網(wǎng)絡(luò)計(jì)劃技術(shù)講義(文件)
【正文】 1Marginal Cost Analysis for Reliable’s ProjectTable After Crashing Two WeeksLengthPathActivitytoCrashCrashCostABCDGHMABCEHMABCEFJKNABCEFJLNABCIJKNABCIJLN40 31 43 44 41 42J $30,000 40 31 42 43 40 41J $30,000 40 31 41 42 39 40F $40,000 40 31 40 41 39 40Marginal Cost Analysis for Reliable’s ProjectFinal Table After Crashing Four WeeksLengththetotalproject,costThetocost,constraintmustortimeprojectbefollowing:1. Theeachtheactivityfinishproject40Reduction(forTimeTime.3. ActivityActivityallactivity).4. ProjectFinishimmediatenode.Spreadsheet ModelMr. Perty’s Conclusionsn ThetheaofprojectsoofisMr.crashingextracrashingjustifiedcertainlybonusfinishing40Pertyplanbeprojectaheadreachingcostallplanjustifiedwouldinoffinishing47PertycrashingtowhollyprojectbehindactivityJ.Scheduling and Controlling Project Costsn PERT/Costprocedurehelpplan,costs.n Assumption:whenthatperformingincurredrate(weeks)EstimatedCostCostDurationA 2 $180,000 $90,000B 4 320,000 80,000C 10 620,000 62,000D 6 260,000 43,333E 4 410,000 102,500F 5 180,000 36,000G 7 900,000 128,571H 9 200,000 22,222I 7 210,000 30,000J 8 430,000 53,750K 4 160,000 40,000L 5 250,000 50,000M 2 100,000 50,000N 6 330,000 55,000PERT/Cost Spreadsheet (Earliest Start Times)PERT/Cost Spreadsheet (Earliest Start Times)PERT/Cost Spreadsheet (Latest Start Times)PERT/Cost Spreadsheet (Latest Start Times)Cumulative Project CostsPERT/Cost Report after Week 22Activity BudgetedCost PercentCompletedValueCompletedActualDateA $180,000 100% $180,000 $200,000 $20,000B 320,000 100 320,000 330,000 10,000C 620,000 100 620,000 600,000 –20,000D 260,000 75 195,000 200,000 5,000E 410,000 100 410,000 400,000 –10,000F 180,000 25 45,000 60,000 15,000I 210,000 50 105,000 130,000 25,000Total $2,180,000 $1,875,000 $1,920,000 $45,000四、網(wǎng)絡(luò)優(yōu)化得到初始的計(jì)劃方案，但通常要對(duì)初始方案進(jìn)行調(diào)整與完善。在圖的上半部中，工序代號(hào)后的數(shù)字是人數(shù)，線下面的數(shù)字是非關(guān)鍵工序時(shí)差長(zhǎng)度。找到了時(shí)間 資源優(yōu)化的方案，如圖 1218所示，在不增加工人的情況下保證了工程按期完成。同時(shí)我們應(yīng)優(yōu)先安排關(guān)鍵工序所需的工人，再利用非關(guān)鍵工序的時(shí)差，錯(cuò)開各工序的開始時(shí)間，從而拉平工人需要量的高峰。58人 64人80人 81人42人26人65人60 80 100 120 1302 74 635 f(22人）18h(39人 )15 d(58人） i(26人） g(42人）3020 25圖 1217在例 5中，若加工工人為 65人，并假定這些工人可完成這 5個(gè)工序任一個(gè)，下面來尋求一個(gè)時(shí)間 資源最優(yōu)方案。 做法： 資源優(yōu)化DateCostWeekofitsaactivitycostsPERT/Costmonandprojectputerized)aorbeforerunningifpartiallyinholdTherefore,projectforthetheitbethepartF.n TheschedulerunningifreserveholdTherefore,project$150,000earnitcanofthisrejectsjustified.planextra40finishingpercentonlyforofofTime(forTimeTimeDesiredactivity).2. ProjectMaxconstraintsnotoftoofreductiontimearedecisionsbytolessprojecttothisthencrashingtheofConsiderPathActivitytoCrashCrashCostABCDGHMABCEHMABCEFJKNABCEFJLNABCIJKNABCIJLN40 31 43 44 41 42J $30,000 40 31 42 43 40 41J $30,000 40 31 41 42 39 40F $40,000 40 31 40 41 39 40F $40,000 40 31 39 40 39 40Project Network After CrashingUsing LP to Make Crashing Decisionsn RestatmentPathActivitytoCrashCrashCostABCDGHMABCEHMABCEFJKNABCEFJLNABCIJKNABCIJLN40 31 43 44 41 42J $30,000 40 31 42 43 40 41J $30,000 40 31 41 42 39 40J只大只能趕工 2天Marginal Cost Analysis for Reliable’s ProjectTable After Crashing Three WeeksLengthPathActivitytoCrashCrashCostABCDGHMABCEHMABCEFJKNABCEFJLNABCIJKNABCIJLN40 31 43 44 41 42最長(zhǎng)路Marginal Cost Analysis for Reliable’s ProjectTable After Crashing One WeekLengthcostnormal(weeks)Crash belowdurationactivitiescrashingetc.q Crashingmaterials,help,overtime,SpecialbelowdurationmeasurestoTradeOffs:q Crashingweeks)?CPMtargetattem
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