Brief

    Issues
    About the company Issues Initiatives to solve issues

    TPS, located in Hyderabad, one of the For the past few years, financial The COO, Sudheer Gupta, conduct In-
    premier software companies in India. performance has been poor due to depth analysis of existing network
    ineffective control mechanism for huge model and recommended critical
    Started in 2012 by a small group of complex projects path method (CPM) technique to be
    enthusiastic software engineers and implemented in on-going projects to
    management executives control project delays and improve
    profits of the company
    The firm provided a range of project
    services in IT to domestic and
    international clients
    Project Information
    Steps in critical path analysis method

    1 Draw project network model

    Perform critical path calculation using normal duration


    2
    • Calculate earliest start (ES) and earliest finish (EF) for
    each activity

    • Calculate latest finish (LF) and latest start (LS)

    • Calculate slack for each activity

    3 Determine critical path consisting of activity with zero slack


    TPS project critical path analysis (Normal duration)

    B,8 C,6 D,6

    A,10

    E,12 F,15 G,10

    I,7

    H,5 I,5
    Steps in critical path analysis method

    1 Draw project network model

    Perform critical path calculation using normal


    2
    duration

    • Calculate earliest start (ES) and earliest finish


    (EF) for each activity

    • Calculate latest finish (LF) and latest start (LS)

    • Calculate slack for each activity

    3 Determine critical path consisting of activity with zero slack


    TPS project critical path analysis (Normal duration)

    ES EF ES EF ES EF
    B,8 C,6 D,6
    LS LF LS LF LS LF
    ES EF
    A,10
    LS LF
    ES EF ES EF ES EF
    E,12 F,15 G,10
    LS LF LS LF LS LF
    ES EF
    J,7
    LS LF
    ES EF ES EF
    H,5 I,5
    LS LF LS LF

    ES: Earliest time activity can start ES: Earliest time + duration of activity

    LS: Latest time activity can start EF: Latest finish time – duration of activity
    without delaying the project
    TPS project critical path analysis (Normal duration)

    10 18 18 24 24 30
    B,8 C,6 D,6
    17 25 25 31 31 37
    0 10
    A,10
    0 10
    10 22 22 37 37 47
    E,12 F,15 G,10
    10 22 22 37 37 47
    47 54
    J,7
    47 54
    22 27 27 32
    H,5 I,5
    37 42 42 47

    Total project duration under normal condition is equal to sum of duration of each activity = 54-week

    Total project cost under normal condition is equal to sum of cost of each activity = $ 101,000
    Steps in critical path analysis method

    1 Draw project network model

    Perform critical path calculation using normal duration


    2
    • Calculate earliest start (ES) and earliest finish (EF) for
    each activity

    • Calculate latest finish (LF) and latest start (LS)

    • Calculate slack for each activity

    Determine critical path consisting of activity with


    3 zero slack
    TPS project critical path analysis (Normal duration)

    10 18 18 24 24 30
    B,8 C,6 D,6
    17 25 25 31 31 37
    0 10
    A,10
    0 10
    Slack: 0 10 22 22 37 37 47
    E,12 F,15 G,10
    10 22 22 37 37 47
    Slack: 0 Slack: 0 Slack: 0 47 54
    J,7
    47 54
    22 27 27 32 Slack: 0
    H,5 I,5
    37 42 42 47

    The critical path is A – E – F – G – J and this path is the longest path of the network diagram out
    of the three paths to complete the project
    Compressing project schedule

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